introduction to employee training and development ppt 1[1]
TRANSCRIPT
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Employee Training and
Development
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What is training?
Training refers to a planned effort by acompany to facilitate employees learning of
job-related competencies.
The goal of training is for employees to
master the knowledge, skill, and behaviorsemphasized in training programs, and
apply them to their day-to-day activities
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DEFINITION OF TRAINING
Training is the continuous, systematicdevelopment among all levels ofemployees of that knowledge and thoseskills and attitudes which contribute to
their welfare and that of the company. Planty, Cord M.C and Efferson
The process of aiding employees to gaineffectiveness in their present and futurework - Richard P. Calhoon
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TRAINING OBJECTIVES
Training needs ->training objectives
TO are tactical applications of strategic
goals.Written in clear, unambiguous, specific andprecise terms.
They specify what learners will be able to doat the end of each stage of the training
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TO are essential for evaluating the training
TO are to be specific to knowledge, skills orattitudes that the trainees are to gainas a result of the training activity and also
measurable
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Importance of Training
objectivesi. Specify the goal of training
ii. Communicate content to learner
iii. Provide means of evaluationiv. Assists in selection of materials, content,
methods
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BASIC PURPOSES OF TRAINING
1. Increasing productivity2. Improving quality3. To fulfill future personnel needs
4. Improve organizational climate5. Improve health &safety6. Obsolescence prevention
7. Personal growth
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Need for Training
Increased use of technology Labour turnover
Need for additional hands
New employees Promotion, career development
Increasing the employee morale
For reducing grievances & minimizing accident rates
Refresher training for Old employees
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Training Design Process
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Conducting Needs
Assessment
EnsuringEmployeesReadiness for
Training
Creating aLearning
Environment
Ensuring Transferof Training
Developing anEvaluation Plan
Select TrainingMethod
Monitor and
Evaluate the
Program
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Assumptions of Training Design
Approaches
Training design is effective only if it helpsemployees reach instructional or traininggoals and objectives.
Measurable learning objectives should beidentified before training.
Evaluation plays an important part in
planning and choosing a training method,monitoring the training program, andsuggesting changes to the training designprocess.
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Forces Influencing theWorkplace and Training
Globalization
Need for leadership
Increased value placed on knowledge Attracting and winning talent
Quality emphasis
Changing demographics and diversity of the
work force New technology
High-performance model of work systems
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Skills needed to manage a diverse
work- force include:
Communicating effectively with employeesfrom a wide variety of backgrounds.
Coaching and developing employees of
different ages, educational backgrounds,ethnicities, physical abilities, and races. Providingperformance feedbackthat is free
of values and stereotypes based on gender,
ethnicity, or physical handicap. Creating a work environmentthat allows
employees of all backgrounds to beinnovative.
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How Managing Cultural Diversity CanProvide Competitive Advantage
1. Cost argument As organizations become more diverse, the cost ofa poor job in integrating workers will increase.
Those who handle this well will thus create cost
advantages over those who dont.
2. Resource-acquisition
argument
Companies develop reputations on favorability asprospective employers for women and minorities.
Those with the best reputations for managing
diversity will be the most attractive employers for
women and minority groups.
An important edge in a tight labor market.
3. Marketing argument The insight and cultural sensitivity that memberswith roots in other countries bring to the
marketing effort should improve these efforts in
important ways.
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How Managing Cultural Diversity CanProvide Competitive Advantage (continued)
4. Creativity argument Diversity of perspectives and less emphasis onconformity to norms of the past should improve
the level of creativity.
5. Problem-solving
argument
Heterogeneity in decisions and problem-solving
groups potentially produces better decisionsthrough a wider range of perspectives and more
through critical analysis of issues.
6. System flexibility
argument
An implication of the multicultural model for
managing diversity is that the system will becomeless determinant, less standardized, and therefore
more fluid.
The increased fluidity should create greater
flexibility to react to environmental changes (i.e.,
reactions should be faster and cost less).
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Use of new technology and work design
needs to be supported by specific HRM
practices: Employees choose or select new employees
or team members.
Employees receive formal performancefeedback and are involved in theperformance improvement process.
Ongoing training is emphasized and
rewarded. Rewards and compensation are linked to
company performance.
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Use of new technology and work design
needs to be supported by specific HRM
practices: (continued) Equipment and work processes
encourage maximum flexibility andinteraction between employees.
