Items Description of Module

Subject Name Human Resource Management

Paper Name Training and Development
Module Title Introduction to Training & Development : Concepts and Significance
Module Id Module -1
Pre- Requisites Understanding of the basic concepts and significance of Training & Development
Objectives To study the Meaning, Need, Objectives, Types and Benefits of Training
Keywords Training , Development, Human Resource Management, Learning, Skills, Knowledge
 QUADRANT-I

1. Module 1: Introduction to Training & Development : Concepts and Significance

2. Learning Outcome
3. Introduction to Human Resource Management
4. Introduction to Training
5. Definitions of Training
6. Training as an open system
7. Objectives of Training
8. Need for Training
9. The main areas in which Training is provided
10. Types of Training
11. Training need analysis
12. Designing a Training programme
13. Evaluating the Training effectiveness
14. Who is in charge of Training
15. Summary

1. Module 1: Introduction to Training & Development : Concepts and Significance

2. Learning outcome

After completing this module the students will be able to-

 Understand the significance of Training and Development

 Describe various types of Training
 Identify the need and benefits of Training

3.Introduction to Human Resource Management

Human resource is the most important element in an organization. Of all the resources Manpower is the
only resource which does not depreciate with the passage of time. From the viewpoint of an organization
Human resource represents People at work. It is considered as one of the most important assets of an
organization. The effective utilization of all other resources depends on the quality of human resources,
hence the need of Human Resource Management.

Of the various functions of Human Resource Management, Training & Development is an important
function, as it develops proper job related attitudes and prepares the employees for higher responsibilities
and tasks. It makes workers developmentally and morally responsible so as to be able to bear the new
responsibilities which in turn helps in progress of an organization. Several researches have shown that
commitment and dedication of the people have an overwhelming impact on the success of the company.
The role of the HRD is in fact very crucial.

Training is the process of increasing the knowledge and skills for doing a particular job. It is an organized
procedure by which people learn knowledge and skill for a definite purpose. The purpose of training is
basically to bridge the gap between job requirement and present competence of an employee. Training &
Development are tools to enhance productivity and effectiveness of the employees & have acquired great
importance.
4.Introduction to Training

Training is an organized activity for increasing the knowledge and skills of people for a definite purpose.
The purpose of training is to achieve a change in the behavior of those trained and to enable them to do
their jobs in a better way. In the industrial situation, this means that the trainees will acquire various
skills, technical knowledge, problem- solving ability or attitude, etc. thus training enables the employees
to get acquainted with their present or potential jobs and also increases their skills and knowledge.
Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a
particular job. A broad grouping of knowledge, skills, and attitudes (KSA) that enable a person to be
successful at a number of similar tasks is known as a competency. The K is for knowledge, and there are
three levels, declarative, procedural and strategic. Each in the order mentioned is more complex than the
previous, with declarative being related to knowing fact. Procedural to how to apply those facts and
Strategic is the ability to plan, monitors and revise goal directed behavior. S is for skills, which has two
levels, compilation and automaticity. Compilation is the basic level of learning of a skill, where you still
need to think about what you are doing. Automaticity refers to a skill level where you no longer need to
think about what you are doing as it is automatic. A is for attitude. These are beliefs and opinions a person
has that either support or inhibit behaviors. Learning is a relatively permanent change in understanding
and thinking that results from experience and directly influences behavior.

Training process molds the thinking of employees and leads to quality performance of employees. It is
continuous and never ending in nature. Training is crucial for organizational development and success. It
is fruitful to both employers and employees of an organization. An employee will become more efficient
and productive if he is trained well.

Understanding the phenomenon of employee training and development requires understanding of all the
changes that take place as a result of learning. As the generator of new knowledge, employee training and
development is placed within a broader strategic context of human resources management, with the goal
to benefit both the organization and employees. To preserve its obtained positions and increase
competitive advantage, the organization needs to be able to create new knowledge, and not only to rely
solely on utilization of the existing. Thus, the continuous employee training and development has a
significant role in the development of individual and organizational performance.

