T & D Lecture
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Transcript of T & D Lecture
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Definition
“ It is any attempt to improve the current or future employee
performance by increasing every employee’s ability to perform through
learning, usually by changing the employees’ attitude or by increasing
his/her knowledge.”
- Prof. K B Akhilesh
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Definition
“Training, at its best, is a set of processes aimed at continuously improving employee performance, the performance of the organization and the professionalism of the T&D function.”
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SOME MISCONCEPTIONS
Job experience is a supplement for supervised training
Training is about content, method and trainer
Trainee satisfaction is a proof of good training
Effective T & D is the responsibility of T & D department alone
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SOME GLARING ISSUESPoaching trained workers is a major
problem-the training paradox
Corporate commitment is lacking and uneven
Training as investment-a rhetoric????
Lack of coordination between businesses and schools
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Why Training???
Knowledge – Competitive EdgeChanging nature of labor market
(Theory X and Y)“Task masters” to “Motivators”Skill VarietyTeam work- The new business
unitsSuccession
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Skill Categories
Technical
Interpersonal
Conceptual
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Training vs. Development
OD vs. T & D
Learning
Evolving and contingent
Organizational Analysis - strategy
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Pre-training Environment
Top Management
Resources
Is training the solution?
Supervisor focused
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IS TRAINING THE SOLUTION????
We are pattern seeking animalsLooking for causes/ diagnosisIt is inbuilt and unconsciousDiagnosis is critical to
performance
KLPWhen diagnosis is not done
consciously, systematically & carefully, it is still done!!
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IS TRAINING THE SOLUTION????
Questions
Why did Johnny do poorly on the test??
Why did Jane get hurt??
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IS TRAINING THE SOLUTION????
Johnny:◦Is it the teacher??◦Is it something about Johnny??◦Is it the particular subject??
Jane:◦Was it Jane’s fault??
◦Was it her playmates??◦Was it faulty bicycle (equipment)??
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Workplace Settings
Why was the project not completed on time??
◦Was it the teams fault??◦Was it the fault of someone
particular in the team??◦Was there a problem of resources??
◦Was there a lack of clarity about deadline??
◦Was it the lack of abilities??
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2 Key Take Aways
1. Accurate diagnosis is important
2. Diagnosis should be done systematically, carefully &
consciously
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Why Is Diagnosis Important??
It drives Remedies:
Consider the following diagnosis by a manager of a performance
problemLack of ability
Lack of motivationPoor Equipment
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Individual ChAracteristics
Generation Gaps
Motivation
Level of job involvement
Locus of control
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Teaching old dog new tricks
New Hiring
Experienced employees – set ways of doing things
Need for innovation
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Conducting a training program
Identify the needs
Design and implement the training
Evaluate Effectiveness
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Conducting a training program
• What is the problem?
• Can training help?
• Is training cost beneficial?
• What are the objectives?
• Who needs to be trained?
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Training needs
Performance Appraisals
Job Analysis
Organizational Analysis
HR Survey
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An Overview of T & D Methods
On-the-Job Training (OJT)
◦Induction/orientation◦Coaching◦Mentoring/shadowing◦Apprenticeship◦Job rotation◦Training positions
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Off-the-job training◦Classroom instruction◦Study/Education◦Case Studies◦Role Play◦Simulation◦Games◦Programmed instruction◦Internal training courses
An Overview of T & D Methods [Contd.]
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VALIDITY/JUSTIFICATIONPeople –only strategic advantage???The Resource based modelIf strategy is about sustainability and non
limitability then the product/market logic is flawed
The resource based approach has two basic elements: RESOURCES and CAPABILITIES
The intangibility of resources and capabilities to utilize them effectively gives the organization a competitive edge because they can not be easily replicated
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VALIDITY/JUSTIFICATIONPeople –only strategic advantage???The Resource based modelHow you see your people - a variable cost or an asset?They are unique (different from inanimate
assets)Diverse Non substitutableThen Mobilization of consent“the sum of people’s knowledge and expertise,
and social relationships, has the potential to provide a non-substitutable source of competitive advantage” (Cappelli & Singh, 1992)
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VALIDITY/JUSTIFICATIONPeople –only strategic
advantage???The Resource based modelRARE- difficult to attain (diamonds are rare
but are they valuable? People with knowledge are rare and valuable)
VALUABLE- exploiting opportunities/minimize threats (A B de Villiers)
NON-SUBSTITUTABLE- strategically equivalent (team culture)
IMPERFECTLY IMITABLE- difficult to imitate or replicate (Apple was not the first to create IPod)
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VALIDITY/JUSTIFICATIONInduction, orientationi. Indoctrination (internalized
control)ii. Retention iii. Satisfaction “ a mediocre manager who
stays is infinitely preferable to outstanding managers who merely come and go” Henri Fayol
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VALIDITY/JUSTIFICATION
Flexibility of workforce
Short Case: NMUK
Self esteem and cynicism
Net result-Improved customer satisfaction
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VALIDITY/JUSTIFICATIONQualityImproved quality is a competitive
advantageJapanese ManagementQuality departmentQuality systems like ISO 9000
Net result-Improved customer satisfaction
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VALIDITY/JUSTIFICATION
New ideas
Team workSupervisory attitudesCulture
Publication of T&D activitiesOrganization ImageHigh quality applicantsNet result-Improved customer
satisfaction
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TYPICAL BARRIERS
No return on investmentOperational constraintsOther priorities for spending
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SELLING IT TO THE SIMPLE MINDEDReduced accidentsShorter processing timeReduced scrape and wastageReduced re workReduced overtime/stoppage time
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SECURING SENIOR MANAGEMENT SUPPORTSmall successes---build a gradual
momentumPublicize success stories
internallyExternal publicityBenchmarkingNetworking – line & top teamDevelop schedules & time frames