TRAINING AND

DEVELOPMENT
TRAINING AND DEVELOPMENT
• Training & development is a continous process in an organizaton to
achieve its organizanal goals by improving the skills and knowledge of
the employees.
• The training and dvelopment function in an organization has gained a
lot of importance due to advancement in technology and changes in
market force.
Steps to Take in Training an Employee
• Recruitment and Selection: Effective training is crucial for employee
performance and organizational success.
• Productivity and Customer Satisfaction: Hiring the right person isn't
enough; training aligns employees with company processes and culture.
• Employee Retention: Lack of training leads to lost productivity,
dissatisfied customers, and high turnover.
• Cost Savings:Studies show that companies with excellent training
programs have lower turnover rates.
• Training Process:Training involves orientation, in-house training,
mentorship, and external opportunities.
• Employee Training and Development:It's an ongoing process that
supports personal and organizational growth.
• Employee orientation is the first step in training, welcoming new hires to the
organization. Its goals include reducing start-up costs, anxiety, and turnover, while
saving time for supervisors. It sets expectations, introduces company policies, and
fosters a positive attitude. Some orientations also introduce new hires to staff.
• In-house training is the second step in employee development, often ongoing and
tailored to organizational needs. It covers job-specific skills like software usage or
machinery operation, as well as HR topics such as ethics, communication, and
diversity. Supervisors or managers typically deliver this training.
• A mentor, often an experienced colleague, guides new hires through on-the-job
challenges. Effective mentorship requires training and integration into company
culture. IBM and Starbucks exemplify successful mentorship programs,
emphasizing the importance of experienced guidance in employee development.
• External training, the final step in employee development, involves
any training conducted outside the organization. It can be ongoing
and includes seminars, classes, or specialized programs like Ford's
ASSET Program for automotive technicians.
Types of Training
• Technical training addresses software or other programs that employees use while
working for the organization.
• Quality training is a type of training that familiarizes all employees with the means to
produce a good-quality product. The ISO sets the standard on quality for most production
and environmental situations. ISO training can be done in-house or externally.
• Skills training focuses on the skills that the employee actually needs to know to perform
their job. A mentor can help with this kind of training.
• Soft skills are those that do not relate directly to our job but are important. Soft skills
training may train someone on how to better communicate and negotiate or provide good
customer service.
• Professional training is normally given externally and might be obtaining certification or
specific information needed about a profession to perform a job. For example, tax
accountants need to be up to date on tax laws; this type of training is often external.
Team training is a process that empowers teams to improve decision making,
problem solving, and team-development skills. Team training can help improve
communication and result in more productive businesses.
To get someone ready to take on a management role, managerial training might be
given.
Safety training is important to make sure an organization is meeting OSHA
standards. Safety training can also include disaster planning.
Legal Training in HRM involves educating employees, particularly managers and
supervisors, about relevant laws, regulations, and compliance requirements
pertinent to their roles and the organization.
Managerial Training, on the other hand, focuses on developing the skills and
competencies of managers and supervisors to effectively lead teams, make
decisions, and manage performance.
Training Delivery Methods
• On-the-job coaching involves experienced individuals training employees
directly in the workplace on job-specific skills. Typically facilitated in-house, the
selection of coaches is based on their personality, skills, and
knowledge.However, if the coach lacks communication skills or is preoccupied
with other responsibilities, training effectiveness may suffer. This can lead to
frustration for new employees and potentially increase turnover.
• Mentoring involves a trusted advisor guiding an employee's development over
time. It fosters continuous learning and growth but may lead to communication
or personality conflicts and potential overdependence or micromanagement.
Unlike on-the-job coaching, which is short-term and task-focused, mentoring
focuses on broader development and long-term goals.
• Brown Bag Lunch Training involves informal lunchtime sessions where employees
bring their food, and training is conducted by HR, management, or peers. It's relaxed
and can cover various topics, fostering team bonding. However, low attendance and
lack of interest during lunch breaks are drawbacks.

