“training and devlopmentdawar shoe industry

7/29/2019 TRAINING AND DEVLOPMENTdawar shoe industry

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CHAPTER-1

INTRODUCTION

Employee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job, or to

prepare him for a higher position with increased responsibilities. However

individual growth is not and ends in itself. Organizational growth need to be

measured along with individual growth.

Training refers to the teaching /learning activities done for the primary purpose

of helping members of an organization to acquire and apply the knowledge

skills, abilities, and attitude needed by that organization to acquire and apply the

same. Broadly speaking training is the act of increasing the knowledge and skill

of an employee for doing a particular job.

In todays scenario change is the order of the day and the only way to deal with

it is to learn and grow. Employees have become central to success or failure of

an organization they are the cornucopia of ideas. So it high time the organization

realize that train and retain is the mantra of new millennium.


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SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules,

formats being followed and is limited to the company Reliance Money and its

employees. The different training programmes incorporated/facilitated in

Reliance Money through its faculties, outside agencies or professional groups. It

also judges the enhancement of the knowledge & skills of employees and

feedback on its effectiveness.

OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Reliance Money is to

study the impact of training on the overall skill development of workers. The

specific objectives of the study are:

1. To examine the effectiveness of training in overall development of skills

of workforce.

2. To examine the impact of training on the workers.

3. To study the changes in behavioral pattern due to training.

4. To measure the differential change in output due to training


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5. To compare the cost effectiveness in implanting training programmes.

EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to

perform the activities that have to be done. If current or potential job occupants

can meet this requirement, training is not important. When this not the case, it is

necessary to raise the skill levels and increase the versatility and adaptability of

employees.

It is being increasing common for individual to change careers several times

during their working lives. The probability of any young person learning a job

to day and having those skills go basically unchanged during the forty or so

years if his career is extremely unlikely, may be even impossible. In a rapid

changing society employee training is not only an activity that is desirable but

also an activity that an organization must commit resources to if it is to maintain

a viable and knowledgeable work force.

The entire project talks about the training and development in theoretical as well

as new concepts, which are in trend now.


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Here we have discussed what would be the input of training if we ever go for

and how can it be good to any organization in reaping the benefits from the

money invested in terms like (ROI) i.e. return on investment. What are the ways

we can identify the training need of any employee and how to know what kind

of training he can go for? Training being covered in different aspect likes

integrating it with organizational culture. The best and latest available trends in

training method,

the benefits which we can derive out of it. How the evaluation should be done

and how effective is the training all together.

Some of the companies practicing training in unique manner a lesson for other

to follow as to how to train and retain the best resource in the world to reap the

best out of it.

Development is integral part of training if some body is trained properly and

efficiently the developments of that individual and the company for whom he is

working. Here we discussed about development of employee, how to identify

the needs, and after developing how to develop executive skill to sharpen there

knowledge. Learning should be the continuous process and one should not

hesitate to learn any stage. Learning and developing is fast and easy at Reliance

Money.

CHAPTER-2


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INTRODUCTION TO AGRA SHOE INDUSTRY

Introduction to Agra Shoe Industry

It may be producing more than 150,000 pairs of shoes every day, but to stand

firmly against the competition being posed by China in the Agra footwear

industry is still not ready to handle the volume of world market, he said. export

orders that the US market is generating, because of lack of infrastructure and

an insufficient availability of export-ready high-grade raw leather.

According to footwear industry sources, there are about 60 footwear

exporting units functioning in Agra at present, though this number is less than

half the number of footwear-exporting units that existed in the early 1980s,

before the fall of the Soviet Union. Pegged at almost Rs 1,100 crore at present,

the export potential of Agra footwear exporters is expected to grow by 20-25 per

cent this year with rising labour prices in European countries, though the

Indian share in the world footwear market is still less than 3 per cent, while

China stands strongly poised at 29 per cent.

Puran Dawar, managing director, Dawar Footwear Industries, a

prominent footwear-exporting company of Agra, said in the early 1980s, the

Soviet Union was the single-largest importer of footwear from Agra, buying

shoes worth more than Rs 1,200 crore from nearly 150 shoe exporters of the

town, but after the fall of the Soviet Union, this export was reduced to less than


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Rs 100 crore, leading to the shutdown of almost 60 per cent of the shoe-

exporting units of Agra.

Now, he said, after almost 20 years' dry spell in exports, the

footwear

industry of Agra was slowly regaining its footing and due to the low priced but

high-quality shoes produced here, the local units were receiving orders from

multinationals like Bata and Lumberjack, though the industry was still vying for

orders from US majors like Wal-Mart. Also, the Agra footwear industry had not

been able to establish any indigenous brand of its own in the world market

while shoes of multinational brands like Reebok and Woodland were selling

well in Agra itself. According to Dawar, the reason behind the US companies

neglecting Agra footwear companies is that a majority of the Agra shoe

manufacturing companies were mid-level units incapable of producing shoe

pairs in bulk, as required by the US market.

According to Dawar, the standard supply deadline of a US order was 90 days

and the volume of orders reached more than 500,000 pairs of shoes in a single

batch, which was a tremendous target to achieve for any Agra footwear unit

because the availability of high-quality raw leather in Agra was rather scarce

and the production cost of a single pair of shoes in Agra was almost 2-3 times in

comparison with China, raising the overall initial investment, which the Agra


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footwear industry could ill-afford at this moment. He said the Agra Footwear

Manufacturers and Exporters Chamber had asked the Centre to place a check

on the export of raw leather in the form of livestock to neigh Agra shoes miss

US orders bouring countries like Bangladesh and Pakistan, if the Agra shoe

industry was assured of regular supplies of raw leather it would be able It may

be producing more than 150,000 pairs of shoes every day, but to stand firmly

against the competition being posed by China in the the Agra footwear industry

is still not ready to handle the volume of world market,

The Germany-based Ara Shoes AG, the sixth largest branded footwear house in

the world and the largest in Europe, is learnt to have finalized plans to enter

India. Tata International, the $1 billion trading outfit of the Tata group, is

believed to have struck arrangements with the $780 million German giant to

market the latters high-end shoe brand Lloyd in India.

