TNA and Kirkpatric Model

UNIT-III
5. TRAINING & EXECUTIVE DEVELOPMENT
Dr. Poonam Kaushal

Assistant Professor
Sri Balaji Society
Training is a learning process in which employees get an opportunity
to develop skill, competency and knowledge as per the job requirement.
 It is a short term process

 Refer to instructions in technical and mechanical problems
 Targeted in most cases for non-managerial personnel
 Specific job related purpose
Development is any learning activity, which is directed towards future needs rather
than present needs, and which is concerned more with career growth than immediate
performance
 It is a long term educational process

 Rfers to philosophical and theoretical educational concepts
 Managerial personnel
 General knowledge purpose
Purpose of Training
To increase
productivity
Personal To improve
Growth quality
Purpose of
Training
To fulfill
Obsolescence future
Prevention Personnel
needs
To improve To improve
health and Organizational
safety climate
Importance of Training
Improves performance of employees
Allows the employees to grow vertically
Improves Morale of employees
Improves Organizational Efficiency

IDENTIFICATION OF TRAINING NEEDS
Required performance
TRAINING NEED
Actual performance
TRAINING NEED ASSESSMENT/ IDENTIFICATIN
Strategic/organizational
analysis
Training needs
assessment
generally Task/job needs analysis
involves three
components:
Person
Person analysis
Analysis
Organizational needs analysis:
 Systematic study of organization in terms of its objectives, its

resources, allocation and utilization resource, growth potential and its
environment.
 It’s purpose is to determine where training emphasis should be placed

in the organization for increasing organizational effectiveness
 Greater emphasis on efficiency and cost reduction.

 Increased needs on cooperation among companies.
 Business strategies of the rival companies.
 Research and innovation.
 Merger, acquisition, diversification and expansion.
 Automation and modernization.
 Manpower plan on hiring, retrenching and deployment

Example of TNA at the Organizational Level
Here’s an example. An insurance company’s Claims Processing

department continually receives poor feedback from customers,
and the company obviously wants to improve its customer
service rankings.
An organizational level analysis reveals an issue in claims
processing and identifies the need for training agents involved
in claims processing. TNA can also explain why the training
program is recommended as a solution and how it can
contribute to the company’s goal of improving customer
service.
TASK/JOB/ OPERATIONAL ANALYSIS
 Systematic analysis of jobs to identify job contents,
knowledge, skills and aptitude required to perform the job.
 Task analysis explains what must be done to perform a job or
complete a process successfully.
Attention should be given to :

 Tasks to be performed
 Methods to be used
 Way employees learn these methods
 Performance standards required for employees

Example of TNA at the Operational Level
Let’s continue with the same example of the insurance company.

Operational or task analysis identifies what should be done to
increase the number of claims processed error free. It also lists the
knowledge and skills required to successfully process a claim, in
accordance with defined performance standards.
PERSON NEEDS ANALYSIS
 A person needs analysis identifies gaps between a person’s
current capabilities and those identified as necessary or desirable
Example of TNA at the Individual Level
Going back to the same example, here’s what training needs

analysis at the individual or personal level can do. It can identify
the knowledge, skills, and abilities (KSAs) that each employee is
required to focus on – For example, one employee might need to
focus on improving claim analysis skills whereas another might
need help in interpreting policies and claim calculations.
TRAINING EFFECTIVENESS AND ITS MEASUREMENT
Training evaluation is to determine the ability of participants to
perform on the job for which they are trained.
1. Kirkpatrick Model
 The model was created by Donald Kirkpatrick in 1959.
 It is a four level training evaluation model.
 It helps trainers to measure the effectiveness of their training in an

objective way.
 Kirkpatrick’s model is a worldwide standard for evaluating the
effectiveness of training.
4 LEVELS OF EVALUATION
RE
SU
LT
(Was
it
worth
BEHAVIOUR
)
(KSA being used on the job)
LEARNING
(Did they learn anything)
REACTION
(was the environment suitable for learning)
LEVEL 1: REACTION
Reaction is defined as to what degree participants react favorably
to the training.
By addressing certain questions:
• Did the trainees feel that the training was worth their time?
• Did they think that it was successful?
• What were the strengths and weaknesses of the training?
 By using employee satisfaction surveys and questionnaires.

