Training & Development

Chapter 8
 Do Organizations Need
Training
 The answer is “YES”
 However, we must
know the purpose and
functions of training
before we can use it.

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 The Gap Concept

Expected Curve

1,000 Cars Gap

Performance/ 200 Cars
Actual Curve
Results
800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
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 Training Needs

The reasons for not As training experts we

making the 1,000 must analyze the
cars: situation to determine if:
 Not enough resources  Expected result too high
 Poor machines  Target achievable
 Poor staff skills  Is training the only way to
make it happen
 Are there other factors.

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 Employee Training
 Definition
 “The systematic acquisition of attitudes,
concepts, knowledge, roles, or skills, that result
in improved performance at work.”
 According to Edwin Flippo, ‘training is the act
of increasing the skills of an employee for doing
a particular job’.
 Dale S. Beach defines training as ‘the organized
procedure by which people learn knowledge
and/or skill for a definite purpose’. Training
refers to the teaching and learning activities
carried on for the primary purpose of helping
members of an organization acquire and apply
the knowledge, skills, abilities, and attitudes
needed by a particular job and organization.

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 Need for training

 1. Environmental changes:
 Mechanization, computerization, and automation
have resulted in many changes that require trained
staff possessing enough skills. The organization
should train the employees to enrich them with the
latest technology and knowledge.

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 2. Organizational complexity:
 With modern inventions, technological
upgradation, and diversification most of the
organizations have become very complex. This has
aggravated the problems of coordination. So, in
order to cope up with the complexities, training
has become mandatory.

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 3. Human relations:
 Every management has to maintain very good
human relations, and this has made training as
one of the basic conditions to deal with human
problems.

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 4. To match employee specifications with the
job requirements and organizational needs:
 An employee’s specification may not exactly suit
to the requirements of the job and the organization,
irrespective of past experience and skills. There is
always a gap between an employee’s present
specifications and the organization’s requirements.
For filling this gap training is required.

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 5. Change in the job assignment:
 Training is also necessary when the existing
employee is promoted to the higher level or
transferred to another department. Training is
also required to equip the old employees with
new techniques and technologies.

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 Differences between Training,
Education & Development
 Training is short term, task oriented and targeted on
achieving a change of attitude, skills and knowledge
in a specific area. It is usually job related and
conducted for non-managers.
 Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
 Development is a long term investment in human
resources and usually conducted for managers

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 Differences between training
and development
BASIS FOR
TRAINING DEVELOPMENT
COMPARISON
Development is an
Training is a learning
educational process in
process in which
which the personnel of the
employees get an
organization get the chance
Meaning opportunity to develop skill,
to learn the in depth
competency and
application of theoretical
knowledge as per the job
knowledge for their overall
requirement.
growth.
Term Short Term Long Term
Focus on Present Future

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Concentrated
Job Career
towards
Instructor Trainer Self

To improve the work To prepare

Objective performances of the employees for future
employees. challenges.
Number of
Many Only one
Individuals
Conceptual and
Aim Specific job related
general knowledge

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 Differences between training and
education
BASIS FOR
COMPARISON
TRAINING EDUCATION

The process of
Theoretical learning in
inculcating specific
Meaning the classroom or any
skills in a person is
institution is education.
training.
It is a method of skill It is a typical form of
What is it?
development. learning.
Based on Practical application Theoretical orientation
Perspective Narrow Wide

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Involves Job experience Classroom learning

Comparatively long
Term Short term
term

Prepares for Present job Future job

To improve To develop a sense of

Objective performance and reasoning and
productivity. judgement.

Teaches Specific task General concepts

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 Importance of Training
 Maintains qualified products / services
 Achieves high service standards
 Provides information for new comers
 Refreshes memory of old employees
 Achieves learning about new things; technology, products /
service delivery
 Reduces mistakes - minimizing costs
 Opportunity for staff to give feedback / suggest
improvements
 Improves communication & relationships - better teamwork

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 Exercise 1
 Imagine you are the managing director of a
full service restaurant. One day you receive a
complaint letter from a guest reporting s/he
was not satisfied with the follow up regarding
their criticism of being overcharged in one of
your restaurants.
 Why was the complaint made?

 Is there a training need?