Lloyd shoes are available overseas ranging from $40 to $2,500. An

exclusive Lloyd showroom will be opened in the city shortly. Sources

close to the development said the Tata firm would announce the tie-up next

week. Maxmilian Mueller, managing director, Lloyd would be in Mumbai mid-

next week to announce the venture, they added.

Nearly two months ago, Ara Shoes had entered into an understanding

with the Hong Kong-based Tata South East Asia to jointly manufacture up to


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1.5 million pairs of footwear per year in China for five years. In addition to

Lloyd, other brands of Ara are Ara, Think, Legero, A & W. Ara sells close to 14

million pairs per annum.

Tata International is Indias largest exporter of leather and leather

products and has manufacturing facilities at Dewas. The units are

complemented by supply-chain operations at various locations in India and in

countries such as China and Bangladesh. The company exports to 110 countries

and has a presence in 25 nations.

The ailing footwear industry of Agra may at last see better days. With

foreign footwear importers beginning to show interest in the old leather

industry of this town, the shoe manufacturing and exporting companies of Agra

are busy setting ambitious export targets for the years.

In an effort to attract foreign buyers, the footwear manufacturers of Agra

are now preparing to participate in a footwear expo to be held in September in

Milan under the aegis of the Indian Trade Promotion Organization and the

Union ministry of small-scale industries under its Export Promotion &

Marketing scheme.

This is not the first of Agras Italy connections. Earlier it had been

reported in this paper a footwear components park would be set up in Agra by

the Council of Leather Exports, government of India, at over Rs 16 crore. Work


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is in progress. Sources said Italian companies had agreed to buy out a

significant part of the park. In the first phase, 58 domestic footwear units had

proposed to set up units in the park and efforts were also under way to get this

park classified as a special export park with the ministry of commerce giving the

shoe manufacturers the advantage of duty draw backs and tax rebates on

footwear export.

There were about 200 footwear exporting firms in Agra exporting to

several countries, but besides these firms, there were also about 6,000 small-

scale footwear-manufacturing units functioning in the town that were yet to

make a breakthrough in the world market.

INTRODUCTION TO DAWAR FOOTWEAR INDUSTRIES .

About The Project

The duration of my project was of two months during these two months I did

many things regarding my project as I was also the part of operations I also

understands how the operations department works at Reliance money.How the

shares of the client are kept in electronic form in the clients account and how it

is dematerialized by operations department at Reliance money.


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TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and

learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe

in

training. They were holding the traditional view that managers are born and not

made.

There were also some views that training is a very costly affair and not worth.


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Organizations used to believe more in executive pinching. But now the scenario

seems to

be changing.

The modern approach of training and development is that Indian Organizations

have

realized the importance of corporate training. Training is now considered as

more of

retention tool than a cost. The training system in Indian Industry has been

changed to

create a smarter workforce and yield the best results.

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of

skills,


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concepts, rules, or changing of attitudes and behaviours to enhance the

performance of

employees.

Training is activity leading to skilled behavior

Its not what you want in life, but its knowing how to reach it

Its not where you want to go, but its knowing how to get there

Its not how high you want to rise, but its knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome

Its not what you dream of doing, but its having the knowledge to do it

It's not a set of goals, but its more like a vision


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Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the

current

situation looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA)

through

professional development.


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Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps

in

optimizing the utilization of human resource that further helps the employee to

achieve

the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to

provide an

opportunity and broad structure for the development of human resources

technical and

behavioral skills in an organization. It also helps the employees in attaining

personal

growth.


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Development of skills of employees Training and Development helps in

increasing

the job knowledge and skills of employees at each level. It helps to expand the

horizons

of human intellect and an overall personality of the employees

Productivity Training and Development helps in increasing the productivity of

the

employees that helps the organization further to achieve its long-term goal

Team spirit Training and Development helps in inculcating the sense of team

work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn

within

the employees


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Organization Culture Training and Development helps to develop and

improve the

organizational health culture and effectiveness. It helps in creating the learning

culture

within the organization.

Organization Climate Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings

from

leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of

work and work-life.


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Healthy work-environment Training and Development helps in creating the

healthy

working environment. It helps to build good employee, relationship so that

individual

goals aligns with organizational goal.

Health and Safety Training and Development helps in improving the health

and safety

of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the

work force.

Image Training and Development helps in creating a better corporate image.

Profitability Training and Development leads to improved profitability and

more


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positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e.

Organization gets

more effective decision making and problem solving. It helps in understanding

and

carrying out organizational policies.

Training and Development helps in developing leadership skills, motivation,

loyalty,

better attitudes, and other aspects that successful workers and managers usually

display.


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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to

that, there

are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives help employees in achieving their personal goals, which

in turn,

enhances the individual contribution to an organization.

Organizational Objectives assist the organization with its primary objective by

bringing

individual effectiveness.


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Functional Objectives maintain the departments contribution at a level

suitable to the

organizations needs.

Societal Objectives ensure that an organization is ethically and socially

responsible to

the needs and challenges of the society.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While

some

people think of training objective as a waste of valuable time. The

counterargument here

is that resources are always limited and the training objectives actually lead the

design of


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training. It provides the clear guidelines and develops the training program in

less time

because objectives focus specifically on needs. It helps in adhering to a plan.

Training

objectives tell the trainee that what is expected out of him at the end of the

training

program. Training objectives are of great significance from a number of

stakeholder

perspectives.


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1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer The training objective is also beneficial to trainer because it helps the

trainer to measure the progress of trainees and make the required adjustments.

Also, trainer comes in a position to establish a relationship between objectives

and particular segments of training.


