M A N P O W ER TR A IN IN G
A N D D EV ELO P M EN T
Training and Development refers to the
imparting of specific skills , abilities &
knowledge to an employee.
Training improves the performance &
behavior of a person. It is a never ending
& a continuous process.
It is any attempt to improve current or
future employee performance by
increasing an employees ability to perform
through learning usually by changing the
employees attitude or increasing his or her
skills & knowledge. The need for training &
development is determined by the
employees performance deficiency
computed as : Standard Performance-Actual
Performance=Training and Development
Role ofTraining
1. Less accidents
2. More Knowledge
3. Easy with the handling of machines
4. Reduce wastage & Scrap
5. Less turnover & Absenteeism
6. More Productivity
7. Low Supervision
8. High Morale
9. Cost Reduction
10. Better quality of work and product
11 Increase Profitability
12 Helps employees adjust to change
13 Helps eliminate fear in attempting new tasks
14 Increase the skills
15 Improve labour management relation
Training vs. development
Learning
dimensions
Meant for
Focus
Training
Development
Operatives
Executives
Current
Current
Scope
Individual
job
and
future jobs
Work
Goal
Initiated
Fix
current
skills
group+
organization
future work
demands
by
manageme
Training vs. development
Learning
dimensions
Training
Specific
Development
job
Content
related
information
Time
immediate
frame
General
knowledge
Long
term
Training Process
ORGANISATIONAL
OBJECTIVES & STRATEGIES
ASSESSMENT OF TRAINING
NEEDS
ESTABLISHMENT OF
TRAINING GOALS
DESIGNING TRAINING
PROGRAMME
IMPLEMENTATION OF
TRAINING PROGRAMME
EVALUATION OF RESULTS
N eed Assessm ent
Its diagnoses present problems &
future challenges to be met through
training & development. Organization
spend vast sum of money on training
& development before committing
such huge resources, organization
would do well to assess the training
needs of their employees. Without
need assessment of T&D there are
some errors.
Perform ance D iscrepancy
Performance Discrepancy
Yes
Is it worth fixing
Yes
KSA
Deficiency
Yes
Choose
Reward /
Punishment ,
Incongruenc
e
Yes
Appropriate
Remedy
Job Aid
Training
Practice
Change the Job
Transfer or
Terminate
Change
Contingenci
es
Inadequate
Feedback
Yes
Provide proper
feedback
Obstacles in
the System
Yes
Remove
Obstacles
M ethods Used in Training N eeds
Assessm ent
Performance Appraisal
Work Sampling
Interviews
Questionnaire
Attitude Survey
Training Progress
Rating Scales
O bjectives ofTraining
Better quality of work
Higher productivity
Cost reduction
High morale
Reduced supervision
Less learning period
Personal growth
Fewer accidents
Brings loyalty
D ESIG N IN G TRAIN IN G & D EVELO PM EN T
PRO G RAM M E
WHO ARE THE
TRAINEES
WHO ARE THE
TRAINERS
WHAT METHODS &
TECHNIQUES
WHAT SHOULD BE THE
LEVEL OF TRAINING
WHAT ARE THE
PRINCIPLES OF
LEARNING
WHERE TO CONDUCT
THE PROGRAMME
D ESIG N IN G TRAIN IN G & D EVELO PM EN T
PRO G RAM M E
Who are the trainees: Trainees should be selected
on the bases of self nomination, recommendations
of supervisors or by the HR department itself.
Who are the Trainers: Training and development
programmes may be conducted by several
people, including the following:
Immediate supervisors
Coworkers, as in buddy systems,
Members of the HR staf
Specialists in other parts of the company.
Outside consultants
Industry associations and
Faculty members at universities
D ESIG N IN G TRAIN IN G & D EVELO PM EN T
PRO G RAM M E
Methods and techniques of training: A
multitude methods of training are used to
train employees. These methods are:
1. Lectures
2. Audio Visuals
3. On-the-job Training
4. Programmed Instruction (PI)
5.Computer-Assisted Instruction
6. Simulation
7. Case Study
8. Role Playing
O n-the-Job Training
On-the-job training (OJT) refers to new
or inexperienced employees
learning through observing peers or
managers performing the job and
trying to imitate their behavior.
C oaching
Coaching refers to the activity of a
coach in developing the abilities of
coaches or clients.
Coaching methods includes both
theoretical and practical sections.
Where motivational speeches are
done theoretically, workshop,
seminars come under practical
methods.
Job instruction training
Step by step structured training method in
which a trainer
(1) prepares a trainee with an overview of
the job its purpose, and the results desired,
(2) demonstrates the task or the skill to
the trainee,
(3) allows the trainee to mimic the
demonstration on his or her own
(4) employee does the job independently
(5)follows up to provide feedback and
help.
Job rotation
Job rotation is an approach to management
development where an individual is moved
through a schedule of designed to give him
or her a breadth of exposure to the entire
operation.
