TRAINING AND DEVELOPMENT “FOR HIGHER PERFORMANCE”.
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Transcript of TRAINING AND DEVELOPMENT “FOR HIGHER PERFORMANCE”.
TRAINING AND DEVELOPMENT
“FOR HIGHER PERFORMANCE”
Rapid technological development.
Managers often made to handle areas of responsibility different from specialisation.
In the era of LPG there need to be change in management style.
The entry of backward and under privileged leads to special training.
If right candidate is not selected.
GROWING EMPHASIS TO TRAINING & DEVELOPMENT
Facts About Training and Development
• In the past training was for people who could be speared, by people who also could be speared.
• At present it has to be need based.
• Training is a continuous life long process.
• Training must be to achieve certain objectives.
• Training could be for learning hard skills or soft skill or both.
Management Development is an activity designed to improve the performance of existing managers, provide supply of managers to meet the need of organisations in future.
MANAGEMENT DEVELOPMENT
To improve the job performance of managers currently in post
Provide adequate cover in the event of unexpected short temp changes such as death, transfer, resignation or any other unanticipated development
To raise the general level of management thinking and understanding in all branches and at all levels is the organisation
Provide supply of managerial talent which can cop up with environmental changes etc.
OBJECTIVES OF MDP
• To overhaul the management machinery.• To improve the performance of managers.• To provide a specialist the insight into other
departments.• Prepare potential candidates for senior position.• Morale boosting of managers.• To keep executives abreast of changes and
developments.• To create management succession.• To improve thought process and analytical
abilities.• To broaden the out look of executives.• To stimulate creative thinking.
Commitment and understanding by top management
Cooperation in imparting knowledge and skill from senior and middle management
An eagerness to learn at all levels
This is what Japanese do, life long commitment for learning by all.
Top managers in India consider beyond training
Many Japanese CEOs sit behind workers to learn intricacies of welding
TO ACHIEVE THESE OBJECTIVES
Background knowledge
Knowledge of application
Tool subject such as statistics or maths
Management techniques such as sales analysis or CPM
Management skills – Human relation and conceptual skills
EACH MANAGEMENT JOB CALLS FOR
Essential Ingredients of MDP
• Analysis of Organisational present and development needs.
• Appraisal of present management talent.
• Inventory of management manpower.
• Planning of individual development programme.
• Establishment of development programme.
• Evaluation of the programme.
Performance appraisal.
Performance review discussion and counseling.
Job rotation.
Organisation development activities.
Career development plan.
Training.
Periodic discussion and meetings.
INSTRUMENTS OF DEVELOPMENT
All development is self development.
Development is highly individual as no two persons are same.
Individuals also develop due to his day to day experience on the job.
It is a continuous process.
It will be good for a trainer to remember these basic principles of development.
PRINCIPLES OF DEVELOPMENT
NEW CONCEPT OF TRAINING
Sl No The prevailing Concept The new concept
1 The acquisition of subject matter knowledge by participants leads to action
Motivation and skills leads to action. Skills are acquired through practice.
2 The participants learn what the trainer teaches, Learning is simple function of the capacity of the participant to learn and ability of the trainer to teach.
Learning is a complex function of motivation and capacity of the individual participant, the norms of the training group, the training methods and behaviour of trainer, and the general climate of the institution.
3 Individual action leads to improvement on the job.
The improvement on job is a complex function of individual learning, the norms of the working group and the general climate of the organization. Individual learning unused, leads to frustration.
4 Training is the responsibility of training institute. It begins and ends with the course.
Training is the responsibility of three partners, participants, their organization and training institution
How do people learn?
Why to people learn?
Why do some people learn faster than others?
How could learning become more effective?
These Qs keep bothering a trainer and answer is not very simple as human brain is very complex.
PRINCIPLE OF LEARNING – THE BASIC QUESTION
It is defined as a relatively permanent change in behavior, which occurs as a result of practice or experience. Not always good, it could be addition of information. It could be acquisition of new skills. It could also be change in behaviour.
WHAT IS LEARNING?
Classical conditioning (pairing of conditional and unconditional stimulus).