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Trainee The training objective is beneficial to the trainee because it helps in

reducing

the anxiety of the trainee up to some extent. Not knowing anything or going to a

place

which is unknown creates anxiety that can negatively affect learning. Therefore,

it is


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important to keep the participants aware of the happenings, rather than keeping

it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to

make the

training successful. The objectives create an image of the training program in

trainees

mind that actually helps in gaining attention. Thirdly, if

the goal is set to be challenging and motivating, then the likelihood of achieving

those

goals is much higher than the situation in which no goal is

Set. Therefore, training objectives helps in increasing the probability that the

participants


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will be successful in training.

Designer The training objective is beneficial to the training designer because

if the

designer is aware what is to be achieved in the end then hell buy the training

package

according to that only. The training designer would then look for the training

methods,

training equipments, and training content accordingly to achieve those

objectives.

Furthermore, planning always helps in dealing effectively in an unexpected

situation.

Consider an example; the objective of one training program is to deal effectively

with


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customers to increase the sales. Since the objective is known, the designer will

design a

training program that will include ways to improve the interpersonal skills, such

as verbal

and non verbal language, dealing in unexpected situation i.e. when there is a

defect in a

product or when a customer is angry.

Therefore, without any guidance, the training may not be designed

appropriately.

Evaluator It becomes easy for the training evaluator to measure the progress

of the

trainees because the objectives define the expected performance of trainees.

Training


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objective is an important to tool to judge the performance of participants.

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship

between

the training function and other management activity is also changing. The

training and

development activities are now equally important with that of other HR

functions. Gone

are the days, when training was considered to be futile, waste of time, resources,

and

money. Now-a-days, training is an investment because the departments such as,


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marketing & sales, HR, production, finance, etc depends on training for its

survival. If

training is not considered as a priority or not seen as a vital part in the

organization, then

it is difficult to accept that such a company has effectively carried out HRM.

Training

actually provides the opportunity to raise the profile development activities in

the

organization

To increase the commitment level of employees and growth in quality

movement

(concepts of HRM), senior management team is now increasing the role of

training. Such


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concepts of HRM require careful planning as well as greater emphasis on

employee

development and long term education.

Training is now the important tool of Human Resource Management to control

the

attrition rate because it helps in motivating employees, achieving their

professional and

personal goals, increasing the level of job satisfaction, etc. As a result training is

given on

a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training


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This is the era of cut-throat competition and with this changing scenario of

business; the

role of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance

3. Rewards to be associated with self esteem and self worth

4. Providing pre-employment market oriented skill development education and

post

employment support for advanced education and training

6. Flexible access i.e. anytime, anywhere training.


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Models of Training

Training is a sub-system of the organization because the departments such as,

marketing

& sales, HR, production, finance, etc depends on training for its survival.

Training is a

transforming process that requires some input and in turn it produces output in

the form

of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform

a


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particular function. An organization is a system and training is a sub system of

the

organization. The System Approach views training as a sub system of an

organization.

System Approach can be used to examine broad issues like objectives,

functions, and

aim. It establishes a logical relationship between the sequential stages in the

process of

training need analysis (TNA), formulating, delivering, and evaluating. There are

4

necessary inputs i.e. technology, man, material, time required in every system to

produce

products or services. And every system must have some output from these

inputs in order


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to survive. The output can be tangible or intangible depending upon the

organizations

requirement. A system approach to training is planned creation of training

program. This

approach uses step-by-step procedures to solve the problems. Under systematic

approach,

training is undertaken on planned basis. Out of this planned effort,

one such basic model of five steps is system model that is explained below.

Organization are working in open environment i.e. there are some internal and

external

forces, that poses threats and opportunities, therefore, trainers need to be aware

of these


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forces which may impact on the content, form, and conduct of the training

efforts.

The internal forces are the various demands of the organization for a better

learning

environment; need to be up to date with the latest technologies.

The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model

System Model Training
http://traininganddevelopment.naukrihub.com/systematic-model.htmlhttp://traininganddevelopment.naukrihub.com/isd-model.htmlhttp://traininganddevelopment.naukrihub.com/transitional-model.htmlhttp://traininganddevelopment.naukrihub.com/systematic-model.htmlhttp://traininganddevelopment.naukrihub.com/isd-model.htmlhttp://traininganddevelopment.naukrihub.com/transitional-model.html


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The system model consists of five phases and should be repeated on a regular

basis to

make further improvements. The training should achieve the purpose of helping

employee to perform their work to required standards. The steps involved in

System

Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job,

2. employees requirement, who needs training, what do they need to learn,

estimating training cost, etc The next step is to develop a performance

measure on

the basis of which actual performance would be evaluated.


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3. Design and provide training to meet identified needs. This step requires

developing objectives of training, identifying the learning steps,

sequencing and

structuring the contents.

4. Develop- This phase requires listing the activities in the training program

that will

assist the participants to learn, selecting delivery method, examining the

training

material, validating information to be imparted to make sure it

accomplishes all

the goals & objectives.


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5. Implementing is the hardest part of the system because one wrong step

can lead to

the failure of whole training program.

6. Evaluating each phase so as to make sure it has achieved its aim in terms

of

subsequent work performance. Making necessary amendments to any of

the

previous stage in order to remedy or improve failure practices


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Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training

problems.

This model is widely used now-a-days in the organization because it is

concerned with


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the training need on the job performance.

Training objectives are defined on the basis of job responsibilities and job

description and

on the basis of the defined objectives individual progress is measured. This

model also

helps in determining and developing the

favorable strategies, sequencing the content, and delivering media for the types

of

training objectives to be achieved.

The Instructional System Development model comprises of five stages:


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1. ANALYSIS This phase consist of training need assessment, job

analysis, and

target audience analysis.

2. PLANNING This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the

training,

types of training material, media selection, methods of evaluating the

trainee,

trainer and the training program, strategies to impart knowledge i.e.

selection of

content, sequencing of content, etc.


