Training and development

Training and development

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  TRANING AND DEVELOPMENT MANPREETSINGH ASST. PROFESSOR GNA BUSINESS SCHOOL
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   Training anddevelopment is concerned with bettering the performance of individuals and groups in organizational settings. It is being known by several names, including employee development, human resource development, and learning and development. The need for training & development is determined by the employee’s performance deficiency or gap, calculated as under:  Need for Training & Development = Standard Performance – Actual Performance.
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   a. Training: Itis focused upon and evaluated against the current jobs.  b. Education: It focuses upon and evaluated against the potentially hold job in the future.  c. Development: It focuses upon the future activities, and is almost impossible to evaluate.
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   Training The actof increasing the skills of an employee for doing a particular job, and thus it’s a process of learning a sequence of programmed behaviour to do that particular job.  Development It refers broadly to the nature and direction of change induced in employees, through the process of training and educative process.
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  Need for Training 1. Environmental changes 2. Organizational complexity 3. Human relations 4. To match employee specifications with the job requirements and organizational needs 5. Change in the job assignment
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   1. Environmentalchanges:  Mechanization, computerization, and automation have resulted in many changes that require trained staff possessing enough skills. The organization should train the employees to enrich them with the latest technology and knowledge.  2. Organizational complexity:  With modern inventions, technological upgradation, and diversification most of the organizations have become very complex. This has aggravated the problems of coordination. So, in order to cope up with the complexities, training has become mandatory.  3. Human relations:  Every management has to maintain very good human relations, and this has made training as one of the basic conditions to deal with human problems.
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   4. Tomatch employee specifications with the job requirements and organizational needs:  An employee’s specification may not exactly suit to the requirements of the job and the organization, irrespective of past experience and skills. There is always a gap between an employee’s present specifications and the organization’s requirements. For filling this gap training is required.  5. Change in the job assignment:  Training is also necessary when the existing employee is promoted to the higher level or transferred to another department. Training is also required to equip the old employees with new techniques and technologies.
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  TYPES OF TRAINING Methodsof training Off the job Training On the job Training
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  ON THE JOBTRAINING  1. Coaching  2. Mentoring  3. Job Rotation  4. Job Instruction Technology  5. Apprenticeship  6. Induction
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   1. Coaching: Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to focus on them. It also offers the benefit of transferring theory learning to practice. The biggest problem is that it perpetrates the existing practices and styles. In India most of the scooter mechanics are trained only through this method.  2. Mentoring:  The focus in this training is on the development of attitude. It is used for managerial employees. Mentoring is always done by a senior inside person. It is also one-to- one interaction, like coaching.  3. Job Rotation:  It is the process of training employees by rotating them through a series of related jobs. Rotation not only makes a person well acquainted with different jobs, but it also alleviates boredom and allows to develop rapport with a number of people. Rotation must be logical.
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   4. JobInstructional Technique (JIT):  It is a Step by step (structured) on the job training method in which a suitable trainer (a) prepares a trainee with an overview of the job, its purpose, and the results desired, (b) demonstrates the task or the skill to the trainee, (c) allows the trainee to show the demonstration on his or her own, and (d) follows up to provide feedback and help. The trainees are presented the learning material in written or by learning machines through a series called ‘frames’. This method is a valuable tool for all educators (teachers and trainers). It helps us:  a. To deliver step-by-step instruction  b. To know when the learner has learned  c. To be due diligent (in many work-place environments)  5. Apprenticeship:  Apprenticeship is a system of training a new generation of practitioners of a skill. This method of training is in vogue in those trades, crafts and technical fields in which a long period is required for gaining proficiency. The trainees serve as apprentices to experts for long periods. They have to work in direct association with and also under the direct supervision of their masters.  6. Induction training:  Also known as orientation training given for the new recruits in order to make them familiarize with the internal environment of an organization. It helps the employees to understand the procedures, code of conduct, policies existing in that organization.
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  OFF THE JOBTRAINING  1. Lectures and Conferences  2. Vestibule Training  3. Simulation Exercises: a. Management games b. Case study c. Role play  4. Sensitivity Training  5. Incidental Training  6. Transactional Analysis: a. Child Ego b. Parent Ego c. Adult Ego
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   1. Lecturesand Conferences:  Lectures and conferences are the traditional and direct method of instruction. Every training programme starts with lecture and conference. It’s a verbal presentation for a large audience. However, the lectures have to be motivating and creating interest among trainees. The speaker must have considerable depth in the subject. In the colleges and universities, lectures and seminars are the most common methods used for training.  2. Vestibule Training:  Vestibule Training is a term for near-the-job training, as it offers access to something new (learning). In vestibule training, the workers are trained in a prototype environment on specific jobs in a special part of the plant.  An attempt is made to create working condition similar to the actual workshop conditions. After training workers in such condition, the trained workers may be put on similar jobs in the actual workshop.
