3. training and development
TRANSCRIPT
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` 3. Training and Development
` - Objectives and Needs
` -Training Process
` -Methods of Training` Tools and Aids
` -Evaluation of Training Programs.
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Training is the act of increasing the knowledgeand skill of an employee for doing a particular
job.------ P.Subba Rao
It is the organized procedure by which peoplelearn knowledge and / or skill for definite purpose-----Dale S. Beach.
Training is a process of learning a sequence ofprogrammed behavior---Mamoria
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Training may be defined as, a plannedprogramme designed to improve performanceand to bring measurable changes in knowledge,skills, attitude and social behavior of employeesfor doing a particular job---Pattanayak
Training refers to the acquisition of knowledge,skills, and competencies as result of theteaching of vocational or practical skills andknowledge that relates to specific useful skills.
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Training is the systematic process of developing
knowledge, skills, and attitudes for current or futurejobs.
It improves, changes, moulds the employees
knowledge, skill, behavior, aptitude and attitudetowards the requirements of the organization.
Training bridges the differences between jobrequirements and employees present specifications
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` Company policies and procedure--- for new
employee with view to acquainting rule, practiceprocedure
` Specific skills Bank clerk, Technical Officer
` Human Relations team building, interpersonalrelation
`
Problem solving
` Managerial and supervisory skills &
`
Apprenticeship training
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1. It is defined as a continuous process to ensure the
development of employees dynamism,
effectiveness, competencies and motivation in a
systematic planned manner
2. HRD is a process in which employee of an
organization are continuously helped in a planned
way ---
to acquire capabilities, knowledge, perspectives,
attitudes, values and skill required to perform varioustasks or function associated with their present or future
expected roles.-------------- T. Venkateshwarao
HRD
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to develop their general enabling capabilities as
individuals so that they are able to discover and utilise
their own inner potential for their own or for the
organizational development purposes and
to develop an organizational culture where superior
subordinate relationship, team work and collaboration
among different sub units are strong and contribute to
organizational health, dynamism and pride among the
employee.
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DEVELOPMENT: management
development is all those activities and
programmes when recognized and
controlled, have substantial influence inchanging the capacity of the individual to
perform his assignment better and on so
doing are likely to increase his potential for
future management assignment.
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` A conscious and systematic process to controlthe development of managerial resources in the
organization for the achievement of goals and
strategies -----Molander 1986
` An attempt to improve managerial effectiveness
through a planned and deliberate learning
process ---- Mumford 1987
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Development
It is a related process
It covers not only those activity which
improve job performance but also
those which bring about growth of
the personality
Development is a long term educational
process utilizing a systematic and
organized procedure by which
managerial personnel learn
conceptual and theoretical
knowledge forgeneral purpose.
It refers to philosophical and
theoretical educational concepts.
It is designed for managerial
personnel
Training
01.It is a process of learning asequence of programmed
behavior
02. It gives people an awareness of
the rules and procedure to guide
their behavior
03. Training is short term process
utilizing a systematic and
organized procedure by which
non-managerial personnel learn
technical knowledge and skills
fordefinite purpose.
04. It refers only to instruction in
technical and mechanical,
operations
05. It is designed fornon-managerial
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4.To aware with organizational complexity
increased mechanization , automation,manufacturing of multiple products, dealing with
services of diversified lines, extension of
operations .
5.To develop harmonious Human Relations
6.To cope-up with change in the job
assignment
7.To increase mobility of employees in the
organization
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To prepare the employee both new and old to meet thepresent as well as the changing requirements of the joband the organization.
To impart the new entrant the basic knowledge and skillthey need for an intelligent performance of definite job.
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To prepare employees for higher level tasks.
To assist employees to function more effectively in theirpresent positions by exposing them to the latestconcepts, information and techniques and developingthe skills they will need in their fields.
To build up a second line of competent officer andprepare them to occupy more responsible positions.
To broaden the minds of Sr. Manager by providing themwith opportunities for an interchange of experienceswithin and outside with a view to correct the narrowness
of outlook that may arise from over specialization
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To develop the potentialities of people for the next leveljob.
To ensure economical output of required quality
To ensure smooth and efficient working of a department
To promote individual and collective moral, a sense ofresponsibility, cooperative attitude and good relationships.
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6. Training reduces frequency of accidents .
7. Training develops high moral among the employees
8. It provides personnel growth of employee .
9. It improves the organizational climate of theorganization Training develops high moral among the
employees
8. It provides personnel growth of employee .
9. It improves the organizational climate of the
organization
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` Analysis
` Design
` Development creating learning environment,
` Implementation ensuring transfer of training
` Evaluation
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` TASK ANALYSIS: Assessing new employees
training needs.
` PERFORMANCE ANALYSIS: Assessing currentemployees training needs.
` CANT DO/WONT DO.
` COMPETENCY MODELS.
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1. Job and organization analysis
2. Evaluate the trainee
3. Identify the training needs
4. Design the training needs
5. Prepare cost budget and foresee benefits have cost benefitanalysis
6. Design training content, teaching methods and media
7. Prepare the instructor
8. Prepare the trainee
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9. Get ready to teach
10.Implement the training programme
11.Present the operations
12.Gain the acceptance of the programme
13.Try out the trainees performance
14 Evaluate the results
15.Update the programme
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ON-THE
JOBTRAINING
OFF-THE-
JOBTRAINING
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` On the job Methods :
x Job rotation
x Coaching
x Job Instruction or training through step- by- step
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` Off-the-job Methods
x Vestibule training
x Seminar
x Role playing,
xCase study
x Lecture methods
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x Group discussion
x Conference or discussion
x T- Group (sensitivity training)
x Programmed instruction
x Brainstorming
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` Teletraining
` Videoconferencing.
` Internet-based training
` The virtual classroom training.
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1. Lecture
2. Case study
3. Role play
4. Management games
5. Laboratory training :A change agent / consultant devices/ plansmeans/ ways for groups of people in organization to clarify theirvalues, attitudes and problems to improve understanding ,motivation and working climate in general
6. Individual or group practical assignment
7. Panel discussion
8. Brainstorming
9. Using training supportive material Audio-visual, Printedmaterial
10. Field trip
11. Demonstrations
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level evaluation
type
(what is
measured
)
evaluation description and
characteristics
examples of evaluation tools and
methods
relevance and practicability
1 Reaction Reaction evaluation is howthe delegates felt about
the training or learning
experience.
'Happy sheets', feedback forms.
Verbal reaction, post-training surveys
or questionnaires.
Quick and very easy to obtain.
Not expensive to gather or to
analyse.
2 Learning Learning evaluation is the
measurement of theincrease in knowledge -
before and after.
Typically assessments or tests
before and after the training.
Interview or observation can also be
used.
Relatively simple to set up;
clear-cut for quantifiable skills.
Less easy for complex
learning.
3 Behaviour Behaviour evaluation is
the extent of applied
learning back on the job -
implementation.
Observation and interview over time
are required to assess change,
relevance of change, and
sustainability of change.
Measurement of behaviour
change typically requires
cooperation and skill of line-
managers.
4 Results Results evaluation is the
effect on the business or
environment by the
trainee.
Measures are already in place via
normal management systems and
reporting - the challenge is to relate
to the trainee.
Individually not difficult; unlike
whole organisation.
Process must attribute clear
accountabilities.
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`Thank You