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3. DEVELOPMENT This phase translates design decisions into training

material.

It consists of developing course material for the trainer including

handouts,

workbooks, visual aids, demonstration props, etc, course material for the

trainee

including handouts of summary.

4. EXECUTION This phase focuses on logistical arrangements, such as

arranging

speakers, equipments, benches, podium, food facilities, cooling, lighting,

parking,

and other training accessories.


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5. EVALUATION The purpose of this phase is to make sure that the

training

program has achieved its aim in terms of subsequent work performance.

This phase

consists of identifying strengths and weaknesses

and making necessary amendments to any of the previous stage in order

to remedy or improve failure practices.


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The ISD model is a continuous process that lasts throughout the training

program. It

also highlights that feedback is an important phase throughout the entire

training

program. In this model, the output of one phase is an input to the next phase.


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Transitional model focuses on the organization as a whole. The outer loop

describes the

vision, mission and values of the organization on the basis of which training

model i.e.

inner loop is executed.

Vision focuses on the milestones that the organization would like to achieve

after the

defined point of time. A vision statement tells that where the organization sees

itself few

years down the line. A vision may include setting a role mode, or bringing some

internal


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transformation, or may be promising to meet some other deadlines

Mission explain the reason of organizational existence. It identifies the

position in the

community. The reason of developing a mission statement is to motivate,

inspire, and

inform

the employees regarding the organization. The mission statement tells about the

identity

that how the organization would like to be viewed by the customers, employees,

and all

other stakeholders.


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Values is the translation of vision and mission into communicable ideals. It

reflects the

deeply held values of the organization and is independent of current industry

environment. For example, values may include social responsibility, excellent

customer

service, etc.

The mission, vision, and values precede the objective in the inner loop. This

model

considers the organization as a whole. The objective is formulated keeping these

three

things in mind and then the training model is further implemented.


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TRAIN AND RETAIN TO STOP THE DRAIN

In todays competitive world, where margins are constantly under pressure,

training budgets are the first to axed. So it becomes imperative that the training

model that is evolved should be less capital intensive and not dependent upon

profit margins and profitability.

Although training needs are identified much before training programmed

actually commence but still some crucial points are left some un-addressed.


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For example very little is done to know the opinion of the employee about

training need

identified for him as to what he feels about the same .99% cases employee is

nominated

by higher authorities instead of chance being given to volunteer program under

the

notion that boss is always right and he knows the best off. Taking this in context

there are

many organization where some employee who are earmarked are regularly

nominated to

attend training program. He is stressed out, why dont pack him up for a

training

program approach.

CHAPTER-3


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LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some

of the principles of learning or motivation, which would enhance

internationalization of what is taught.

Motivation

A trainee needs to have a desire to learn and benefit from the programme. If the

is not interested, or is de-motivated, the learning outcome is going to be

insignificant and the company will have spent its money badly. On the other

hand, being too intense about learning and outcome may result in setting over

ambitious goals for the individual.

Reinforcement

Following on the concept of motivation is that of reinforcement. For learning to

take place and be internalized to the desired extent, a trainee is rewarded or

given some encouragement. This reinforcement, or the acknowledgement that

what has been acquired is desirable, can be either an extrinsic or intrinsic

reward-external praise or some tangible reward, or the individuals feeling of a


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sense of progress. Current stress is on positive support and helpful behavior,

even when mistakes are made.

Feedback

During the training process, it is useful for the trainee to be told how he is

progressing. Several researchers have confirmed that knowledge of results is an

effective motivator. Constant and periodic feedback has positive effects on the

trainees learning. Unless the trainee knows how close his performance comes to

the desired standard, he will not have an opportunity to improve. Feedback

therefore provides a basis for correcting oneself. Secondly, feedback helps to

sustain the trainees interest in the task, or in each learning that is taking place,

by bringing greater involvement with the learning process. If feedback is to be

meaningful, it should follow a learning segment as quickly as possible.

TransferofLearning

The maximum use of training can be made if the trainee is able to transfer his

learning to his actual work role. This is possible if identical elements are

incorporated in the training situation from the job role, either existing or

proposed. The more similar the learning situation is to the job situation, the


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higher the degree of transfer the trainee can expect, and hence the grater the

relevance of the training programme.

Repetition

Repetition etches a pattern into our memory, e.g., when one studies for an

examination, it is necessary to repeatedly to over ideas so that they can be

recalled later.

Relevance

Relevance relates to the meaningful fuse of material, which aids learning, e.g.,

trainers usually explain in the overall purpose of a job to trainees before

assigning them a particular task.

TRAINING INPUTS

There are three basic types of inputs;

(i)Skills

(ii)Attitude

(iii)Knowledge.


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The primary purpose of training is to establishing a sound relationship is at its

best when the workers attitude to the job is right, when the workers knowledge

of the job is adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired

modifications in skills, attitudes and knowledge of employee so that they

perform their jobs most efficiently and effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of

its business activities and personnel policies and provisions, the terms,

conditions and benefits appropriate to the particular employee, and the career

and advancement opportunities available.

2.TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same

work area, i.e. the same department or function, or to dissimilar work under a

different management. Under this heading we are excluding promotions, which

take people into entirely new levels of responsibility.


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3. PROMOTIONS

Although similar to the transferee in that there is a new job to be learned in

new surroundings, he is dissimilar in that the promotion has brought him to a

new level of supervisory or management responsibility. The change is usually

too important and difficult to make successfully to permit one to assume that

the promotes will pick it up as he goes along and attention has to be paid to

training in the tasks and the responsibilities and personal skills necessary for

effective performance.

