training & development ty bms

7/30/2019 Training & Development TY BMS

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Training & DevelopmentTowards Building a Learning

Organisation


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Training & Development defined

Training Current Jobs

Development Future Jobs

Objectives Improving Organisation Performance

Enhance Knowledge & Skill levels


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Training and Development

Training is a learning process involving

systematic development of the knowledge, skillsand attitudes required by an individual to perform

adequately a given task or job.

Management or executive development includesall those activities and programmes which have

substantial influence on changing the capacity of

the individual to perform his present assignment

better and in doing so are likely to increase hispotential for future management assignment.


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Management developmentis more future

oriented, and more concerned with

education (increasing understanding-

reasoning power-interpretation), where

employee training is more concerned with

to assist a person to become a betterperformer.


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Needs for Training and Development

Employee survey results

Evaluation deficiencies

Individual development plan

Law and regulation changes

Need to develop new leaders

New employee

New equipment

New technology

Safety issues


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Training Process

4 Phases

Phase 1:Needs assessment and Establishing

Objective

Needs assessment means to diagnose presentproblems and future challenges to be met throughtraining and development

o Organizational analysisGoals of the organization and trends that will affect

the goals

o Task analysis

Identify what task are needed on each job andwhich KSAs are necessary to perform these task.


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o Person analysis

It is to determine which necessary KSAs havealready been learnt by prospective traineesso that precious training time is not wasted

repeating whatever has been acquired

Employees who need to undergo training areidentified at this stage

Establishing objective


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Phase 2:

Designing training and development

program

o Who are the trainees?

o who are the trainers?

o What are the Methods and techniques of

o Training?

o What should be the level of training?

o What learning principles are needed?

o Where is training program conducted?


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who are the trainers?

Immediate supervisorsCoworkers as in buddy systems

Member of HR staff

Outside consultantsSpecialist in other parts of the company

Faculty members at universities


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Who are the trainees?

Trainees can be selected bySelf nomination

Recommendations by supervisors or HR

department


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Off-the job training

Classroom Lectures Use of audiovisuals or demonstrations make

classroom learning interesting

Maintain eye contact

Be alert to your audienceSimulation Exercise CaseExercise

Experimental Exercise (Create a conflict situation,

experience the conflict and work out the solution) Complex Computer Modeling (widely used in giving

training to Pilots)


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On-the job training

Committee Assignments: -Assignment to

A Committee Can Provide an Opportunity

for the Employee to Share in ManagerDecision Making To Learn By Watching

Others.

Job rotationApprenticeship Training


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Training Methods for developing managers

Decision Making skills

In-basket exercises

Business game

Case study

Interpersonal skills

Role play

Sensitivity trainingBehavior Modeling


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What should be the level of learning?

3 levels

Acquire fundamental knowledge

Eg.lecture method

Acquire ability to perform in particular skillarea

Eg.JIT

Acquiring additional experience and

improving skills already been developedEg. Committee assignments


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What learning principles are needed?

Motivation

Practice opportunities

Transfer of learning


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Where is training program conducted?

At the job itself

On site but not the job training rooms

Off site

university,hotel,conference


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Phase 3:

Implementation

Deciding location and organizing training

and other facilities

Scheduling the training programme

Conducting the programme

Monitoring the progress of trainees


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Phase 4:Evaluation of Training

Criteria for evaluation

Training validity

Transfer validity

Intra-organizational validity

Inter-organizational validity

Techniques of evalution

Experimental and control groups

Time series analysis Pre-post training test

Questionnaire method


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Test-retest method

Participants are given a test before the

Training program-Training Program

Retake of the Test

Changes in Test Score

Whether the change can be fully attributed

to training program? Validity of training program ?


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Pre-post performance method

Participants are evaluated prior to the

Training program and rated on actual job

performance---Training Program Retakeof the Test

The increase in scores is assumed to be

attributed to in the instruction. This method deals directly with the job

behavior.


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Experimental Control group method :

Two groups are established-(comparable asto skill, intelligence and learning abilities )and evaluated on actual job performance .

control group work on the job but do not

undergo trainingWithin the evaluation assessing four areas is

must :

Reaction

Learning

Behavior

Results


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Levels of Evaluation

o Reactions

Did trainees found the training program useful?

-questionnaire

o Learning

Written test and performance testo Behavior

performance appraisal

o Result-

Is organization benefiting because of training program

Productivity

Attrition rate

Morale

Accidents


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Major aim of evaluation is cost benefit analysis

Cost

Needs assessment cost

Salaries of training department

Purchase of equipmentsEvaluation cost

Benefits-

Trainees performance improvement

Reduction in attrition rate and absenteeism Increase in productivity etc.


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Benefits of Training and

Development

Increased employee motivation

Increased capacity to adopt new technologies andmethods

Increased efficiencies in processes, resulting infinancial gain.

Increased innovation in strategies and products

Reduced job turnover.

Increased job satisfaction and morale amongemployees.

training & development ty bms

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