Operant conditioning (In this reinforce is used).
Cognitive learning(A change in the way information is processed as a result of experience a person has had.
TYPES OF LEARNING
Level of motivation.
Feed back on learner’s effectiveness.
Participation by learners (more so for skills like cycling, swimming).
Successive approximation.
Learning and efforts.
Imitation and modeling
Meaningfulness of material
Transfer of training
Learning to learn
Theoretical vs practical
Profile of the group
Setting objective
IMPROVING LEARNING
TRAINING LOOPIdentification of Training Needs
Develop Training Objectives
Measure Training Results
Conduct Training Programme
Design Training Evaluation
methodology
Design Training Curriculum
Design Training Methods
Training or training need = Skills required to perform given task efficiently--skills one posses at that movement.
Hence 1st step is to identify training needs
The success of Training and development programme will depend on ITN
IDENTIFICATION OF TRAINING NEED
INDICATORS OF TRAINING NEEDS
• Complaints from staff
• Complaints from customers/clients
• Poor quality of work
• Frequent errors
• Inadequate recruiting process
• Large staff turnover
• Performance dates not met
• Conflict among staff
• New equipment/ systems
OTHER ISSUES THAT MAY ASSIST IN TNA
• Accident report• Company plan, policy or projection• Exit interviews/ Questionnaire• Error rate• Complaints • Absenteeism• Quality control report• Performance appraisals• Observation, testing• Job analysis
Job description of individual.
Job performance review.
Potential of individual to grow.
Managerial ability and traits required.
DATA NEEDED FOR TNI
Training manager.
Line managers.
If TNI is wrong no use of conducting programme.
Line manager must review the performance with correct intention of finding TNI. Hence ask.
WHO TO FIND TNI ?
Do I know the present Job description
of my subordinates?
Do I know the problems faced by my subordinates in performing their job and how they deal with it?
Do I know how they deal with colleagues and subordinates?
Do I know his potential in relation to organisation needs?
Do I know his strength and weakness in relation to job?
If answer to above data is affirmative he should be in position to provide reliable data for TNI.
The need identification should be in consultation with the subordinate
It should be examined if training is best solution
Often managers are nominated because they can be spared
Hence OSDs are detailed and not the person actually need training
STEPS A CONSULTANT TAKES FOR TNA
• Become familiar with the structure of the co• Become familiar with the finances of the co• Become familiar with the staff of the co• Design a suitable questionnaire to establish train needs• Follow up questionnaire with personal interview• Establish whether the needs shown were training needs or
management needs.• Design Training to fill the gaps indicated• Conduct training• Evaluate training by observing behavioural and attitudinal
changes
Performance appraisal
MAJOR SOURCES FOR IDENTIFYING TRAINING AND DEVELOPMENT NEEDS
Identify expectation and actual performance
Areas relating to knowledge, skills attitude and behaviour on job which need change can be specifically assessed
It comes from employee himself or during discussion between him and superior
Annexure 3-I
Annexure 3-II
Based on career plan…….
Training manager, employees and his superior meet and discuss the gap between his skills & requirement of future job.
This could be for present and future job.
CAREER PLAN (Job Enrichment / Enlargement, Transfer, Promotional)
New systems and procedure, when introduced, call for intervention from T&D function.
The level of skills of employees are assessed for new system and accordingly training need identified.
Some will need more training than others.
SYSTEM INTRODUCITON
Many a times the programmes are designed on the basis of what can be given by training department then really needed.
If training managers has the background of marketing he will be more inclined to that field.
Hence organisations must have some body who can organise any type of training.
THE LACUNA
Constitute corporate training committee
Headed by VP HR
Most of the senior line managers as members to ensure commitment to training
Example I (page 18 – 21)
Example II (page 22- 25)
SOLUTION
When we need to identify for a large group
Questionnaire are generally sent to employees and his immediate superior to make it more objective
Separate Questionnaire are made for different functions
Each Questionnaire has sub section for example
Marketing
Questions on general marketing
Questions on demand for casting
Distribution
Warehousing
Market survey
Advertising / publicity / PR
Sales training
International marketing etc
(Note:- Design questionnaires for marketing / financial / operations)
QUESTIONNAIRE METHOD
Normally used in the absence of appraisal system
A person from training department or outsider can be assigned this job
Normally done when employee strength is small
Interviewer must study job description of each manager, systems and procedure
Question must be oriented to probe the weaknesses and strengths
Distinguish between immediate needs and development needs
The process must commence with detailed discussion with dept Mgr
INTERVIEW METHOD
A model by Dr George Odiorne
CLASSIFYING EMPLOYEES
Who should be trained more out of this four group & why?
