Post on 30-Oct-2014
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TRAINING
EXCEL BOOKS
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9Chapter
Need For Training
Training
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Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Features of Training Increases knowledge and skills for doing a particular job
Focuses attention on the individual job.
Concentrates on individual employees
Gives importance to short term performance
Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover.
Need For Training 9-3
helps new recruits to perform assigned tasks effectively
helps existing employees to prepare for higher level jobs
enables existing employees to keep in touch with latest developments
permits employees to cope with changes brought in by frequent transfers
makes employees more versatile, mobile, flexible and useful to the organisation
bridges the gap what the employee has and what the job demands allows an employee to gain acceptance from peer groups readily
Training
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Training vs. Development
Training is concerned with teaching specific job related skills and behaviour. Development is future oriented training, focusing on the personal growth of the employee.
Training
Training vs. Development Learning D im ens ion Tra in ing D evelopm en t
Meant for Operatives Executives
Focus Current job Current and future jobs
Scope Individual employee Work group or organisation
Goal Fix current skill deficit Prepare for future work demands
Initiated by Management The Individual
Content Specific job related information General Knowledge
Time-frame Immediate Long term
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Training vs. Education
Training, more or less, is job oriented (skill) learning. Education, on the
other hand, is a person-oriented, theory-based knowledge whose main
purpose is to improve the understanding of a particular subject (a kind of
conceptual learning).
Training
Training Pitfalls Here is a checklist to avoid training pitfalls
Attempting to teach too quickly
Trying to teach too much
Viewing all trainees as the same
Giving very little time to practice
Offering very little to the trainee in the form of encouragement, praise or reward
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Training efforts are invariably based on certain learning oriented guidelines: Modelling: It is simply copying someone else's behaviour. (like showing the
videotapes of desired behaviour while at work) Motivation: For learning to happen, it is important to motivate the trainee first. Reinforcement: If behaviour is rewarded, it probably will be repeated. Positive reinforcement consists of rewarding desired behaviours. Feedback: Feedback helps an employee find where he stands. People learn
best if reinforcement is given as soon as possible. Spaced practice: Learning takes place easily if the practice sessions are
spread over a period of time. Whole learning: Employees learn better if the job information is given as an
entire logical process. Active practice: Learning is enhanced when trainees are provided ample
opportunities to repeat the task. Relevance: training should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs Environment: employees learn faster in comfortable environments
Learning Principles: The Philosophy of Training
Training
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Areas And Types of Training
Training is generally offered in the following areas
Training
Areas of training
Knowledge
Technical skills
Social skills
Techniques
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The various types of training that are commonly employed in present-day organisations may be listed thus.
Types of training
Training
Skills training: here certain basic skills like reading, writing, computing, speaking, listening, problem solving etc are taught Refresher training: here the focus is on short term courses that would help employees
learn about latest developments in their respective fields Cross functional training: this helps employees perform operations in areas other than
their assigned job. Team training: this is concerned with how team members should communicate with each other, how they should cooperate to get ahead, how they should handle conflictful situations, how to find their way using collective wisdom etc. Creativity training: this helps employees to think unconventionally, break the rules,
take risks, go out of the box and develop unexpected solutions. Diversity training: it aims to create better cross cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among a firm's employees Literacy training: this is generally offered to those employees with weak reading, writing or arithmetic skills.
Areas And Types of Training
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How to be more creative?
Training
Thermax: At Thermax (over 1200 employees nearly Rs. 600 crore turnover, 6 per cent attrition rate) high-potential individuals are given greater exposure, high
visibility and asked to chart out a career vision through an ongoing dialogue.
GCPL: Godrej Consumer Products Ltd’s (1052 employees, nearly Rs. 500 crore sales) talent management system allows bright employees to acquire a wide variety of skills through job rotation (e.g., sales systems, project management skills, IT skills, Team building skills etc.). Outstanding performers get salary increase instantaneously.
