Pradeep Saima Romeo Maruthi Pallavi

8/14/2019 Pradeep Saima Romeo Maruthi Pallavi

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Pradeep

Saima

Romeo

Maruthi

pallavi


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A t

Training is

expensive. Withouttraining it is more

expensive
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OFF

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More future oriented and more concerned witheducation than is training. ManagementDevelopment activities attempt to instill soundreasoning processes to enhance ones ability

to understand and interpret knowledge. It focuses on the personal growth & on

Analytical

Conceptual

HumanSkills


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Increases job skills-specific skills

Short term

perspectiveJob centered

The role of a traineris very important

It shapes attitude overall growth

Long term

perspective Career Centered

Internally

motivated for selfdevelopment


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No one is a perfect fit at the time ofhiring and some training & developmentmust take place.

Planned development programs willreturn values to the organization interms of : Increased productivityreduced costs

Morale Flexibility to adapt to changing

requirements


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Moulds employees attitude

Helps them achieve better co-operation

Creates greater loyalty to the orgn

Reduces wastage and spoilage Reduces constant supervision

Improves quality


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Train people to the point where you may losethem, and then you wont lose them.


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Top Management Frames the Trainingpolicy

HT Department plans, establishes and

evaluates Supervisors implement and apply

development procedure Employees provide feedback,

revision and suggestions

WHO IS RESPONSIBLE FOR TRAINING


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ON THE JOB TRAINING

OFF THE JOB TRAINING


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Definition

Techniques

Advantages

Disadvantage


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It is defined as an activity undertaken atthe workplace which is designed toimprove an individuals skills or

knowledge.OJT used to be colloquially called sitting

next to Nellie learning through watchingand observing someone with more

experience performing a task.


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OJT is characterized by the following points:

Trainers usually have no formal qualification ortraining experience for training

Training is not carefully planned or prepared

The trainers are selected on the basis of technicalexpertise or area knowledge

Formal OJT programs are quite different from

informal OJT. These programs are carried out byidentifying the employees who are havingsuperior technical knowledge and can effectivelyuse one-to-one interaction technique.


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The procedure of formal on the job trainingprogram is:

The participant observes a more experienced,

knowledgeable, and skilled trainer (employee)The method, process, and techniques are well

discussed before, during and after trainer hasexplained about performing the tasks

When the trainee is prepared, the trainee startsperforming on the work place

The trainer provides continuing direction ofwork and feedback

The trainee is given more and more work sothat he accomplishes the job flawlessly.


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Coaching:

It is a pre-arranged agreement

between an experienced manager and hisor her employee. The role of the coach isto demonstrate skills and to give theemployee guidance, feedback, and

reassurance while s/he practices the newskill.


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Understand the participants job, the knowledge,skills, and attitudes, and resources required to meetthe desired expectation.

Meet the participant and mutually agree on theobjective that has to be achieved.

Mutually arrive at a plan and schedule . At the job, show the participant how to achieve the

objectives, observe the performance and then providefeedback.

Repeat step 4 until performance improves


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Mentoring:

Mentoring is an ongoing relationship thatis developed between a senior and junioremployee. It provides guidance and clearunderstanding of how the organizationgoes to achieve its vision and mission tothe junior employee.


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Some key points on Mentoring: It focus on attitude development.

Conducted for management-levelemployees

It is done by someone inside the

company.

It is one-to-one interaction.

It helps in identifying weaknesses and focus

on the area that needs improvement.


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Job Rotation

On a temporary basis, employees can begiven the opportunity to work in a differentarea of the organization. The employeekeeps his or her existing job but fills in foror exchanges responsibilities with anotheremployee.


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Job Instruction Technique (JIT)

JIT uses a strategy with focus onknowledge (factual and procedural), skills

and attitude and development.


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JIT consists of 4 steps


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Advantages

Training can be delivered at the optimumtime: for e.g: immediately before a job is to beperformed for real in the workplace.

The trainee will have opportunities to practiceimmediately.

The trainee will have immediate feedback.

Training is delivered by colleagues and can go

someway to integrate the trainee into theteam.


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Disadvantages

There is a tendency to fit OJT in when it isconvenient for office routine rather than at theoptimum time for learning.

