TRAINING

&
DEVELOPMENT
Training is expensive. Without
training it is more expensive
Nehru

MEANING
Training is a systematic procedure for
transferring technical know-how to the
employees so as to increase their knowledge
and skills for doing particular jobs.

TRAINING
A learning experience in that it seeks a
relatively permanent change in an
individual that will improve his/ her ability
to perform on the job. It involves changing
of
Skills
Attitude
Knowledge

DEVELOPMENT
More future oriented and more concerned
with
education
than
is
training.
Management
Development
activities
attempt to instill sound reasoning processes
to enhance ones ability to understand and
interpret knowledge.
It focuses on the personal growth & on
Analytical
Skills
Conceptual
Human

Cont
Development is a long term educational
process utilizing a conceptual and
theoretical knowledge for general purposes.

T&D
Increases job skillsspecific skills
Short term
perspective
Job centered
The role of a trainer
is very important

It shapes attitude
overall growth
Long term
perspective
Career Centered
Internally motivated
for self development

T vs D
Basis

Training

Development

Who

Non-managerial
personnel

Managerial
personnel

What

Technical &
mechanical
operations
Specific job-related
purpose
Short-term

Theoretical,
conceptual ideas

Why
When

General knowledge
Long-term

TYPES OF TRAINING
On-the-job training takes place in a normal working
situation, using the actual tools, equipment, documents or
materials that trainees will use when fully trained. On-thejob training has a general reputation as most effective for
vocational work
Off-the-job training takes place away from normal work
situations implying that the employee does not count as
a directly productive worker while such training takes
place. Off-the-job training has the advantage that it allows
people to get away from work and concentrate more
thoroughly on the training itself. This type of training has
proven more effective in inculcating concepts and ideas.

TYPES OF TRAINING
On the job:

Apprentice
Job rotation
Committee assignments

Off the job:

Vestibule
Role playing
Lecture
Case discussion
Programmed instructions

DEVELOPMENT PROGRAMS
Decision making:

Interpersonal:

Organisational:

In basket
Business games
Case studies
TA
Role play
Sensitivity
Behaviour
Position rotation
Multiple mgmt

WHY T & D (Objectives)

No one is a perfect fit at the time of hiring
and some training & development must take
place.
Planned development programs will return
values to the organization in terms of :
increased productivity
reduced costs
Morale
Flexibility
to
adapt
to
changing
requirements

Moulds employees attitude

Helps them achieve better co-operation
Creates greater loyalty to the organization
Reduces wastage and spoilage
Reduces constant supervision
Improves quality

Importance of T&D
Optimum Utilization of Human Resources
Development of Human Resources
Development of skills of employees
Productivity
Team spirit
Organization Culture & Organization Climate

Cont
Quality
Healthy work-environment
Health and Safety
Morale
Image.
Profitability
Organizational development
Leadership skills

Responsible for Training

Top Mgmt
HT Dept

Supervisors

Employees

Frames the Training policy

plans, establishes and
evaluates
implement and apply
development procedure
provide feedback,
revision and suggestions

Process of T&D

Process
Analyze and identify the training needs i.e. to analyze the
department, job, 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.
Design and provide training to meet identified needs. This
step requires developing objectives of training, identifying
the learning steps, sequencing and structuring the contents.

Cont
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.

Implementing is the hardest part of the system because

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

Evaluation of training
There are five levels at which evaluation of
training can take place
Reactions: Trainees reactions to the overall usefulness of the
training including the coverage of the topics, the method of
presentation, the techniques used to clarify things, signify the
effectiveness of training.
Learning: Quantity of content learned and time in which it is
learned and learners ability to use and apply it
Job behaviour: The manner and extent to which the trainee has
applied his learning to his job
Organization: the use of training, learning and change in the
job behaviour of the department / organization in the form of
increased productivity, quality, morale, sales turnover etc.
Ultimate value: Ultimate result of the contributions of the
training programme to the company goals like survival,
growth, profitability etc.

