TRAINING AND DEVEPLOPMENT In the field of human resource management, training and development is the field concerned with

organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an over general and ambiguous name. Moreover, the field is still widely known by the other names. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: Training This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these

groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Training and Development Programme Conventional 'training' is required to cover essential work-related skills, techniques and knowledge, and much of this section deals with taking a positive progressive approach to this sort of traditional 'training'. Importantly however, the most effective way to develop people is quite different to conventional skills training, which let's face it most employees regard as a pain in the neck. They'll do it of course, but they won't enjoy it much because it's about work, not about themselves as people. The most effective way to develop people is instead to enable learning and personal development, with all that this implies. So, as soon as you've covered the basic work-related skills training that is much described in this section - focus on enabling learning and development for people as individuals - which extends the range of development way outside traditional work skills and knowledge, and creates far more exciting, liberating, motivational opportunities - for people and for employers. Organisations are facing great pressure to change these days - to facilitate and encourage wholeperson development and fulfillment - beyond traditional training. N.B. The UK (consistent with Europe) Employment Equality (Age) Regulations 2006, effective from 1st October 2006, make it unlawful to discriminate against anyone on the grounds of age. This has several implications for training, documents used, and the training of trainers and facilitators. For further guidance about the effects of Age Equality and Discrimination in training and developing people, (and in other aspects of managing people), see the Age Diversity information, which quite naturally relates to the subject of 'whole-person' development, given its connections with diversity and taking proper care of people.

You might not immediately be able to put great new emphasis on 'whole-person development'. Being realistic, corporate attitudes and expectations about what 'training' is and does cannot be changed overnight, and most organisations still see 'training' as being limited to work skills, classrooms and PowerPoint presentations. However, if you start imagining and thinking and and talking about concepts and expressions such as:
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'enabling learning' 'facilitating meaningful personal development' 'helping people to identify and achieve their own personal potential'

then you will surely begin to help the organisation (and CEO) to see and accept these newer ideas about what types of 'learning and development' really work best, in terms of developing employees. See facilitating learning - rather than imposing training for more ideas in the area of wholeperson development. The group selection recruitment/assessment centre design guide also contains extremely relevant information for training and assessment design, especially the need to establish a clear specification (development/assessment criteria) before beginning to design training concepts, content, delivery and methods of assessment, illustrated by this outline process diagram:

training process ideas and outline process 1. Assess and 2. Create 3. Consider 4. Plan training 5. Design materials, agree training training or learning styles and evaluation methods and needs and personality deliver training development specification Conduct some sort Having identified of training needs what you want to train and develop analysis. in people, you This commonly must break down happens in the the training or appraisal process. learning requirement into Involve the people manageable in identifying and elements. agreeing relevant aligned training. Attach standards or measures or People's learning styles greatly affect what type of training they will find easiest and most effective. Look also at personality types. Remember you are dealing with people, not objects. People have feelings as Consider evaluation training effectiveness, which includes before-and-after measurements. The Kirkpatrick model especially helps you to structure training design.

Consider modern innovative methods see the Businessballs Space for lots of providers and ideas. Presentation is an important aspect to delivery. See also meetings running and

Consider organizational values and aspects of integrity and ethics, and spirituality, love and compassion at work as well as skills. Look also at your recruitment processes - there is no point training people if they are not the right people to begin with. Why people leave also helps identify development needs.

parameters to well as skills and Consider Bloom's each element. knowledge. theory too, so that you can The 360 degree The Erikson understand what process and model is sort of for development you template and the wonderful are actually simple training understanding planner (also in more about this. addressing. pdf format) are team useful tools. So is the Johari Consider Window model. activities and Revisit the 'skillexercises. sets' and training Consider the team needs analysis and the group. See the self-study tools - they can Adair's design theory program help organize and helps. So does the tips below - the internet offers training elements Tuckman model. more opportunities assessment on a than ever. large scale.

workshops. Good writing techinues help with the design of materials. So do the principles of advertising - it's all about meaningful communication. There is a useful training providers selection template on the sales training page, which can be adapted for all sorts of providers and services.

There are many different training and development methods. On-the-job training, informal training, classroom training, internal training courses, external training courses, on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills training, product training, technical training, behavioural development training, role-playing and role-play games and exercises, attitudinal training and development, accredited training and learning, distance learning - all part of the training menu, available to use and apply according to individual training needs and organisational training needs. Training is also available far beyond and outside the classroom. More importantly, training - or learning, to look at it from the trainee's view - is anything offering learning and developmental experience. Training and learning development includes aspects such as: ethics and morality; attitude and behaviour; leadership and determination, as well as skills and knowledge. Development isn't restricted to training - it's anything that helps a person to grow, in ability, skills, confidence, tolerance, commitment, initiative, inter-personal skills, understanding, selfcontrol, motivation (see the motivation theory section), and more.

