HRM - Excel Books - Chapter 09

8/9/2019 HRM - Excel Books - Chapter 09

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TRAINING

EXCEL

BOOKS

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9

Chapter


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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 higherproduction, fewer mistakes, greater job satisfaction and lowerturnover.


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Need For Training

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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 anemployee 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 ofthe employee.

Training

Training vs. Development

Learning Dimension Training Development

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 PitfallsHere 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, praiseor 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 thevideotapes 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 arespread over a period of time.

Whole learning: Employees learn better if the job information is given as anentire logical process.

Active practice: Learning is enhanced when trainees are provided ampleopportunities to repeat the task.

Relevance: training should be as real as possible so that trainees cansuccessfully transfer the new knowledge to their jobs

Environment: employees learn faster in comfortable environments

Learning Principles: The Philosophyof 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 inpresent-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 employeeslearn about latest developments in their respective fields

Cross functional training: this helps employees perform operations in areas other thantheir assigned job.

Team training: this is concerned with how team members should communicate witheach other, how they should cooperate to get ahead, how they should handle conflictfulsituations, 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.

iversity training: it aims to create better cross cultural sensitivity with the aim offostering 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 percent attrition rate) high-potential individuals are given greater exposure, highvisibility and asked to chart out a career vision through an ongoing dialogue.

GCPL: Godrej Consumer Products Ltds (1052 employees, nearly Rs. 500 croresales) talent management system allows bright employees to acquire a widevariety of skills through job rotation (e.g., sales systems, project management

skills, IT skills, Team building skills etc.). Outstanding performers get salaryincrease instantaneously.

Sapient Corporation: (914 employees with over $ 202 million global sales). AtSapient employees work on 48-50 projects at any given time. Some of these areexecuted entirely by the local employees from their Gurgaon and Bangaloreoffices.

ohnson & Johnson: (1419 employees with over $ 41,000 million global sales)

J&J constantly encourages its employees to upgrade their skills and knowledgethrough short-term programmes at institutes like the IIMs, XLRI etc. apart fromrotating employees on challenging tasks.

Cont


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Monsanto India: (354 employees with nearly $ 5,000 global sales) Monsantosets stiff targets for employees, but trains employees with a rare rigour so thatthey get a fair shot at those. People identified as future leaders are given internalinternational 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 thepromote-from-within philosophy. It hires freshers straight out of B-school, trainsand empowers them to handle challenging jobs from day 1. Says a new recruitfrom IIM Ahmedabad: I am two months old in the company and already handlinga 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 interms 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

Trainingneedsassessment


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Data sources used in training needsassessment

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., roleplay)

Assessment centers

MBO or work planning systems


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Training

d. Identify training objectives: Training objectives can be of threetypes

Objectives of training

J TIVE

Innovative roble s olving eg lar

Antici ting r l s Tr ining cl rks t ri nt ti n

bef re t ey cc r r educe c l ints

Team building Training super is rs ecurring training f

se ssions w ith the in com m un ications in terv ie we rsdepartments t r educegrievances

efres er c urses nsafetypr cedures



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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



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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 trainers way.

The trainee, finally, tries to perform the job independently.

Merits and demerits of job instructiontraining

Merit emerit

r i ee lear fast t r r acticeand ser ati n. e traineeshould eas oodas the trainer.If the trainer isnot ood, transferenceof

nowledgeandskillswill e oor.

It iseconomical as it doesnot requireanyspecial hile learning, traineemaydamageequipment,

settings. Also, mistakescan ecorrected immediately. wastematerials, cause accidents frequently.he traineegainsconfidencequicklyashe Experienced workers cannot use themachinery

does theworkhimself inactual settingwith while it is eingused for training.help from super isor.

It ismost suitable forunskilledandsemi-skilled jobswhere the joboperationsaresimple; easy toexplain


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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



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Training

Functions of Mentoring

MeritsanddemeritsofMentoring

Merits Demerits

There is an excellent opportunity to learnIt may create feelings of jealousy among quicklythrough continuous interaction. other workers who

are 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.

Goodmentors......

L i s ten and unders tand

Cha l lenge and s t i

ulatelearning

C o a c h

Bu i ld se l f-con f iden ce

Provide

i se counse l

Teach by exa

p leAct as role

ode l

Sha re e x pe r ienc es

Of fe r encourage

e n t

Goodmentees......

L is ten

Act on Advice

S h o

co

it

ent to learn

Check ego a t the door

Ask fo r feedback

Are o pen

i nded

Are

i l l ing to change

Are p roa c t ive

Successful

Mentoring


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Training

Job rotation: This kind of training involves the movement of trainee fromone job to another.


Merits and demerits of Job rotation

Merits Demerits

Improves participants job skills, job satisfaction Increased workload for participants

Provides valuable opportunities to network within Constant job change may producethe organisation stress and anxiety

Offers faster promotions and higher salaries to Mere multiplication of duties do notquick learners enrich the life of a trainee

Lateral transfers may be beneficial in rekindling Development costs may shoot up whenenthusiasm and developing new talents trainees commit mistakes, handle tasks

less optimally


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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.

Committeeassignments: In this method, trainees are asked to solve an

actual organisational programme working along with other trainees.

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Training



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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 ordiscussion 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 ofA 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.

HRM - Excel Books - Chapter 09

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