Definition

It is any attempt to improve the

current or future employee
performance by increasing every
employees ability to perform through
learning, usually by changing the
employees attitude or by increasing
his/her knowledge.

- Prof. K B Akhilesh

Definition
Training, at its best, is a
set of processes aimed at
continuously improving
employee performance,
the performance of the
organization and the
professionalism of the
T&D function.

SOME MISCONCEPTIONS
Job

experience is a supplement
for supervised training
Training is about content, method
and trainer
Trainee satisfaction is a proof of
good training
Effective T & D is the
responsibility of T & D
department alone

SOME GLARING ISSUES

Poaching

trained workers is a major

problem-the training paradox

Corporate

commitment is lacking and

uneven
Training
Lack

as investment-a rhetoric????

of coordination between
businesses and schools

Why Training???
Knowledge

Competitive Edge
Changing nature of labor market
(Theory X and Y)
Task masters to Motivators
Skill Variety
Team work- The new business
units
Succession

Skill Categories
Technical
Interpersonal
Conceptual

Training
OD

vs. Development

vs. T & D

Learning
Evolving

and contingent

Organizational

strategy

Analysis -

Pre-training Environment
Top

Management

Resources
Is

training the solution?

Supervisor

focused

IS TRAINING THE SOLUTION????

We

are pattern seeking animals

Looking for causes/ diagnosis
It is inbuilt and unconscious
Diagnosis is critical to
performance
KLP
When diagnosis is not done
consciously, systematically &
carefully, it is still done!!

IS TRAINING THE SOLUTION????

Questions
Why

did Johnny do poorly on the

test??

Why

did Jane get hurt??

IS TRAINING THE SOLUTION????

Johnny:

Is it the teacher??
Is it something about Johnny??
Is it the particular subject??
Jane:

Was it Janes fault??

Was it her playmates??
Was it faulty bicycle (equipment)??

Workplace Settings
Why was the project not completed
on time??
Was it the teams fault??
Was it the fault of someone
particular in the team??
Was there a problem of resources??
Was there a lack of clarity about
deadline??
Was it the lack of abilities??

2 Key Take Aways

1.

Accurate diagnosis is important

2.

Diagnosis should be done

systematically, carefully &
consciously

Why Is Diagnosis Important??

It drives Remedies:
Consider the following diagnosis
by a manager of a performance
problem
Lack of ability
Lack of motivation
Poor Equipment

Individual ChAracteristics
Generation

Gaps

Motivation
Level

of job involvement

Locus

of control

Teaching old dog new tricks

New

Hiring

Experienced

employees set
ways of doing things

Need

for innovation

Conducting a training program

Identify

the needs

Design

and implement the

training

Evaluate

Effectiveness

Conducting a training program

Training needs
Performance
Job

Appraisals

Analysis

Organizational
HR

Survey

Analysis

An Overview of T & D Methods

On-the-Job

Training (OJT)

Induction/orientation
Coaching
Mentoring/shadowing
Apprenticeship
Job rotation
Training positions

An Overview of T & D Methods

[Contd.]
Off-the-job

training

Classroom instruction
Study/Education
Case Studies
Role Play
Simulation
Games
Programmed instruction
Internal training courses

VALIDITY/JUSTIFICATION
People

only strategic advantage???

The Resource based model
If strategy is about sustainability and non
limitability then the product/market logic is
flawed
The resource based approach has two basic
elements: RESOURCES and CAPABILITIES
The intangibility of resources and
capabilities to utilize them effectively
gives the organization a competitive
edge because they can not be easily
replicated

VALIDITY/JUSTIFICATION
People

only strategic advantage???

The Resource based model
How you see your people - a variable cost or an
asset?
They are unique (different from inanimate
assets)
Diverse
Non substitutable
Then
Mobilization of consent
the sum of peoples knowledge and expertise,
and social relationships, has the potential to
provide a non-substitutable source of
competitive advantage (Cappelli & Singh, 1992)

VALIDITY/JUSTIFICATION
People

only strategic
advantage???
The Resource based model
RARE- difficult to attain (diamonds are rare but

are they valuable? People with knowledge are

rare and valuable)
VALUABLE- exploiting opportunities/minimize
threats (A B de Villiers)
NON-SUBSTITUTABLE- strategically equivalent
(team culture)
IMPERFECTLY IMITABLE- difficult to imitate or
replicate (Apple was not the first to create IPod)

VALIDITY/JUSTIFICATION
Induction,

orientation
i. Indoctrination (internalized
control)
ii. Retention
iii. Satisfaction
a mediocre manager who
stays is infinitely preferable
to outstanding managers
who merely come and go
Henri Fayol

VALIDITY/JUSTIFICATION
Flexibility
Short
Self

of workforce

Case: NMUK

esteem and cynicism

Net result-Improved customer

satisfaction

VALIDITY/JUSTIFICATION
Quality
Improved

quality is a competitive
advantage
Japanese Management
Quality department
Quality systems like ISO 9000
Net

result-Improved customer
satisfaction

VALIDITY/JUSTIFICATION
New

ideas

Team

work
Supervisory attitudes
Culture
Publication

of T&D activities
Organization Image
High quality applicants
Net result-Improved customer
satisfaction

TYPICAL BARRIERS

No

return on investment
Operational constraints
Other priorities for spending

SELLING IT TO THE SIMPLE

MINDED
Reduced

accidents
Shorter processing time
Reduced scrape and wastage
Reduced re work
Reduced overtime/stoppage time

SECURING SENIOR
MANAGEMENT SUPPORT
Small

successes---build a gradual
momentum
Publicize success stories
internally
External publicity
Benchmarking
Networking line & top team
Develop schedules & time frames