HRM Unit-6 T

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HRM UNIT-6 TRAINING AND DEVELOPMENT Identification of Training Needs, Training Methods, Management Development Programs 1

Why Training is Needed? :

Why Training is Needed? To teach the new employees the basic skills they need to perform their jobs. To raise the skill levels and increase the versatility and adaptability of existing employees. The installation of new equipment or techniques A change in working methods or products produced A realization that performance is inadequate 2

Why Training is Needed? :

Why Training is Needed? Employee shortage, necessitating the upgrading of some employees A desire to reduce the amount of scrap and to improve quality An increase in the number of accidents Promotion or transfer of individual employees. Ensures availability of necessary skills and there could be a pool of talent from which to promote from. 3

TRAINING:

TRAINING TRAINING IS A PROCESS WHEREBY PEOPLE ACQUIRE CAPIBILITIES TO AID IN THE ACHIEVEMENT OF ORGANIZATIONAL GOALS. 4

Training - Definitions:

5 Training - Definitions Training is a learning experience, that seeks a relatively permanent change in an individual ,to improve his /her ability to perform on the job. Training involve the changing of skills, knowledge, attitude or social behavior. Training is an organizationally planned effort to change the behavior or attitudes of employees so that they can perform jobs on acceptable standards.

Training - Definitions:

6 Training - Definitions “ Training is the organized procedure by which people learn knowledge and for skill for a definite purpose.” - DALE .S. BEACH “ Training is the act of increasing the knowledge and skill of a employees for doing a particular jobs.” - EDWIN .B. FLIPPO “ The training is used here to indicate only process by which the aptitudes, skills and abilities of employees to perform specific jobs are increased.” - MICHAEL J. JUCIUS

Managerial Development:

Managerial Development Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills with an aim to enhance the future performance of the company itself. Management development is 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 better performer. 7

TRAINING & DEVELOPMENT:

TRAINING & DEVELOPMENT Training is the formal and systematic modification of behavior through learning which occurs as a result of education, instruction, development and planned experience. Development is any learning activity, which is directed towards future, needs rather than present needs, and which is concerned more with career growth than immediate performance. 8

TRAINING & DEVELOPMENT:

TRAINING & DEVELOPMENT Training - D esigned to provide learners with the knowledge and skills needed for their present jobs. Development - I nvolves learning that goes beyond today's job. 9

TRAINING & DEVELOPMENT:

TRAINING & DEVELOPMENT TRAINING Workers Current Job Management Driven Specific Job Related Information DEVELOPMENT Executives Current and Future Jobs Individual Driven General Knowledge 10

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TRAINING & DEVELOPMENT FOCUS SCOPE TIME FREME GOAL TRAINING Current Job Individual Employee Immediate Fix current skill deficit Current & future jobs Work group or organization Long term Prepare for future work demands DEVELOPMENT 11

T & D And Education:

T & D And Education HR programs are divided into three main categories: Training, Development, and Education Training is the acquisition of technology, which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job.

T & D And Education:

T & D And Education Education is training people to do a different job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential. Unlike training, which can be fully evaluated immediately upon the learners returning to work, education can only be completely evaluated when the learners move on to their future jobs or tasks.

TRAINING & EDUCATION:

TRAINING & EDUCATION Training Application Job Experience Specific Tasks Narrow Perspective Education Theoretical Orientation Classroom Learning General Concepts Broad Perspective 14

TRAINING THE NEED OF THE TIME:

TRAINING THE NEED OF THE TIME Changes in organizational structure Changes in technology Need for more highly skilled workers Changes in workforce Increased emphasis on learning organizations 15

CHANGES AFFECTING T & D:

CHANGES AFFECTING T & D Changes in organizational structure Changes in technology Need for more highly skilled workers Changes in workforce Increased emphasis on learning organizations 16

Areas of Training :

Areas of Training The Areas of Training in which training is offered are classified into three categories: Knowledge Here the trainee learns about a set of rules and regulations about the job, the staff and the products or services offered by the company. The aim is to make the new employee fully aware of what goes inside and outside the company. Technical Skills The employee is taught a specific skill (e.g., operating a machine and handling computer) so that he can acquire that skill and contribute meaningfully.. 17

Areas of Training :

Areas of Training Social Skills The employee is made to learn about himself and other, develop a right mental attitude, towards the job, colleagues and the company. The principal focus is on teaching the employee how to be a team member and get ahead. 18

Training Cycle:

19 Training Cycle Analyze the Training Needs Design the Training to Meet the Needs Deliver The Training Evaluate the Training

TRAINING PROCESS:

TRAINING PROCESS ASSESMENT . Analyze training methods .Identify training objectives and criteria DESIGN . Pretest trainees . Select training methods . Plan training content DELIVERY . Schedule training . Conduct training . Monitor training EVALUATION . Measure training outcomes . Compare outcomes to objectives/criteria 20

Training Process :

Training Process

Training Responsibilities:

22 Training Responsibilities Setting the Training Policy Analysis of Training Needs Overall Planning and Co-ordination of Training Preparation of a long term training plan Preparation of annual training plans Design , implementation and evaluation training program Financing the training activities Selection of trainees Selection of trainers

Organizational Objectives & Strategies:

Organizational Objectives & Strategies The first step in the training process in an organization is the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we want to be in the future?

