Training

A learning experience in that it seeks a relatively permanent change in employees such that their ability to perform on the job improves. Changing skills, knowledge, attitudes, or behavior. Changing what employees know, how they work; or their attitudes toward their jobs, co-workers, managers, and the organization.

Development
Development refers to learning opportunities designed to help employees grow and to prepare for future job assignments.

Development involves changes in an organism that are systematic, organized, and successiveand are thought to serve an adaptive function.

Learning
Is viewed as enhancing one's knowledge, understanding or skills

Training Vs Development
Training is skill related Development is knowledge related Training is job related Development is field related Training is short term process Development is long term process Training is reactive process Development is proactive process

DISCUSSION
Training programmes are helpful to avoid personnel obsolescence Discuss Changes in the environment of business affect training and development function in human resource departments? Retraining is vital to retain people.

Objectives of training at org. level

To increase productivity To improve quality To help a company fulfill its future personnel needs To improve org climate Personal growth Obsolescence prevention

Need for training

Needed for newly recruited employees. For existing employees for higher level jobs. Fresher training for changes in technological . To make employee more productive. In case of transfer. To focus on HRD.

Advantages
Benefits of the organisation:More profitability Improve job knowledge & skills Improve the morale of the workforce Help create a better corporate image Fosters openness, trust Provides information for future needs org gets more effective decision making Improves mgt-labour relation Help employees adjust to change Assist in handling conflict, thereby reducing stress

Benefits to the individual

Helps in achieving self-development Provides information for improving leadership knowledge, communication skills, attitudes Helps eliminate fear in attempting new tasks Increases job satisfaction Moves a person towards personal goals

Training and Development and Other HRM Functions

Availability of training can aid in recruitment

Recruitment

Provide an additional source of trainees Effective selection may reduce training needs

Training may permit hiring less-qualified applicants

Training aids in the achievement of performance Training and development may lead to higher pay Training may include a role for the union

Selection Performance Appraisal Compensation Management Labor Relations

A basis for assessing training needs and results

A basis for determining employees rate of pay Union cooperation can facilitate training efforts

Training challenges
Competition is very intense. Companies are operating in a highly technical & global environment. The workforce is becoming even more diverse in terms of cultural values with the entry of more women, minorities & older people. Greater variation exists in the educational skills of entry-level workers.

Training challenges
Improper procedure designed to conduct need assessment Lack of collection of information to determine the usefulness of their own instructional programs Not having proper evaluation methods e.g, survey of Fortune 500 firms by Ralph & Stephan shows that (86%) most evaluations consist of trainee reactions that are written at the end of the course. Few efforts are made to collect information concerning performance changes by means of follow-up on the job.

The changing workplace & workforce

1.Changes in demographics of entry level persons in the workforce: Degree of workforce participation will have a serious impact on HRM A) The workforce will grow more slowly. Individuals in the entry pool will be less with inadequate basic skills B) proportion of the minority population will increase significantly (different ages, different racial groups)

The changing workplace & workforce

C) The composition will change to more older & more women. Old-age group(50-59 years)15% of workforce -2000 to 21% in 2010 Women workforce 47% of the labour workforce

2. Increasing Job Complexity

Trend of highly technological, sophistical systems to meet the needs of customers. Programmable automation will require highly trained workforce. New jobs require teams of workers & team members not only need to know their jobs but also other jobs also.

2. Increasing Job Complexity

Move from industrial to knowledge economy. Require continuous learning philosophy. Realization of the fact that Humans are the crucial resource & commitment to training & continuous learning is crucial to remain competitive. Outsourcing of training also(50% of the training budget). Jobs require associate degree. (education)

Shifts from manufacturing to service jobs

90% of the growth of jobs will be in the service sectors(1998-2008). This requires learning of interpersonal skills for service-oriented jobs.(people to people interaction)

Organizations & global markets

Mergers& acquisitions Manufacturing scattered over different countries needs training people all across the globe. Diversity in the work culture .

Training as a subsystem of HRD

Training analysis------- Organizational environment e.g, change in selection system will change level of training required. e.g, training system will impact performance e.g, change in position will require training program.

Systems Model of Training

Phase 4: Evaluation Phase 3: Implementation Phase 2: Design Phase 1: Needs Assessment
________________ Organization analysis Task analysis Person analysis ________________ Instructional objectives Trainee readiness Learning principles ________________ On-the-job methods Off-the-job methods Management development ________________ Reactions Learning Behavior transfer Results

Needs Assessment for Training

Competency assessment
Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs.
ORGANIZATIONAL ANALYSIS

of environment, strategies, and resources to determine where to emphasize training of the activities to be performed in order to determine the KSAs needed. of performance, knowledge, and skills in order to determine who needs training.

TASK ANALYSIS

PERSON ANALYSIS

Phase 2: Designing Training Programs

Issues in training design
Instructional objectives
Trainee readiness and motivation

Principles of learning Characteristics of successful trainers

Learning environment Learning is a relatively permanent change in knowledge or skill produced by experience. Learning environment refers to the dynamics of the training process .those components that support learning in the training setting.