Methods of evaluation
Questionnaire
Tests
Human resource factors
Cost benefit analysis
Feedback

Methods of training
On the job training:

Job instruction training

Coaching
Mentoring
Job rotation
Apprenticeship training
Committee assignments

Cont
Off the job training:

Vestibule training
Role playing
Lecture method
Conference / discussion approach
Programmed instructions
Behaviourally experienced training

Training Effectiveness
TRAINING EFFECTIVENESS: The training
programmes can be made effective and successful if the
following hints are considered:

Specific training objectives should be outlined on the basis

of the type of performance required to achieve
organizational goals and objectives.
Attempt should be made to determine if the trainee has the
intelligence, maturity and motivation to successfully
complete the training programmes.
The trainee should be helped to see the need for training by
making him aware of the personal benefits he can achieve
through better performance.

Cont

1.

The training programme should be planned so that it is related to the

trainees previous experiences and background.
Attempts should be made to create organizational conditions that are
conducive to a good learning environment.
If necessary, a combination of training methods should be selected
so that variety is permitted and as many of the senses as possible are
utilized.
It should be recognized that all the trainees do not progress at the
same rate. Therefore, flexibility should be allowed in judging the
rates of progress in the training programme.
If possible, the personal involvement or active participation of the
trainee should be there in the training programme.
As the trainee acquires new knowledge, skills or attitudes and
applies them in job situations, he should be significantly rewarded
for his efforts.
The trainee should be provided with regular, constructive feedback
concerning his progress in training and implementation of the newly
acquired abilities.

Development
In Basket
It provides trainees with a log of written text or information
and requests, such as memos, messages, and reports, which
would be handled by manger, engineer, reporting officer, or
administrator.

Procedure of the In-basket technique

In this technique, trainee is given some information about the
role to be played such as, description, responsibilities, general
context about the role.
The trainee is then given the log of materials that make up the
in-basket and asked to respond to materials within a particular
time period.
After all the trainees complete in-basket, a discussion with the
trainer takes place.
In this discussion the trainee describes the justification for the
decisions.
The trainer then provides feedback, reinforcing decisions made
suitably or encouraging the trainee to increase alternatives for
those made unsuitably.

Case study
Case Studies try to simulate decision-making situation that
trainees may find at their work place. It reflects the
situations and complex problems faced by managers, staff,
HR, CEO, etc. The objective of the case study method is to
get trainees to apply known concepts and ideologies and
ascertain new ones. The case study method emphasize on
approach to see a particular problem rather than a solution.
Their solutions are not as important as the understanding
of advantages and disadvantages.

The trainee is given with some written material, and the some complex
situations of a real or imaginary organization. A case study may range from 50
to 200 pages depending upon the problem of the organization.
A series of questions usually appears at the end of the case study.
The longer case studies provide enough of the information to be examined
while the shorter ones require the trainee to explore and conduct research to
gather appropriate amount of information.
The trainee then makes certain judgment and opines about the case by
identifying and giving possible solutions to the problem.
In between trainees are given time to digest the information. If there is enough
time left, they are also allowed to collect relevant information that supports
their solution.
Once the individuals reach the solution of a problem, they meet in small
groups to discuss the options, solutions generated.
Then, the trainee meets with the trainer, who further discusses the case.
Case Study method focuses on:
Building decision making skills
Assessing and developing Knowledge, Skills and Attitudes (KSAs)
Developing communication and interpersonal skills
Developing management skills
Developing procedural and strategic knowledge

Business Games
Business games are the type of simulators that try to
present the way an industry, company, organization,
consultancy, or subunit of a company functions.
Basically, they are based on the set of rules,
procedures, plans, relationships, principles derived
from the research. In the business games, trainees are
given some information that describes a particular
situation and are then asked to make decisions that will
best suit in the favor of the company. And then the
system provides the feedback about the impact of their
decisions.

Role Play
IT is a simulation in which each participant is given a role
to play. Trainees are given with some information related
to description of the role, concerns, objectives,
responsibilities, emotions, etc. Then, a general description
of the situation, and the problem that each one of them
faces, is given. For instance, situation could be strike in
factory, managing conflict, two parties in conflict,
scheduling vacation days, etc. Once the participants read
their role descriptions, they act out their roles by
interacting with one another.