Training makes newly recruited employees fully productive in the minimum of time. Even for the old
workers, it is necessary to refresh them and to enable them to keep up with new methods and techniques
as well as new machines and equipments for doing the work. Thus training is not a "one-step" process but
is a continuous or never-ending process.
5. Definitions of Training

Training is defined by various authors as follows:

 Training is the learning experience in that it seeks a relatively permanent change in an individual
that will improve his or her ability to perform on the job. -S.P.Robbins

 Training is an act of increasing the knowledge and skill of an employee for doing a particular
job. – E.B.Flippo

 Training is the process by which man is fitted for the particular job he has to perform.
- Dale Yoder.

 The organized procedure by which people learn knowledge and/ skill for a definite purpose.
-Dale S.Beach.

Training and development activities are the main mechanisms through which organizational and
individual goals can be achieved. Training and development are related to each other and both can be
explained; as the objective of training is to develop specific and useful knowledge, skills & techniques,
intended to carry out pre-determined tasks in well-defined job context. Training is basically a task-
oriented activity aimed at improving the current or future jobs. Effective career planning of employees
largely depends upon the extent to which training and development opportunities are made available to
employees to enable them to realize their growth potential and to make contribution towards
achievements of organizational goals and objectives.
6.Training as an Open System

Figure 1 shows a general systems model used to describe business organizations. Obviously, a business
must interact with its environment; thus this is an open systems model. Open systems have a dynamic
relationship with their environment, but closed systems do not interact with their environment.
As Figure 1 indicates, the system depends on the environment for the input that keeps the system active.
The environmental inputs are transformed into outputs by the system’s processes. The system’s outputs
flow into the environment and might or might not influence future inputs into the system. In effective
systems, the system output influences the environment to supply input to the system that supports the
system.
A system, such as a business, must be responsive to the needs and demands of its environment because
the environment provides the input needed for the system to replenish itself. For example, if a business is
responsive to the needs of society by providing valued goods and services (output), it receives financial
and goodwill credits (input). The business uses these inputs to continue operating. If the business does
not provide sufficient value to its environment, it will fail because the environment will not provide the
necessary input for the system to replenish itself.
Many open systems exist as part of another open system, and therefore are called subsystems of that
larger system. For example, a product assembly system s a sub-system of a manufacturing system, which
itself is a subsystem of the company, which is a subsystem of the industry, and so on. Training can be
seen as a subsystem within the larger Human Resource unit, which is itself a subsystem of the company.
Figure 2 illustrates some of the exchanges that take place between the training system and the larger
organizational system. The organization’s mission, strategies, resources, and the life all represent sources
of input into the training subsystem. Of course, if the training department is part of a larger HR function,
then these inputs would be filtered through that system. Organizational and employee needs, training
budges, staff, equipment, and so forth are all inputs from the organization to the training subsystem.
Training processes transform these inputs into usable output for the organization (improved knowledge,
skills and attitudes (KSAs), job performance, and so on). Looking at the training unit from an open
systems perspective, shows, how interconnected training activities are with what is happening elsewhere
in the organization. The point here is that the organization invests money in the training function, for
which it expects a favourable return. Periodically, the organization will examine the returns from training
and determine whether the training system is working properly and what further investment is
appropriate.
 Figure 1
General Open Systems Model

Open System
Input Process Output

System’s External Environment

Figure2
Training as a Subsystem within the Organizational System

Training’s Organizational Environment

Mission Strategy Structure Policies Procedures
Finances Resources People Products Technology

Training Subsystem
Input Process Output

Organizational Analysis Design Knowledge Skills

Needs Employee Development Attitudes Motivation
Needs Budget Implementation Job Performance
Equipment Staff Evaluation

7.Objectives of training
Having identified the training needs based on the various analysis discussed above, training objectives are
planned. The training needs basically highlight the gap between the existing and desired level of
knowledge and skills. Thus training efforts aim at filling in this gap by clearly stating the requirements.
The important objectives of training may be noted as under:

 Training is essential to build a second line of able and competent executives to handle the work
situations more responsibly.

 To check wastage of time and resources by making the workers handle properly the materials,
machines and equipments.

