What is Training?

• Training - a planned effort by a company to facilitate employees’

learning of job-related competencies.

• Competencies include knowledge, skills or behavior critical for successful job

performance.

• The goal of training is for employees to master the competencies and

apply them to their day-to-day activities.
What is Training?

• Training is a systematic process through which an

organization’s human resources gain knowledge
and develop skills by instruction and practical
activities that result in improved corporate
performance.

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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.
• 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.

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• Why HR Managers take an active role in training

1.To increase knowledge of workers - specific jobs

2.To impart new skills among employees- learn quickly
3.To bring change in attitude-fellow workers,supervisor & organization
4.To improve overall performance of organization
5.To make employees efficient by handling materials & equipments- wastage
Importance of Training
• Maintains qualified products / services
• Achieves high service standards
• Provides information for new comers
• Refreshes memory of old employees
• Accomplishes learning about new things; technology, products / service
delivery
• Reduces mistakes - minimizing costs
• Opportunity for staff to feedback / suggest improvements
• Improves communication & relationships - better teamwork

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CASE STUDY
• Reuben a newly graduated person has joined Pedigree India as HR
Manager
• The organization is a retail chain spreads all over India with more than
100 stores & 250 employees
• After the first organizational visit he identified:
1.As the chain has grown ,the training programme have been
conducted somewhat piecemeal
2.After several visit he realized that all stores have different types of
training
3.Even 50% employees at corporate office didn’t undergo formal
training
Questions
• Identify the issues in the case

• Suggest measures to solve the issue faced by reuben

Concept of Training
• Today, training is being evaluated on how
training addresses business needs related to
learning, behavior change, and performance
improvement.
Training need analysis (TNA)
• TNA is a process of identifying Training needs at different levels in an
organization to enhance employee’s job performance.

• Training needs analysis (TNA) is a process to identify the gap

between the actual and the desired knowledge, skills, and abilities
(KSAs) in a job.
Levels of training needs analysis

• Training needs analysis is assessing which type

and level of training are necessary.
• There are three levels of training needs analysis:
organizational analysis, operational analysis, and
individual analysis.
Purpose of TNA
• Uncovering skills and performance gaps early on –
constantly upskill to acclimate changes.

• Prioritizing training – don’t waste resources, time, energy&

cost.

• Planning targeted training –target exactly the skills and

knowledge missing

• Determining who gets trained – Customizing training

program based on
Designing Training
Programmes
Step 1: Decide If Training is needed
The first step in the training process is a basic one: to determine
whether a problem can be solved by training.
Training is conducted for one or more of these
reasons:

1.Required legally or by order or regulation

2.To improve job skills or move into a different
position
3.For an organization to remain competitive and
profitable
Step 2: Determine What Type of Training is
needed

The employees themselves can provide valuable information on the

training they need.
• regulatory considerations may require certain training in certain
industries and/or job classification
• Training should focus on those steps on which improved performance
is needed.
• This avoids unnecessary time lost and focuses the training to meet
the needs of the employees
Step 3: Identifying Goals and Objectives

Once the employees’ training needs have been identified,

employers can then prepare for the training.
• Clearly stated training objectives will help employers
communicate what they want their employees to do, to do
better, or to stop doing!
• Learning objectives do not necessarily have to be written, but in
order for the training to be as successful as possible, they should
be CLEAR and thought–out before the training begins.
Step 4: Implementing the Training
• Training should be conducted by professionals with knowledge & expertise
• Use in-house, experienced talent or an outside professional training source
as the best option.
• The training should be presented so that its organization and meaning are
clear to employees.
• An effective training program allows employees to participate in the
training process and to practice their skills and/or knowledge.
• Employees should be encouraged to become involved in the training
process by participating in discussions, asking questions, contributing their
knowledge and expertise, learning through hands–on experiences, and
even through role–playing exercises.
Step 5: Evaluation Training Program
• One way to make sure that the training program is accomplishing its
goals is by using an evaluation of the training by both the students
and the instructors Training should have
• one of its critical components, a method of measuring the
effectiveness of the training.
• Evaluations will help employers or supervisors determine the amount
of learning achieved and whether or not an employee’s performance
has improved on the job as a result.
Training Methods:
A large variety of methods of training are used in business.
Even within one organization different methods are used for training different
people

On-the-job Training Methods: Off-the-Job Training Methods:

1.Lectures and Conferences

1.Coaching
2.Vestibule Training
2.Mentoring
3.Simulation Exercises
3.Job Rotation 4.Sensitivity Training
4.Job Instruction Technology 5.Transactional Training
5.Apprenticeship
6.Understudy
On-the-job training Methods:
• In these methods new or inexperienced employees learn
• through observing peers or managers performing the job and
trying to imitate their behaviour.
• These methods do not cost much and are less disruptive as
employees are always on the job, training is given on the same
machines and experience would be on already approved standards
• Above all the trainee is learning while earning.
1.Coaching:
Coaching is a one-to-one training. It helps in quickly identifying
the weak areas and tries to focus on them. It also offers the
benefit of transferring theory learning to practice.

