HUMAN RESOURCE MANAGEMENT MMS (SEM II)
Chapter 4
TRAINING & DEVELOPMENT
Prof. Sonali Murzello
Meaning
In simple terms, training and development refer to
imparting of specific skills, abilities and knowledge.
Training: It refers to as teaching specific skills
and behavior. It is more narrowly focused and oriented towards short-term performance.
Development: It refers to the learning
opportunities designed to help employees grow. It tends to be oriented more toward broadening an individuals skills for the future responsibilities.
Training v/s development
Training
Learn specific behaviours Short Term Tries to improve a specific skill relating to a job (mostly technical or mechanical) Meet current requirements of a job; aims at improving employee performance on a currently held job.
Item
Focus Time Frame Process
Development
Understand and interpret knowledge Long Term Aims at improving the total personality of an individual (largely analytical and conceptual) Meet future challenges of the job and the individual; aims at providing learning opportunities designed to help employees grow. Qualified people available when needed, promotion from within possible.
Goal
Performance appraisal, cost- Effectivene benefit analysis, passing ss tests or certification Measures
Need for Training
Newly recruited employees require training so as
to perform their tasks effectively. Training is necessary to prepare existing employees for higher level jobs (promotion) Existing employees require refresher training so as to keep abreast of latest developments in job operations. Training is necessary when one person moves from one job to another (transfer). Training is needed to bridge the gap between what the employee has and what the job demands (to make employees more productive and useful in the
Functions of a training program
Acquiring knowledge
Change in attitudes
Helping to put theory into practice Helps to evaluate abilities, competencies Enhances problem solving and decision
making ability
Improves performance
Systems Model of Training
PHASE 3 Evaluation
PHASE 2 Design and Delivery
PHASE 1 Needs assessment
Phase 1: Conducting the Needs Assessment
To make sure that the training is focused on priority
issues, managers should approach needs assessments by using the 3 different types of analysis:
Organization Analysis: It is the examination of the
environment, strategies and resources of the organization to determine where training emphasis should be placed.
Task Analysis: Process of determining the content of
training program based on the tasks and duties involved in the job.
Person Analysis: Determination of the specific individuals
who need training.
Phase 2: Designing The Training Program
Once training needs are identified, objectives
should be set to begin meeting these needs. Desired outcomes of training program can be decided. Deciding the trainees (individuals who will undergo training) and trainer is the next step. Understanding principles of learning: Modeling, Reinforcement, feedback, practice and repetition, Individual difference.
Phase 2: Delivery of Training Program
On-the-job training methods are:
1. Job instruction training
2. Coaching on the job 3. Apprenticeship 4. Job rotation
Training methods (Contd)
Off the- job training methods:
1. 2. 3.
Lectures Conferences Case studies
4.
5. 6. 7.
Role play
Programmed instruction training Vestibule training T group/Sensitivity training
Phase 3: Evaluating the training Program
Levels of evaluation: Reaction: Trainees reaction to the overall usefulness of the training including the coverage of topics, the method of presentation, the techniques used to clarify the things etc.
Learning: Training program, trainers and trainees
ability are evaluated on the basis of quantity of content learned, time in which it is learned and learners ability to use or apply the content learned. trainee has applied his learning to the job.
Behaviour: The manner and extent to which the Results: Measurement of ultimate result of the
contribution of the training program to the company goals.
Phase 4: Evaluating the training Program
Criteria for evaluation are: Objectives of the program Cost-benefit analysis Results obtained Areas of improvement Resources/ staff required
Methods of evaluation would be: Questionnaires, projects, tests, interviews,
observations or participation and discussions.
EXECUTIVE DEVELOPMENT
Development is an education process as it tries to
enhance ones ability to understand and interpret knowledge in a useful way. Development is different from training in that it is often the experience and the maturity that comes with it. Development is such areas as judging what is wrong and right, taking responsibility for results, thinking logically, understanding cause and effect relationship, improving communication skills etc. Executive development focuses on the managers personal growth.
Definition
Executive Development is a planned,
systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.
Importance
Executive Development is an valuable investment
in the long run. Developmental efforts help executives to realize their own career goals and aspirations. Executives can show superior performance on the job, by handling varied jobs of increasing difficulty and by being more versatile and productive. Executive Development Programs (EDP) help managers to broader their outlook.
Analysis of organizational development needs
Training needs assessment
Planning of development Programs Conduct of the training program
Evaluation of Results
Areas of EDP
Decision making skills
Interpersonal skills
Job knowledge
Organizational knowledge
Specific individual meets
General knowledge
Methods of EDP
Coaching Job rotation
Special courses
Special projects
Case study
Role play Sensitivity training
Evaluation
Evaluation of EDP is important for the following reasons:
Improving the quality of training and development process
Improving the efficiency and competency of trainers Make improvements in the system to make it more responsive Aligning the training objectives to organizational objectives Evaluating the ROI on account of training and development