Low Potential
Hig
hJo
b P
erfo
rman
ce
High
Work Horses
Starts 15%
Deadwoods 20%
Problem Children
There are range of training methods
Each has its advantages and disadvantages
Difference mainly lies in terms of trainees involvement in the process of learning
Can be represented from least to maximum
Choice of method is a matter of experience and competence of the instructor
It also depend on levels of participants
Training Methods
1. Training in the field, on the job
Apprenticeship
In plant training
Craftsmanship
Types of Training Methods
2. Simulating real situation
Role playing
Business games
In basket training
3. Laboratory training
Sensitivity training – T group, L group
Transactional analysis
4. Sampling real life
Incidents,
case methods/ case studies
5. Individualised training or counseling
Practicing specific skills
Reading and training or counseling
Postal tuition
Programmed instruction
6. Discussion methods
Syndicate method
Seminar, conferences, colloquium symposium
7. Lecture methods
By
Hearing
Seeing
Hearing and Seeing
Doing or Experiencing
Touching
Heaving a feel
Soiling the hands
Hearing/seeing/doing/ experiencing
Learning Effectiveness
Sensory Organs
Ears , mouth
Eyes
Ears/mouth/eyes
Body
% Effectiveness
30%
40%
50%
60%
80%
1. Motivation
High
Medium
Low
Principal of learning and choice of methods
Methods
Business games, project assignment
Lecture, group discussion case study
Reading assignment
2. Active involvement
High
Medium
Low
Methods
Case study, business game, project assignment, role playing
Group discussion, reading assignment
Lecture
3. Individual approach
High
Medium
Low
Methods
Project assignment
Group discussion, case studies, business games, role playing reading assignment
Lecture
Methods
Project assignment
Group discussion, case studies, business games, role playing reading assignment
Group discussion and role playing
4. Sequencing & structuring
High
Medium
Low
5. Feed back
High
Medium
Low
Methods
Business games, role playing Project assignment
Group discussion case study
Lecture, reading assignment
Methods
Project assignment
Group discussion, case studies, business games, role playing reading assignment
Lecture, reading assignment
6. Transfer
High
Medium
Low
Feed back on
Soundness of decision behavioural pattern practical usefulness of learning
Knowledge analytical ability
--
One of the oldest most basic training method
Mode one teacher active, student passive, mode two both active and mode threes teacher passive students active
Mode one is for lecture, other two modes for other methods
Lecture Method
Who is your audience
What is the purpose of talk
What is the time available
What is the subject matter
Planning lecture
Introduction
The body of the talk
Develop logical steps
Illustrate with examples, visual aids
Start with simple concepts and progressively move towards difficult ones
Conclusion
Tell what you are going to tell
Tell it
Then tell what you have told
Contents of the lecture
Setting the scene – Arrive in time to check every thing is in place
Posture – Mainly standing and maintaining eye contact
Appearance – Nothing out of harmany
Manners – Courteous and since and enthusiastic
Gestures
Vocabulary
Delivering lecture
Good for passing information which are not with the students
Large no in limited time can be covered
Good for basic theoretical knowledge
When gist of research work is to be communicated
Advantages
Spirit of inquiry curbed
The relationship between teacher and student is 1:1
Not good with experienced people
It produces staleness and monotony
Teachers are not aware of thoughtm process of students
Flexibility with reference to participants reaction is low
Farthest from reality
Disadvantages
Make presentation for 20 to 25 minutes, then participate for 10 to 15 minutes through discussion, question answer session and an exercise.
Divide your period into two parts of 1 ½ hrs each 1st part for concepts 2nd part for case study on same.
