Unit-1 Definition, Concept and Phases of Training

DEFINITIONS:
Training is a set of activities that provides the opportunity to acquire and improve job-related skills. (schermerhorn, Hunt and Osborn: 2004) Training is a process of altering employees behavior and attitudes in a way that increases the probability of goal attainment. (Irwin: 2004) Training is a planned effort by a company to enable employees to learn job related competencies.

CONCEPT: TRAINING

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is usually a short term skill development exercise meant for nonmanagerial employees either to learn a job or overcome their deficiency in the performance of the present job.

It is a highly useful tool which can bring an employee into a position where he can do his job correctly , effectively and efficiently: a) correctly in that he can apply whatever he has been taught, b) effectively, in that he may be in a position where he can perform to the expected standards, c)efficiently, in that he may put their maximum effort at the right time. Training is closely related with education and development but needs to be differentiated from these terms.

DIFFERENCE BETWEEN TRAINING, DEVELOPMENT AND EDUCATION

TRAINING
It is work or task based

DEVELOPMENT
General enhancement and growth of an individual skills and abilities through conscious and unconscious learning It is person oriented and prepares for future work demands

EDUCATION
Deals with the higher order knowledge

It is job oriented and provides knowledge and skills

Provides theoretical and conceptual framework

DIFFERENCE BETWEEN TRAINING, DEVELOPMENT AND EDUCATION

TRAINING
Changes brought about are easily observable in a short duration

DEVELOPMENT
Changes are not immediately observable and take longer duration

EDUCATION
Increases the variability of individual differences.

FEATURES OF TRAINING
Training objectives are tied to organizations business objectives and industry skill standards. Training activities are interactive and experimental, and include regular opportunities to integrate the knowledge and skills learned into solving problems commonly encountered on the job Training is modular so it can be adapted to workplace schedules.

CONT
Training is delivered just in time. Training uses technology and materials that are comparable to those used on the job. Trainees are provided regular, ongoing feedback concerning their progress while in the training programme. Trainees are assessed at the completion of training to ascertain learning gains and overall training performance.

CONT
Training builds employees understanding that learning is an integral and ongoing component of successful work performance. Training staff is highly skilled and well trained. Trainer is well versed in job performance requirements and has industry based experience. Evaluation is must to assure training quality.

NEED/SIGNIFICANCE/RELEVANCE
Tell me and I forget, teach me and I remember, involve me and I learn -Benjamin Franklin

NEED/SIGNIFICANCE/RELEVANCE
T Technological Changes R Requirements of the job A Amplification of skills and competency I Internal Mobility N Nurturing and retaining talent I Improving organizational climate N New environment G Growth of the individual and organization

OBJECTIVES OF TRAINING
To achieve a change in the behavior of those trained. To acquire new skills, technical knowledge, and problem solving ability. To meet individual and organizational needs. To reduce cost and wastage. To lessen learning period. To increase productivity. To improve quality of work life.

BENEFITS OF TRAINING
B: Behavioral changes, better productivity E: Employee morale N: New skills E: Economical, establishes +ve org. climate F: Fill future manpower needs I: Improved performance T: Time of learning reduces S: Safety, self confidence

Optimum Utilization of Human Resources Training 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 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

CONT
Development of skills of employees Training 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.

Quality Training and Development helps in improving upon the quality of work and worklife.

CONT
Better use of resources: well trained employees make better use of machines and materials avoiding spoilage and wastage. Reduced supervision: Trained employees need less guidance. Greater flexibility: Trained employees are more flexible and fit into changing business environment.

NEED AND TYPES OF TRAINING

New Environment: New employee is unaware about the environment in the organization, therefore should be given training to make him familiar. (Induction /orientation) Lack of Trained personnel: Workers with little or no training requires training to perform there jobs efficiently. ( Job Training) Advancement in Technology: Rapid Technological changes creates new jobs requiring new skills. Training helps to provide mastery in new methods and machines.

CONT.

Faulty Methods: Some employees might have picked up defective ways of doing work which may result in wastage and inefficiency. Training is required to remove these defects and to teach them corrects and behavior patterns. (Remedial training). Prevention of accidents: Trainings are imparted to prevent industrial accidents and promote safety consciousness. ( Safety Training ). Career Development: when people working at lower levels are promoted they are required to undergo training to perform higher level of jobs which provides opportunities for

EXAMPLE OF TRAINING

Reliance Industries Limited is one of the largest private sector companies in India with a 24,000 strong workforce. This fortune 500 company has won several awards for its training policies and programmes. For example, in 2007, it won the Golden Peacock National Training Award, the American Society for Training and Development (ASTD) Excellence in Practice Award and the CNBC-TV18-instituted jobstreet.coms jobseekers Employer of Choice Award. The company believes in people empowerment through five scalable approaches-greater knowledge, opportunity, responsibility, accountability and reward.

Reliance Industries has spent almost a total of 160,253 man-days over the years to train its employees. Its training objective is to groom people both in the personal as well as professional capabilities. The company believes in achieving competitive advantage through consistently efficient human capital. It has a wide range of varied customized training programmes to cater to the specific needs of the assorted workforce and meet its strategic goals. For instance, it has several target oriented training programmes for its employees like the ones for competency development and soft skills learning.