If you consider the attributes of really effective people, be they leaders, managers, operators, technicians; any role at all, the important qualities which make good performers special are likely to be attitudinal. Skills and knowledge, and the processes available to people, are no great advantage. What makes people effective and valuable to any organization is their attitude. Attitude includes qualities that require different training and learning methods. Attitude stems from a person's mind-set, belief system, emotional maturity, self-confidence, and experience. These are the greatest training and development challenges faced, and there are better ways of achieving this sort of change and development than putting people in a classroom, or indeed by delivering most sorts of conventional business or skills training, which people see as a chore. This is why training and learning must extend far beyond conventional classroom training courses. Induction Training is especially important for new starters. Good induction training ensures new starters are retained, and then settled in quickly and happily to a productive role. Induction training is more than skills training. It's about the basics that seasoned employees all take for granted: what the shifts are; where the notice-board is; what's the routine for holidays, sickness; where's the canteen; what's the dress code; where the toilets are. New employees also need to understand the organisation's mission, goals and philosophy; personnel practices, health and safety rules, and of course the job they're required to do, with clear methods, timescales and expectations. Managers must ensure induction training is properly planned - an induction training plan must be issued to each new employee, so they and everyone else involved can see what's happening and that everything is included. You must prepare and provide a suitable induction plan for each new starter. These induction training principles are necessarily focused on the essential skills and knowledge for a new starter to settle in and to begin to do their job. However there is great advantage in beginning to address personal development needs, wishes, opportunities, particular strengths, abilities, talent, etc., during or very soon after the induction process. The sooner the better. An organisation needs to assess its people's skills training needs - by a variety of methods - and then structure the way that the training and development is to be delivered, and managers and supervisors play a key role in helping this process. People's personal strengths and capabilities - and aims and desires and special talents (current and dormant) - also need to be assessed, so as to understand, and help the person understand, that the opportunities for their development and achievement in the organisation are not limited by the job role, or the skill-set that the organisation inevitably defines for the person. As early as possible, let people know that their job role does not define their potential as a person within or outside the organisation, and, subject to organisational policy, look to develop each person in a meaningful relevant way that they will enjoy and seek, as an individual, beyond the job role, and beyond work requirements.

If possible 'top-up' this sort of development through the provision of mentoring and facilitative coaching (drawing out - not putting in), which is very effective in producing excellent people. Mentoring and proper coaching should be used alongside formal structured training anyway, but this type of support can also greatly assist 'whole-person development', especially where the mentor or coach is seen as a role-model for the person's own particular aspirations. General training tips These tips apply essentially to traditional work-related training - for the transfer of necessary jobor work-related skills or knowledge. These tips do not apply automatically to other forms of enabling personal development and facilitating learning, which by their nature involve much wider and various development methods and experiences. When we give skills training to someone we can use this simple five-step approach: 1. prepare the trainee - take care to relax them as lots of people find learning new things stressful 2. explain the job/task, skill, project, etc - discuss the method and why; explain standards and why; explain necessary tools, equipment or systems 3. provide a demonstration - step-by-step - the more complex, the more steps - people cannot absorb a whole complicated task all in one go - break it down - always show the correct way - accentuate the positive - seek feedback and check understanding 4. have the trainee practice the job - we all learn best by actually doing it - ('I hear and I forget, I see and I remember, I do and I understand' - Confucius) 5. monitor progress - give positive feedback - encourage, coach and adapt according to the pace of development Creating and using progress charts are helpful, and are essential for anything complex - if you can't measure it you can't manage it. It's essential to use other training tools too for planning, measuring, assessing, recording and following up on the person's training. Breaking skills down into easily digestible elements enables you to plan and manage the training activities much more effectively. Training people in stages, when you can build up each skill, and then an entire role, from a series of elements, keeps things controlled, relaxed and always achievable in the mind of the trainee. Establishing a relevant 'skill set' is essential for assessing and prioritizing training for any role. It is not sufficient simply to assess against a job description, as this does not reflect skills, only responsibilities, which are different. Establishing a 'behaviour set' is also very useful, but is a more difficult area to assess and develop. Some tips to make training (and learning, coaching, mentoring) more enjoyable and effective:
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keep instructions positive ('do this' rather than 'don't do this')

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avoid jargon - or if you can't then explain them and better still provide a written glossary you must tailor training to the individual, so you need to be prepared to adapt the pace according to the performance once training has begun encourage, and be kind and thoughtful - be accepting of mistakes, and treat them as an opportunity for you both to learn from them focus on accomplishment and progress - recognition is the fuel of development offer praise generously be enthusiastic - if you show you care you can expect your trainee to care too check progress regularly and give feedback invite questions and discussion be patient and keep a sense of humour

Induction training tips:

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assess skill and knowledge level before you start teach the really easy stuff first break it down into small steps and pieces of information encourage pride cover health and safety issues fully and carefully try to identify a mentor or helper for the trainee

As a manager, supervisor, or an organisation, helping your people to develop is the greatest contribution you can make to their well-being. Do it to your utmost and you will be rewarded many times over through greater productivity, efficiency, environment and all-round jobsatisfaction. Leadership and management training and development Exercises that involve managing project teams towards agreed specific outcomes are ideal for developing management and leadership ability. Start with small projects, then increase project size, complexity and timescales as the trainee's abilities grow. Here are examples of other types of training and development. Training need not be expensive, although some obviously is; much of this training and development is free; the only requirements are imagination, commitment and a solid process to manage and acknowledge the development. The list is not exhaustive; the trainer and trainees will have lots more ideas:
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on the job coaching mentoring delegated tasks and projects reading assignments presentation assignments job deputisation or secondment external training courses and seminars distance learning evening classes

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hobbies - eg voluntary club/committee positions, sports, outdoor activities, and virtually anything outside work that provides a useful personal development challenge internal training courses attending internal briefings and presentations, eg 'lunch and learn' format special responsibilities which require obtaining new skills or knowledge or exposure video internet and e-learning customer and supplier visits attachment to project or other teams job-swap accredited outside courses based on new qualifications, eg NVQ's, MBA's, etc.