4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer

and electronic controls replace the previous manual and electro-mechanical

system on the process plant on which he works. There is no less a training

requirement for the supervisors and process management, as well as for

technical service production control and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative

functions but also for those who we workplace is on the shop floor or on process

plant on any occasion on which there is a modification to existing paperwork or

procedure for, say the withdrawal of materials from stores, the control of


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customer credit the approval of expense claims, there needs to be instruction on

the change in the way of working in many instances, a note bringing the

attention of all concerned the change is assume to be sufficient, but there are

cases, such as when total new systems in corporating IT up dates are installed,

when more thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word

of mouth by the manager to his subordinates, and this can be the most

satisfaction way of dealing with the change from the point of view of getting

those affected to understand their new responsibility. However not all changes

under this heading can be left to this sort of handling. Even the simplest looking

instruction may be

regarded as undesirable or impracticable by whoever has to perform it he may

not understand the purpose behind the change and lose confidence in a

management which he now believes to be messing about, or he may

understand the purpose and have a better alternative to offer if it is not too late.


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7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In

examples, the recognition of the accounts department can result in a realization

of responsibilities between the section leaders of credit control, invoicing and

customer records, although there is no movement of staff between the sections

(i.e. no transfers). Although the change in work content for each clerk and

supervisor is defined clearly for each person in the new procedures, there is

nevertheless a need for each person to know where he stands in the new set up,

which is responsible for what, and where to direct problems and enquiries as

they arise in the future.

8. MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through training, for it

must be remembered that supervision and inspection and qualify control are

continuously responsible for standards and exercise their own authorities to this

end. Although it is generally agreed that some retraining from time to time,

taking varied forms even for the on group of employees, does act as both a

reminder and a stimulus, there is not much agreement on the next frequency and

form that such retraining should take, of there is as yet little scientific

knowledge on this subject which is of much use in industrial situations.

9. THE MAINTENANCE OF ADAPTABILITY


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Again, whilst there is little scientific study of the loss of ability to learn new

skills in those cases where people spend a long time without change, and

without the need to learn, there is increasing evidence in current experience to

suggest that this is the case in industrial employment. Add, of course, there is

the inference arising from the laboratory experiments of psychologists.

10. THE MAINTENANCE OF MANAGEMENT SKILLS &

STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are

important in all companies. Some of these skills are seen to be critical to major

developments in company organisation, culture, employee empowerment and so

on. Initial training in these skills is not uncommon in the largest companies on

appointment into management and supervision. But continuous training and

performance monitoring is rare, despite the common knowledge that standards

are as varied as human nature.

11. RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement

will benefit from learning about health, social life, work opportunities money

management


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etc. Internal or external courses are best attended a year or two before retirement

date, in a few companies a member of Personnel will act as a counselor as

required.

BENEFITS OF TRAINING

Employees and the organization need to realize the importance of contribution

and learning for mutual growth and development. Training is the answer to deal

with stagnation stage by constantly updating it in every field. Other benefits of

training include:

Hiring appeal: companies that provide training attract a better quality

Workforce.

Assessing and addressing any performance deficiency.

Enhancing workforce flexibility.Cross-cultural training is essential for

t

them for better adjustment in the new environment.

Increasing commitment: Training acts as a loyalty booster. Employee

motivation is also enhanced when the employee knows that the


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organization would provide them opportunities to increase their skills

and

knowledge.

It gives the organization a competitive edge by keeping abreast of the

latest

changes; it acts as a catalyst for change.

Higher customer satisfaction and lower support cost results through

improved service, increased productivity and greater sufficiency.

Training acts as benchmark for hiring promoting and career planning.

It acts act as a retention tool by motivating employee to the vast

opportunities for growth available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management

and by training offices at the conclusion of training and during the days or

weeks afterwards. These expressions include validation, evaluation, follow-up

and implementation, as well as cost benefit, which have appeared in more

recent years. We are interested in all of these and have already tackled one of


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the, implementation, and we start by giving our definitions in order to establish a

clearer picture of what each is, and how they relate to each other.

Evaluation of training, or, indeed of anything, consists simply of putting a value

to it. To evaluate training means undertaking a search for the effect that it has

had on the people and the situations, which it influences, and then trying to

measure or estimate whether this is advantageous or disadvantageous.

We shall see that at the level of pure training there is an evaluation to be made,

but that the principal evaluation is at a higher level in the chain.

First the chain of intentions is clear at the outset

1. The forecourt attendants were to receive training to a defined level of

competence.

2. They were then to apply their new capability correctly during the service

that they gave to motorists.

3. The motorists would respond to this with a reaction of pleasure and would

tend to use that particular station rather more, thus increasing the amount

of gasoline sold.

4. The increased sales, and negligible increased costs, would improve the

revenue and the profits.


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A TRAINING TOOL: INSPIRING OTHERS

In the new era new era, challenges for the trainer are to create learning

environment. Trainer needs to innovate new ways design and deliver the training

inputs. Wide range of technique like interactive methods like teaching,

experiential learning cases inventories games, including humour. Where as we

have the ancient way of story telling as a powerful tool to create learning for

adult managers of industry. Sharing ones own perception, experience and ideas

learning value can be increased exponentially.

Methods of Training

There are various methods of training, which can be divided in to cognitive and


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behavioral methods. Trainers need to understand the pros and cons of each

method, also

its impact on trainees keeping their background and skills in mind before giving

training.

Cognitive methods are more of giving theoretical training to the trainees. The

various

methods under Cognitive approach provide the rules for how to do something,

written or

verbal information, demonstrate relationships among concepts, etc. These

methods are

associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:


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LECTURES A Method of Training

It is one of the oldest methods of training. This method is used to create

understanding of

a topic or to influence behavior, attitudes through lecture. A lecture can be in

printed or

oral form. Lecture is telling someone about something. Lecture is given to

enhance the

knowledge of listener or to give him the theoretical aspect of a topic. Training is

basically

incomplete without lecture. When the trainer begins the training session by

telling the

aim, goal, agenda, processes, or methods that will be used in training that means

the
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trainer is using the lecture method. It is difficult to imagine training without

lecture

format. There are some variations in Lecture method. The variation here means

that some

forms of lectures are interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information,

which the

trainee attempts to absorb. In this method, the trainer speaks to a group about a

topic.