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3 Reasons to Consider Conducting
an Internal Needs Analysis
1. Employee obsolescence/out-dated –
 Technical advancements, cultural changes, new
systems, computerization
2. Career plateaus
 Need for education and training programs
3. Employee Turnover
 Development plan for new employees

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 The ASK Concept
 If we follow the GAP concept, training is simply a
means to use activities to fill the gaps of performance
between the actual results and the expected results.
 This GAP can be separated into 3 main themes
1. Attitude
2. Skills
3. Knowledge

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 Exercise 2

Rank ASK by difficulty to develop in people

 Attitude •Easy
 Skills •Moderately difficult
 Knowledge •Most difficult

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 Five Principles of Learning

 Participation: involve trainees, learn by doing

 Repetition: repeat ideas & concepts to help
people learn
 Relevance: learn better when material is
meaningful and related
 Transference: to real world using simulations
 Feedback: ask for it and adjust training
methods to audience.
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 Model of the Training Process*
*Goldstein, I. (2002) Training in Organizations 4th Ed.

Assessment Stage Training Stage Evaluation Stage

Organizational
Needs Assessment

Task Need Assessment

Development of Design & Select Measure Training

Training Objectives Procedures Results

Development of Train Compare Results to

Criteria for Training Criteria
Evaluation
Feedback
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 Nine Steps in the Training
Process
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
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 1) Assessing Training Needs

Conduct a training needs analysis by either one, or

both, of the following

 External approach (company, guests, society)

 Internal approach – using a staff opinion survey.

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 Exercise 3

 Imagine you are the manager of a factory

with 500 workers making ice cream for
export to Europe.
 What information and evidence do you need
before you can say the employees need
training?
 Try to list 5 ideas.

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 Response to exercise 3

 Accidents report  Staff discipline report

 Sick leave report  Staff enquiries &
 Employee compensation complaints
statistics  Guests complaints
 Product quality control
 Refusal of orders made
report
 Wastage report  Quality of product report
 Efficiency report  Market needs & trends
 Machinery out-of-order  Demographic data &
report background of employees

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2) Preparing Training Plan

Consider whether to design a long (5-10 years),

medium (3-5 years) or short (1 year) term
plan.
 Ask your self “What are we going to achieve
in the time period?”
 Use a holistic approach by using a calendar
for inputting your training activities.

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 Training Calendar Example

Training Area Month in the year

1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
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3) Specifying Training Objectives

Training Objectives must be specific & measurable.

Why? Very difficult to measure effectiveness after
course is finished.
 What should trainees be able to accomplish after
participating in the training program?
 What is the desired level of such accomplishment,
according to industry or organizational standards?
 Do you want to develop attitudes, skills, knowledge or
some combination of these three?

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4) Designing the
Training Program(s)
1. Program duration 7. Training location &
2. Program structure environment
3. Instruction methods 8. Criteria & methods
4. Trainers qualification for assessing
participant learning
5. Nature of trainees and achievement
6. Support resources – 9. Criteria & methods
materials, OHP, for evaluating the
classroom program

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5) Selecting Instructional Methods
Note: This is the most important step

On-the job-training (OJT)

 learn while you’re working
Off -the job-training
 In house, training or classroom
 External, consultancies or attending external classes
 Independent bodies, such as government talks
 Distance learning, from books or notes
 Computer-assisted learning
 Interactive-video training
 Video conferencing, same as classroom except teachers and students are
in different locations.

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 Exercise 4

 Imagine you are the training manger of a hotel that

will open next year. Your GM asks you to develop a
training program that aims to boost the team spirit of
the newly formed Executive Committee Members.
 Your GM suggests you organize a two-day course in a
resort location from 9 to 5 for both days.
 Your task is to suggest 3 training methods that suit the
training theme described above.
Hint: this is attitude, not skills nor knowledge training
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 Response to exercise 4

Remember your training Suitable training methods you

theme was to change the might have listed:
individuals attitudes  Role-play
Employ exercises that  Games
trainees can:  Simulation exercises
 Participate in  Discussion/debate formats
 React to  Experiential exercises
 Provide feedback in  Self evaluation (e.g. video
tape trainees performance &
 Receive inspiration to
let them evaluate their own
move on behaviors).

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6) Completing the Training Plan

 Target group – assess your audience

 Topic – task, skill or attitude ingredient
 Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in
the training session
 Time – length, period, breaks important to consider
 Location – away from the office?

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7) Implementing the Training
Program
Besides trainers qualifications and experience:
 Participant selection
 Group comfort - physical & psychological
 Trainer enthusiasm & skills
 Effective communication
 Feedback mechanism
 The need to learn new training skills
 Preparation by trainers

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8) Evaluating the Training

Three Levels of Evaluation

1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of
trainees
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9) Planning Future Training

Last step in the training process

 After taking all evaluated comments, trainers
should modify the programs to keep good
things and make suggested improvements
 Remember, even with the same topic for
different trainees, trainers should address many
parts of the training process again and consider
new approaches.

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