Module III

Training and Development

• Training is Expensive.. Without Training it is more expensive..!

• Give man a fish and you have given him a meal. Teach man to fish
and you have given him a livelihood
Count the no. of triangles

1 2 3 4 5 6
Draw a circle free hand
Orientation
• Orientation means providing new employees with basic
information about the employer.
• Orientation programs not only improve the rate at which
employees are able to perform their jobs but also help
employees satisfy their personal desires to feel they are part
of the organization's social fabric.
• The HR department generally orients newcomers to broad
organizational issues and fringe benefits.
• Supervisors complete the orientation process by introducing
new employees to co-workers and others involved in the job.
• A buddy or mentor may be assigned to continue the process.
Importance of Orientation

• Provides the new employee with concise and accurate

information to make him/her more comfortable in the job;
• Encourages employee confidence and helps the new
employee adapt faster to the job;
• Contributes to a more effective, productive workforce;
• Improves employee retention;
• Promotes communication between the supervisor and the
new employee.
Training and Development
• Training is a systematic procedure for transferring
technical know-how of employees so as to increase their
skills for doing a particular job

• 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
Basis Training Development
Meaning Training refers to the process of Development refers to the overall growth of the
increasing the knowledge, skills, and employees. These are learning opportunities that are
abilities of employees for doing work. designed for employees to grow.

Aim Its main aim is to help the employee to Its main aim is the overall growth of employees.
do the job better.

Orientation It is job oriented. It is career oriented.

Scope of It has a narrow scope as it is a part of It has a broader scope as it includes training.
development.
learning
Suitability It is more suitable for technical staff. It is more suitable for managerial staff.

Skills It involves teaching technical skills. It involves teaching technical, human, and conceptual skills.

Duration It is a short-term process. It is a long-term process

Level of non-managerial Trainees here. Managerial Trainees are here.

trainees
involved

Depth of Knowledge is imparted for doing a Knowledge is imparted for the growth of an employee in all
specific kind of job. respects.
knowledge
imparted

Initiative in Employers take the initiative in providing Individuals take initiative by themselves for their growth
training to their employees. and development.
learning Asst. Prof. Manjunath G, BE, MBA, PGDHRM, KSET
Benefits to individual
• Increase in efficiency & Higher productivity
• Higher motivation
• Scope for promotion
• Higher level of confidence
• Increase in KSA
• Enhancement in problem solving skills
• Higher incentives and salary
• Increased capacity to adopt new technologies and
methods
Benefits to organization
• Reduced cost
• Increased production
• Reduction in conflicts
• Lower attrition rate and absenteeism
• Reduction in supervision cost
• Proper utilization of resources
• Organization gets equipped with competent employees
• Higher profits and overall development of organization
• Better inter personal relationship and customer satisfaction
Benefit to society
• Increase in standard of living
• Better quality products
• Economic growth of country
The Training Process
Identifying Training and development need

Establishing specific objectives

Designing training program

Implementing training program

Evaluating training program

Step 1: Identifying training needs
Frequent errors
Complain from
staff/ clients
Large staff turnovers

Indicators of training

New
equipment/ Deadlines not being met
systems
Conflict among staff
Step 1: Identifying training needs
(TNA)
• It is an assessment of the gap between the knowledge,
skills and attitudes that the people in the organization
currently possess and the knowledge, skills and
attitudes that they require to meet the organization’s
objectives.