TRAINING NEEDS ASSESSMENT :

TRAINING NEEDS ASSESSMENT Needs assessment diagnosis present problems and future challenges to be met through training and development. Organizations spend huge amount of money on training and development. Before committing such huge expenses organizations are required to do training need analysis. Needs assessment is done at two levels- group and individual.

TRAINING NEEDS ASSESSMENT :

25 TRAINING NEEDS ASSESSMENT What are the Organization's goals? What task must be completed to achieve these goals? What behaviors are necessary for each job incumbent to complete his assigned task? What attitudes required to perform the necessary behavior. Task analysis and performance analysis are the two main ways to identify training needs

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26 TRAINING NEEDS ASSESSMENT Reasons for Employees Training – Drop of Productivity Inadequate Job Performance High Reject Rate Arise in Number of Accidents Change is being imposed on the worker (Technological breakthrough) Training Benefits should be higher than Training Cost

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Design the Training to Meet the Needs 27

Basic Training Methods:

28 Basic Training Methods On the Job Training Program Off the job Training Program

On-the-job Training:

29 On-the-job Training Most widely used method of training, Less costly to Operate. On-the-job training places the employees in an actual work situation & make them appear to be immediately productive. Drawback of on-the –job training- Low productivity as employees develop their skills Apprenticeship Programs : It is required when job knowledge and skill are complex , require long time period to learn. eg. Plumber , Electrician App. Period- Two to Three years During this period trainee is being paid less then a Fully qualified worker.

On-the-job Training:

30 On-the-job Training Job Instruction Training(JIT) : It consists of four steps: (It is training within the industry program.) preparing the trainees by telling them about the job and overcoming their uncertainties Presenting the instructions,giving clear information Having the trainees try out the job to demonstrate their understanding Placing the workers into the job,with assistance when required.

STAGES FOR ON JOB TRAINING:

STAGES FOR ON JOB TRAINING PREPARE THE LEARNERS . Put them at ease . Find out what they know . Get them interested PRESENT THE INFORMATION . Tell, show, question . Present one point at a time . Make sure they know DO-FOLLOW UP . Put them on their own .Check frequently . Reduce follow-up as performance improves TRAINEES PRACTICE . Trainees perform tasks . Ask questions . Observe and correct . Evaluate mastery 31

Off-the Job Training:

32 Off-the Job Training Classroom Lectures Films : Motion pictures are often used in conjunction with conference discussion to clarify points that film emphasis. Use of audiovisuals or demonstrations make classroom learning interesting Break long talk into shorter series Maintain eye contact Be alert to your audience Make sure all can hear Keep conclusions short

Off-the Job Training:

33 Off-the Job Training (3) Simulation Exercise : It places the trainee in an artificial environment that closely mirrors actual working condition . Simulation activities include Case Exercise (Studying a case with in-depth description of problem) Experimental Exercise (Create a conflict situation, experience the conflict and work out the solution) Complex Computer Modeling ( widely used in giving training to Pilots) Vestibule Training ( Employees learn their jobs on the equipment they will be using, but training is conducted away from the work place)

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34 Basic Training Methods On-the-Job Apprenticeship & Job Instruction Training(JIT) Off-the-Job Lectures Audiovisual Tool -Films Simulated Exercises Computer Modeling Vestibule Training Internet-Based

Advantages of Training :

Advantages of Training 1. Leads to improved profitability and/or more positive attitudes toward profits orientation. 2. Improves the job knowledge and skills at all levels of the organization. 3. Improves the morale of the workforce. 4. Helps people identify with organizational goals. 5. Helps create a better corporate image. 35

Advantages of Training :

Advantages of Training 6. Fasters authentically, openness and trust. 7. Improves the relationship between boss and subordinate. 8. Aids in organizational development. 9. Helps prepare guidelines for work. 36

Disadvantages of Training :

Disadvantages of Training 1. Can be a financial drain on resources; expensive development and testing, expensive to operate? 2. Often takes people away from their job for varying periods of time 3. Equips staff to leave for a better job 37

Managerial Development:

38 Managerial Development Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills with an aim to enhance the future performance of the company and employee

Managerial On-the-job Training:

39 Managerial On-the-job Training Job Rotation - It Can be Horizontal (lateral transfer)/Vertical(promoting to a new position) It reduces the boredom , stimulate the development of new ideas and increase the experience . Coaching- It is taking an active role in guiding an other manager.(Observe –analyze and attempt to improve the performance)

Managerial Off-the-job Training:

40 Managerial Off-the-job Training Sensitivity Training (Laboratory Training): It is mainly for changing behavior thru group processes/group interaction. Members are brought together in a free and open environment, interaction is facilitated by a professional behavior scientist. Participants freely express their ideas, beliefs and attitudes. Increased awareness of own behavior. Greater sensitivity to the behaviors of others. Increased understanding of group processes. Improved Listening Skills, Greater Openness ,Improved Tolerance for Individual Differences, Improved Conflict Resolutions Skills.