Employees participate in planningchanges in equipment, layout, and workmethods.
Employees understand how their jobscontribute to the finished product orservice.
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Roles and Competencies of Trainers
Roles CompetenciesAnalysis/Assessment Role Industry understanding; computer competence; data
analysis skill; research skill
Development Role Understanding of adult learning; skills in feedback;
writing, electronic systems, and preparing objectivesStrategic Role Career development theory; business understanding;
delegation skills; training and development theory;
computer competence
Instructor/Facilitator Role Adult learning principles; skills related to coaching,feedback, electronic systems, and group processes
Administrator Role Computer competence; skills in selecting and
identifying facilities; cost-benefit analysis; project
management; records management
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Training and Development at
Godrej In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in
"Personalitree Academy Ltd." Personalitree provided interactive softskills training programmes online to corporates. Personalitree'straining modules have since been a part of Godrej's training and
development initiatives.
It all started in 1996 with the break-up of the joint venture betweenGodrej Soaps Ltd (GSL) and Proctor and Gamble (P&G). Post break-up, GSL was bereft of a distribution system and had to start from
scratch. As part of the rebuilding exercise, GSL recruited about 250new employees who had to be aligned with its corporate culture. In1997, GSL conducted a Total Quality Management (TQM) workshopfor all its 5000 employees to help them connect to their job
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Parivartan2 was launched in September 2000 inGSL to train new as well as existing employees
on various aspects of the business and tomotivate them. In 2001, new initiatives likeYoung Entrepreneurs Board (YEB), Red and BlueTeams, Mentoring and Reverse Mentoring were
introduced in the Godrej Group, (Godrej) toencourage the involvement of youth in strategicdecision-making.
In early 2002, a need was felt among the topbrass of Godrej to instil a performance- drivenculture in the company. In addition to upgrading
the talents of existing employees, Godrej had totrain new recruits.
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Thus, Godrej developed a comprehensive and innovativetraining programme for management trainees andnamed it Godrej Accelerated Learning Leadership and
Orientation Programme (GALLOP).
The objective of GALLOP was to develop a newcomerinto a professional by giving him or her exposure to
various departments and inculcate in him or her, a senseof belonging.
Later, in September 2002, GIL introduced Spark, atraining programme for managers to help them becomeeffective coaches. Towards the end of 2002, E-gyan wasintroduced in GIL to increase the learning potential ofemployees
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In January 2003, a special HR programme onhoning the interpersonal and negotiation
skills of officer- level employees waslaunched in GIL. Further, in October 2003, anEnglish language training programme washeld for floor workers of Godrej and Boyce
Manufacturing Company Ltd (GBML), so thatthey could follow all instructions issued inthat language independently
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The Godrej story started in 1897, when ArdeshirBurjorji Godrej (Ardeshir) gave up his legalpractice and started manufacturing locks in asmall shed at Lalbaug near Mumbai. Thus wasGBML born. His brother, Phirozshah Godrej(Phirozshah), carried on the pioneering work and
in 1905 GBML built its first safe, thus enteringthe security equipment business.
GBML expanded its range of products by
manufacturing office equipment, typewriters,tool-room equipment, etc. In the early 1920s,GBML started making soaps from vegetable oilsand incorporated GSL in 1928.
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In 1958, GBML started manufacturingrefrigerators, its first home appliance product.GSL ventured into animal feed in 1971 to help
dairy and poultry farmers rear healthierlivestock. Godrej Pacific commenced operationsin 1982 as the Electronic Business Equipment
(EBE) Division of GBML.
In 1985, GBML ventured into Computer AidedDesigning services as part of its EBE division. In
1990, Godrej Properties & Investments Limited(GPIL) was incorporated to provide meticulouslyplanned townships. In 1991, the Godrej groupentered the processed food and edible oil
segment by incorporating Godrej Foods Ltd
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The animal feed division was spun off into adistinctly focused animal- feed andagricultural input company in 1991-92 andwas named Godrej Agrovet Limited (GAVL).In 1993, GBML entered into a joint venturewith General Electric (GE), US and Godrej-GE
Appliances was formed.
It went on to manufacture washing machinesand air conditioners. GE exited from the jointventure in 2001 and the appliances businessbecame a division of GBML. In 1993, Godrejentered into a manufacturing and marketing
alliance with Proctor & Gamble (P&G) A new