Training & Developing of

Employees

Training and Development (T&D)

The attempt to improve current or future
employee performance by increasing an
employees ability to perform through learning,
usually by changing the employees attitude or
increasing his or her skills & knowledge.
The need for T&D is determined by the
employees performance deficiency
T&D need = Standard Performance Actual
Performance

Inputs in t&D
Skills
Education
Development
Ethics
Attitudinal changes

 Decision making & problem solving

skills
Creativity
Crisis
Teams

Training & development as

source of competitive
advantage

Training process

Needs assessment
Organizational
support
Organizational
analysis
Task and KSA
analysis

Development
of Criteria

Instructional
Objectives
Selection and
Design of
Instructional
programmes

Training

Training
Validity

Transfer
Validity

Use of
Evaluation
Models

Intraorganizatio
nal Validity
Interorganizatio
nal Validity

NEED ASSESSMENT
It diagnoses present problems & future
challenges to be met through T&D
Organisations spend vast sums of
money on T&D
Before committing such huge resources
the organisations should assess their
training needs of their employees.
No Need Assessment = organisation
making errors

 Need assessment occurs at 2 levels

a) Individual - An individual needs training
when his or her performance falls short of
expectations.
b) Group Any change in the organisation or
organisations strategy necessitates training of
groups of employees. Eg when the
organisation decides to introduce new
products, sales personnel & production
workers have to be trained to produce & sell
the products.

Organisational support
When the needs assessment is
carefully designed & supported by
the firm, disruption is minimised &
co-operation is much more likely to
occur.

Organisational analysis
Examine the goals of the
organisation.
The analyst needs to answer the
following questions
a) Is there sufficient supply of people ?
b) How does the firm attract, retain &
motivate the workforce ?
c) Which are the target jobs that
require training ?

Task & ksa analysis

Identify what tasks are needed on
each job & which knowledge, skills &
abilities (KSA) are necessary to
perform these tasks.

Person analysis
To determine which necessary KSA
have already been learnt by the
prospective trainee so that precious
training time is not wasted repeating
what has already been acquired.
Also, employees who need to
undergo training are identified at this
stage.

Instructional objectives
Describes the objectives to be
achieved by the trainee upon
completion of the training
programme.
Eg Instructional objectives for a
training programme with sales
people
After training, the employee will be
able to smile at all customers even
when exhausted or ill, unless the

Designing t&d programme

Every training and development programme must
address certain vital issues
(1)Who participates in the programme?
(2)Who are the trainers?
(3)What methods and techniques are to be used for
training?
(4)What learning principles are needed?
(5)Where is the programme conducted?

Who are the Trainees?

Trainees should be selected on the basis

of self nomination,
recommendations of supervisors or
by the HR department itself.
Whatever is the basis, it is advisable to

have two or more target audiences.

 For eg- employees and their supervisors may

effectively learn together about a new work
process and their respective roles.
Bringing several target audience together
can also facilitate group processes such as
problem solving and decision making

who are the Trainers ?

Training and development programmes may be
conducted by several people, including the following:
1. Immediate supervisors
2. Co-workers
3. Members of the HR staff
4. Specialists in other parts of the company
5. Outside consultants
6. Faculty members at universities.

Interpersonal and conceptual skills for managers

are taught at universities.

many companies arrange basic-skills training for

computer literacy.
Large organizations generally maintain their own

training departments whose staff conduct the

programmes.

INFOSYS U
The Global Education Center was set
up in 2005.
Run a 14.5 week residential program,
which would impart generic & work
specific training in technology areas,
along with soft skills and leadership
programs to freshers.

The center has 2,350 rooms spread across the campus

58 training rooms
183 faculty rooms
state-of-the-art library and a cyber caf
The center has the capacity to train
around 15,000 freshers in one year.

METHODS AND
TECHNIQUES OF TRAINING

Training methods are categorized into two groups{I) on-the-job and

(ii) off-the-job methods.

On-the-job methods refer to methods that are applied in

the workplace, while the employee is actually working.
Eg job instruction, internship, coaching, job rotation
Off-the-job methods are used away from workplaces. Eg
lectures, films, case study, role play, vestibule

vestibule
It utilises equipment which closely resemble
the actual ones used on the job.
Training takes place away from the work
environment.
A special area or a room is set aside from
the main production area & is equipped
with furnishings similar to those found in
the actual production area.
The trainee then learns, without disrupting
ongoing operations.

Out bound learning

Takes place outside the workplace
It is commonly used to improve
communication, inter personal &
leadership skills
OBL involves activities that are built
around the theme of training & are
carried out in teams.

Implementation of a training
program
Once the training programme has been

designed, it needs to be implemented.

There are certain problems faced.
Most managers frequently say they are too

busy to engage in training efforts.

 In addition to possessing communication skills,

the trainers must know the company's objectives
& the goals of the training programme.
Training and development requires a higher
degree of creativity.

Programme implementation involves action on the

following lines:
1. Deciding the location and organizing training
and other facilities.
2. Scheduling the training programme
3. Conducting the programme
4. Monitoring the progress of trainees.

Evaluation of the
programme

Need for evaluation

To determine if they are
accomplishing specific training
objectives
To determine their cost effectiveness
Credibility of T&D is greatly
enhanced when it is proved that the
firm has benefitted from it.

Criteria for evaluation

Training validity Did the trainees
learn during training ?
Transfer validity What has been
learnt in training, has it been
transferred on the job ? Has it
enhanced performance in the work
place ?