• Web-Based Training, also known as e-learning or Internet-based learning, utilizes

technology for training delivery. It can be synchronous (instructor-led) or
asynchronous (self-directed). Advantages include on-demand accessibility and cost
efficiency, but drawbacks may include impersonal aspects and technological
limitations. It suits topics like safety, technical, and professional training, but may not
be ideal for soft skills or managerial training. Various platforms offer interactive
features and media integration, but selection considerations include fees,
compatibility, bandwidth, flexibility, and support availability.
• Job Shadowing involves pairing an employee who wants to develop
certain skills with another who already possesses those skills. It's akin
to apprenticeships, where the learner observes and learns from the
experienced employee. However, there's a risk of the learner picking
up inefficient practices.

• Job Swapping entails two employees exchanging roles for a period,

requiring additional training to ensure proficiency in the new tasks. It
offers a change of environment and cross-training benefits for the
organization, but it may lead to unproductive time and lost revenue
during the learning process.
• Vestibule Training is conducted near the worksite, often in conference
or lecture rooms. It's suitable for orientations and skills-based training,
offering versatility for various topics like technical, safety, managerial,
and professional training. However, it may take away from job
productivity.

• International Assignment Training prepares employees for overseas

work, addressing cultural differences, daily living, social norms, and
communication skills. It's crucial for successful international
assignments and is best delivered by professionals familiar with the
region.
Designing a Training Program
• Training Program Framework
Development
Needs assessment and learning objectives. Articulating specific
and measurable learning objectives will in turn guide you in
determining the learnings required – and specific areas for
training.
 organizational assessment
 occupational (task) assessment
 individual assessment

Learning Strategies.Setting clear learning objectives is crucial for

effective training. These objectives outline what learners should
be able to do, explain, or demonstrate by the end of the training
period. They should be performance-based and measurable.
Examples include understanding company policies,
demonstrating proper procedures, and utilizing new software
effectively.
Delivery mode. What is the best way to get your message across? Learning Styles
Is web-based training more appropriate, or should mentoring be
used? Can simulation training be used for a portion of the
training while job shadowing be used for another part of the
training? Most training programs will include a variety of delivery
methods.
Budget.Determining the cost of training involves considering both direct expenses like materials and indirect costs
such as employee time. Budget constraints may influence the choice of training method. Developing a spreadsheet
to itemize both direct and indirect costs is essential for accurate cost estimation.

Delivery style.To deliver effective training, consider diverse learning styles. Incorporate activities like icebreakers,
breakout discussions, and role plays to engage participants. Use interactive media such as videos and podcasts to
cater to auditory, kinesthetic, and visual learners. This ensures engagement and enhances learning outcomes.
Understanding the audience is crucial for effective training. Consider factors like their tenure with the
organization, department, and job roles. Tailor examples and discussions to their specific background and needs.
For instance, if attendees are from the accounting department, focus on accounting-related examples. For a mixed
group, provide diverse examples and discussions to cater to different disciplines.

Content Development:
Effective training content is crucial for focused learning. Start by defining clear learning objectives, outlining what
participants should know after training. Develop content based on these objectives, incorporating various learning
methods like discussion and role-playing. Structure modules or slides around major topics, supplementing with
activities and questions to engage participants effectively.
Timelines. How much time is required for the training – is it one-time only, are there multiple segments, is it repeated
annually (eg. safety training)? Is there a deadline for training to be completed?

Communicating Training Opportunities. Many companies have email distribution lists that can relay the message to
only certain groups of employees who require training. Communicating training opportunities through email,
supervisors, bulletin boards are all important ways to ensure awareness and participation.

Measuring
Effectiveness
Career Development Programs
• Career Development Programs are structured
processes to help individuals manage their
careers, learn, and grow personally and
professionally. They're crucial for succession
planning and motivating employees.
• Key components include
 employee dialogue,
 clear requirements for advancement
 cross-training/job rotation
 mentorship.
• Organizations often use employee-developed
plans as a basis, aiming to provide opportunities
aligned with employees' long-term goals.

Process that can be used to put a career development

program in place