HRM 4 - Training & Devt.

8/7/2019 HRM 4 - Training & Devt.

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Training : Concept

Training Any effort initiated by an organization to foster

learning among its members. More specifically, it provides

learners with the knowledge and skills needed for their

present jobs The firms training programs must make sense in terms of

the companys strategic goals.

Should prepare employees to keep pace with the

organization as it changes and grows


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Why training?

Training and development are a continuous effort designed to

improve employee competency and organizational

performance

Organizations today compete on the basis of competencies.

Training plays a central role in nurturing and strengthening

these competencies.

Rapidly changing technologies require that employees

continuously hone their KSAs to cope with new processes

and systems

Cost effectiveness

Employee promotion and advancement


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Training : Process

Phase I :

Needs Assessment

Organizational analysis

Task analysis

Person analysis

Phase II : Design

Instructional objectives

Trainee readiness

Learning principles

Phase III :

Implementation

On the job methods

Off the job methods

Phase IV : Evaluation

Reactions

Learning

Behavior

Results


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Phase I :

Needs Assessment

ORGANIZATION ANALYSIS

TASK ANALYSIS

PERSON ANALYSIS

..of environment, strategies & resources

to determine where to emphasize training

..of the activities to be performed in

order to determine the KSAs needed

..

of performance, knowledge & skills inorder to determine who needs training


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Phase II: Designing the training programme

Next step is to use the information gathered in the trng

needs analysis and designing the type of environment

which will enhance learning.

Training design should focus on at least four issues

Instructional objectives

Trainee readiness and motivation

Principles of learning and

Characteristics of trainers


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Instructional objectives are the desired outcomes of a

training programme in terms of the skill/knowledge to

be acquired and/or behaviours to be altered.

Trainee readiness should be assessed. Trainees should

be motivated on an ongoing basis by using positive

reinforcement, involving the participants and designing

interesting instructional material.

For motivating trainees :

1. Maximize the similarity between the training

situation and the work situation.

2. Provide adequate practice.

3. Direct the trainees attention to important aspects of

the job.


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4. At the start of training, a birds-eye view of the

material should be presented to facilitate learning.

5. A variety of familiar examples should be used

6. The information should be organized so that it can be

presented logically, and in meaningful units.7. Terms and concepts that are already familiar to

trainees should be used.

8. As many visual aids as possible should be used.


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Instructors/Trainers should have

Knowledge of subject

Adaptability

Sincerity

Sense of humour

Interest & enthuziasm

Create a perceived training need in the trainees minds.

Understand that the schedule is importantthe learningcurve goes down late in the day; less than full day

training is most effective.

and must provide

Clear instructions & individual assistance


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Firms utilize a number of methods for imparting knowledge and

skills to workforce. Usually more than one method, called

blended training, is used to deliver the training

On the job training Demonstration /

instruction

Coaching

Job rotation

Apprenticeship Training

Projects

Off the job training In-Basket Training

Instructor-Led

Case Study

Behavior Modeling

Role Playing

Business Games

Internships

Phase III : Training Implementation

(methods)


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On the job training

Involves employees training at their place or work; one of the

most commonly used method; little problems of transferring

what has been learned to the job.

Common types of On-job training:

Demonstration / instruction - showing the trainee how to do

the job

Coaching - a more intensive method of training that involves

a close working relationship between an experienced employeeand the trainee


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Job rotation - where the trainee is given several jobs in

succession, to gain experience of a wide range ofactivities

Apprenticeship Training Trainee works as an apprentice

with some senior professional to learn the nuances of the

trade.

Projects - employees join a project team - gives them

multi-disciplinary exposure to other parts of the business

and allows them to take part in new activities.


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Off the job training

Instructor-Led - Continues to be effective for many types ofemployee training and conveys specialized information in

relatively short time.

Case Study - Trainees study the case and make decisions based

on it; improves their diagnostic and analytical skills. Role Playing Participants respond to specific problems they

may encounter at work/roles by acting out real-world situations.

Used for areas such as interviewing, grievance handling,

performance appraisal reviews, leadership, team problemsolving, communication etc


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Business Games Cross department contests, team tasks

and games.

In-Basket Training - Exercise in which participant is askedto establish priorities for and then handle a number of

business papers or e-mail messages such as memoranda,

reports, and telephone messages that would typically cross

a managers desk. Internships Training - Summers

Behavior Modeling - Training method which permits a

person to learn by copying or replicating behaviors of

others.


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Training Delivery Systems

Corporate Universities

Colleges and Universities

Videoconferencing

Vestibule Training Computer-Based Systems

Video Media

E-Learning


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Corporate Universities

T&D delivery system provided under the umbrella of anorganization

Focus on creating organizational change

Proactive and strategic

Colleges and Universities

Primary delivery system for training professional,

technical, and management employees

Corporate training programs often partner with colleges

and universities


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Videoconferencing

Many firms use videoconferencing and satellite classrooms

for delivering T&D Interactive and offers flexibility and spontaneity of

traditional classroom

Global firms, in particular, can benefit

Increase access to training, ensure consistency of

instruction, and reduce cost of delivering T&D programs

Vestibule Training

T&D delivery system that takes place away from the

production area on equipment that closely resembles

equipment actually used on the job


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Removes employee from pressure of having to produce

while learning Emphasis on learning skills required by job

Video Media - DVDs, videotapes, and film clips continue

to be popular training delivery systems

E-Learning - Delivery system for online instruction.Available anytime, anywhere in the world, and in

different languages.


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Phase IV Evaluation

Training Effects to Measure (Kirkpatrick Model for

assessing training effectiveness)

Reaction of trainees to the program ( survey feedback)

Learningthat actually took place ( control group

experimentation, time series analysis)

Behaviorthat changed on the job ( observation,

behavioural assessment)

Results achieved as a result of the training ( assessing

utility and ROI, benchmarking)


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Development

Employee development consists of experiences and trainingopportunities designed to enhance employees knowledge

and skills.

The key difference between trng & devt. is that trng

addresses current performance problems, whereas devt.

focuses on preparing employees for future assignments.

Employee development tends to focus more on

senior/middle level managers. It contributes to business success as it helps in creating that

manager pool it requires to meet its changing present and

future needs.


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Development as a process in an organization involves -

Identifying managers with potential

Encouraging them to prepare and implement personal

development plans and

Ensuring that they receive the required development,

training and experience to equip them for more

demanding responsibilities within their own locations and

elsewhere in the organization.


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In order to successfully utilize a promote from within (PFW)

philosophy, companies must demonstrate a strong focus on

employee devt. to ensure that there is a steady supply of talent

to fill positions.

Of course, one potential drawback of spending time and money

on employee devt is that employees can choose to leave and

utilize those skills working for another company.


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Approaches to Management Development

The formal approaches to management developmentinclude:

Development on the job through coaching, counseling,

monitoring and feedback by managers on a continuous

basis associated with the use of performance managementprocesses to identify and satisfy development needs, and

with mentoring;

Development through work experience, which includes

job rotation, job enlargement, taking part in project teamsor task groups, 'action learning', and deputation outside

the organization;

Formal training by means of internal or external courses;


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Personality tests

Development centers - Like assessment centres

,

devt.centres are built around definitions of competence

requirements. Unlike assessment centres, however, devt.

centres look ahead at the competencies needed in the

future.

360-degree feedback systems

HRM 4 - Training & Devt.

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