Training & Development

ROHIT KUMAR
Give a man a fish, he will eat it
Train a man to fish, he will feed his
family

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Learning Objective
• Explain learning & principles of learning
• Define training & Development
• Determining Training and Development Needs
• Setting Up a Training and Development System
• Evaluating Training and Development
• Lacunas in training

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 Training Development
Current job Current / Future jobs
Individuals Individuals or groups
Immediate Long term
Fix skill deficit Future demands

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 Training
The process of providing employees with specific
skills or correcting deficiencies in their
performance.

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 Training
• Training is 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.

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learning
Theories that have dominated the learning research
• Cognitive view: An individual’s purposes or intentions
direct his/her actions.
• Environmental perspective: The individual is acted upon
& his/her behavior is a function of its external characteristic
Recent approach
Social-learning theory: It blends both cognitive &
environmental theories. As per it learning is a continuous
interaction between the individual & the particular social
environment in which she/he functions.

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Social-learning theory
The influence of models is central to the social-learning
view point. Four processes have been found to determine
the influence a model would have on an individual:
• Attentional processes
• Retention processes
• Motor reproduction processes
• Reinforcement processes

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 Kolb Experiential Learning Cycle
Concrete
Experience

LEARNING
Active Reflective
Experimentation CYCLE
Observation

Abstract
Conceptualisation
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 Principles of learning
• Motivation
• Knowledge of result
• Reinforcement
• Practice
• Transfer of learning
• Meaningfulness of material
• Schedules of learning
• Learning curve
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Learning Curve

---
Fatigue
Amount learned

Plateau

Disorganization End spurt

-----
of learning
Organization
------ of learning
Initial spurt

time
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 Training Challenges…
 Who needs training?
 When is training necessary?
 What makes training programs
effective?
 What are costs and benefits of
computer-based training?
 How are training outcomes
measured?

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Training & Development
• Stakeholders of training
 Individual
 Organization

• Purposes of training
 Bridging skill gaps for existing role
 Developing new skills / capabilities
 As a vehicle for managing change

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Partnership Perspective

Cooperate
Managers Support
Train

Assist
Identify
Accept Employees HR Communicate
Professionals Train
Participate

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Training Process

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 Sources of Training Needs
Assessment

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 Determining Training and
Development Needs
Organization
Needs

Job Person
Needs Needs

Demographic
Needs
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 Organizational Needs Analysis
 Assess short-and long-
term strategic objectives
 Analyze:
 Human resource needs

 Training climate

 Resources and

constraints
 Clearly state T and D
objectives
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Job Needs Analysis

 Identify specific skills,

knowledge and behavior
needed in present or
future jobs
 Use job analysis with
competency modeling

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 Person Needs Analysis
 Identify the gap between
current capabilities and
those that are necessary or
desirable using:
 Output measures
 Self-assessed training
needs
 Career planning
discussions
 Attitude surveys
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 Demographic Needs Analysis

 Determine needs of
specific populations of
workers
 May be used to determine
if all are given equal
access to growth
experiences and
developmental challenges

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Developing Program Content

Affective Cognitive
Outcomes Knowledge

Program
Content

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Skill-Based Outcomes
 Cognitive Knowledge
 Includes:
 Information people have

(what they know)

 The way people organize

information
 Strategies for using

information
 Most training addresses what
people know.
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Training for Skills
 Skills demonstrated by behaviors
 Learning involves practicing desired behaviors
 For example:
 Technical skills

 Motor skills

 Communication skills

 Leadership Skills

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Training for Affective Outcomes
 Objective Is to Change
 Motivation

 Attitudes

 Values

 Example of Objectives
 Build team spirit

 Enhance self-confidence

 Build emotional intelligence (self-

awareness, self-management, social

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Training & Development
Types of training
 Induction / orientation training
 On-the-job
 Off-the-job
 Functional / Technical training
 Supervisory / Management Development / Behavioral
 IT related training
 Executive Management Education

