Lec-5 Training-Stud.ppt

8/10/2019 Lec-5 Training-Stud.ppt

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TRAININGTRAINING

&&DEVELOPMENTDEVELOPMENT


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Training, Education &Training, Education &

Dee!o"#entDee!o"#ent

Assumed to have similar meanings but this is not true.Assumed to have similar meanings but this is not true.

TRAININGTRAINING

Narrow in scopeNarrow in scope

Increase in knowledge, skill and abilities for doing a particular job.Increase in knowledge, skill and abilities for doing a particular job.

EDUCATIONEDUCATION Broader in scope.Broader in scope.

Concerned with the growth and development of the individualConcerned with the growth and development of the individualPrepares for the multiple roles in the society.Prepares for the multiple roles in the society.

DEVELOPMENTDEVELOPMENT

Learning opportunities designed to help employees grow.Learning opportunities designed to help employees grow. Does not aim for immediate gains but at achieving long termDoes not aim for immediate gains but at achieving long termneeds of the organization.needs of the organization.


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Training & DevelopmentTraining & Development

defneddefned

TrainingTraining Current JobsCurrent Jobs

DevelopmentDevelopment Future JobsFuture Jobs

Education OverallEducation Overall

DevelopmentDevelopment


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Wh$ raining?

h$ raining?

%ene&its o& raining and Dee!o"#ent

ene&its o& raining and Dee!o"#ent


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THE PRETRAINING ENVIRONMENTTHE PRETRAINING ENVIRONMENT

The effectiveness of training is stronglyThe effectiveness of training is stronglyinfluenced by events that take place before theinfluenced by events that take place before thetraining program begins.training program begins.

Some of the pre-training factors that affectSome of the pre-training factors that affecttraining are:training are:

()() Supportive SupervisorsSupportive Supervisors

2.2.Post-training AssessmentPost-training Assessment*)*) Job LimitationsJob Limitations

4.4.Choice of TrainingChoice of Training


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THE TRAINING PROCESS

Identify training needsIdentify training needs

Determining training needsDetermining training needs

Designing the training programDesigning the training program

Implementation of the training programImplementation of the training program

Eal!ation of the training programEal!ation of the training program


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IDENTI+INGIDENTI+INGTRAINING NEED-TRAINING NEED-

"ho sho!ld #e trained and $hat they sho!ld #e"ho sho!ld #e trained and $hat they sho!ld #e

ta!ght%ta!ght%

Training needs are assessed thro!gh&Training needs are assessed thro!gh&

'%'% Organi(ational AnalysisOrgani(ational Analysis

)%)% Tas* AnalysisTas* Analysis+%+% Person AnalysisPerson Analysis


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Organi.ationa! Ana!$sisOrgani.ationa! Ana!$sis

(a)(a)Organizational goals and objectivesOrganizational goals and objectives

(b)(b)Manpower requirementsManpower requirements

(c)(c)Skills availabilitySkills availability


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Tas/ Ana!$sisTas/ Ana!$sis

Focus on the job/task.Focus on the job/task.

Concerned with determining the humanConcerned with determining the human

capabilities needed to perform tasks.capabilities needed to perform tasks.

Focus on three capabilities:Focus on three capabilities:

1.1.KnowledgeKnowledge2.2.SkillsSkills

3.3.AbilityAbility


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Deter#ining Training O01ectiesDeter#ining Training O01ecties

Desired outcomes of training.Desired outcomes of training.

Objectives help to design and evaluate aObjectives help to design and evaluate atraining program.training program.


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Deter#ining Training O01ectiesDeter#ining Training O01ecties

"hat Spe,ifi, s*ills- *no$ledge- attit!de are to #e"hat Spe,ifi, s*ills- *no$ledge- attit!de are to #e

imparted .,!ltiated%imparted .,!ltiated% "ho are to #e trained%"ho are to #e trained%

N!m#er of people to #e trained%N!m#er of people to #e trained%

Time period of trainingTime period of training

Desired o!t,ome on ,ompletion of training%Desired o!t,ome on ,ompletion of training%

Training #!dget%Training #!dget%


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Designing the training "rogra#Designing the training "rogra#

A plan of the a,tiities to #e ,arried d!ring the ,o!rse ofA plan of the a,tiities to #e ,arried d!ring the ,o!rse ofthe training%the training%

Training design ,oers &Training design ,oers &

/'0 The ,ontents of the training ,o!rse%/'0 The ,ontents of the training ,o!rse%

/)0 The training methods and te,hni1!es to #e !sed%/)0 The training methods and te,hni1!es to #e !sed%

/+0 The pla,e $here training $ill #e gien/+0 The pla,e $here training $ill #e gien

/20 The learning prin,iples on $hi,h the training program/20 The learning prin,iples on $hi,h the training program

$ill #e #ased%$ill #e #ased% /30 The sele,tion of the trainers%/30 The sele,tion of the trainers%


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I#"!e#entation o the TrainingI#"!e#entation o the Training

Progra#Progra#

Program implementation involves:Program implementation involves:

(1)(1)Organizing training and other facilities.Organizing training and other facilities.