Principles of Learning
Meaningfulness of presentation

Modeling

Goal setting

Individual differences
PRINCIPLES OF LEARNING

Feedback and reinforcement

Active practice and repetition

Massed-versusdistributed learning

Whole-versuspart learning

Figure 6.5

A Typical Learning Curve

High

Performance

Plateau
Low Time (weeks)

Characteristics of Successful Instructors

Knowledge of the subject Adaptability Sincerity Sense of humor Interest Clear instructions Individual assistance Enthusiasm

Phase 3: Implementing the Training Program

Choosing the instructional method
Nature of training Type of trainees Organizational extent of training

Importance of training outcomes

Training Methods for Nonmanagerial Employees

Apprenticeship Training Cooperative Training, Internships, and Governmental Training Classroom Instruction Programmed Instruction Audiovisual Methods Computer-based Training and ELearning On-the-Job Training (OJT) Simulation

Training Methods for Management Development

On-the-Job Experiences Seminars and Conferences Case Studies Management Games Role Playing Behavior Modeling

On-the-Job Experiences
Coaching Understudy Assignment Job Rotation Special Projects Action Learning Staff Meetings Planned Career Progressions

Role Playing

Behavior Modeling
Behavior Modeling
An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback. Involves four basic components:
Learning points Model Practice and role play Feedback and reinforcement

Laboratory or sensitivity training

Phase 4: Evaluating the Training Program

Criteria for Evaluating Training
Reactions

Behavior

Learning

Results
Figure 6.9

Emerging training technologies/modern methods

1.Distance learning program (technology reliability) 2.CD ROM &Interactive multimedia -multimedia is defined as a computer-driven, communication system for various types of text, graphic, video & auditory information -IVT (interactive video training) e.g, Ford motor company uses IVT for 4000 dealers to teach sales , service & product knowledge - PLATO( Programmed logic for automated teaching operations)

.Advantages of Web-based Training

Learning is self-paced. Training comes to the employee. Training is interactive. New employees do not have to wait for a scheduled training session. Training can focus on specific needs as revealed by built-in tests. Trainees can be referred to online help or written material

.Advantages of Web-based Training

It is easier to revise a computer program than to change classroom-training materials. Record keeping is facilitated. The computer program can be linked to video presentations. The training can be cost-effective if used for a large number of employees.

Emerging training technologies/modern methods

4 Intelligent Tutorial system uses artificial intelligence to assist in training or tutoring the participants. This system learns through trainee responses.

5.Virtual Reality (VR)

Virtual Reality is a training method that puts the participant in 3-D environment. The three dimensional environment stimulates situations and events that are experienced in the job. The participant interacts with 3-D images to accomplish the training objectives. This type of environment is created to give trainee the impression of physical involvement in an environment. To experience virtual reality, the trainee wears devices, like headset, gloves, treadmills, etc.

E.g, NASA, Motorola-VR training for machines

Special Training and Development Topics

Organization-wide training programs
Diversity training Crisis prevention training Global training

MCQ
which of the following is most important for HRD? to be clearly related to the organisations objectives to be clearly related to the expertise in the department to be flexible to be able to respond to sudden crisis to operate as an extension of the HRM department

MCQ
What may be particularly necessary as part of the training process where people are working in another country? e-learning discovery learning cross-cultural training activist learning

MCQ
Which of the following is not a stage in the systematic training cycle? evaluation assessing training needs planning the training job instruction on a one to one basis

MCQ
Which of the following is the best definition of a learning organisation? An organisation which facilitates the learning of all its members and continuously transforms itself. An organisation in which the managers are encouraged to develop An organisation which facilitates the learning of all its members in order to preserve the status quo An organisation which does a lot of training on an ad hoc basis

Which of the following is the best term to describe people who guide and suggest suitable learning experiences for their proteges? human resource directors line managers coaches mentors

MCQ
Performance Appraisal is a primary HRM process that links employees and organizations and provides input for other processes through these means 1.Identification, Measurement, Management 2.Assessment, Direction, Development 3.Recruitment, Selection, Onboarding 4.Skill, Effort, Responsibility

MCQ
The systematic process of making job valuation determinations about a job based upon its content and the way in which it actually functions within the organization is called Job Evaluation Job Determination Job Analysis Job Grading

MCQ
What factor can have a lasting impairment on a person's motivation to learn? a) Learning for work b) Learning which is challenging c) Learning which is instrumental d) A negative experience of learning

MCQ
Structured learning refers to learning that is: a) Learning that is imposed from above b) Planned and associated with specific outcomes c) Is theoretical in nature d) Is text book

Evaluation of T&D Processes

Methods - validity, reliability, utility? Quantifiable e.g. drop-out rates, absenteeism, wastage, complaints, time saved, cost savings. Happy sheets? The questions? Halo effect? Pre-course survey of needs/aims. Post- survey of achievement + transfer to work. Experience, reflection, planning, implementation, review. Evaluate course & tutor methods vs. the learning Performance tests (pre/post). Quizzes. Examinations. On-job demonstrations . Inspections Trainee & line-manager observation Appraisal Coaching/counselling Validation observe results of the course. Measure whether the training objectives are met Evaluation compare actual costs of the scheme against assessed benefits obtained Cost > benefits? redesign or withdraw the scheme.