Managerial Off-the-job Training:

41 Managerial Off-the-job Training Transactional Analysis: It is an approach for defining and analyzing communication interaction between people and the theory of personality. Parent-ego state of authority /Superiority Child –ego state ,person can be obedient/manipulative/charming/repulsive Adult- ego state is objective and rational Parent & child ego state –feel & react directly Adult-Think-Process (logically) –Reaction/Action

Managerial Off-the-job Training:

42 Managerial Off-the-job Training Lecturer Courses: Providing opportunity for managers to acquire knowledge and develop their conceptual and analytical abilities. Simulation Exercises: Widely used simulation exercises include- The case study method Simulation Decision Games Role Play

TRAINING EVALUATION:

TRAINING EVALUATION 43

Evaluating the Training Effort:

44 Evaluating the Training Effort Critical to any training activity is proper effectiveness evaluation (Cost –benefit analysis) Evaluation Methods – Reaction of Participants Test-Retest Method Pre-Post Performance Method Experimental-Control Method

Evaluating the Training Effort:

45 Evaluating the Training Effort 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 ?

Evaluating the Training Effort:

46 Evaluating the Training Effort Pre-Post Performance method: Participants are evaluated prior to the Training program and rated on actual job performance---Training Program – Retake of the Test The increase in scores is assumed to be attributed to in the instruction. This method deals directly with the job behavior.

Evaluating the Training Effort:

47 Evaluating the Training Effort Experimental Control Group Method : Two groups are established-(comparable as to skill, intelligence and learning abilities ) and evaluated on actual job performance . control group work on the job but do not undergo instructions The experimental group is given instruction----Its performance is substantially better that of control group. Within the evaluation assessing four areas is must : Reaction Learning Behavior Results

Evaluating the Training Effort:

48 Evaluating the Training Effort To conduct this analysis three measures are important: Cost- benefit outlay for providing training Change-looks at the difference (may be behavioral ,attitude or performance.. ) Impact (Change is attributed to the training or not, It determines the training effect )

LEVELS OF EVALUATION:

LEVELS OF EVALUATION BEHAVIOUR LEARNING REACTION RESULTS How workers liked the training Questionnaire & interview Tests before and after the training to measure learning observe job performance views from trainee, peer, supervisor. Behavioural change takes time Measure productivity, sales, quality, time, turnover, costs Source: Kirk Patric Evaluation Model 49

TRAINING AND PERFORMANCE CONSULTING:

TRAINING AND PERFORMANCE CONSULTING DESIRED RESULTS ACTUAL RESULTS ACTUAL PERFORMANCE DESIRED PERFORMANCE PERFORMANCE NEED ANALYSIS NON TRAINING ACTIONS TRAINING ACTIONS PERFORMANCE GAP 50

TRAINING & PERFORMANCE CONSULTING:

TRAINING & PERFORMANCE CONSULTING Performance Consulting – Where trainer & organizational client work together to boost workplace performance in support of business goals PC compares Desired & Actual organizational results with desired and actual employee performance Revolve around integration of multi-faceted approach Focus on identification & addressing of root causes of performance problems Recognition of Interaction of individual & organizational factors influencing employee performance Documentation of actions and accomplishments of high performers & comparison with actions of more typical performers 51

CHIEF LEARNING OFFICER:

CHIEF LEARNING OFFICER Strategic Leader who links learning & knowledge through training for individual employees & organization 52

LINKAGE BUSINESS AND TRAINING STRATEGIES:

LINKAGE BUSINESS AND TRAINING STRATEGIES STRATEGIC TRAINING Develop employee capabilities Encourage change Promote continuous learning Creates / shares new knowledge Facilitates communication BUSUNESS STRATEGIES TRAINING STRATEGIES & ACTIVITIES 53

DEVELOPING STARTEGIC TRAINING PLAN:

DEVELOPING STARTEGIC TRAINING PLAN STRATEGY FOR TRAINING PROGRAMS PLANNING ORGANIZE JUSTIFY 54

EXTERNAL TRAINING:

EXTERNAL TRAINING OUTSOURCING OF TRAINING 55

COST BENEFIT ANALYSIS:

COST BENEFIT ANALYSIS TYPICAL COSTS . Trainer’s salary and time . Trainees’ salary and time . Materials for training . Expenses for trainer and trainees . Cost of facilities and equipment . Lost productivity ( opportunity cost ) TYPICAL BENEFITS . Increase in production . Reduction in errors and accidents . Reduction in turnover . Less supervision necessary . Ability to use new capabilities . Attitude changes 56

Relationship between Managerial Level and Skill Requirement:

57 Relationship between Managerial Level and Skill Requirement Managerial Level Technical Skills Human Skills Conceptual Skills Low High

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