TRAINING & DEVELOPMENT

INDEX

Definitions Need for Training Training Process Training needs Assessment Developing Training Programs Transfer of Training Methods of Training Evaluation Training Program Special Training Programs

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Definiation
TrainingTraining can be defined any attempt to improve employee performance on a currently held job or one related to it. DevelopmentDevelopment refers to learning opportunities designed to help employees grow. Such opportunities do not have to be limited to improving employees performance in their current job. The focus of development is on the long term to help employees prepare for future work demands.

Need for Training

To match employee satisfaction with job requirements and organizational needs. Organizational viability and the transformation process. Technological advancement. Organizational complexity. Human resources.

Training Needs Assessment

Organizational analysis. Job analysis. Person analysis.

DEVELOPMENT OF TRAINING PROGRAM

PRE-CONDITIONS OF LEARNING Trainability Work sample Gaining support of trainees & others The trainer must point out the intrinsic i.e. personal growth & extrinsic

1) )

2) )

CONDITION OF LEARNING ENVIRONMENT

Whole v/s Part Learning Complex task should be broken down into its parts. Massed v/s Spaced Practice The practice sessions & provide feedback to the trainees to correct their mistakes Over learning Increases the retention over time, makes the behaviour or skills more automatic, increases the quality of the performance during stress

1) )

2) )

3) )

CONDITION OF LEARNING ENVIRONMENT

Goal setting Improve their performance Knowledge of results Timely & specific feedback

4) )

5) )

Transfer of Training

To maximize transfer, the following suggestions have been offered: Maximize the similarity between the training context & the job context, i.e. the training should resemble the job as closely as possible. Encourage trainees to practice skills on their jobs in the training session. E.g. Give assignments. Include a variety of stimulus situations in the practice so that the trainees will learn to generalize their knowledge & skills. Label or identify the important features of the content to be learned to distinguish the major steps involved. Make sure that the general principles underlying the specific content are understood in the training. Ensure that there is supportive climate for learning & transfer of new behavior.

a)

b)

c)

d)

e)

f)

METHODS OF TRAINING

METHODS OF TRAINING

INFORMATIONAL TRAINING METHODS

USES LECTURE
q q

BENEFITS

LIMITATIONS

Gaining new knowledge To present introductory material

q q

Equally as good as programmed q q instruction & T.V. q Low cost Large no. of audience

Learners are passive Poor transfer Depends on lecturers ability

AUDIOVISUALS
q q

Gaining new knowledge Gaining attention

q q

Allows for replay versatility

Is not tailored to individual trainees Must be updated

INDEPENDENT STUDY
q q

Gaining new knowledge Continuous education

q q

Minimizes trainees time Minimizes cost of development.

Performance depends on trainees motivation Not Applicable for all jobs

PROGRAMMED INSTRUCTIONS
q

Gaining new knowledge

EXPERIENTIAL METHODS

TRAINING

USES ON THE- JOB TRAINING

q q q

BENEFITS

LIMITATIONS

Learning job skills Apprenticeship training Job rotation

q q q

Good transfer Limited trainer cost Higher trainee motivation since training is relevant

q q

Depends on trainers skills & willingness. Costly due to loss of production Often haphazardly done.

COMPUTER ASSISTED INSTRUCTIONS

q q q

Gaining new knowledge Drill & practice q Individualized training q

q

Self- paced Feedback given Good retention

Costly Trainees must have problems using computer limited opportunities for trainee interaction less useful for training inter-personal skills

GAMES qDecision making skills qManagement training qinterpersonal skills

q q

Resembles jobs tasks

q q

Highly competitive

USES CASE- STUDY

q q q q

BENEFITS

LIMITATIONS

Decision- making skills Analytical skills Communication skills To illustrate diversity of solution

q q q q

Decision making practice Real-world materials Active learning Good for developing problemsolving skills

q q

Must be updated Criticized as being unable to teach GM skills Trainers often dominate discussions

ROLE- PLAY
q q q

For changing attitudes To practice skills q To analyze inter-personal q problems q

Gain experience of other roles Active learning Close to reality

q q

Initial resistance of trainers Trainees may not take is seriously

BEHAVIORAL MODELLING
q

To teach inter-personal skills To teach cognitive skills

q q q

Allows practice Provides feedback Retention is improved

q q

Time-consuming May be costly to develop

EVALUATION OF TRAINING PROGRAM

Involves the collection of information. Important to know employees changed behaviour. Without evaluation difficult to know reason for training.

