CHAPTER 4

TRAINING AND DEVELOPMENT

Chapter Outline
4.1. Importance of training and development 4.2. What is training? 4.3. The training process 4.3.1. Assessment 4.3.2. Design 4.3.3. Implementation 4.3.4. Evaluation 4.4. What is development? 4.5. Levels of development 4.6. Most common formal methods of development 4.6. Most common informal methods for development
Sajid I. Dawezai, dawezai@gmail.com

4.1. Importance of Training and Development

Rapid technological changes cause skill obsolescence

Redesign of work brings need for new skills Mergers and acquisitions have increased need for integrating employees into different cultures Employees are moving between employers more often, necessitating training

Globalization of business requires new knowledge and skills

Sajid I. Dawezai, dawezai@gmail.com

4.2. What is Training?

Any planned efforts designed to facilitate the acquisition of jobrelevant skills, knowledge, and/or attitudes by organizational members.

Training helps employees do their current work better.

4.3. The Training Process

Needs Assessment

Planning

Implementation

Evaluation

Sajid I. Dawezai, dawezai@gmail.com

4.3.1. Training Needs Assessment (TNA)

The process of evaluating the organisation, individual employees, and employees tasks to determine two things: Is there any need for training? If yes, what kind? Organisation analysis What is the context in which training will occur?

Person analysis Who needs training? Task analysis What subjects should the training cover?

4.3.2. Planning Training Programme

Objectives A statement of what the employee is expected to do (performance, or outcome). A statement of the quality of level of performance that is acceptable. A statement of the conditions under which the trainee is expected to apply what he/she learned (physical conditions, mental stresses etc.). Trainers Who should conduct training? Methods Presentation methods Hands-on methods Group-building methods

4.3.3. Implementing Training Programme

4.3.4. Evaluating Results of Training

Kirkpatricks model: a four-stage process

Who

needs training?

Trainee

reactions
reactions

Learning

Learning

behaviour/behavioural change

Results/performance

4.4. What is development?

Development is the outcome of training and learning The entire structured process by which members of an organisation learn and improve their skills for their employing organisation.

4.5. Levels of Development

Employee development Management development

4.6. Most Common Formal Methods for Development

external courses seminars and conferences

in-company training to develop individual skills

in-company training to develop organisational skills pursuing external formal qualifications (such as MBAs)

4.6. Most Common Informal Methods for Development

in-company job rotation job observation

on-the-job training
mentoring (mentor and protg)

coaching

The end