Annexure 4.1-1
Annexure 4.1-2
Improving effectiveness of lecture method
Excellent medium for developing analytical skill.
Started by Harvard business school.
Some of the prestigious ones which strongly believe in case method are Asian Institute of Management, Manila and II M Ahmedabad
The case method
What is case ? A written description of an actual situation in business which provokes in the readers the need to decide what is going on, what the situation really is or what the problems are and what can and should be done?
A case is an objective description of a “real life” business situation in which executive are required to take action and are responsible for results.
or
Case technology (see on page 50)
How is the case used? Most institutes use it for class room discussion
Some also insist on written analysis of cases as is required to be done in real life business situation
Preparation for the case• For available data.• For identifying major issue.• Exploring alternate course of action.• Finally making decision based on analysis.• It is a dynamic and useful approach for learning.• Syndicates of 6 to 7 students is made.• These syndicates separately discuss and
analyse.• All syndicates present their view point in front of
whole class.
Steps in case analysis Define the problem in the case – most difficult part of case process
It is important as doctors diagnosis
Trainer should act as facilitator but never define the problem
Set objective for problem solution
Out line alternative course of actions
Case conclusion
Important questions during case analysis What is going on here?
What are their possible effect?
Is there a problem at all?
What precisely is the problem?
What has caused it?
Are we looking at causes or symptoms?
What are the main issues?
Why are the issues important?
Whose problem is it?
What precisely are his objectives?
What should he try to do now?
What possible courses of action are open?
How realistic are the actions proposed?
Writing a business case Select the type of problem and enterprise form which the material will be obtained
Observe and collect data
Write case
Clear the case
Confirm usefulness of the case as teaching material
Syndicate method Working in a small group to achieve a particular purpose
Participants learn from each other and contribute their experience
To reflect critically own his own work and experience
To update his knowledge of new concepts and techniques with the help of co-participants
To develop sound judgment through greater insight into human behaviour
This is useful only for experienced executives
Mechanics of method Participants are divided into syndicates
Each syndicate functions as team from different interest
Each syndicate is given assignment which have to be finished and report submitted by specified date and time
By rotation each member becomes leader. Each member also becomes a secretary
Each assignment is given in the format of brief
Each syndicate has one directing staff who ensures fair opportunities for each member
Report of each syndicate is circulated to other syndicates for comments
Finally chairman/leader of each syndicate makes presentation in joint session
AdvantagesIt secures a very high level of involvement
It is a very good process of self education and development
It leads to critical thinking by participants
Practice of communicating
Resulting in broad minded realistic approach
DisadvantagesIf directing staff does not do his job
properly it may be waste of time
Poor structure of syndicate can lead to waste of time
Some participants may not show proper interest if proper pressure is not maintained
Business games characteristicsLearn while playing the game.
It is relevant to the situation in the industry
Business games help in reducing department loyalty conflicts
This is important for the growth and prosperity of an organisation
Definition
It is a simulation which consists of sequential decision making exercises, structured around a hypothetical model of an organisation’s operations in which participants assume rolls in managing the simulated operations. As it is simulation, there is no loss the organisation, in case mistakes are made by participants.
Types of business games
1) By coverage
Total enterprise games
Functional games
Other specialist games
2) By competitive element
Interacting games
Non interacting games
3) By processing of results
Computer games
Non computer games
Advantages They are able to demonstrate some very broad
but vital facets of organisational life.
It helps in changing attitude.
It provides experience in application of statistical and analytical method.
Learning more effective due to active participation .
Disadvantages Costly method.
It may become a game to be won only.
Some games may be two simplified model of recently.
Some people may consider it as game to be played.
How to run a business game?