 By observing trainee’s body language during the training.
 By getting verbal feedback from trainee’s.
LEVEL 2: LEARNING
Learning is defined as to what degree the participants acquire the intended
knowledge, skills, and attitudes.
Learning measures:
• Knowledge “I know it.”
• Skill “I can do it right now.”
• Attitude “I believe this will be worthwhile to do on the job.”
• Confidence “I think I can do it on the job.”
• Commitment “I intend to do it on the job.”
 By evaluating SKAs both before and after the training program.

• Before training commences, test trainee to determine their knowledge, skills
and attitude.
• After training is completed, test trainee for second time to determine if there is
any improvement.
 By comparing both the result, it can be determined whether learning is
successful or not.
LEVEL 3: BEHAVIOR
Behavior is defined as the extent to which change in behavior has
occurred after the participants have attended the training
program.
By addressing certain questions:

• Did the trainees put any of their learning to use?
• Are trainees able to teach their new knowledge, skills, or attitudes
to other people?
• Are trainees aware that they've changed their behavior?
 By conducting interviews overtime.

 Behavior will change only if conditions are favorable.
LEVEL 4: RESULT
Result is defined as the degree to which targeted outcome
occurs as a result of the learning events and subsequent
reinforcement.
 Increased employee retention.
 Increased production.
 Higher morale.
 Reduced waste.
 Increased sales.
 Higher quality ratings.
 Increased customer satisfaction.
 Fewer staff complaints

EXECUTIVE DEVELOPMENT
 Executive development or management development is a
systematic and continuous process through which the
executives learn advanced knowledge and skills in managing.
 It basically aims at improving judgment and logical thinking

and develop conceptual and analytical abilities of managers to
take complex decisions and to take high level responsibilities.
NEED FOR EXECUTIVE DEVELOPMENT
Rapid change in technology
Cut throat competition
Change in Govt. policies
Change in outlook & expectations of management for

critical/ transferable skills
Managers Skill, knowledge and competencies in sync

with changing trends
TECHNIQUES OF MANAGEMENT DEVELOPMENT
ON-THE JOB OFF-THE JOB
TECHNIQUES TECHNIQUES
Coaching Case study

Incident
Job rotation method
Role- playing
Understudy
In- basket
method
Multiple
management Business
games
Project Sensitivity
assignment training
Simulation
Committee
assignment Conferences
Lecture
 An ‘understudy’ is a person who is under training to assume, at a future time,
the full duties and responsibilities of the position currently held by his superior.
 It is ensured that a fully trained person is available to replace a manager during
his long absence or illness, or on his retirement, transfer or promotion.
Job Rotation
Job rotation is a method in which a person is moved from one job to another

at certain interval. There is a rotation of jobs until the trainee acquires
knowledge about all related jobs. The purpose of job rotation is to increase
knowledge, skills, understanding of trainees about various job
D
Real-life actual problems are discussed, different views are

debated and decisions are taken. The juniors are given the
opportunity to share in managerial decision-making, to
learn by watching others and to delve into specific org.
problems
E. PROJECT ASSIGNMENTS
F
G
H
H
I
(Laboratory or T-Group training)
THANK YOU

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UNIT-III

5. TRAINING & EXECUTIVE DEVELOPMENT

Dr. Poonam Kaushal

 It is a short term process

 It is a long term educational process

Improves performance of employees

Allows the employees to grow vertically

Improves Morale of employees

Improves Organizational Efficiency

 Systematic study of organization in terms of its objectives, its

 It’s purpose is to determine where training emphasis should be placed

 Greater emphasis on efficiency and cost reduction.

 Business strategies of the rival companies.

 Research and innovation.

 Merger, acquisition, diversification and expansion.

 Automation and modernization.

 Manpower plan on hiring, retrenching and deployment

Here’s an example. An insurance company’s Claims Processing

Attention should be given to :

 Way employees learn these methods

 Performance standards required for employees

Let’s continue with the same example of the insurance company.

Going back to the same example, here’s what training needs

 It is a four level training evaluation model.

 It helps trainers to measure the effectiveness of their training in an

 By using employee satisfaction surveys and questionnaires.

 By evaluating SKAs both before and after the training program.

By addressing certain questions:

 By conducting interviews overtime.

 Higher quality ratings.

 Increased customer satisfaction.

 Fewer staff complaints

 It basically aims at improving judgment and logical thinking

Rapid change in technology

Cut throat competition

Change in Govt. policies

Change in outlook & expectations of management for

Managers Skill, knowledge and competencies in sync

Coaching Case study

Job rotation is a method in which a person is moved from one job to another

Real-life actual problems are discussed, different views are

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