Sapient Corporation: (914 employees with over $ 202 million global sales). At Sapient employees work on 48-50 projects at any given time. Some of these are executed entirely by the local employees from their Gurgaon and Bangalore offices.
Johnson & Johnson: (1419 employees with over $ 41,000 million global sales) J&J constantly encourages its employees to upgrade their skills and knowledge through short-term programmes at institutes like the IIMs, XLRI etc. apart from rotating employees on challenging tasks.
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Monsanto India: (354 employees with nearly $ 5,000 global sales) Monsanto sets stiff targets for employees, but trains employees with a rare rigour so that they get a fair shot at those. People identified as future leaders are given internal international positions.
P&G: (Over Rs. 750 crore sales and powerful brands like Vicks, Tide, Ariel, Pantene, Whishper, Pampers, Head and Shoulders, etc.) P&G relies on the promote-from-within philosophy’. It hires freshers straight out of B-school, trains and empowers them to handle challenging jobs from day 1. Says a new recruit from IIM Ahmedabad: “I am two months old in the company and already handling a new brand launch”.
[BT-Hewitt Study, 2003; BT-Mercer-TNS Study, 2004; Grow Talent Study, B. World, 1.9.2003 and 6.12.2004]
Training
How to be more creative?
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A Systematic Approach To Training A systematic approach to training would consist of three phases: training needs assessment, implementation and evaluation
Training
Training needs assessment
Training efforts must aim at meeting the needs of the organisation and the individual employees. This, essentially, involves three types of analysis:
a. Organisational analysis: This is a study of the entire organisation in terms of its objectives, utilisation of resources to achieve objectives etc.
Analysis of objectives
Resource utilisation analysis
Environmental scanning
Organisational climate analysis
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b. Task or role analysis: this is a detailed examination of a job, its
components, its various operations and conditions under which it has to be
performed.
c. Person analysis: here the focus is on the individual in a given job;
whether training is needed, whether the employee is capable of being
trained, and the areas where the training is needed. 00
Training
Training needs assessment
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Data sources used in training needs assessment
Training
Organisational Analysis Task Analysis Person Analysis
Organisational goals and objectives Job descriptions Performance data or appraisals
Personnel inventories Job specifications Work sampling
Skills inventories Performance standards Interviews
Organisational climate analysis Performing the job Questionnaires
Efficiency indexes Work sampling Tests (KASOCs)
Changes in systems or subsystems Reviewing literature on Customer/employee (e.g., equipment) the job attitude surveys
Management requests Asking questions about Training progressthe job
Exit interviews Training committees Rating scales
MBO or work planning systems Analysis of operating CITproblems
Customer survey/satisfaction data Diaries
Devised situations (e.g., role play)
Assessment centers
MBO or work planning systems
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Training
d. Identify training objectives: Training objectives can be of three types
Objectives of training
OBJECTIVE
Innovative Problems Solving Regular
Anticipa ting problem s Training clerks to O rientationbefore they occur reduce com p laintsTeam bu ild ing Train ing superv isors Recurring train ing ofsessions w ith the in com m un ications in terviewersdepartm ents to reduce grievances
Re fresher courses onsafety procedures
Training needs assessment
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e. Training methods: Formal training methods include on the job training covering job instruction training, coaching, mentoring, job rotation,
apprenticeship training, committee assignments etc and off the job training including lectures, conference, simulation exercises and programmed instruction.
f. Evaluation: Evaluation helps in controlling and correcting the training programme.
Training
Training needs assessment
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On The Job Training Methods
Training
Job instruction training (JIT): This is training directly received on the job. Here the trainee receives an overview of the job. The trainer actually demonstrates the hob and the trainee is asked to copy the trainer’s way. The trainee, finally, tries to perform the job independently.
Merits and demerits of job instruction training
Merits Demerits
Trainee learns fast through practice and observation. The trainee should be as good as the trainer.If the trainer is not good, transference ofknowledge and skills will be poor.