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   3. SimulationExercises:  Simulation is any artificial environment exactly similar to the actual situation. There are four basic simulation techniques used for imparting training: management games, case study, role playing, and in-basket training.  (a) Management Games:  Properly designed games help to ingrain thinking habits, analytical, logical and reasoning capabilities, importance of team work, time management, to make decisions lacking complete information, communication and leadership capabilities. Use of management games can encourage novel, innovative mechanisms for coping with stress.  (b) Case Study:  Case studies are complex examples which give an insight into the context of a problem as well as illustrating the main point. Case Studies are trainee centered activities based on topics that demonstrate theoretical concepts in an applied setting.  (c) Role Playing:  Each trainee takes the role of a person affected by an issue and studies the impacts of the issues on human life and/or the effects of human activities on the world around us from the perspective of that person.
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   4. SensitivityTraining:  Sensitivity training is also known as laboratory or T- group training. This training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioral flexibility. It is ability of an individual to sense what others feel and think from their own point of view.  5. Transactional Analysis:  It 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.
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   Child:  Itis a collection of recordings in the brain of an individual of behaviors, attitudes, and impulses which come to him/her naturally from his/her own understanding as a child. The characteristics of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious, etc. Verbal clues that a person is operating from its child state are the use of words like “I guess”, “I suppose”, etc. and non verbal clues like, giggling, coyness, silent, attention seeking etc.  Parent:  It is a collection of recordings in the brain of an individual of behaviors, attitudes, and impulses imposed on her in her childhood from various sources such as, social, parents, friends, etc.  The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states are the use of words like, always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger at somebody, etc.  Adult:  It is a collection of reality testing, rational behaviour, decision making, etc. A person in this ego state verifies, updates the reaction which she has received from the other two states. It is a shift from the taught and felt concepts to tested concepts.
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  BENEFITS OF T&D Improved employee performance – the employee who receives the necessary training is more able to perform in their job. The training will give the employee a greater understanding of their responsibilities within their role, and in turn build their confidence. This confidence will enhance their overall performance and this can only benefit the company. Employees who are competent and on top of changing industry standards help your company hold a position as a leader and strong competitor within the industry. Improved employee satisfaction and morale – the investment in training that a company makes shows employees that they are valued. The training creates a supportive workplace. Employees may gain access to training they wouldn’t have otherwise known about or sought out themselves. Employees who feel appreciated and challenged through training opportunities may feel more satisfaction toward their jobs.
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   Addressing weaknesses– Most employees will have some weaknesses in their workplace skills. A training program allows you to strengthen those skills that each employee needs to improve. A development program brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce any weak links within the company who rely heavily on others to complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others. Consistency – A robust training and development program ensures that employees have a consistent experience and background knowledge. The consistency is particularly relevant for the company’s basic policies and procedures. All employees need to be aware of the expectations and procedures within the company. Increased efficiencies in processes results in financial gain for the company.
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   Increased productivityand adherence to quality standards – Productivity usually increases when a company implements training courses. Increased efficiency in processes will ensure project success which in turn will improve the company turnover and potential market share. Increased innovation in new strategies and products – Ongoing training and upskilling of the workforce can encourage creativity. New ideas can be formed as a direct result of training and development.
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   Reduced employeeturnover – staff are more likely to feel valued if they are invested in and therefore, less likely to change employers. Training and development is seen as an additional company benefit. Recruitment costs therefore go down due to staff retention. Enhances company reputation and profile – Having a strong and successful training strategy helps to develop your employer brand and make your company a prime consideration for graduates and mid-career changes. Training also makes a company more attractive to potential new recruits who seek to improve their skills and the opportunities associated with those new skills.
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  TRAINING PROCESS  Step1: Decide If Training is needed  Step 2: Determine What Type of Training is needed  Step 3: Identifying Goals and Objectives  Step 4: Implementing the Training  Step 5: Evaluation Training Program
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  TRAINING PROCESS  Step1: Decide If Training is needed The first step in the training process is a basic one: to determine whether a problem can be solved by training. Training is conducted for one or more of these reasons:  1) Required legally or by order or regulation 2) to improve job skills or move into a different position 3) for an organization to remain competitive and profitable. If employees are not performing their jobs properly, it is often assumed that training will bring them up to standard.  Step 2: Determine What Type of Training is needed  The employees themselves can provide valuable information on the training they need. They know what they need/want to make them better at their jobs. Also, regulatory considerations may require certain training in certain industries and/or job classifications. Once the kind of training that is needed has been determined, it is equally important to determine what kind of training is not needed. Training should focus on those steps on which improved performance is needed
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   Step 3:Identifying Goals and Objectives  Once the employees' training needs have been identified, employers can then prepare for the training. Clearly stated training objectives will help employers communicate what they want their employees to do, to do better, or to stop doing.  Step 4: Implementing the Training  Training should be conducted by professionals with knowledge and expertise in the given subject area; period. Use in-house, experienced talent or an outside professional training source as the best option. The training should be presented so that its organization and meaning are clear to employees. An effective training program allows employees to participate in the training process and to practice their skills and/or knowledge.
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   Step 5:Evaluation Training Program  One way to make sure that the training program is accomplishing its goals is by using an evaluation of the training by both the students and the instructors.  Evaluations will help employers or supervisors determine the amount of learning achieved and whether or not an employee's performance has improved on the job as a result.