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INTRODUCTION TO

TRAINING AND DEVELOPMENT

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Our life is the sum result of all the choices we make, bothconsciously and unconsciously. If we can control the

process of choosing, we can take control of all aspects ofour life. We can find the freedom that comes from being in

charge of our self."( Robert Bennett, U.S. senator )

Accepting responsibility for choices starts with understanding where our choices lie. This idea iswonderfully framed by the timeless wisdom of the ancient Serenity Prayer :

God, grants me the serenity to accept the things I cannotchange, The courage to change the things I can,

And the wisdom to know the difference.

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TRAINING & DEVELOPMENT

Training is application of knowledge :

Enhances the ability of employees

Development is a related process :

Emphasizes upon the growth and personality of the individual.Helps convert them into better men and women.Intended to equip person to earn promotions and holdgreater responsibility.

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WHAT SEPERATES TRAINING FROM DEVELOPMENT

ATTITUDE BUILDING

As the jobs become more complex, the importance of employeeDevelopment also increases. In a rapidly changing society, employeeTraining and Development are not only an activity that is desirablebut also an activity that an organization must commit resources to ifit is to maintain a viable and knowledgeable work force.

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TARINING AS A FUNCTION OF HR

America s Human resources are the basis of ourinnovation capabilities and these underpin

Our economic strength and national security.

(Bart Gordon, Roundtable on the Science and Technology Workforce, June23,2005)

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THE NEED FOR TRAINING AND DEVELOPMENT

T & D Need = Standard performance Actual Performance

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WHAT TRAINING CAN DO

Training can help employees

Attain new skills that are required to meet newexpectations both formal and informal.

Accept the challenges of their evolving jobs.

Develop themselves so they can increasetheir responsibilities and contribute to theorganization in new ways

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THE PROBLEMS WITH TRAINING

The selling of TrainingTraining as a secondary ProfessionLack of Training in Psychology, Employee Behavior andInterpersonal relationships etc.

Lack of Formal Training in the content they will be teaching.

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CONTEMPORARY ISSUES IN T & D

TRAINING ISSUES RESULTING FROM THE EXTERNALENVIRONMENT :

CROSS-CULTURAL PREPARATION :

Types of Employees in Global organizations Parent-country National Host-country National

Third-country National

CROSS-CULTURAL TRAINING :

Rigor of Cross-cultural Training Virtual Expatriates

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HOFSTEDEs Five Dimensions of

National Culture

Power Distance Uncertainty Avoidance Individualism/Collectivism Masculinity/Femininity

Long-Term/Short-Term Orientation

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IMPLICATIONS OF CULTURALDIMENSIONS FOR TRAINING DESIGN

CULTURALDIMENSIONS

IMPLICATIONS

Power Distance Culture High in power distance expects the trainer to be an expert :Trainers are expected to be Authoritarian and controlling of session.

Individualism Culture high in Individualism expects participation in exercisesquestioning to be determined by status in the organization/culture.

Masculinity Culture low in masculinity values relationships with fellow trainees :Female trainers are less likely to be resisted in low-masculinitycountries.

Uncertainty Avoidance Culture high in uncertainty avoidance expects formal instructionalenvironments.

Long-Term Orientation Culture with a long-term orientation will have trainees who are likelyto accept developmental plans and assignments.

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MANAGING WORKFORCE DIVERSITY

Diversity is Strength

The objectives of Diversity Training Programs are :

To remove values, stereotypes and managerial practices that obstructemployees personal development and

Permit employees to contribute to organizational goals without consideringrace, age, physical condition, gender, family status, religious orientation orcultural background.

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ISSUES RELATED TO THE INTERNALNEEDS OF ORGANIZATION

Basic skills

Such programs involve the following steps :Establish the necessary skills employees must have to do their jobs effectively.Employees current skills must be measured.Close the gap between the current skill level and desired one for each employee.

Melting the Glass ceiling

The Glass ceiling is an invisible barrier to advancement to the upper echelons of theorganization caused by stereotype perceptions or organizational practices that affectthe development of women or handicapped individuals.

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DEVELOPING MANAGERS WITH

DYSFUNCTIONAL BEHAVIOURS

Toxic managers require an amalgamation of assessment, trainingand counseling.

ICE programs ought to be designed for diagnosis, coaching andsupport services with the involvement of organizationalpsychologists in all spheres of the program.

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ENDING NOTE

Training as a Management tool like a carpenters tool. Presence of supporting structure