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On the Job Training
• Job instruction training
• Apprenticeship training
• Internships and
assistantships
• Job rotation and
developmental job
assignments
• Supervisory assistance
and mentoring
• Coaching
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Components of a Developmental
Job
• Unfamiliar
responsibilities
• Responsibility for
creating change
• High levels of
responsibility
• Boundary-spanning
requirements
• Dealing with diversity
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On-Site, but Not On the Job
Training
• Programmed instruction on
intranet or internet
• Videos and CDs
– Interactive video training:
Combines programmed
instruction with video
• Teleconferencing
• Corporate Universities and
executive education

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Off the Job Training
• Formal courses
• Simulation
– Vestibule method: simulates actual
job
• Assessment centers
• Role-playing
• Business board games
• Sensitivity training
• Outdoor training
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Choosing the Program Format
 Traditional Formats
 On-the-job

 On-site, but not on-the-job

 Off the job

 E-Learning
 New technology allows integration

of multiple learning methods

 Includes teleconferencing, multimedia,

computer-based learning
 Can speed communication and cut costs
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Lacunas in training
 Information overload
 Unrealistic goal
 Alienation
 Linkage failure

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 Balancing Costs and Benefits of
Training

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Evaluation of Training

• Evaluation can be conducted at a number

of levels (Kirkpatrick)
– Reaction
– Learning
– Behaviour
– Results

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T & D Infrastructure at Indian Oil
• An academy company
– 21 training centers including three apex institutions
• Three apex institutions
– Corporate Level
• IndianOil Institute of Petroleum Management
(IIPM) at Gurgaon
– Divisional Level
• Indian Oil Management Academy (IMA) at Haldia-
(Refineries& Pipelines)
• Indian Oil Management Center for Learning
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(IMCL) at Mumbai –(Marketing)
T & D Policy of an Oil Company
• Objectives: The objective of Oil’s T & D policy
are to:
– Develop employee skills and competencies and
improve performance
– Develop people to take on higher responsibilities
– Reduce the learning time for employees on
appointment, transfer or promotion so that they can
start being effective in as optimal a time as possible.

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Key Elements
• Introduction of a formal structure to enhance the role of
the SBU Heads and line managers in T & D .
– Training Advisory Committee
– Unit Training Coordinators
– Department Training Coordinators
• Introduction of curriculum based training
• Line mangers to own responsibility for ensuring that
subordinates receive the required training.
• More rigorous system for assessing effectiveness of
training.

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Assessing Effectiveness of
Training.
No. Level Output Time & Responsibility

1 Immediate Participants fill Immediate

feedback feedback form Course Coordinators/ T & D
2 Learning Test scores before Immediately prior to and just
and after showing after the conduct of the training
change in KSA
3 Behaviour Feedback from the 3 months after the training
sup & changes in on collated by T & D cell member
the job behaviour
4 Results Comparison of 3 to 6 months after the training
process & business by HODs/ member of T & D
results, before & cell.
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 Induction Training
• The structure of the induction training is as follows:
– Month 1- Introduction to the E & P business & *** &
orientation covering its different operations through
classroom lecturers & field visits including an exploration
site, drilling site etc.,
– Month 2- Classroom based executive Development
Program covering basics of mgt, managerial skills,
personal effectiveness
– Month 3 – Classroom based theoretical training on key
area of ***’s operation, covering geology, reservoir
engineering, production, drilling financial analysis and
decision making
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Induction Training
– Month 4- 6- Rotational training to G & R, drilling &
production.
– Month 7 onwards- Training in each individuals focus
area, including theoretical training as well as on the
job training.

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Key Elements

• Introduction of e-learning
• Development of internal trainers
• Training norms
• Competency Management
• Assessment Centers

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Process

• The T & D process will have the following

stages
– Development of an annual training plan & a
training calendar
– Assessment of Individual Training needs
– Sanction of the specific programs
– Nomination of individuals
– Evaluation of training effectiveness
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