2.Mentoring:
The focus in this training is on the development of attitude. It is
used for managerial employees. Mentoring is always done by a
senior inside person. It is also one-to- one interaction, like
coaching.
3.Job Rotation:
•It is the process of training employees by rotating them through a series of related
jobs. Rotation not only makes a person well acquainted with different jobs, but it
also alleviates boredom and allows to develop rapport with a number of people.
4.Job Instructional Technique (JIT):
a Step by step (structured) on the job training method in which a suitable trainer
(a) prepares a trainee with an overview of the job, its purpose, and the results
desired
(b) demonstrates the task or the skill to the trainee,
(c) allows the trainee to show the demonstration on his or her own
(d) follows up to provide feedback and help.
5.Apprenticeship:
a system of training a new generation of practitioners of a skill. This method of
training is in vogue in those trades, crafts and technical fields in which a long period
is required for gaining proficiency. The trainees serve as apprentices to experts for
long periods. They have to work in direct association with and also under the direct
supervision of their masters

6.Understudy:
•In this method, a superior gives training to a subordinate as his understudy like an
assistant to a manager or director (in a film). The subordinate learns through
experience and observation by participating in handling day to day problems. Basic
purpose is to prepare subordinate for assuming the full responsibilities and duties.
OFF THE JOB METHODS

Off-the-job training methods are conducted in separate from the

job environment, study material is supplied, there is full
concentration on learning rather than performing, and there is
freedom of expression.
1.Lectures and Conferences:
•the traditional and direct method of instruction.
•a verbal presentation for a large audience.
•lectures have to be motivating and creating interest among
trainees.
• The speaker must have considerable depth in the subject.
2.Vestibule Training:
•it offers access to something new (learning).
•In vestibule training, the workers are trained in a prototype
environment on specific jobs in a special part of the plant.
•An attempt is made to create working condition similar to the actual
workshop conditions.
•After training workers in such condition, the trained workers may be
put on similar jobs in the actual workshop.

•This enables the workers to secure training in the best methods to

work and to get rid of initial nervousness.
3.Simulation Exercises:
•An artificial environment exactly similar to the actual situation.
•There are four basic simulation techniques used for imparting
training:
•management games, case study, role playing, and in-basket
training.
Management Games
• help to instill thinking habits, analytical, logical and reasoning
capabilities, importance of team work, time management, to
make decisions lacking complete information,
communication and leadership capabilities.

•Management games orient a candidate with practical

applicability of the subject.
Case Study:

•Case studies are complex examples which give an insight into the context of
a problem as well as illustrating the main point.

•Case Studies are trainee centered activities based on topics that

demonstrate theoretical concepts in an applied setting.
(c)Role Playing:

•Each trainee takes the role of a person affected by an issue and

studies the impacts of the issues from the perspective of that
person.
•The steps involved in role playing include defining objectives,
choose context & roles, introducing the exercise, trainee
preparation/research, the roleplay, concluding discussion, and
assessment. Types of role play may be multiple role play, single
role play, role rotation, and spontaneous role play.
In-basket training:

•In-basket exercise, also known as in-tray training,

•consists of a set of business papers which may include e-mail
SMSs, reports, memos, and other items.
•Now the trainer is asked to prioritise the decisions to be made
immediately and the ones that can be delayed.
4.Sensitivity Training:

• also known as laboratory or T-group training.

• This training is about making people understand about themselves
and others reasonably
• developing social sensitivity and behavioral flexibility.
• It is ability of an individual to sense what others feel and think
from their own point of view.
• reveals information about his or her own personal qualities,
concerns, emotional issues, and things that he or she has in common
with other members of the group.
5.Transactional Analysis:
• It provides trainees with a realistic and useful method for
analyzing and understanding the behavior of others.

• Analyses transaction process in communication with others

• Makes aware about how we feel , think & behave during

interaction with others
CONCEPT OF MANAGEMENT DEVELOPMENT
Managers are a vital element in the structure of an
organization.

They are the building blocks that connects the top

management with the employees.