(2)(2)Scheduling the training program.Scheduling the training program.

(3)(3)Conducting the programConducting the program

(4)(4)Monitoring the progress of the trainees.Monitoring the progress of the trainees.


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Ea!uation O The TrainingEa!uation O The Training

Progra#Progra#

4ey reasons for eal!ation are&4ey reasons for eal!ation are&

/'0 "hether training program o#5e,ties hae #een/'0 "hether training program o#5e,ties hae #een

met%met%

/)0 Identify strengths and $ea*nesses of training/)0 Identify strengths and $ea*nesses of trainingprogram%program%

/+0 Cal,!late the ,ost.#enefit ratio of the training/+0 Cal,!late the ,ost.#enefit ratio of the trainingprogramprogram..


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IND23TION TRAININGIND23TION TRAINING

Induction is the process of receiving andInduction is the process of receiving and

welcoming employees when they first join thewelcoming employees when they first join thecompany and giving them the basic informationcompany and giving them the basic informationthey need to settle down quickly and happilythey need to settle down quickly and happilyand start work.and start work.

Commonly referred to asCommonly referred to asorientation programs.orientation programs.


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O%4E3TIVE- O+O%4E3TIVE- O+

IND23TIONIND23TION

'%'% 6!i,* ad5!stment6!i,* ad5!stment

)%)% 7aora#le attit!de7aora#le attit!de

+%+% Red!,e employee t!rnoerRed!,e employee t!rnoer

2%2% In,reasing ,ommitmentIn,reasing ,ommitment

3%3% 8nderstand organi(ational norms8nderstand organi(ational norms

9%9% Deelop relationshipsDeelop relationships:%:% Other informationOther information


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3ONTENT- O+ AN IND23TION PROGRAM3ONTENT- O+ AN IND23TION PROGRAM

1. Information about the organization

2. Learning arrangements and opportunities

3. Performance management processes4. Health and safety

5. Conditions of service

6. Pay and benefits

7. Policies, procedures and working arrangements8. Trade unions and employee involvement


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Methods O E#"!o$ee TrainingMethods O E#"!o$ee Training

1.On-the-job Training

2.Vestibule Training

3.Apprentice Training4.Programmed Instruction (PI)

5.Computer-Assisted Instruction (CAI)

6.Team Training


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On5The54o0 Training MethodOn5The54o0 Training Method

Oldest and most $idely !sed training method%

Ta*es pla,e on the 5o#%

;earn !nder the g!idan,e of an e


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On5The54o0 Training MethodOn5The54o0 Training Method Advantages

/'0 Easily organi(ed%

/)0 Realisti,%

/+0 E,onomi,al

/20 In,reases $or*er motiation

/30 Speeds !p ad5!stment%

Drawbacks

/'0 The s!perisor = a ery good employee #!t a #ad tea,her%

/)0 Additional responsi#ility for s!perisor

/+0 Anrea*ages and $astages ,ost is ery high%

/30 ?ista*es may lead to serio!s in5!ries%

/90 Slo$s do$n prod!,tion.


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ProgrammedInstruction(PI)ProgrammedInstruction(PI)


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Programmed Instruction (PI)Programmed Instruction (PI)

Advantages :

/'0 A,tie parti,ipation- immediate and ,ontin!o!s feed#a,*%

/)0 Trainees are allo$ed to learn at their o$n pa,e%%

Drawbacks&

(a) Deeloping a PI program is a ery time=,ons!ming tas*%

/#0 Not possi#le for all types.*inds of $or*%


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Computer-Assisted Instruction (CAI)Computer-Assisted Instruction (CAI)

A sophisti,ated e


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TRAINING METHODS AND TECHNIQUES FORTRAINING METHODS AND TECHNIQUES FOR

MANAGEMENT DEVELOPMENTMANAGEMENT DEVELOPMENT

1. The Lecture Method

2. The Case-study Method

3. Role-playing

4. Behavior role modeling5. Business Games

6. Sensitivity training.

7. Wilderness training

8. Coaching9. Job Rotation


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The Lecture MethodThe Lecture Method

A le,t!re is a prepared presentation of *no$ledge-information- ie$ points in order to ma*e the learners a,,ept$hat the le,t!rer says%

Advantage

'% Possi#le to train a large n!m#er of trainees at the same time%

)% E,onomi,al in nat!re%

+% ery good method to introd!,e a ne$ s!#5e,t%

Disadvantages

'% No a,tie parti,ipation%

)% Not ery effe,tie for s*ill a,1!isition%


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Case-study MethodCase-study Method

Trainees ,ome fa,e to fa,e $ith #!siness sit!ations similar tothe ones they are li*ely to handle in the f!t!re%

Trainees learn to diagnose #!siness pro#lems- !nderstand the,riti,al fa,tors in #!siness and to ta*e de,isions $ith regard toits effe,ts on the organi(ation as a $hole%


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Role-playingRole-playing

Trainees act out a particular role.

Primary objective is to teach empathy.

Understand other people appreciate their difficultiesand looking at problems from their view-point.

Useful for training in interviewing, counseling, sellingetc.