Role Plays helps in

Developing interpersonal skills and communication skills
Conflict resolution
Group decision making
Developing insight into ones own behavior and its impact
on others

Types of Role Play

Multiple Role Play In this type of role play, all trainees are in groups, with
each group acting out the role play simultaneously. After the role play, each
group analyzes the interactions and identifies the learning points.
Single Role Play One group of participants plays the role for the rest,
providing demonstrations of situation. Other participants observe the role play,
analyze their interactions with one another and learn from the play.

Role Rotation It starts as a single role play. After the interaction of

participants, the trainer will stop the role play and discuss what happened so
far. Then the participants are asked to exchange characters. This method
allows a variety of ways to approach the roles.
Spontaneous Role Play In this kind of role play, one of the trainees plays
herself while the other trainees play people with whom the first participant
interacted before.

Sensitivity Training
Sensitivity training is about making people
understand about themselves and others
reasonably, which is done by developing in
them social sensitivity and behavioral
flexibility.

Procedure of Sensitivity Training

Sensitivity Training Program requires three steps:
Unfreezing the old values It requires that the trainees become aware
of the inadequacy of the old values. This can be done when the trainee
faces dilemma in which his old values is not able to provide proper
guidance. The first step consists of a small procedure:
An unstructured group of 10-15 people is formed.
Unstructured group without any objective looks to the trainer for its
guidance
But the trainer refuses to provide guidance and assume leadership
Soon, the trainees are motivated to resolve the uncertainty
Then, they try to form some hierarchy. Some try assume leadership role
which may not be liked by other trainees
Then, they started realizing that what they desire to do and realize the
alternative ways of dealing with the situation

Development of new values With the trainers support,

trainees begin to examine their interpersonal behavior and
giving each other feedback. The reasoning of the
feedbacks are discussed which motivates trainees to
experiment with range of new behaviors and values. This
process constitutes the second step in the change process
of the development of these values.
Refreezing the new ones This step depends upon how
much opportunity the trainees get to practice their new
behaviors and values at their work place.

TRANSACTIONAL ANALYSIS
Transactional Analysis provides trainees with a
realistic and useful method for analyzing and
understanding the behavior of others. In every social
interaction, there is a motivation provided by one
person and a reaction to that motivation given by
another person. This motivation-reaction relationship
between two persons is a transaction. Transactional
analysis can be done by the ego states of an
individual. An ego state is a system of feelings
accompanied by a related set of behaviors.

TA is a theory about how and why people

behave the way they do
Transactional analysis is a social psychology
developed by Eric Berne, MD (1970).
Transactional Analysis is a powerful tool in the
hands
of
organizational
development
specialists.

TA can help you

Respond to a person and situation more
appropriately
Build rapport
Understand someone elses needs
Deal more effectively with difficult people
Be assertive
Understand how you behave and why

Understudy
An understudy is a person who is in training to assume at a
future time, the full responsibility of the position currently
held by his superior. This method supplies the organization
a person with as much competence as the superior to fill
his post which may fall vacant because of promotion,
retirement or transfer. An understudy is usually chosen by
the head of a particular department. The head will then
teach him what all his job involves.

TRANSFER & PROMOTION

Transfer
A transfer is a change in the job-assignment. It
may involve a promotion or demotion or no
change at all in status and responsibility.
A transfer has to be viewed as a change in
assignment in which an employee moves from one
job to another in the same level of hierarchy,
requiring similar skills, involving same level of
responsibility, same status and same level of pay.

Purpose of transfer
To meet the organizational requirement
To satisfy the employee needs
To utilize employees better
To make the employees more versatile
To adjust the workforce
To provide relief
To reduce conflicts
To punish employees

Types of transfer
Production transfer
Replacement transfer
Rotation transfer
Shift transfer
Remedial transfer
Penal transfer

Benefits
Improve employee skills
Reduce monotony, boredom
Remedy faulty placement decision
Prepare the employee for challenging assignments
in future
Stabilize changing work requirements in different
departments / locations
Improve employee satisfaction & morale
Improve employer-employee relationship

PROMOTION
It refers to upward movement of an
employee from current job to another that is
higher in pay, responsibility and/or
organizational level. Promotion beings
enhanced status, better pay, increased
responsibilities
and
better
working
conditions to the promotees.
There can be dry-promotions as well

Bases of promotion
Merit based promotion
Seniority based promotion