However, it does not involve any kind of interaction between the trainer and the

trainees.

A lecture may also take the form of printed text, such as books, notes, etc. The

difference


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between the straight lecture and the printed material is the trainers intonation,

control of

speed, body language, and visual image of the trainer. The trainer in case of

straight

lecture can decide to vary from the training script, based on the signals from the

trainees,

whereas same material in print is restricted to what is printed.

A good lecture consists of introduction of the topic, purpose of the lecture, and

priorities

and preferences of the order in which the topic will be covered.


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Main Features of Lecture Method

Some of the main features of lecture method are:

Inability to identify and correct misunderstandings

Less expensive

Can be reached large number of people at once

Knowledge building exercise

Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method

This method is a visual display of how something works or how to do

something. As an

example, trainer shows the trainees how to perform or how to do the tasks of the

job. In


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order to be more effective, demonstration method should be should be

accompanied by

the discussion or lecture method.

To carry out an effective demonstration, a trainer first prepares the lesson plan

by

breaking the task to be performed into smaller modules, easily learned parts.

Then, the

trainer sequentially organizes those modules and prepares an explanation for

why that

part is required. While performing the demonstration, trainer:

Demonstrates the task by describing how to do, while doing

Helps the focusing their attention on critical aspects of the task


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Tells the trainees what you will be doing so they understand what you will

be

showing them

Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the

level of

involvement of the trainee. In the lecture method, the more the trainee is

involved.

The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program

Cost of materials that facilitate training


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Food, travel, lodging for the trainees and the trainers

Compensation of time spent in training to trainers and trainees

Cost related to creating content, material

Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both positive

and or

negative, give the trainee the opportunity to do the task and describe what he is

doing and

why.

Discussion Training Method

This method uses a lecturer to provide the learners with context that is

supported,


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elaborated, explains, or expanded on through interactions both among the

trainees and

between the trainer and the trainees. The interaction and the communication

between

these two make it much more effective and powerful than the lecture method. If

the

Discussion method is used with proper sequence i.e. lectures, followed by

discussion and

questioning, can achieve higher level knowledge objectives, such as problem

solving and

principle learning.

The Discussion method consists a two-way flow of communication i.e.

knowledge in the


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form of lecture is communicated to trainees, and then understanding is conveyed

back by

trainees to trainer.

Understanding is conveyed in the form of verbal and non-verbal feedback that

enables

the trainer to determine whether the material is understood. If yes, then

definitely it

would help out the trainees to implement it at their workplaces and if not, the

trainer may

need to spend more time on that particular area by presenting the information

again in a

different manner.


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Questioning can be done by both ways i.e. the trainees and the trainer. When the

trainees

ask questions, they explain their thinking about the content of the lecture. A

trainer who

asks questions stimulates thinking about the content of the lecture. Asking and

responding questions are beneficial to trainees because it enhance understanding

and

keep the trainees focused on the content. Besides that, discussions, and

interactions allow

the trainee to be actively engaged in the material of the trainer. This activity

helps in

improving recall.


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Computer-Based Training (CBT)

With the world-wide expansion of companies and changing technologies, the

demands

for knowledge and skilled employees have increased more than ever, which in

turn, is

putting pressure on HR department to provide training at lower costs. Many

organizations

are now implementing CBT as an alternative to classroom based training to

accomplish

those goals


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Some of the benefits of Computer-Based Training are:


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According to a recent survey, about 75% of the organizations are providing

training to

employees through Intranet or Internet. Internet is not the method of training,

but has

become the technique of delivering training. The growth of electronic

technology has


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created alternative training delivery systems. CBT does not require face-to-face

interaction with a human trainer. This method is so varied in its applications that

it is

difficult to describe in concise terms.

The various methods that come under Cognitive approach are :

o

INTELLEGENT TUTORIAL SYSTEM(ITS)

o PROGRAMMED INSTRUCTION (PI)

o VIRTUAL REALITY
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Behavioral methods are more of giving practical training to the trainees. The

various

methods under Behavioral approach allow the trainee to behavior in a real

fashion. These

methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

o BEHAVIOR-MODELING

o BUSINESS GAMES

o CASE STUDIES

o EQUIPMENT STIMULATORS

o IN-BASKET TECHNIQUE

o ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through

different
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means.

Another Method is MANAGEMENT DEVELOPMENT METHOD

COACHING

Coaching is one of the training methods, which is considered as a corrective

method for

inadequate performance. According to a survey conducted by International

Coach

Federation (ICF), more than 4,000 companies are using coach for their

executives. These

coaches are experts most of the time outside consultants.


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A coach is the best training plan for the CEOs because

It is one-to-one interaction

It can be done at the convenience of CEO

It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert

It helps in identifying weaknesses and focus on the area that needs

improvement This

method best suits for the people at the top because if we see on emotional front,

when a

person reaches the top, he gets lonely and it becomes difficult to find someone

to talk to.

It helps in finding out the executives specific developmental needs. The needs

can be

identified through 60 degree performance review.


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PROCEDURE OF THE COACHING

The procedure of the coaching is mutually determined by the executive and

coach. The

procedure is followed by successive counseling and meetings at the executives

convenience by the coach.