• It is also known as a tool to identify the new skills, knowledge, and

attitudes that employees need to acquire in order to improve
performance.
Step 1: Identifying training needs
(TNA)
• Organizational Analysis
• Training needs analysis at the organizational level will help identify
training programs that would help achieve the strategic business
objectives of the organization
• Task Analysis
• training needs analysis determines what kind of training needs to be
given to employees to achieve a specified level of proficiency. This
analysis can help identify the knowledge and skills required to perform
specific jobs at the workplace.
• Person/individual analysis
• At the individual or personal level, TNA checks how each employee
performs in his/her job role. The difference between the expected
performance and the actual performance helps you arrive at the training
need
Method of data collection for TNA
• Questionnaire
• Performance appraisal
• Interviews
• Technical and Manual Records
• 360 Degree Feedback
• Self assessments
Step 2: Objectives of Training
• To increase the knowledge of workers in doing specific jobs
and to improve overall performance of the organization
• To impart new skills among the workers systematically so
that they learn quickly.
• To bring about change in the attitudes of the workers
towards fellow workers ,supervisor & the organization.
• To build second line of competent officers and prepare
them to occupy more responsible positions
• To reduce the number of accidents by providing safety
training to workers.
Step 3: Designing Training Program

What
method
Where to
conduct
Who are the training
trainers program
Who are the
trainees
Methods of Training
• On the Job Training
Is provided when the workers are taught relevant knowledge, skills and abilities
at the actual workplace
• Off the Job Training
This requires the trainees learn at a location other than their workplace
On the Job
Advantages Disadvantages

It is a relatively cheap form of training as there As the training is usually provided by other
are no travel costs and training is done by employees, it may mean that more people are
another employee, not as expensive as external unavailable to work, lowering productivity
trainer levels

It can be tailored to the needs of the business,

It is unlikely to bring new ideas and skills into
such as using the specific machinery that the
the business
business uses

Easy to organise and can be completed at short The employee providing the training may be
notice ineffective
Off the Job
Advantages Disadvantages
Off-the-job training can bring new ideas into a
business It can be expensive

Training might not be tailored to the business and

As off-the-job training is expensive, employees the employee is spending time away from the
who receive it may feel more valued by the workplace to complete the training
company and therefore more motivated and loyal

The trainer is more likely to provide high quality Lost productivity whilst the trainee is away from
training, as they will be a skilled expert in this their role
specific area
Methods of Training

On the Job Training Methods Off The Job Training Methods

• JIT • Vestibule training
• Coaching and mentoring • Simulation
• Apprenticeship • Roleplaying
• Job Rotation • Lecture
• Committee Assignment • Conference
• Under Study • Case study
• In-basket
On the Job Methods
• Job Instruction Training (JIT)
• The trainee receives an overview of the job, its purpose and its desired outcomes
with a clear focus on the relevance of training.
• The trainer demonstrates the job to give the employee a model to copy. The
trainer shows a right way to handle the job.
• Next, the employee is permitted to copy the trainer’s way. Demonstrations by
the trainer and practice by the trainee are repeated until the trainee masters the
right way to handle the job.
• Finally, the employee does the job independently without supervision.
Coaching and mentoring
• Coaching is a one-on-one relationship between trainees and
supervisors which offers workers continued guidance and feedback on
how well they are handling their tasks
Apprenticeship
• system of training a new generation of practitioners of
a skill.
• The trainees serve as apprentices to experts for long
periods. They have to work in direct association with
and also under the direct supervision of their masters.
Job Rotation
• Job rotation is the process of training employees by rotating them
through series of related tasks. In job rotation, an individual learns
several different jobs within a work unit or department. He performs
each for a specified time period
Committee Assignment
• A group of trainees are asked to solve a given
organizational problem by discussing the problem.
Understudy
• It is the method of preparing the trainees to perform the
responsibilities of his trainer or to occupy the position of his senior in
future.
• In this method, when the superior or manager is about to get
separated from the organisation due to the reasons of transfers,
resignation, retirement etc.,
• His position is allotted to that employee who has received training
under him, This method is different from coaching in the sense that
the manager can select employee from his department for
understudy
Off the Job training method
Vestibule training
• actual work conditions are simulated in a class room. Material, files
and equipment those are used in actual job performance are also
used in training.
• Theory can be related to practice in this method.
Simulation
• This training method depicts a real-life situation of the job that may have
happened in the organisation in the past such as damage to any valuable
thing, any serious enquiry that may have adversely affected the
company, any mistake that had cost the company a lot, etc.
• Several realistic examples can be shown to the trainees to prepare them
to handle the situations accordingly.
• By this the organisation prepares the trainees well in advance about
what may happen on the job and how they have to deal with these types
of situations.
• This method is used in those industries where on-the-job training can be
expensive or destructive, such as, in an aeronautical industry.
Role playing

