Training

Training &
& Development
Development
 Learning
• Any relatively permanent change in behavior that occurs
as a result of experience. It implies that the individual has
mastered new knowledge or skills and is able to apply
them.

• In other words, learning is understood as the

modification of behavior through practice, training or
experience

• It is to be remembered that learning involves

modification of behavior and all behavior modification is
not learning

• To meet the continuous need to adapt and change,

organisations are increasingly becoming ‘learning
organization’.
 Important characteristics of
learning:

• Learning is an active process, requiring active

participation or involvement by the learner.
• Immediate application or use of new skills and
concepts improves learning.
• Effective learning requires ongoing evaluation of
progress and feedback. Reinforcing and
acknowledging early successes improves learning.
• Emotions impact learning and strong feelings have a
powerful impact on the learning process.
Training
• Dale S. Beach defines training as the
organized procedure by which people
learn knowledge or skill for a definite
purpose.

• Training bridges the difference

between job requirements and
employee’s present specification
 Distinctive characteristics:
•It tends to be for a shorter term and a more practical
purpose.
• Training focuses particularly on the skills, knowledge and
attitudes required to carry out a job to the optimum level of
performance.
• Training is an activity applicable to all employees.
Development:
Defined as a process or set of planned activities that will help
an individual, over time, to develop to their full potential. For
employees, five conditions must exist:
• Insight: what they need to develop.
• Motivation: willing to invest the time and energy
•Capabilities: possess the skills and knowledge
•Real world practice: opportunities to try their new skills at
work in order to be effective.
• Accountability: accountable for internalising their new
capabilities in order to improve performance and results.
 Differences between Training and
Development

Training Development

Short term process Long term process

Knowledge and skills for a For overall development

specific purpose
Primarily related to Related to managerial,
technical skills learning behavioral and attitudinal
development
Education:
• Education focuses on learning that will help the employee to
take on a new role, or to do a different job, at some future date.
• Education is also considered a broader intellectual process,
because it involves activities that can change employees’
attitudes and increase their knowledge and understanding.
• Educational activities are more person-oriented than job-
oriented and, when compared with training, educational
objectives are less easy to define in behavioral terms.
 Differences between Training and Education

Training Education

Frame of reference: Past Frame of reference: Future

and present
Scope: Training objectives Scope: Knowledge &
Understanding
Transfer of learning can be Difficult to monitor how the
monitored and assessed learning acquired is being
used by the individual

Stress on development of Stress on inculcation of

competence socially accepted values
Orientation and Briefing:
Orientation…..”a process whereby a learner is oriented to a
place or position”. It is concerned with helping a learner
understand and function effectively in a new way.

Briefing…. To provide the background of an organisation, a

topic, place or situation in a concise or focussed manner.
Briefing sessions typically present cogent, highly organised,
simplified and sequenced information and usually
incorporates a Q&A session.
 TRADITIONAL AND MODERN APPROACH OF
TRAINING AND DEVLOPMENT

• Traditional Approach - managers are

born and not made. training is a very
costly affair and not worth.
• Modern approach - Training is now
considered as more of retention tool
than a cost. create a smarter workforce
and yield the best results
 Need for Training
• To match employee’s specification with job
requirements and organizational needs
• Organizational viability & transformational
process
• Technological Advances
• Organizational Complexity
• Human Relations
• Change in Job Assignment
 Objectives of Training and Development
• Principal objective: ensure availability of a skilled &
willing workforce to an organization.
In addition,
• Individual –employees achieve their personal goals,
enhances contribution to organization.

• Organizational – assist the organization with its

primary objective by bringing individual effectiveness.

• Functional – maintain the department’s contribution at

a level suitable to the organization’s needs.

• Societal – ensure that organization is ethically and

socially responsible to the needs and challenges of the
society.
 Importance Of Training and
Development
• Productivity • Health and Safety
• Team spirit • Morale
• Organization • Image
Culture • Profitability
• Organization • Organizational
Climate development
• Quality • Developing leadership
skills, motivation,
• Healthy work loyalty, better
environment attitudes
Training……..

Worst case: T&D is considered to be an isolated set

of activities put together with little or no
understanding of the needs of business or the trainees
and without determining the value of the training.
Best practice: Training is a set of processes aimed at
continuously improving employee performance, the
performance of the organisation and the
professionalism of the T&D function.
 THE TRAINING SYSTEM
• A System is a combination of things or parts that
must work together to perform a particular
function.
• An organization is a system and training is a sub
system of the organization.
• There has to a logical relationship between the
sequential stages in the process.
 Systems approach to Training
• A system approach to training is planned creation
of training program.
• This 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.
The Training System Model

External forces

Internal forces

Input Transformation Process Output

Internal forces

External forces
 Systems Training Model
Needs Analysis phase

Design Phase

Development phase

Process
Implementation phase
Evaluation
data

Evaluation Phase
 Systematic Model

listing the
activities in
the
training
identify program
the
training
needs
developing objectives,
identifying the learning
steps, sequencing and
structuring the
contents.
Training Need Identification
and Analysis
One fine day, a bus driver went to the bus garage,
started his bus and drove off along his route. No
problems for the first few stops- a few people got on,
a few people got off and things went generally well.

At the next stop, however, a huge bulk of a Pathan

got on, six feet five built quite like a wrestler. He
glared at the conductor and said, " Pathan does't
pay" and sat down at the back.
Conductor did not argue with the Pathan, but he
wasn't happy about it. The next day the same thing
happened. Pathan got on the bus and made a show
of refusing to pay, and sat down. And the next day,
and the next.
This grated the bus driver who started losing sleep over
the manner in which the Pathan was taking advantage
of the poor conductor. Finally the conductor could not
stand the Pathan any longer. So! he signed up for
bodybuilding , Karate, Judo and all that good stuff.

By the end of that summer, he had become quite strong

What's more, he really felt good about himself. So!, on
the next Monday when the Pathan once again got on
the bus and said" Pathan doesn't pay" the driver stood
up and glared back at the Pathan and screamed, " And
why not?"

With a surprise look on his face, Pathan replied "

Pathan has a bus pass"
The moral of the story-

Be sure there is a genuine

Training and Development
related issue before trying to
work hard to solve it.
What is a training need?
• A training need exists when there is a gap between
what is required of a person to perform their duties
competently and what they actually know which
enables them to do so.
• A need for human performance improvement
arising from a deficit or an opportunity that can be
met by an appropriate training intervention.
 DEMOCRATIC
NEEDS

TYPES OF
COMPLIANCE TRAINING DIAGNOSTIC
NEEDS NEEDS NEEDS

ANALYTICAL
NEEDS
Levels of Training Needs

Organisational Needs

Occupational Needs

Individual Needs