It is economical as it does not require any special While learning, trainee may damage equipment,settings. Also, m istakes can be corrected immediately. waste materials, cause accidents frequently.
The trainee gains confidence quickly as he Experienced workers cannot use the machinerydoes the work himself in actual setting with while it is being used for training.help from supervisor.
It is most suitable for unskilled and semi-skilled jobswhere the job operations are simple; easy to explain
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Coaching: Here the supervisor explains things and answers questions;
throws light on why things are done the way they are; offers a model for
trainees to copy, conducts lot of decision making meetings, and allows
trainees freedom to commit mistakes and learn .Coaching, thus, requires
lot of teaching skills.
Mentoring: The use of an experienced person to teach and train
someone with less knowledge and experience in a given area is known as
mentoring. The mentor nurtures, supports and guides the efforts of young
persons by giving appropriate information, feedback and encouragement
whenever required.
Training
On The Job Training Methods
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Training
Functions of Mentoring
Merits and demerits of Mentoring
M e r i t s D e m e r i t s
There is an excellent opportunity to learn It m ay c reate feel ings of jea lousy am ong quick lythrough continuous interaction. other w orkers whoare not able to show equally good performance.
Constant guidance helps the mentee If mentors form overly strong bonds withto be on track, using facilities to good trainees, unwarranted favouritism may result.advantage. This can have a demoralising effect on other workers,
affecting their work performance in a negative way.
Good m entors......
Listen and understandChallenge and stimulatelearning
Coach
Build self-confidence
Provide wise counsel
Teach by example
Act as role model
Share experiences
Offer encouragement
Good mentees......
ListenAct on Advice
Show commitment to learn
Check ego at the door
Ask for feedback
Are open m inded
Are willing to change
Are proactive
Successfu lMentoring
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Training
Job rotation: This kind of training involves the movement of trainee from one job to another.
On The Job Training Methods
Merits and demerits of Job rotation
Merits Demerits Improves participant’s job skills, job satisfaction Increased workload for participants
Provides valuable opportunities to network within Constant job change may produce the organisation stress and anxiety
Offers faster promotions and higher salaries to Mere multiplication of duties do not quick learners enrich the life of a trainee
Lateral transfers may be beneficial in rekindling Development costs may shoot up when enthusiasm and developing new talents trainees commit mistakes, handle tasks
less optimally
Apprenticeship training: Most craft workers such as plumbers, carpenters
etc are trained through formal apprenticeship programmes. In this
method, the trainees are put under the guidance of a master worker
typically for 2-5 years.
Committee assignments: In this method, trainees are asked to solve an
actual organisational programme working along with other trainees.
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Training
On The Job Training Methods
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Training
Off The Job Training Methods
Vestibule training: It occurs off the job on equipment or methods that
are highly similar to those used on the job.
Role playing: This is a development technique requiring the trainee to
assume a role in a given situation and act out behaviours associated with
that role.
Lecture method: Here the instructor organises the study material on a
specific topic and offers it to a group of trainees in the form of a talk.
Conference or discussion method: In this method the trainer delivers
a lecture and involves the trainees in a discussion so that the doubts
about the job to be undertaken get clarified.
Programmed instruction: This is an approach that puts material to be
learned into highly organised logical sequences that require the trainees
to respond
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Training
Evaluation of A Training Programme
Training can be evaluated at five levels: reaction, learning, behaviour, organisation and results.
Important decision points in training evaluation may be listed thus;
Important decision points in planning training evaluation Should an evaluation be made? Who should evaluate? What is the purpose of evaluation? What will be measured? How comprehensive will the evaluation be? Who has the authority and responsibility? What are the sources of data? How will the data be collected and evaluated? How will the data be analysed and reported?
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Training
Methods of evaluation
Questionnaires
Tests
Interviews
Studies
Human resource factors
Cost benefit analysis
Feedback.