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%ehaior Ro!e Mode!ing%ehaior Ro!e Mode!ing

An advanced form of role-playing.

In this method:

(1) Trainee watches a model (live or on a film)(2) Trainee then acts out the role himself

(3) Feedback

Advantage

Active participation.


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%usiness Ga#es%usiness Ga#es

Imitates the complex organizational situation.

Useful to develop problem-solving and decision-makingskills.

Drawback

(1) Participants know that it is a game and hence behavedifferently.

(2) Take unnatural risks.


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Sensitivity TrainingSensitivity Training

T-group training or human relations laboratory training.

Creates greater self-awareness

Sensitivity to and understanding of others

Improve inter-personal relations.

Disadvantage

Can prove to be traumatic for some individuals.


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Wilderness TrainingWilderness Training Learning takes place in a wilderness area involvingsuch activities as river rafting, mountain climbing, orscaling obstacles.

Group discussions and short lectures are alsoincluded in such programs.

Foster individual growth and development, increaseself-confidence, risk taking, and building leadership

and teamwork skills. A danger associated with such programs is thepossibility of serious accidents.


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CoachingCoaching

A superior guides and instructs a junior manager.

Trains the junior in the knowledge and skillsrequired to do the job.

Superior serves as a coach who helps the traineegrow and improve their performance on a day-to-day basis.

The coach sets challenging goals for the trainee,informs him what is to be done and evaluates thetrainees progress toward the goal.


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CoachingCoaching AdvantagesAdvantages

1.No problem of transfer from theory to practice.

2.Training of this form tends to be individualized.

3.This method involves close interaction between thetrainee and his boss.

DisadvantagesDisadvantages

1.The superior may be a good manager but not a goodteacher.

2.The trainee learns the customary practices andmanagerial styles followed in the organization.

3.The coach may not have sufficient time to guide thetrainee leading to neglect of the trainee.


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Job RotationsJob Rotations

Involves shifting (rotating) trainee from job to jobwithin the organization.

Exposes and acquaints the trainees to differentjobs and departments within the organization.

Frequently used with fresh college graduates.

Trainees gain knowledge about the overallfunctioning of an organization.

JbR iJbRtti


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Job RotationsJob Rotations AdvantagesAdvantages

1. Specialist to generalist

2. Reduces boredom and monotony3. Equality and respect

4. Helps the organization when others employees are on leave or absent or whenthey quit.

5. Optimization

DisadvantagesDisadvantages

1. Disruption of work

2. Higher costs

3. Insecurity

4. Half knowledge

5. Disrupts personal life

6. Demotivating

7. Assumes that all individuals are equally suited for all jobs.

8. Employees are often reluctant to rotate or move out of jobs.


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NEW ISSUES IN MANAGEMENTNEW ISSUES IN MANAGEMENT

DEVELOPMENTDEVELOPMENT

CULTURAL DIVERSITY TRAININGCULTURAL DIVERSITY TRAINING

SEXUAL HARASSMENT TRAININGSEXUAL HARASSMENT TRAINING

MENTORINGMENTORING


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Cultural Diversity TrainingCultural Diversity Training

An out come of Globalization

High rate of failures among managers.

Training programs include information about the foreigncountrys geography, political system, history, religion,

customs and habits.


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SEXUALHARASSMENTSEXUALHARASSMENT


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SEXUAL HARASSMENTSEXUAL HARASSMENTTRAININGTRAINING

Unwelcome sexual advances, requests for sexualfavors, and other verbal or physical conduct of asexual nature when submission to or rejection of

this conduct explicitly or implicitly affects anindividuals employment, unreasonablyinterferes with an individuals workperformance, or creates an intimidating, hostile,

or offensive work environment.


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Sexual Harassment TrainingSexual Harassment Training Sexual harassment is of two types:

1.Quid pro quo harassment

2.Hostile-environment harassment

Research on sexual harassment has revealed thefollowing

1.Power

2.Opinion differences3.Women victims

4.Physical attractiveness


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Sexual Harassment TrainingSexual Harassment Training

Focuses on:Focuses on:

1. Sensitivity to other peoples values and preferences.

2. Awareness of broad cultural differences in the degreeto which physical contact between people is regardedas acceptable.

3. Informing employees that people differ in degree withregard to verbal statements that are considered

offensive and inappropriate.


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MENTORINGMENTORING

Process by which a more experienced employee knownas a mentor advises, counsels and enhances the personaldevelopment of a new employee, known as protg.

Four phases of mentor-protg relationship:

1. Initiation phase

2. Protg phase

3. Breakup phase

4. Lasting-friendship phase


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EVALUATION OF TRAININGEVALUATION OF TRAINING

Determining the impact and the effects of training onthe performance and behavior of the trainee.

There are four criteria which can be used for the

evaluation of training programs:

1. Reaction criteria

2. Learning criteria

3. Behavior criteria.

4. Results criteria.


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VALIDITY OF TRAININGVALIDITY OF TRAINING

Validity of a training program can be assessed along fourdimensions:

1. Training validity

2. Transfer validity

3. Intraorganizational validity

4. Interorganizational validity


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Lec-5 Training-Stud.ppt

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