• It is defined as a method of human interaction that involves realistic

behaviour in imaginary situations. This method of training involves
action, doing and practice.
• The participants play the role of certain characters, such as the
production manager, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foreman, workers
and the like. This method is mostly used for developing interpersonal
interactions and relations
Lecture Methods

• The lecture is a traditional and direct method of instruction. The

instructor organises the material and gives it to a group of trainees in
the form of a talk.
• When there is a requirement of imparting technical knowledge to the
new employees, lecture method proves to be the best way to clear the
notion, ideas and hypothesis to the trainee.
• It is a one- way communication method in which the mentor collects the
entire relevant data for the trainees and conveys a lecture using various
teaching aids such as models, chart papers, visual aids, audio aids, etc.
• Thus, it is the simplest method of providing knowledge to the trainees.
Conference/Discussion Approach:

• In this method, the trainer delivers a lecture and involves the trainee
in a discussion so that his doubts about the job get clarified. When big
organizations use this method, the trainer uses audio-visual aids such
as blackboards, mockups and slides; in some cases the lectures are
videotaped or audio taped.
Case study method

• Usually case study deals with any problem confronted

by a business which can be solved by an employee. The
trainee is given an opportunity to analyse the case and
come out with all possible solutions. This method can
enhance analytic and critical thinking of an employee
• In-basket method:
• The employees are given information about an imaginary company, its activi­ties and
products, HR employed and all data related to the firm. The trainee (employee
under training) has to make notes, delegate tasks and prepare schedules within a
specified time. This can develop situational judgments and quick decision making
skills of employees.
• In this method, the trainee is given all the relevant things like letters, reports,
records, etc, that are needed by managers.
• The trainee is given a specific situation which managers confront regularly.
• He is asked to assess the situation, prioritise the things, justify his reasons and give
final decision on the issues raised during the exercise.
• The exercise gives the manager a snapshot of learner's ability to perform the
executive functions and roles in the job.
• The whole exercise is video-recorded and the concerned candidates after tested on
the grounds of proposed set of their skills and abilities such as of problem-solving
ability, time management, etc.
 Training Evaluation
The Kirkpatrick Model
• Level1: Reaction
This is the level where you gauge how the participants responded to the training given to them. To be
able to identify if the conditions for learning were present, you can ask the participants to complete a
short survey or feedback forms and gauge their reactions to training.
• Level 2: Learning
In the second stage, the idea is to understand what the participants learned from the training. In most
cases, practical tests or short quizzes before and after the training are used to assess this.
• Level 3: Behavior
This is the stage that takes place a while after the training. In this stage, you try to assess whether the
participants actually put what they learned into practice in their job roles. This can be done either by
asking participants to complete self-assessments or by asking their supervisor to formally assess them.
• Level 4: Results
In the last stage, you need to evaluate whether the training met the stakeholders’ expectations by
determining the return on the expectations, also known as ROE.
The Phillips ROI Model
Added the 5th level
• Return on investment (ROI)
the Kirkpatrick taxonomy simply measures training results again
stakeholder expectations (ROE), Phillips’ methodology contains a fifth
level specifically for measuring ‘return on investment’, ROI.
• This level uses cost-benefit analysis to determine the value of training
programs. It helps companies measure whether the money they
invested in the training has produced measurable results.
HRD
• Human Resource Development is a positive concept. It is based
on the belief that an investment in human beings is necessary
and will invariably bring in substantial benefits to the
organization.
• It aims at overall development of the human resource in order to
contribute to the well being of the individual, organization and
the society at large.
• It is rooted in the belief that human beings have the potential to
do better.
Nature of HRD
• HRD facilitates employees in improving their knowledge and learning new concepts so that they
perform efficiently in dynamic environment.
• The structure of HRD is composed of several subsystems within it which are interrelated and
interdependent to each other.
• HRD is a pervasive function that need to be implemented by all business organizations at every
level.
• Human resource development draws concepts form behavioural science for designing human
resource development programmes.
• HRD is a systematic approach that aims at raising the overall efficiency of workforce.
• This approach is followed continuously within the business enterprise as long as it operates in
market.
• HRD pays attention on providing quality of work life to all its workforce.
• The concept of HRD employs a wide range of techniques and process for strengthening the
abilities and skills of employees.
Objectives of HRD
• 1. To maximize the utilization of human resources for the achievement of
individual and organizational goals;
• 2. To provide an opportunity and comprehensive framework for the
development of human resources in an organization for full expression of
their talent and manifest potentials;
• 3. To develop the constructive mind and an overall personality of the
employee;
• 4. To develop the sense of team spirit, team work and inter-team
collaborations;
• 5. To develop the organizational health, culture and effectiveness; and
• 6. To generate systematic information about human resources.
Evolution of HRD
 Evolution of Personnel Function/ HRD
• The commodity concept –
• labour to be bought and sold, wages based on demand and supply, no governmental
protection to the labour
• The factor of production concept –
• like money, material, land etc. Workers are like tools.
• The goodwill concept –
• welfare measures like safety, lunchroom, first-aid etc. introduced
• The Paternalistic Concept –
• management assumes fatherly responsibilities & protective attitude
• Humanitarian concept –
• physical, social and psychological needs of the workers are met
• The human resource concept –
• most valuable assets; conscious effort by the organization for their needs and
aspirations to be satisfied
• The emerging concept –
• employees must be accepted as partners (decision-making, empowerment); must be
provided opportunities for growth & self-fulfillment
Contemporary HRD Practices
• Hybrid work model: Organizations are adopting hybrid work setups, blending remote and office-
based work to enhance flexibility and productivity. This increases the importance of online learning
and upskilling strategies. Technologies like LMS allow employees to learn at their own pace, time and
place.