It also conducts 360 other programmes to meet the diverse skills needs of its employees. One such unique training programme for new recruits is called the Dronacharya Scheme. Under this programme, senior personnel (Dronacharya) take charge of two to three new employees (the Arjunas) and train them intensively for independent positions in three to six months. Through its different training programmes, the company seeks to develop competitive advantage through its human capital.

The example of Reliance showcases the significance of training programmes in the accomplishment of corporate goals.

THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP. Mark Twain

TRAINING NEED ANALYSIS

i.

ii.

Need Assessment is the first step in the instructional design process , And if it is not properly conducted any one or more of the following situation could occur; Training program may have the wrong content, objectives or methods. Trainees may be sent to training programme for which they do not have basic skills, prerequisite skills or confidence needed to learn.

CONT..

iii. Training will not deliver the expected learning, behavior change or financial results that the company expects. Iv. Money will be spent on training programmes that are unnecessary because they are unrelated to the company's business strategy.

CAUSES AND OUTCOMES OF NEED ASSESSMENT

Reasons for pressure points. Lack of basic skills Poor performance New technology Customer request New products What is the context outcomes What trainees need to learn. Who receives training Type of training

Task analysis

Person analysis

Frequency of training . How training should be evaluated. Organizatio nal analysis

Higher performance standards

New jobs Who needs training.

In what do they need training.

WHO SHOULD PARTICIPATE IN NEED ASSESSMENT

Because goal of need assessment is to determine whether a training need exists , who it exists for, and what task needed to be trained , it is important to include managers, trainers, and employees in the need assessment .

QUESTIONS THAT UPPER,MID LEVEL MANAGERS AND TRAINERS ARE INTERESTED IN ANSWERING FOR ANALYSIS.
Upper level managers Organizational analysis Is training important to achieve business objectives? How it supports to our business strategy? What functions or business units needs training? Mid level managers Trainers

How much budget they want to devote on training.

Do I have the budget to buy training service? Will managers support training? budget How will I identify which employee need training?

Person analysis

who should be trained? Professional? Core employees? for what jobs can training make the biggest difference in the product quality or customer service

Task analysis

Does the company have the people with the knowledge ,skills, and ability to compete in the market place

What task should be trained? What knowledge. Skills, ability or other characteristics are necessary.

METHODS USED IN NEED ASSESMENT

Observation Questionnaires Interviews Focus Groups Documentations

THE NEED ASSESSMENT PROCESS

Organizational analysis

Person analysis

Task analysis

ORGANIZATIONAL ANALYSIS
o

Involves identifying whether training supports the company's strategic decision Whether manager, peers, and employees supports the training activity. What training resources are available.

PERSON ANALYSIS
Helps to identify employees who need training i.e. whether employees current performance or expected performance indicates a need for training. The need for training results from pressure points such as performance problem, changes in job, use of new technology etc..

PROCESS FOR ANALYZING THE FACTORS THAT INFLUENCE PERFORMANCE AND LEARNING
Person characteristics: knowledge, skills, ability and attitude

Input: instruction that tells employees what when and how to perform.
Output: job performance standard

Consequences: incentives to perform well

Feedback: information received while performing

Motivation to learn

TASK ANALYSIS
Select the job or jobs to be analyzed. Develop a preliminary list of tasks performed on job. Once the tasks are identified , it is important to identify knowledge, skills, abilities necessary to perform each task.

METHODS USED IN TRAINING NEEDS ASSESSMENT

Individual Analysis Performance appraisal Work Sampling Interviews Questionnaires Attitude survey Training progress Rating scales Observation of behaviour

METHODS USED IN TRAINING NEEDS ASSESSMENT

Group or Organisational Analysis Organisational goal and objectives Personnel/ Skill inventories Organisational climate indices Efficiency indices Exist interviews MBO or work planning systems Quality circles Customer survey/ satisfaction data

IDENTIFYING SPECIFIC PROBLEMS

Such problems are: productivity, high costs, poor material control, poor quality, excessive scrap and waste, excessive labour-management troubles, excessive grievances, excessive violation of rules of conduct, poor discipline, high employee turnover and transfers, excessive absenteeism, accidents, excessive fatigue, fumbling, discouragement, struggling with the job; standards of work performance not being met, bottlenecks in production, deadliness not being met, and delayed production.

INTERVIEWING AND OBSERVING THE PERSONNEL ON THE JOB

Interviewing personnel and direct questioning and observation of the employee by his supervisors may also reveal training needs.

PERFORMANCE APPRAISAL
An analysis of the past performance records of the perspective trainee and comparing his' actual performance ; the target performance may provide clues to specific interpersonal skills that may need development.

QUESTIONNAIRES

Questionnaires may be used for eliciting opinions of the employees on topics like communication, satisfaction, job characteristics, their attitude towards working conditions, pay, promotion policies etc. These will reveal much information about where an employee's skills and knowledge are deficient.

CHECKLIST

The use of checklist is a useful supplement to interviews and observations. Through it, more reliable information can be obtained and the data got are quantifiable. This facilitates evaluating the training programme's effectiveness.

MORALE AND ATTITUDE SURVEYS

An occasional personnel audit may be conducted to forecast future promotions, skill requirements, and merit rating, to initiate informal discussions and an examination of records and statistics regarding personnel, production, cost, rejects and wastages. All these generdlly reveal the potential problems to be tackled through training programmes.

Thank you