TRAINING AND DEVELOPMENT

Presented by Shalini Rawat Renu Sharma

DEFINITION

Training is a set of activities that provide the opportunity to acquire and improve job related skills.

TRAINING ?
Existing Skills Knowledge Attitudes

Required Skills Knowledge Attitudes

Training helps to bridge the gap

TRAINING PROCESS PYRAMID

Planning training
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Designing training

Evaluating training

METHODS OF TRAINING
CASE DISCUSSION ROLE PLAYS GROUP DISCUSSION MANAGEMENT GAMES

CASE DISCUSSION
This is an excellent medium for developing analytical skills. Started by Harvard Business School , this method is a narrative account of series of events around a specific problem. The main focus of the case study should be on thinking and deciding about the many ways of solving the problem, and analyzing the factors which may have contributed to the situation.

ROLE PLAY
A technique in which some problem is presented , then spontaneously acted out. This acting out is followed by discussion and analysis to determine what happened and why and how the problem could be handled better in future.

GROUP DISCUSSION
It is defined as process of reactions and counter reactions between two or more than two persons, on a common subject, with the objective of achieving some specific results or conclusions.

MANAGEMENT GAMES

A MG is a training exercise in an administrative or business context. It is a simulation of an administrative situation in which the constraints and pressures of day to day work environment are duplicated and the participant is placed in the midst of situation to find a solution. The participants are grouped into different teams representing different organizations, which are competing in the same area of administration. They are given specific objectives for which they have to take decisions.

TRAINING DESIGN
STEPS INVOLVED stating the training objectives Identifying the learning activities & methodologies Sequencing the activities

ASPECTS OF TRAINING DESIGN

1. Organizational Purpose: Why, what, how, aspects of going for training from a business point of view. 2. The trainee Characteristics: Age, education, experience, language, disabilities, learning styles, motivation levels. 3. Nature of Learning: Gaining knowledge, acquiring skill, changing attitude, enhancing motivation.

TRAINING STRUCTURE
There are basically three types of structure: 1. Linear structure: In this lessons are arranged logically one after the other from beginning to conclusion or from simple to complex., e.g. Introduction Objectives Scope Limitation conclusion

2.SPIRAL STRUCTURE
In which easier topics of all the interrelated subjects are taught first, then next level is covered and then the final level. E.g. Personality labs to be pursued level wise.

3.MODULAR STRUCTURE
In which a programme is divided into small independent units with clear cut beginning and ending. This helps the learner to begin at any module any time without having to complete the initial modules since they are independent from one another.

Training Need Analysis

The bigger picture

Organisational performance

Employee performance

Employee Skills, Knowledge and Attitudes

Employee education, experience and training

Training?

Existing Skills Knowledge Attitudes

Training helps to bridge the gap

Required Skills Knowledge Attitudes

TNA PROVIDES BASES FOR PREPARING THE OBJECTIVES.

Objectives serve three main purpose: what has to be achieved by the end of training to provide sequence in which training should take place. indicator to the type of strategy to be used.

Training Need Analysis (TNA)

Existing Skills Knowledge Attitudes

TNA is a tool to identify the gap

Required Skills Knowledge Attitudes

TNA (Step 1): Future performance

What are the goals for the future performance of our organisation? profit growth customer base new products ? ?

Existing performance

Future performance

TNA (Step 2): Challenges

What are we concerned about? Whatre the challenges today? What challenges we are likely to face in the future?

Existing challenges

Future challenges

TNA (Step 3): Employee performance

In what way our employees should start performing differently to help us meet the challenges and take us to the goals?

Existing performance

Future Performance

TNA (Step 4): New Skills, knowledge and Attitudes

In order for our employees to perform differently, what kind of new Skills, Knowledge and Attitudes they need to have?

Existing Skills Knowledge Attitudes

Required Skills Knowledge Attitudes

TNA (Step 5): Training needs

Now that we know what kind of new Skills, knowledge and Attitudes are required for our employees, how can we bridge the gap?

Existing Skills Knowledge Attitudes

Required Skills Knowledge Attitudes

Thank You