1. Understand the participants job, the knowledge, skills, and attitudes, and

resources required to meet the desired expectation

2. Meet the participant and mutually agree on the objective that has to be

achieved

3. Mutually arrive at a plan and schedule

4. At the job, show the participant how to achieve the objectives, observe the

performance and then provide feedback

5. Repeat step 4 until performance improves.


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For the people at middle-level management, coaching is more likely done by

the

supervisor; however experts from outside the organization are at times used

for up-

and-coming managers. Again, the personalized approach assists the manger

focus on

definite needs and improvement

Mentoring

Mentoring is an ongoing relationship that is developed between a senior and

junior

employee. Mentoring provides guidance and clear understanding of how the

organization

goes to achieve its vision and mission to the junior employee

The meetings are not as structured and regular than in coaching. Executive

mentoring is


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generally done by someone inside the company. The executive can learn a lot

from

mentoring. By dealing with diverse mentees, the executive is given the chance

to grow

professionally by developing management skills and learning how to work with

people

with diverse background, culture, and language and personality types

Executives also have mentors. In cases where the executive is new to the

organization, a

senior executive could be assigned as a mentor to assist the new executive

settled into his

role. Mentoring is one of the important methods for preparing them to be future

executives. This method allows the mentor to determine what is required to

improve

mentees performance. Once the mentor identifies the problem, weakness, and

the area


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that needs to be worked upon, the mentor can advise relevant training. The

mentor can

also provide opportunities to work on special processes and projects that require

use of

proficiency.

Some key points on Mentoring

Mentoring focus on attitude development

Conducted for management-level employees

Mentoring is done by someone inside the company

It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement

Job Rotation

For the executive, job rotation takes on different perspectives. The executive is

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not simply going to another department. In some vertically integrated

organizations, for

example, where the supplier is actually part of same organization or subsidiary,

job

rotation might be to the supplier to see

how the business operates from the supplier point of view. Learning how the

organization

is perceived from the outside broadens the executives outlook on the process

of the

organization. Or the rotation might be to a foreign office to provide a global

perspective.

For managers being developed for executive roles, rotation to different functions

in the

company is regular carried out.


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This approach allows the manger to operate in diverse roles and understand the

different

issues that crop up. If someone is to be a corporate leader, they must have this

type of

training. A recent study indicated that the single most significant factor that

leads to

leaders achievement was the variety of experiences in different departments,

business

units, cities, and countries.

An organized and helpful way to develop talent for the management or

executive level of

the organization is job rotation. It is the process of preparing employees at a

lower level

to replace someone at the next higher level. It is generally done for the

designations that

are crucial for the effective and efficient functioning of the organization.


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Benefits of Job Rotation

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments,

business

units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required

It determines the areas where improvement is required

Assessment of the employees who have the potential and caliber for

filling the

position

OFF THE JOB TRAINING


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There are many management development techniques that an employee can take

in off the job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

Case Study on Training Methods

SALES TRAINING AT ABC COMPANY

Few years ago, ABC Company developed a training strategy for training its

global sales

force. An important feature of the strategy was to create a master training plan

for each

year. The organizations strategic plans, objectives, and functional tactics would

drive t
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this plan. Once an initial procedure was designed it was then evaluated and

critiqued the

top management, different units, and training council. The input from these

stakeholderswould be summarized and transferred into a master training Plan.

The major question that was asked by the designers of training program was,

what

results do we want from salespeople after the training program is over? Answer

to this

question becomes the objective of the training program.

Then training content was designed, videos were made. The videos took 3 to

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produce. Video contains live production plants, clients offices, partner offices,

suppliers,

manufacturers locations, and other locations.

Videos were used to train sales people in various areas, such as:

Market information i.e. about customer profile, market updates, and

computer

integrated manufacturing applications, etc

Sales Process i.e. how to deal in the situation of conflicts with customer,

coaching

on undesirable behavior, supplement skills developed during live courses

Product information, such as, product usage, applications, system

description,

product description, comparison with competitors products, etc

Policies and procedures, i.e. about sales contests, incentive plans on

achieving


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targets, annual bonuses, winners receiving the best salesperson award to

motivate

the sales force

Representatives then watch video, follow the directions, and refer to the material

if faces

any problem. When salespeople feel they have mastered the

Around thousands of sales persons were getting a specific video training. The

sales

people were getting training material along with the video. Sales

material, they would take an exam and call a toll-free number to transmit

responses to

exam.


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Salespeople who successfully passed an exam were factored into performance

and merit

reviews as well as promotional opportunities. Those who couldnt pass the exam

were

asked to go through the material and video again before retaking the exam. If the

salesperson failed an exam again, the reporting manager was notified.

This case gives rise to few important questions. These questions are:

In todays technological world, is video still the best way to deliver

training?

Is video the most effective way to achieve training objectives?

What role did cost of development, cost of delivery, and other constraints

play in selection of video delivery system?


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Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of

effective

training. The purpose of training need analysis is to determine whether there

is a gap

between what is required for effective performance and present level of

performance.

Why training need analysis?

Training need analysis is conducted to determine whether resources required

are

available or not. It helps to plan the budget of the company, areas where

training is

required, and also highlights the occasions where training might not be

appropriate

but requires alternate action.


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Corporate need and training need are interdependent because the

organization

performance ultimately depends on the performance of its individual

employee and

its sub group.

Organizational Level Training need analysis at organizational level

focuses on


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strategic planning, business need, and goals. It starts with the assessment of

internal

environment of the organization such as, procedures, structures, policies,

strengths,

and weaknesses and external environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training

interventions, while strengths can further be strengthened with continued

training.

Threats can be reduced by identifying the areas where training is required.

And,

opportunities can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company

requires to be

involved in strategic planning. In this planning, HR develops strategies to be

sure that

the employees in the organization have the required Knowledge, Skills, and


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Attributes (KSAs) based on the future KSAs requirements at each level

Individual Level Training need analysis at individual level focuses on

each and

every individual in the organization. At this level, the organization checks

whether an

employee is performing at desired level or the performance is below

expectation. If

the difference between the expected performance and actual performance

comes out

to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The

methods

that are used to analyze the individual need are:

Appraisal and performance review

Peer appraisal

Competency assessments


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Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the

work

that is being assigned to the employees. The job analyst gathers the information

on

whether the job is clearly understood by an employee or not. He gathers this

information

through technical interview, observation, psychological test; questionnaires

asking the

closed ended as well as open ended questions, etc. Today, jobs are dynamic and

keep

changing over the time. Employees need to prepare for these changes. The job

analyst


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also gathers information on the tasks needs to be done plus the tasks that will be

required

in the future. Based on the information collected, training Need analysis (TNA)

is done.

