Академический Документы
Профессиональный Документы
Культура Документы
Neetu Jain
TOPICS TO BE COVERED
What is Training?
Difference between Training & Development
Types of Training
Benefits of Training
competitive advantage
What is Training
Training refers to a planned effort by a company to
relatively permanent change in an individual that will improve his or her ability to perform on the job. -S.P.Robbins
there is a recognised difference between these concepts. employees are imparted job skills.
- Mc Farland
not merely skills(generalised & conceptual) in their present jobs but also competence for prospective higher responsibilities.
overcome deficiencies in their present performance. & Development provides employees with the abilities the organisation will need in the future. - Fitzgerald
(and the individuals own efforts )to enhance an individuals abilities to advance in his organisation to perform additional job duties.
behavior of the trainee, although development is still job related, it is much broader in scope.It enhances general knowledge related to a job as well as ability to adapt to a change. Thus training is narrow in scope. -Fitzgerald
Development
Conceptual and philosophical
Managerial personnel
Contents
2.
Participants
3.
Time period
4.
Focus
Total personality
5.
Reactive process
Proactive process
6.
TYPES OF TRAINING
1.ORIENTATION TRAINING
2.JOB TRAINING
3.SAFETY TRAINING
4.PROMOTIONAL TRAINI NG
5.REFRESHER TRAINING
6.REMEDIAL TRAINING
4.INTERNAL MOBILITY
competitive advantage
Investment in training can help gain competitive advantage.(necessity not luxury)
Boston Pizza International, Verizone Wireless, John Wieland homes and neighbourhood Home Depot , & Medtronic illustrate how training can contribute to companies competitiveness as trg has helped them in:
grow the business, and improve customer service, by providing employees with the knowledge and skills
Issues affecting companies and influencing training practices: customer service employee retention and growth doing more with less
quality and productivity
VERIZON: CSE receive 96 hrs of trg every yr .Trg takes a blended learning approach that involves simulation, classroom instruction and OJT. As a result of this trg, new customer service emps are meeting perf. goals faster and customers who call Verizon wireless with some question get prompt and friendly service becoz of their extensive trg .
MEDTRONIC: Set a goal of 15% annual growth, a goal of doubling the size of the company in five years. Engages employees in L&D, which links them to the co. mission to restore many people to full and productive lives and to make sure that products are available to patients who need them. BOSTON PIZZA INTERNATIONAL: 172 restaurants in Canada, and US. T& D Director noticed a skill gap in the stores mgr. Most of the mgrs understand boston pizza concept but lack the soft skills needed to be successful mgrs. As a result boston pizza college was started. At this college mgrs learn and practice skills needed for successful store mgt including professional conduct and coaching. This college has paid dividends. Reports from shoppers and quality assurance visits have improved since the trg began.also retention has increased in an industry where turnover is very high.
HOME DEPOT: is the worlds largest home improvement retailer with over 1500 stores in the U.S ,Canada and Merxico.Every yr abt 30000 Home depot associates participate in T & D activities designed to help their career and improve the cos productivity and cust satisfaction.
Every associate has a position curriculum which they are supposed to complete. The trg activities include printed material distributed to stores, onsite instructions and e learning prgs. co is providing trg to improve sales perf in the stores and to build leaders within the CO.
The Tata Management Training Centre (TMTC):
The Centre is today renowned as one of the foremost management training facilities in the country with prestigious national and international affiliations. TMTC is committed to knowledge sharing, personality development, training corporate leaders and developing managers
Library: GYANSAROVAR:
Gyansarovar has a collection of 14,000 titles, subscribes to 35 specialist Indian and foreign journals as well as popular magazines. It provides separate sections for reading or browsing through books, journals and viewing videos
business results
Providing educational opportunities for all employees An on-going process of performance improvement that is directly measurable not one-time training events The need to demonstrate the benefits of training to executives, managers, and trainees Learning as a lifelong event
senior management, training managers, and employees have ownership
Training used to help attain strategic business objectives helps companies gain a competitive advantage
TRAINING PARADOX
Train them to the point where you may loose them, and
then you wont loose them.This is training paradox. - Marks and Spencers can buy them for a short time but what keeps people excited is growing and learning. - HP Director of Education simultaneously increases his job security and desire to stay with the current employer.
CONCLUSION
Where vision is one year, Cultivate flowers Where vision is ten years, Cultivate trees Where vision is eternity, Cultivate people