 Intra organisational validity

Inter organisational validity
Can a training programme validated
in one firm be used successfully in
another company ?

Techniques for evaluation

Experimental (receive training) & control (donot
receive training) groups. Measures are taken of the
relevant indicators of success (eg words typed per
minute, quality pieces produced per hour for both
groups.) If the gains demonstrated by the
experimental groups are more than those by the
control group, the training programme is
successful.
Give questionnaire to the trainees after the
completion of the programme to obtain their
opinions about the programmes worth

Levels of evaluation

Result (highest)
Behaviour
Learning
Reaction (lowest)

Impediments to effective training

Lack of management commitment
Spending on training is inadequate

topics for self study

Computer assisted instruction
assesment centre
sensitivity training
Simulation

HOW TO MAKE TRAINING

EFFECTIVE ?

Management development

 There are various methods of

developing managers & supervisors
Job rotation
Coaching
Action learning
Staff meetings

Seminars & Conferences

Case studies
Games
Role play
Behaviour modelling (learning
through observation )
Corporate universities

MANAGERIAL GRID
Themanagerial grid model(1964) is
asituationalleadershipmodel
developed byRobert R. BlakeandJane
Mouton.
This model originally identified five
different leadership styles based on
theconcern for peopleand
theconcern for production

Career development

 Career Developmentis the lifelong

process of managing learning, work,
leisure, and transitions in order to
move toward a personally
determined and evolving preferred
future.

Roles of career development

Organisation

Manager

 HR Manager
Employee

Career development initiatives

1. Career planning workshops
These workshops are designed to
guide individuals to figure out their
strengths & weaknesses, necessary
steps for reaching their goals.
Suggested steps help organisations
initiate appropriate action plans.

2. Career counselling
It helps employees discuss their
career goals in one to one
counselling sessions.
Other aspects are discussed like
interests, current job activities &
performance.

3. Sabbaticals
It is defined as rest from work, or a break.
It helps employees in terms of rejuvenating their
energies.
What Can You Do on a Sabbatical?
* Volunteering
* Consider visiting countries where your company has
operations or partners. Learn about the culture and
immerse yourself.
* Learn a language
* Do something creative such as paint, write, or
photography.

4. Personal Development Plans (PDPs)

Employees write their own personal
development plans.
Such development plans include
development needs & action plans to
achieve them.

5. Career Workbooks
They contain career options
available in the organisation,
organisational structure

challenges of career
development

1. Management feels that its job is to

identify talents & talented individuals
rise in their careers on their own.
By assuming that the cream will
climb up to the top, the organisation
can waste the potential in the
employees by failing to develop it.

2. The assumption that job rotation or

an overseas assignment is itself a
developmental experience.
No effort is made to provide either
the framework or orient the person
to what exactly he/she is supposed
to learn from the assignment.

3. Another problem relates to moving

the high potential individual from one
role to another too quickly,
eliminating the opportunity to learn
from experience & mistakes.
4. Some individuals are too ambitious,
impatient & greedy. They refuse to
understand that rising to the top is a
time consuming process.

Career management
process

Models of career
management

Supported self development

Employees take primary
responsibility for their own career.
There is support provided by the
employer, mostly in the form of
information & advice.

Corporate career management

Organisation driven
Career development for senior
managers & high potential
employees is actively planned.

Career partnership
Here both individual & the
organisation take equal responsibility
for careers inorder to meet the need
of both.

Potential appraisal

definition
The potential appraisal refers to the
identification of the hidden talents
and skills of a person.

 Potential appraisal is a future

oriented appraisal whose main
objective is to identify and evaluate
the potential of the employees to
assume higher positions and
responsibilities in the organizational
hierarchy.

purpose
To inform employees of their future
prospects
To enable the organisation to draft a
management succession programme
To advise employees about the work to be
done to enhance their career opportunities.

Techniques of potential appraisal:

Self appraisals
Peer appraisals
Superior appraisals
Psychological tests
Management games like role playing
Leadership exercises etc.

the requirements and steps to be followed when

introducing a potential appraisal system:

Role Description:A good potential

appraisal system would be based on
clarity of roles and functions
associated with the different roles in
an organisation.

 Qualities Required: It is necessary

to have qualities required to perform
each of these functions. These
qualities may be broadly divided into
the following categories -
(1) technical knowledge and skills
(2)managerial capabilities and
qualities
(3) behavioural capabilities

 Indicators of Qualities:A good

potential appraisal system besides
listing down the functions and
qualities would also have various
mechanisms for judging these
qualities in a given individual. Some
of the mechanisms for judging these
qualities are -
(a) rating by others
(b) psychological tests

 Organising the System:It requires

clarity in organisational policies and
systematisation of its efforts.

 Feedback:If the organisation

believes in the development of
human resources it should attempt to
generate a climate of openness.
Such a climate is required for helping
the employees to understand their
strengths and weaknesses and to
create opportunities for
development.

 A good potential appraisal system

should provide an opportunity for
every employee to know the
results of assessment.
He should be helped to understand
the qualities actually required for
performing the role for which he
thinks he has the potential, the
mechanisms used by the
organisation to appraise his

 A good potential appraisal system

provides opportunities continuously
for the employee to know his
strengths and weaknesses.
These are done through periodic
counseling and guidance sessions by
either the personnel department or
the managers concerned.
This should enable the employee to
develop realistic self-perceptions and