Training-Design

The design of the training program can be undertaken only when a clear training

objective has been produced. The training objective clears what goal has to be

achieved

by the end of training program i.e. what the trainees are expected to be able to

do at the

end of their training. Training objectives assist trainers to design the training

program.

The trainer Before starting a training program, a trainer analyzes his

technical,

interpersonal, judgmental skills in order to deliver quality content to trainers


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The trainees A good training design requires close scrutiny of the trainees and

their

profiles. Age, experience, needs and expectations of the trainees are some of the

important factors that affect training design.

Training climate A good training climate comprises of ambience, tone,

feelings,

positive perception for training program, etc. Therefore, when the climate is

favorable

nothing goes wrong but when the climate is unfavorable, almost everything goes

wrong.

Trainees learning style the learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch to the

design

of the program

Training strategies Once the training objective has been identified, the trainer


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translates it into specific training areas and modules. The trainer prepares the

priority list

of about what must be included, what could be included.

Training topics After formulating a strategy, trainer decides upon the content

to be

delivered. Trainers break the content into headings, topics, ad modules. These

topics and

modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents Contents are then sequenced in a following manner:

From simple to complex

Topics are arranged in terms of their relative importance

From known to unknown

From specific to general

Dependent relationship


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Training tactics Once the objectives and the strategy of the training program

becomes clear, trainer comes in the position to select most appropriate tactics or

methods

or techniques. The method selection depends on the following factors:

Trainees background

Time allocated

Style preference of trainer

Level of competence of trainer

Availability of facilities and resources, etc


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Support facilities It can be segregated into printed and audio visual. The

various


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requirements in a training program are white boards, flip charts, markers, etc.

Constraints The various constraints that lay in the trainers mind are:

Time

Accommodation, facilities and their availability

Furnishings and equipments

Budget

Design of the training, etc

Training Implementation

To put training program into effect according to definite plan or procedure is

called

training implementation. Training implementation is the hardest part of the

system

because one wrong step can lead to the failure of whole training program. Even

the best


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training program will fail due to one wrong action.

Training implementation can be segregated into:

Practical administrative arrangements

Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is

implemented.

Completing training design does not mean that the work is done because

implementation

phase requires continual adjusting, redesigning, and refining. Preparation is the

most

important factor to taste the success. Therefore, following are the factors that are

kept in

mind while implementing training program:


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The trainer The trainer need to be prepared mentally before the delivery of

content.

Trainer prepares materials and activities well in advance. The trainer also set

grounds

before meeting with participants by making sure that he is comfortable with

course

content and is flexible in his approach.

Physical set-up Good physical set up is pre-requisite for effective and

successful

training program because it makes the first impression on participants.

Classrooms should

not be very small or big but as nearly square as possible. This will bring people

together

both physically and psychologically. Also, right amount of space should be

allocated to


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every participant.

Establishing rapport with participants There are various ways by which a

trainer can

establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation

Remembering their first name

Pairing up the learners and have them familiarized with one another

Listening carefully to trainees comments and opinions

Telling the learners by what name the trainer wants to be addressed

Getting to class before the arrival of learners

Starting the class promptly at the scheduled time

Using familiar examples

Varying his instructional techniques


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Using the alternate approach if one seems to bog down

Reviewing the agenda At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants

the goal

of the program, what is expected out of trainers to do at the end of the program,

and how

the program will run. The following information needs to be included:

Kinds of training activities

Schedule

Setting group norms

Housekeeping arrangements

Flow of the program

Handling problematic situations

Training Evaluation


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The process of examining a training program is called training evaluation.

Training

evaluation checks whether training has had the desired effect. Training

evaluation ensures

that whether candidates are able to implement their learning in their respective

workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the

objectives and

linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,

transfer

of knowledge at the work place, and training.


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Control: It helps in controlling the training program because if the training is

not

effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee)

uses the

evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are

aligned with


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During Training: It is the phase at which instruction is started. This phase

usually

consist of short tests at regular intervals

After Training: It is the phase when learners skills and knowledge are assessed

again

to measure the effectiveness of the training. This phase is designed to determine

whether


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training has had the desired effect at individual department and organizational

levels.

There are various evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation

Questionnaire

Interview

Self diaries

Self recording of specific incidents

Quality

Particularly in those industries, which have to compete in international markets,

the management made clear links between training policies and the quality of

work.

Change in Corporate culture


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Continuous training was used to transmit new business strategies and new

organisation culture.

Organisational Development

In some organisation where financial responsibilities were being decentralized,

the training function was also getting decentralized. In other training dept was

abolished altogether and all managers were made responsible for instruction

and training.


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Flexible working practices

Company made a major training program after making two third work forces

redundant. This involved both vocational training and encouraging employee to

take educational courses in their free time.

Training and employment package

In certain companies training formed part of the pay packet offered to

employees. It also had a bearing on the Lab our turnover percentage of

employee. In other way we can say its like cost to company.

Corporate structure

In some instances I became difficult for managers to meet business objectives

because they had in sufficient control over recruitment and training decision. In

some other cases rivalries between different divisions of same company,

prevented the integration of coherent training and personal policies at central

level.

The role of professinal trainers


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The findings suggest that the role of the professional trainer had undergone

significant changes. He is today not only a mere provider or organiser of training

but also is being seen as an agent or facilitator of change. This because today the

management is integrating training into the very culture of their organisation. In

some organi

“training and devlopmentdawar shoe industry

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