Great managers bridge the gap between the two to

ensure communication flows both ways and the business
runs effectively.
ABILITIES NEEDED FOR MANAGERS
• • To empower and develop people
• • To manage people and performance
• • To work across boundaries, engaging with others.
• • To develop relationships and a focus on the customer
• • To balance technical and generic skills
MEANING & IMPORTANCE
• Management development is a process where employees in
managerial positions enhance their skills and knowledge by engaging
in a set training program.

• A well-defined management development process offers employees

a clear roadmap for career advancement, improving employee
retention and engagement
Management development strategy Development center's

• A management development • Development center's consist of

strategy will be concerned a concentrated (usually one or
with the programmes the two days) programme of
organization proposes to exercises, tests and interviews
implement to develop its designed to identify managers’
managers development needs and to
provide counselling on their
careers.
Approaches to management development
Formal approaches to management Informal approaches to management
development development
• • Coaching and mentoring • Informal approaches to
• Performance management management development make
• Planned experience use of the learning experiences
• Formal training
that managers come across
during the course of their
• Structured self-development everyday work.
An integrated approach to management
development
• An integrated approach to management development
will make judicious use of both informal and formal
methods and, possibly, in larger organizations,
development centres.
LEADERSHIP DEVELOPMENT

A strategic investment in a structured process that

provides individuals enhance their skills, qualities,
and competencies to become effective leaders
SUCCESSION PLANNING

• Succession planning is the process of selecting and

developing key talent to ensure the continuity of critical
roles.

• It’s about identifying top performers and potential leaders

and mentoring and developing them so they can advance in
the organization and move into top-level roles.
Features of Succession Planning
• Talent Identification and Assessment
encompass the identification and assessment of employees for future
leadership roles. This involves the strategic use of assessment tools to
evaluate a talent’s skills and competencies

• Leadership Development
focuses on nurturing high-potential employees for future leadership
roles.
• Performance Management Integration
combines succession planning with performance reviews, allowing for the
recognition and rewarding of top performers and addressing areas in
which employees need further development.

• Clear Career Pathways

succession planning features is the establishment of clear career
pathways that are integral to helping employees comprehend how they
can progress and thrive within the company.

• Analytics and Reporting

involve visualising data, predicting future talent requirements, and
customising reports to meet the organization's specific goals & for
decision-making and continuous improvement
MEASURING TRAINING
EFFECTIVENESS
Questions that measure effectiveness of
training programme

• Was the training successful

• What did the participants learn
• Did the participants use what they learned on-the-job
• What was the impact on the organization
• Was the training a good investment
• Did the training offer value for money
• Could the training be improved
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No reproduction or distribution without the prior written
consent of McGraw-Hill Education.
• Evaluation is the last stage in the process
of a training programme
• Evaluation implies the comparison of
training objectives with the learning
outcome
• The main purposes of the evaluation of
training are listed as: (i) deciding if a
programme should be continued,
• (ii) deciding if a programme should be
modified,
• (iii) determining the value of training.
What is Training Model?
• Training evaluation models are systematic frameworks for
investigating and analyzing the effectiveness of training or learning
journeys.
The Kirkpatrick Model
• developed and introduced by Don
Kirkpatrick in 1959
• Kirkpatrick’s innovative model provided
a way for any organization to evaluate
training programmes
• became widespread among
organizations of all sizes throughout the
1970s and 1980s.
• Kirkpatrick refined his model into Four
Levels, in 1993.
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written consent of McGraw-Hill Education.
Conditions Necessary for an Effective
Training Programme

Top-management Support
• the top management must be committed to training and
development
• should treat training as an important segment of the corporate
culture.
Receptive Mindset of Trainees
• It is necessary for the organization to
nurture a positive mindset among its
trainees for its training programmes.
• Without an open and receptive mindset,
it would be difficult for the trainees to
learn the new ideas, skills and knowledge
quickly and efficiently.
Technological Advances
• Technology has a decisive influence on the planning,
execution and delivery of training programmes.
• Obviously, the advent of e-training and e-learning
has re-shaped the way knowledge is delivered to
trainees today
• Adoption of a Continuous Process
• Organizations should adopt a
comprehensive, continuous and
systematic approach to meet the
training needs of their employees.
• It is essential to develop training
strategies that support the
accomplishment of corporate strategies
and goals on a sustained basis.
Form and Timing of Training
• An ideal time to learn is the time when the
training is helpful to the employees.
• Organizations should constantly scan the
external environment to look for
opportunities and threats in order to decide
the type and timing of training