Job rotation is also practiced to allow qualified
employees to gain more insights into the
processes of a company, and to reduce
boredom and increase job satisfaction & skill
enhancement through job variation.
O ffthe job training
Of the job training involves employees
taking training courses away from their place
of work. This is often also referred to as
"formal training".
Of the job training courses might be run by
the business' training department or by
external providers.
- Use of specialist trainers and
accommodation
- Employee can focus on the training - and
not be distracted by work
Vestibule training
Vestibule training is a type of training
center using a vestibule, a small area
away from the actual worksite, consisting
of training equipment exactly duplicating
the materials and equipment used on the
job.
The purpose of vestibule training is to
reproduce an actual work setting and
place it under the trainer's control to allow
for immediate and constructive feedback.
Training vestibules are useful because they
allow trainees to practice while avoiding
lecture
Training is basically incomplete without lecture.
When the trainer begins the training session by
telling the aim, goal, agenda, processes, or
methods that will be used in training that means
the trainer is using the lecture method
Main Features of Lecture Method:
Inability to identify and correct
misunderstandings
Less expensive
Can be reached large number of people at
once
Knowledge building exercise
Less efective because lectures require long
periods of trainee inactivity
R ole P lays
Trainees act out characters assigned
to them.
Information regarding the situation is
provided to the trainees.
Focus on interpersonal responses.
Outcomes depend on the emotional
(and subjective) reactions of the other
trainees.
The more meaningful the exercise,
the higher the level of participant
R ole P lays
Trainees act out characters assigned
to them.
Information regarding the situation is
provided to the trainees.
Focus on interpersonal responses.
Outcomes depend on the emotional
(and subjective) reactions of the other
trainees.
The more meaningful the exercise,
the higher the level of participant
Film s/Video Presentations
Content for the training experience comes
primarily from a videotape or computerbased program.
Interest of the audience can be
maintained by showing them audio visuals
Easy to handle and explain
Provides a lot of content to talk about
D ESIG N IN G TRAIN IN G & D EVELO PM EN T
PRO G RAM M E
What should be level of training: The next question in
designing the training & development programme is to
decide the level of learning. As was pointed out earlier, the
inputs passed on to trainees in training and development
programmes are education, skills, and the like.
There are three basic level at which these inputs can be
taught. At the lowest level, the employee or potential
employee must acquire fundamental knowledge. This
means developing a basic understanding of a fixed and
becoming acquainted with the language concepts and
relationships involved in it. The goal of next level is skill
development, or acquiring the ability to perform in a
particular skill area. The highest level aims at increased
operational proficiency. This involves obtaining additional
experience and improving skills that have already
developed
D ESIG N IN G TRAIN IN G & D EVELO PM EN T
PRO G RAM M E
Learning principles: Training and development
programmes are more likely to be efective
when they incorporate the following principles
of learning:
1. Motivation
2. Recognition of Individual diferences
3. Practice opportunities
4. Feedback
5. Goals Seeting
6. Schedule of learning
7. Meaning of material
8. Transfer of learning
D ESIG N IN G TRAIN IN G & D EVELO PM EN T
PRO G RAM M E
Where to conduct the programme: A
final consideration is where the training
and development programme is to be
conducted. Actually, the decision comes
down to the following choices:
1. At the job itself
2. On site but not the job: Fro exp. In a
training room in the company.
3. Of the site: Such as in a university or
college classroom, hotel or a
conference centre
Im plem entation oftraining Program m e
Once the training programe has been designed, it need to be
implemented. Implementation is beset with certain
problems. In the first place, most managers are actionoriented and frequently say they are too busy to engage in
training eforts. Secondly, availability of trainers is a
problem. In addition to possessing communication skills, the
trainers must know the companys philosophy, its objectives,
its formal and informal organizations and the goals of
training programme.
Programme implementation involves action on the following
Lines:
1. Deciding the location and organizing training & other
facilities.
2. Scheduling the training programme.
3. Conducting the programme.
4. Monitoring the progress of trainees.
Evaluation ofthe Program m e
Evaluation helps determining the results
of training & development program.
Training evaluation provides the data
needed to demonstrate that training does
provide benefits to the company.
Need for evaluation
To determine the accomplishment of
specific training objective
To determine the Cost efectiveness
To determine the Program failure
To determine the Correcting
performance deficiencies
Any Change in trainee capabilities
are due to training & not due to any
other condition
Importance of Training
Evaluation
Improved quality of training activities
Improved ability of the trainers to
relate inputs to outputs
Better discrimination of training
activities between those that are
worthy of support and those that
should be dropped
Better integration of training offered
and on-the job development
Better co-operation between trainers
and line-managers in the
How to make training more
efective
Management should commit itself to
allocate major resources and adequate
time to training.
Training should contribute to
competitive strategies of the firm.
Training should be done at all levels on
a continue and ongoing basis.
Their should be proper linkage among
organizational, operational and
individual training needs.
Create a system to evaluate the
efectiveness of training.