Briefing the group
First run by participants
First feed back
Publication of information on results achieved
Repeat rounds
End of the game
Evaluation
Trainers role He should have complete understanding of the game
Clearly explain to all participants
Be alert to handle any situation
Give feed back quickly
Plan conduct of game carefully
Keep complete situation under control
Steer the discussion to productive channel of learning
Do not declare winners
Compare with real life situation where possible
See that objectives are met
Role play method Active participation
Participant act out to the actual or imagining situation
Act out is followed by discussion and analysis
Unique values of role playing Role playing experience demonstrates the gap
between thinking and doing
It makes if clear that good human relation requires skills
Attitudinal changes effectively achieved
Sensitive to others feeling
Each person is able to discover to his own personal fault
It permits training in control of feelings and emotions
Single role play (structured)
Two or three persons play the role.
This allows the entire class to examine in depth all the dynamics and complexities
Some players tend to feel embarrassed
It makes to difficult for trainer to handle negative comments
Multiple role play (structured) All trainees are players
A class is divided into groups and each player of group is given written role or an assignment as observer
It allows all members to participate
Varity of conclusion can be drown by various players
Cases no embracement to any player
Spontaneous role play
Used more often to help participant acquire an insight into his own problem
The trainer elicit some problem from group itself and does not use written material
Steps in role playing process
The warm up
The enactment
Post enactment discussion
In basket exercise It is a simulation of manager’s work load on a
given day.
It is driven from ‘IN’ & ‘OUT’ trays found on the table of executive
More prominent in govt offices
Methodology Participant is required to assume the role of a manager in an
organisaiton
He is given problems in the form of letters, memos and memoranda
All put in the in tray of participant
Participant to read papers and take appropriate action in limited time
In order to complete assignment in time, player to set priority, delegates to others etc
Participant has to write notes and memos to complete the exercise
Participant may be made to explain his action to other players
Design of In basket exercise
Prepare set of instructions for the participant
Prepare contents of IN Basket
Prepare notes for the guidance of trainer
Advantages It is rooted in the real life situation of the
corporate world
It enhance the skills in decision making and problem solving
Can be designed for a particular managerial position
It can be modified as per level of participants
Very good for specific skills
Disadvantages Expensive to conduct and administer
It is essentially individual
How to run in basket? Trainer to explain
Distribute instructions
Ask questions till understood
Distribute contents of in basket
Fix time limit
Allow discussion once time is up
Experiential learning techniques It is an action oriented behavioural situation.
Participants generate their own data about each of the key concepts to be studied.
I hear and I forget.
I see and I remember.
I do and I understand. (Confucius)
It is a process of making meaning from direct experience.
Learning through reflection on doing.
Ex- Going to Zoo and learning through observation as against learning from books.
It requires no teacher but requires self initiative and self evaluation.
Sensitivity training It provides participants an opportunity to actually experience
some concepts of managements just as a manager would experience them in his organizational situation.
It is a group training method that uses intensive participation and immediate feed back for self analysis and change.
Participants remains involved and enthusiastic.
Reasonability of learning lies on self, so positive efforts.
It increases sensitivity and awareness towards others and their style.
It helps in understanding how conflict arises and are resolved.
As the name suggest training aims at developing sensitivity within people towards thoughts, feeling and behaviour of other persons.
T- Group It leads to understanding of self and contribute
towards organizational change and development through training in attitudinal changes
It can relieve from long harboured feelings of quilt and maintaining temporary sense of well being
T – groups are classified into stranger group, family groups and cousin groups.
Method of conducting T-groups It consists of 8 to 15 persons,.
Data developed are here and now.
T- Group process concentrate on the present with total exclusion of past.
Psychological health of participants is essential, a person who cannot take criticism and become angry or over anxious hear them is unsuitable.
Heterogeneous group of persons are better than homogenous
Feed back It should be honest.
State in behavioural terms. It should be descriptive not evaluative.
Keep it timely immediate and direct.
It should be based on behaviour exhibited in group and not on any thing else.
It should be constrictive and not to criticize
exerciseClass to make a group and sit in a circle.Each participant to narrate his/her goal in life.Other participants to make comments indicating why that goal is suitable or not suitable.
Sensitivity training through TA As per TA theory there are three ego states in which
a person operates at any given time
As per analysis of human behaviour based on ego states, Dr Eric Brine confirms that most of the personality of a person is build by the age of 5
In TA Training while people are discussing a particular subject a trainer by observing behaviour of each person is able to make out weather he is operating from child, adult or parent ego state and what is most desirable. (Exercise)
Exercise
• Two of the participants to discuss on management education in India.