 Old workers require in-service training and refresher courses to update their knowledge and have
better techniques of doing work more effectively while new employees need training to adopt
themselves to the new environment and perform their jobs efficiently.

 To bring change in the attitudes of workers towards fellow workers, supervisors and the
organization.

 To impart new skills among workers so that they may handle a variety of jobs.

 To improve the overall performance of workers.

7). To increase the knowledge of workers in doing specific jobs.

Thus training is essential to develop proper job related attitudes and to prepare the employees for
higher responsibilities and tasks.

8.Need for training and development

The need for training and development of employees on a continuing basis is no longer a matter of
debate. The need has been defined as an essential activity in an organization and the conditions that have
led to the awareness of the importance of training and development are as follows. :

 Technological change necessitating acquisitions of new skills.

 The ever-increasing gap between planning and implementation of projects.

  Need to meet the challenges of global competition.

 Sub optimal performance of organization in public, government and private sector.

 To over come the organizational complexities.

 To ensure harmonious industrial relations.

 For promotions.

 Others.

The following are the two biggest factors that contribute to the increased need for training and
development in organizations:

 Change:
The word change encapsulates almost everything. It is one of the biggest factors that contribute to the
need of training and development. There is in fact a direct relationship between the two. Change leads to
the need for training and development and training and development leads to individual and
organizational change, and the cycle goes on and on. More specifically it is the technology that is driving
the need; changing the way how businesses function, compete and deliver.

 Development:
It is again one the strong reasons for training and development becoming all the more important.
Money is not the sole motivator at work and this is especially very true for the 21st century.
People who work with organizations seek more than just employment out of their work; they look
at holistic development of self. Spirituality and self- awareness for example are gaining
momentum world over. People seek happiness at jobs which may not be possible unless an
individual is aware of the self.

More specifically, following are some of the conditions that have led to the awareness as well as
the importance of the training programs in the organization.
a) Job Requirements: Employees selected for a job might lack the qualifications required to
perform the job effective performance on the job. So new people require instructions in form of
Training

b) Technology: Technology is changing very fast. Increasing use of fast changing techniques
requires training in new technology.

c) Organization Viability: In order to survive and grow an organization must continually adopt
itself to the changing environment. With increasing Globalisation & liberalization, expansion &
growth and diversification, the firms must upgrade their capabilities.

d) Internal Mobility: Training becomes necessary when an employee moves from one job to
another due to promotion and transfer.

It is important to quote Marks and Spencers here. They mentioned “Train employees to the point
where you may loose them, and then you wont loose them. This is training paradox.
-
• Increasing an individual’s employability outside the company simultaneously increases his job
security and desire to stay with the current employer.

9.The main areas in which training is provided

1. Knowledge.
The training in this area aims at helping the trainees learn to understand and to remember
facts, information and principles.

2. Technical skills.
The training is imparted in the areas of technical expertise such as physical acts or actions
like operating a machine working with computer, using mathematical models to take decisions,
etc.

3. Social skills.
The employees are provided opportunities to acquire and sharpen such behavioral and
human relation skills as are necessary for improved interpersonal relationships, better teamwork
and effective leadership.

4. Techniques.
This involves teaching of applications of knowledge and skills to dynamic situations.

5. Attitudes.
It involves work commitment and positive orientation towards the organization and
society.

6. Experience.
It cannot be taught in the classroom. It is the result of practicing the use of knowledge,
skills, techniques and attitudes over a period of time in different work situations. Usually a well
designed training program aims at facilitating learning in practically all the areas, the emphasis,
however may differ based on the specific requirements of tasks and people.
 9.1Training Inputs for Employees

Table given below summarizes training inputs for different categories of employees. The inputs do not
remain constant. As time goes by, there will be a greater emphasis on certain inputs at the cost of others.
Changes are more likely in the development of executives and least in the training of clerical staff.
Training inputs Across Employees

Inputs Operatives Low-level Middle-level Top-level

managers managers managers
Specific job skills Yes -- -- --
Motor skills Yes Yes Yes Yes
Interpersonal skills Yes Yes Yes Yes
Education -- -- Yes Yes
Development -- -- Yes Yes
Ethics -- -- Yes Yes
Attitudinal changes Yes Yes Yes Yes
Decision making and -- -- Yes Yes
problem solving
abilities

10.Types of training

 Orientation training : Induction or orientation training seeks to adjust newly appointed

employees to the work environment.