Training planning These guidelines essentially deal with conventional work skills training and development. Beyond this, issues of personal development and learning, for life, not just work, are the most significant areas of personal development to focus on. Beyond this, issues of personal development and learning, for life, not just work, are the most significant areas of personal development to focus on. To plan traditional training of work skills and capabilities that links to organizational performance improvement you must first identify the organizational performance needs, gaps, and priorities. These are examples of typical training drivers which give rise to training needs. It is rare to use all of these aspects in determining training needs - select the ones which are most appropriate to your own situation, the drivers which will produce the most productive and costeffective results, in terms of business performance and people-development: Examples of training drivers
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Customer satisfaction surveys Business performance statistics and reports. Financial reports and ratios. Competitor analysis and comparison, eg SWOT analysis. Management feedback on employee needs, including from appraisals. Training audits, staff assessment centres. Staff feedback on training needs. Director-driven policy and strategic priorities. Legislative pressures. Relevant qualification and certification programmes.

Use the results and indicators from the chosen driver(s) to produce prioritised training needs per staff type, which will logically enable staff and management to achieve improvements required required by the organization. TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society. IMPORTANCE OF TRAINING AND DEVEPLOMENT Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the

job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

METHODS OF TRAINING There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

1. Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: LECTURES DEMONSTRATIONS DISCUSSIONS COMPUTER BASED TRAINING (CBT) INTELLEGENT TUTORIAL SYSTEM(ITS) PROGRAMMED INSTRUCTION (PI) VIRTUAL REALITY

2. Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development The various methods that come under Behavioral approach are: GAMES AND SIMULATIONS BEHAVIOR-MODELING BUSINESS GAMES CASE STUDIES EQUIPMENT STIMULATORS

IN-BASKET TECHNIQUE ROLE PLAYS Both the methods can be used effectively to change attitudes, but through different means. Another Method is MANAGEMENT DEVELOPMENT METHOD MANAGEMENT DEVELOPMENT The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further divided into two parts:

ON THE JOB TRAINING The development of a manager's abilities can take place on the job. The four techniques for on the job development are: COACHING MENTORING JOB ROTATION JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

TRAINING SCENARIO IN INDIAN INDUSTRY

Objective of Research

1. 2. 3. 4.

To study the different types of training methods. To know the training methods used in S.E.C.L. To understand the traditional and modern methods of the Training and Development. To study the importance of Training and Development in Employee Development

RESEARCH METHODOLOGY RESEARCH PROBLEM: - A Project Report on Performance Appraisal of employees at Bajaj Allianz. DATA COLLECTION METHOD: All the data used here in Project is Secondary data. RESEARCH DESIGN: Descriptive research and qualitative type of survey are conducted . The descriptive research is description of the state of affairs as it exists at present such a result we were required in analytical form.

FINDING

1. 2. 3. 4.

Trained and Develop employees can work more efficiency. Training and Development employees more loyalty to an organization. Training and Development makes employees more useful to firm. Training enables employees to promotion easily. They can reliance the carrier goal comfortably and development helps in increase their morable. 5. Employees can avoid mistakes on the job. They can handle jobs with confidence. They will be more satisfied on their job. 6. Training and Development can contribute to higher. Production and fewer mistakes greater ob satisfaction and lower employed turnover. Also it can enable employees to cope up with organizational technological change.

CONCLUSION In this knowledge-based economy training helps people to learn how to do the things differently to the different things and development is that which help in improving the performance of employees by giving them opportunities for growth. Products are now increasing knowledge in tensive for this employer and responsible for providing opportunities for continued learning. To cope with challenge and competitiveness in the world, every organization needs the service of trained person for performing the activities in the systematic way. So training program plays a important role in individuals as well as organizational performance.

SUGGESTION

1. The company should give periodic training and development to the employee working in an organisation

2. It should be like long term training and development likes fundamental carrier class, basic carrier class which help the advisor in different stage.

3. New and modern method of tarinig and development should be adopted so as to benefit both employees and organization. 4. After training and development program of employees training effectiveness should be measured.

Bibliography

1. Aswathappa K, Human Resource & Personnel Management, Tata McGraw- Hill Publishing Co. Ltd., New Delhi, Sixth edition 2001,

2. Kothari C.R., Research methodology methods & techniques,

3. Prakasan publishing Co. Ltd., New Delhi, Sixth edition 2001.

4. Human Resources Management by P. Subarea.

Search engines 1. www.google .com 2. www.secl.com 3. www.wikipedia .com