The training may be given piecemeal and not

properly planned, and the trainee gains afragmented picture of the organization.Too much training can be delivered in one session

leading to information overload and traineefatigue.

The trainer may not have sufficient knowledge ofthe process or expertise in instructionaltechniques (a train the trainer course may beappropriate).

If immediate practice is not accompanied byfeedback the trainee can feel abandoned after the


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There are many management developmenttechniques that an employee can take in off the job.

The few popular methods are: SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES
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It is about making people understand aboutthemselves and other reasonably, which isdone by developing in them social sensitivityand behavioral flexibility.

Social sensitivity is one word is empathy . Itis ability of an individual to sense what othersfeel and think from their own point of view.

Behavioral flexibility is ability to behave

suitably in light of understanding.


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UNFREEZING THE OLD VALUE

DEVELOPMENT OF NEW VALUES

REFREEZING THE NEW VALUES


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It provides trainees with a realistic and usefulmethod for analyzing every social interaction,there is motivation provided by one person areaction to that motivation given by anotherperson. This motivation reaction relationship

between two person is a transaction.

It can be done by the ego states of an individual.

Three ego states: CHILDPARENTADULT


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Lecture is a verbal presentation of information by aninstructor to a large audience.

It is given to enhance the knowledge of listener orto give him the theoretical aspect of topic.

A virtue of this can be used for very large groups,and hence the cost per trainee is low.

It is mainly used in colleges and universities.


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Low popularity.

Violates the principle of learningprinciple

One way communication

No feedback from audience


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A simulator is any kind of equipment ortechnique that duplicates as nearly aspossible the actual conditions encounteredon the job.

Simulation is an attempt to create arealistic decision making environment forthe trainee.

The more widely held simulation

exercise are as follows:

1) Case study

2) Role playing

3) vestibule training

SIMULATION


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Is a written description of an actual situationIs a written description of an actual situationin business which provokes, in the reader thein business which provokes, in the reader theneed to decide need to decide

What is going on?What is going on?

What is the real situation?What is the real situation?

What the problems are?What the problems are?

What can and should be done?What can and should be done?

CASE STUDY


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It utilizes equipment which closelyresemble the actual ones used on the

job. However training takes place away

from the work environment.


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Learning has occurred when peopledemonstrate a difference inbehavior or ability to perform atask


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1).Trainee must be Motivated to learn2).Information must be Meaningful3).Learning must be Reinforced4).Organization of Material5).Distribution of Learning Period6).Feedback on Learning


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An employee must see a purpose inlearning the information presented andhave a clear understanding of what ispresented.

1).Employee motivation


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The training material must relate to thepurpose of the training program.

The material must be presented in asequential manner, from the simple to themore complex.Further training should provide variety to

prevent boredom and fatigue.


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New ideas and skills need to bepracticed as soon as they are learnt.Unfortunately as humans we tend toforget 50% of what we learn within 48hunless we recall the things learnt.


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The trainer must remember that wellorganized material will help the traineesto remember the things.

Presenting an overview of the materialin a logical order will help the employeeto understand everything.


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The instructor must remember thatlearning takes time.And teaching in segment, over a time

span, rather than all at once may bedesirable.An employee must learn, reinforce andreview.


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Aids in organizational development.

Helps in understanding and carrying outorganizational policies in a more enhanced manner.

Develops leadership skills, motivation, loyalty,better attitudes among the employees.


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Increased job satisfaction and morale among employees.

Better inter personal relationship and customer satisfaction.

Increased employee motivation.

Increased efficiencies in processes, resulting in improvedfinancial gain.

Increased capacity to adopt new technologies and methods.

Increased innovation in strategies and products.

Better Risk management and staff safety consciousness.

Increase in productivity.


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REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT:

When needs arise as a result of findings from the outcome ofperformance appraisal.

As part of professional development plan.

As part of succession planning to help an employee be eligible for aplanned change in role in the organization.

To imbibe and inculcate a new technology in the system.

Changes in the attitudes of the employees

Employee effectiveness in handling various techniques.


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Pradeep Saima Romeo Maruthi Pallavi

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