 Job training : If refers to the training provided with a view to increase the knowledge and skills
of an employee for improving performance on the job.

 Safety training : Training provided to minimize accidents and damage to machinery is known as
safety training.

 Promotional training : It involves of existing employees to enable them to perform high level
job.

 Refresher training : When existing techniques become obsolete due to the development of better
techniques, employees have to be trained in the use of new methods and techniques.

 Remedial training : Such training is arranged to overcome the shortcomings in the behaviour
and performance of old employees. Remedial training should be conducted by psychological
experts.

11. Training Need Analysis(TNA)

Identification of training needs is the first element and a critical one in the training activity. Success of
training function depends greatly on the correct identification of needs. Need identification exercise must
continue on a regular basis. It can not be done once in a blue moon. However, need identification exercise
can do real harm if the needs are not met by conducting suitable training. Programme Managers must see
to it that their recommendations receive due considerations and actions are initiated .
The training manager can not do the exercise of TNA himself. He has to necessarily take the assistance of
line managers. The training. Manager. is primarily responsible for design and conduct of suitable training.
Programs for individuals in the organization so as to meet organizational objectives. However, his
involvement at all stages is a must. If the need identification itself is wrong, the training manager’s
expertise in conducting training programs will be of very little use. A line manager while reviewing the
performance level of his subordinates with an objective to identify their training needs should ask himself
the following questions.
1. Do I know the present job description of my subordinates?
2. Do I know the problems faced by my subordinate in performing his job and how he deals with
them?
3. Do I know his strengths and weaknesses in relation to the job performed by him?
4. Do I know how he deals with his subordinates and colleagues?
5. Do I know his potential in relation to organizational needs?
6. Have I kept in view the above mentioned factors while recommending suitable training for my
subordinates?

If the manager finds that the answer to the above mentioned questions are in affirmative he would be in a
position to provide reliable data in identifying training needs. The need identification exercise can be
done by the boss in consultation with the subordinate. It should also be examined whether training is the
best instrument available to produce the desired change. It is quite possible that training is not likely to
produce the desired results. In such cases training should not be recommended and other methods should
be found out for achieving the desired result. Many a times managers are nominated for training program
not as a result of their identified needs , but because they can be spared for that period. Thus you find
some managers with the designation “Officer on special duty” attending one training program after the
other, whereas the manager who is in need of training can not avail it due to exigencies of work. This
happens when need identification has not been done properly or when line managers have no real faith in
training.

12. Designing of Training Programme

In order to achieve the training objectives, an appropriate training policy is necessary. A training policy
represents the commitment of top management to employee training. It consists to rules and procedures
concerning training. A training policy is required to indicate the company’s intention to develop its
employees, which also guides the design and implementation of training programmes. It identifies the
critical areas where training is to be given on a priority basis. It provides appropriate opportunities to
employees for their own betterment. A sound training policy clearly defines the following issues:
I. The results expected to be achieved through training.
II. The responsibility for the training function.
III. The priorities for training.
IV. The type of training required.
V. The time and place of training.
VI. The payments to be made to employees during the training period.
VII. The outside agencies to be associated with the training.
VIII. Relationship of training to the company’s labour policy.
Once training objectives and policy are decided, an appropriate training programme can be designed and
conducted. Decisions on the following items are required for this purpose.

i)Responsibility for training

Training is quite a strenuous task which cannot be undertaken by one single department. The
responsibility for training has to be given to the Department or the line managers or others. To be
effective, a training programme should be properly organized. But good organization alone is not
adequate, proper planning and training is equally important.

ii)Selecting and Motivating the Target Group

It is necessary to decide who is to be trained-new or old employees: unskilled or semi-skilled workers.
Supervisors or executives. The type and methods to be used will depend upon the type of persons to be
trained. It is also necessary to create a desire for learning. A climate conducive to learning can also be
created through physical and psychological environment.

