Training Methods and Manpower Development Programme

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Training Methods and Manpower Development Programme


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Training Methods & Manpower Development Programme (MDP):

Training Methods & Manpower Development Programme (MDP) Dr. G C Mohanta, BE(Mech), MSc(Engg), MBA, PhD(Mgt) Professor Al-Qurmoshi Institute of Business Management, Hyderabad - 500005

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Employee Training What deficiencies, if any, do jobholders have in terms of skills, knowledge, or abilities required to exhibit the essential and necessary job behaviours ? What behaviours are necessary for each jobholder to complete his or her job duties? What tasks must be Completed to achieve Organizational goals? What are the Organization‘s Strategic goals? Is there a need for training?

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3 Why Training is Required? Need for organizations to build and sustain competencies that would provide them with competitive advantage. Knowledge era Human assets are valued highly. Growth oriented organizations value training as a response to changing environment Continues learning process in human development Helps in development of one’s personality, sharpens skills and enhances effectiveness It is an important and integral part of organizational renewal process

Why Training is Required? (Contd.):

Why Training is Required? (Contd.) Training enhances & develops the efficiency, capacity & effectiveness of a person at work It improves & updates his knowledge, understanding & skills relevant to his job. It ensures that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future Changes in technology and the environment require that organizational members learn new techniques and ways of working 4

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Training Methods Job Rotation Simulation Exercises Classroom Lectures Understudy Assignments Vestibule Training Films and Videos Training Methods

Training & Development:

Training & Development Training: teach organizational members how to perform current jobs. Help workers to acquire skills to perform effectively. Development: build workers’ knowledge, skills and attitudes to enable them to take on new duties. Training used more often at lower levels of firm, development is common with managers. A Need Assessment should be done first to determine who needs which program and what topics should be included.

Types of Training & Development:

Types of Training & Development Training Development Apprentice- ships On-the-job Training Classroom Instruction On-the-job Training Classroom Instruction Formal Education Varied work experiences Needs Assessment

Types of Training:

Types of Training Classroom Instruction: workers acquire skills in classroom. Includes use of videos, role-playing, simulations. On-the-Job Training: learning occurs in the work setting as worker does the job. Training given by co-workers and can be done continuously. Apprenticeships: worker interacts with a master worker to learn a skill.

Types of Development:

Types of Development Varied Work Experiences: Top managers must build expertise in many areas. Individuals identified as possible top managers given many different tasks. Formal Education: tuition reimbursement is common for managers taking classes for MBA or similar. Long-distance learning can also be used to reduce travel. Whatever training and development efforts used, results must be transferred to the workplace.

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10 Functions of a training program Acquiring knowledge Changing the attitudes Helping to put theory into practice Helping to improve abilities, competencies Enhancing problem solving and decision making ability Improving performance

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11 Importance of Training Aids a new entrants in attaining role clarity Promotions Prevents skill obsolescence Improves quality and productivity Meets organizational objectives Improves organizational climate Prevents accidents Supports personal growth and development

Success of Training Program:

Success of Training Program 12 Depends upon: Intention to learn from the participant Reinforcement provided to the learner Developing the potential from an individual’s point of view Active participation of the trainee Providing opportunities for practice Transfer of learning to take place from a training program

Systems approach to Training & Development:

Systems approach to Training & Development Phase I – Needs assessment Phase II – Design & delivery of T&D Phase III - Evaluation 13

Phase I – Needs Assessment:

Phase I – Needs Assessment Determines organization’s training needs through: Organisational analysis Operations analysis Individual analysis Advisory committees Assessment centres Attitude survey Group discussions Questionnaires Skills test Observations of behaviour Performance appraisals Performance documents Exit interviews 14

Phase II – Design and Delivery of Training & Development :

Phase II – Design and Delivery of Training & Development Training design - principles of learning Motivation Participation Feedback Organisation Repetition Application Training delivery On-the-job training (OJT) Away-from-the-job training A T&D plan & implementation 15

Phase III – Evaluation :

Phase III – Evaluation Levels of evaluation: How did participants react? What did participants learn? How did participants’ behaviour change? What organisational goals were affected? Applying evaluation strategies 16

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17 On the Job Training Methods Job instruction training Vestibule training Training by supervisors Coaching on the job/Simulation Apprenticeship Job rotation

Off the Job Training Methods:

Off the Job Training Methods Lectures Conferences Case studies Role play Programmed instruction training T group/Sensitivity training 18

Evaluation of Training:

Evaluation of Training Criteria for Evaluation: Objectives of the program Cost-benefit analysis Results obtained Areas of improvement Resources/ staff required Methods of Evaluation: Questionnaires, Projects, Interviews, Observations , Participation and discussions. 19

Management Development Program (MDP):

Management Development Program (MDP) Management Development Programmes (MDPs) are aimed at enhancing competencies amongst managers and executives working at different levels. MDPs offered by various institutions cover different areas as follows: Finance, Marketing, HRM, Operations, Project Management, Information Systems, Technology Management, Corporate Strategy, etc. These MDPs are delivered by the institutions 'in-house' or conducted as 'open' programmes . Sometimes MDP is also termed as Executive Development Programme (EDP)

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21 Executive Development Programmes (EDP)

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22 Process of Executive Development Organizational environment Organizational strategy/objectives Conduct of the development programme Development needs assessment Identifying competency gaps Development plan

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23 Areas of EDP Decision making skills Interpersonal skills Job knowledge Organizational knowledge Specific individual needs General knowledge

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24 Methods of EDP Coaching Job rotation Special courses Special projects Committee assignments Business games Case study Role play Sensitivity training

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25 Evaluation of EDP is important for the following reasons: Improving the quality of training and development process Improving the efficiency and competency of trainers Making improvements in the system to make it more responsive Aligning the training objectives to organizational objectives Evaluating the ROI on account of training and development Changing the perception of the management as to regard training as an investment Evaluation

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