• Holistic development: Companies prioritize employee well-being through wellness programs and
mental health support, recognizing their impact on productivity and morale. This holistic approach
ensures that employees are mentally and physically healthy, directly impacting their performance and
engagement.

• Diversity, Equity, and Inclusion (DEI): There’s a growing emphasis on developing diverse
leadership pipelines to ensure representation at all levels of the organization. Initiatives to foster
inclusive workplaces and diversity across all levels are gaining traction, promoting a collaborative
environment. DEI initiatives foster inclusive workplaces essential for collaborative and innovative
environments. HRD programs must incorporate DEI training to cultivate awareness and sensitivity
among employees.

• Reskilling and upskilling: Continuous training programs ensure employees remain competitive
amid technological advancements, fostering growth and adaptability. HRD initiatives are increasingly
geared towards teaching employees how to learn and adapt quickly, which is essential in a fast-
changing work environment.
Contemporary HRD Practices
• Data literacy: HR professionals increasingly use data analytics to make informed decisions
about talent management and strategic initiatives. Data analytics in HR allow for more
informed and strategic decisions regarding talent management. Training in predictive
analytics helps HR professionals anticipate trends and proactively address workforce
needs.

• Generative AI (GenAI) and predictive analytics: While automation handles repetitive

tasks, HRD can focus on developing human skills like creativity, problem-solving, and
emotional intelligence. Automation and predictive tools streamline HR processes, from
recruitment to performance management, optimizing efficiency and decision-making.

• Career mobility graph: Access to global talent pools requires HRD programs to include
cross-cultural training to ensure effective collaboration among diverse teams. Traditional
career paths are evolving as companies encourage internal mobility, enabling employees to
explore diverse roles and develop within the organization.

• Global workforce: Remote work facilitates access to larger talent pools, transforming
recruitment strategies and organizational dynamics. HRD programs must include cross-
cultural training to ensure effective collaboration among diverse teams.