iii)Developing Training Package

This step involves deciding the content of training designing support material for training and choosing
the from one week to a few months. Training courses may involve specific instructions in the procedures
of doing a job. A training course may cover time periods ranging from one week to a few months. In
addition to deciding the contents, methods and time required, it is advisable to workout budget also such a
training package should also contain a detailed syllabus with proper sequencing of contents, and an
appropriate mix of training methods.

iv)Presentation
This is the action phase of training. Here the trainer tells, demonstrates and illustrates in order to put over
the new knowledge and operations. However, before it, the learner should be put at ease. It is necessary
to explain why he is being taught to develop his interest in training.

v)Performance Tryout
The trainee is asked to do the job several times slowly. His mistakes are corrected and, if necessary, the
complicated steps are explained again. As soon as the trainee demonstrates that he can do the job slightly,
he is put on his own and training is over.

vi)Follow-up
In this step, the effectiveness of the training programme is assessed. The feedback generated through
follow-up will help to reveal weaknesses or errors if any. Necessary corrective action can be taken. If
necessary instruction may be repeated, until the trainee learns whatever has been taught to him. Follow-
up action reinforces the learning process. It also helps in designing future training programmes.

13.Evaluation of Training Effectiveness

The effectiveness of training and development activities can be assessed by the extent to which those
activities produce desirable outcomes. Despite organisations expending a great deal of effort setting up
training and development programmes, comparatively less attention is paid to systematically evaluating
their effectiveness (Sadler-Smith, 2006). This lack of assessment may be partly due to the extra cost and
effort involved but it also seems that many Human Resource practitioners are unaware of how and what
to evaluate (Bates, 2004). The measurement of trainee satisfaction (reaction evaluation),which generally
takes place at the end of a course, is by far the most popular and, very often, the only form of evaluation
that is undertaken by organisations (Swanson and Sleezer 1987; Arthur, Bennett, Edens and Bell
2003).
Looking at whether trainees are satisfied with the training they received does not provide an in-depth
understanding of the effectiveness or otherwise of the training. Nevertheless, examining trainees’
reactions to the training, and trying to understand the factors that affect their reactions, can not only
contribute to the more effective planning, design and management of training programmes, but is also
central to an understanding of the eventual success or otherwise of the training. Following are the reasons
as to why a training programme should be evaluated:

 To identify the program’s strengths and weaknesses, including whether the program is
meeting the learning objectives, the quality of the learning environment, and if transfer
of training back to the job is occurring.
 To assess whether the various features of the training context and content contribute to
learning and the transfer of learning back to the job.
 To identify which trainees benefited most of least from the program and why.
 To gather information, such as trainees’ testimonials, to use for marketing training
programs.
 To determine financial benefits and costs of the program.
 To compare the costs and benefits of training versus other human resource
investments.
 To compare the costs and benefits of various training programs in order to choose the
most effective programs.

14. Who is in charge of Training?

Training and Development can be the responsibility of professionals in human resources, human
resources development , or organization development. In small companies training is the responsibility of
the founder and all the employees. When organizations grow to 100 employees, typically someone within
the company is in charge of human resources, either as part of that or as his or her sole responsibility. At
this point, training becomes one of the responsibilities of the employee in charge of human resources. In
mid to large organizations, training can be the responsibility of HR professionals or can come from a
separate function known as Human resource development or organization development. Human resource
development refers to the integrated use of Training and Development, organization development and
career development to improve individual, group and effectiveness. As companies grow , or recognize the
important role of training for business success, they form an entire training function. The training function
may include instructional designers, instructors, experts in instructional technology.

15. Summary
In order to ensure that the employees are equipped with the right kind of skills, knowledge and abilities to
perform their assigned tasks, training and development plays its crucial role towards the growth and
success of business. By choosing the right type of training, we ensure that our employees possess the
right skills for the business, and the same need to be continuously updated. In essence, to meet current
and future business demands, training and development process has assumed great significance.

Mark Twain rightly quoted:

“There is nothing training cannot do. Nothing is above its reach. It can turn bad morals to good; it can
destroy bad principles and recreate good ones; it can lift men to angel ship.” Chinese Proverb -