TYPES OF CRITERIA
1.

Measures of reactions Learning Behaviour Change Organisational Results Return on Investment.

2.

3.

4.

5.

Reactions
q q q

Designed to assess trainees opinion Make any needed revisions. To ensure trainees are receptive.

Learning
q

Measures the degree trainees have mastered the concepts Trainees should be tested

Behaviour
q q

Behaviour of trainees should be assess. Goal of training is to modify the on-the-job behaviour of trainees. Behaviour- measured by relying on performance evaluation system training.

Organisational results
q q

Purpose of collecting organisational results. Data may be collected before & after training.

Return on Investment
q q

Increasing amount of money on training, Necessary to estimate the return on investment that training provides. The basic ROI formula is as follows: ROI = Net program benefits Program costs 100

q q q

Important to use reliable & credible sources Important to involve management Deciding on acceptable ROI as a target goal for

SPECIAL TRAINING PROGRAMS

Employee Orientation Programs

q

In 2001, 99% of firms provided employees orientation. 38% conducted a weekly program. New employees are informed about their roles and responsibilities. Objective - increase an employees job satisfaction and to reduce turnover.

q q

Most orientation programs consist of 3 stagesq

General introduction to the organization often given by HR dept. A specific orientation to the department & the job typically given by the immediate supervisor Important issues have been addressed.

Training for Teams

q

Training techniques is conducted for work teams. Increasing popularity of teams in organization

Information Technology Training

q

Increasingly more important to provide relevant training to use these systems effectively. Problem - shortage of competent people to provide IT training.

Sexual Harassment Training

q

A statement indicating the firms strong opposition to sexual harassment The procedure for reporting harassment. The procedure that will be used to investigate claims. Descriptions of punishment for offenders regardless of their level in the organization

q q

CASE STUDY

 a) ) a)

) a)

Entry Interview It is the first step Training System The Staff Training College (STC) at Bangalore with 13 Regional Staff Training Colleges (RSTCs) Incentives for Self Development The well established and constantly reviewed training system, bank have certain incentive schemes

 a) ) a)

) a)

Employee Suggestion Scheme 'Employee Suggestion Scheme' Staff Meeting Group Synergy, Team Building, Open Culture, Family Feeling and Talent Recognition Study Circle Study Circle aims at self development of employees by instilling a desire to acquire/update knowledge, information and experience.

 a)

) a) ) a)

Brainstorming Sessions Brainstorming technique to generate ideas from a cross section of employees on corporate topics of relevance. Quality Circle "Participative work culture" Exit Interview 'Warm Farewell'

POSITION SUB- STAFF CLERK & SUPERVISOR

TRAINING Behavioral Training Behavioral Training, Induction Training

OFFICER cadre Credit Management, Internal Control & Behavioral Training MANAGER cadre SR. MANGER cadre EXECUTIVE cadre Leadership Development, Decision Making, Forex Management. Credit management, IT & Behavioral Training Problem solving, Case- Study, Leadership Development, Decision Making, Forex Management. Credit management, IT & Behavioral Training Behavioral Training, Micro-Level, Task Oriented Approach, Decision Making, Micro-Level Planning, Execution of planned task, External Training by Business Management Institutions.

WEBLOGRAPHY

www.canarabank.com www.google.com

BIBLIOGRAPHY

Essential of Human Resource Management Subba Roa Human Resource Management- An Experiential Approach H. John Bernardin

SPECIAL THANKS VARSHA MAAM

Presented by

Kunal.S Dipti.S Sarika.M

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