• Others to observe them and find out how each is operating from different ego states.
• On completion of discussion observers should narrate their observation.
Sensitivity training through fish bowl exercise
Objectives
To inculcate in participants the discipline of observing others and giving constrictive feedback
To learn about oneself, one’s behaviour and personality as seen through the eyes of others
Aspects to which fish bowl exercise can be put to use
Individual and group behaviour
Contents of communication
Roles individual play in groups
Inter group conflicts
Dynamics of groups problem solving
Decision making
Inter personal relations
Other aspects are Method of conducting exercise
Around 25 people
Inner circle participate (target group)
Cluster circle, observes behaviour and provides feedback
Change positions of inner and outer circle
Role of trainer
Feedback method (Let us do it)
Audio visual aids
Black boards
Flip charts
Magnetic boards
Over head projects
Slide projector
Computer based projectors
Visual colours
As per ILO training handbook colours rank in order of attraction:-
(i) Orange (ii) Red (iii) Blue (iv) Black
(v)Green (vi) Yellow (vii) Violet (viii) Grey
Preference Order
(i) Blue (ii) Red (iii) Green (iv) Voilet
(vi) Orange (vii) Yellow
Visual should be simple written in bold letter
Each slide should have six points max.
Films
It stimulates interest
Students observe more and remember more
It can be used showing human relation, demonstrating selling technique and many other aspect
Film can be used in parts as clips (Ex)
Designing training programmes
Training is the gap between skills knowledge required to perform efficiently and skills knowledge one posses( add more)
Training situation check list( tick for your organisation)
Employee turnover in my area is higher than in others organisation.
High absenteeism.
Overtime seems to be increasing faster than increase in work load.
Customer complaints are on the increase.
To many grievances and complaints from employees.
The moral of employees is lower than desired.
Continue The error rate too high. Many new employee not fully trained. Output is much less than expected.
Some employees seems to be disinterested in certain tasks. There are employees who can shoulder greater responsibility. Some of the employees are not able to follow new procedures or technology.
Above checklist indicate that every organisation will tick mark many. However it will depend on what objectives are set by apex bodies.
Seven Steps for setting training objectives
• Write down the nature of job for which training is to be done.
• Then include quality and quantity standards that is going to be achieved from training programmme.
• Equipment, procedure and criteria are needed
• Alter / improve your training objectives if required
What training is not?
It is not for providing a break.
It is not the way of recognising good performance.
It is not the part of reward or incentive system
Training is quite relevant in the following areas
New employees
Operational improvement
Operational problems
Employees development
New employees Decide how many employees would be joining your dept?
Specific task or job employee will be doing.
How many employees will be transferred from other departments to your’s and what would be their job?
Who will be best to train them?
Effective job trainers should have to following qualities
Good communicator.
Able to relate well with people.
They should be enthusiastic abut their work.
They should be knowledgeable to command respect.
Operational problem For defining operational problem following to be
answered
Where the problem is occurring?
What kind of problem it is?
How big the problem is?
How long the problem has persuaded?
No of people affected.
Reduction in overall performance by this problem.
Employee development Development of employees for future
responsibility is a long term process.
Hence it should not be taken lightly.
All high performers should receive some developmental training.
Do not dump so much growth mental training on high performer that it effects his present job.
Do not show favour to high performance.
Sample training programmes (124 – 130)
Conducting Training Programmes. You should appoint programme coordinator.
You could also appoint programme director.
The programme director could be from that specilisation from which max. participants are there.
They should
Choose right faculty for the programme
Faculty could be some manager or from outside.
There should be stand by trainers who could be called upon at short notice
Correct experience and number of trainees should be selected.
The curriculum should be designed in such away that max utilisation of resources is made.
Availability of training material
Timing and sequence should be as per objective of the programme
Suitable location
Physical facilities and training equipments
Check of list by programme coordinator. Page 133
• Hard copy given to you.
EVALUATION OF TRAININGTypes of training evaluation
Context evaluation
Input evaluation
Out come evaluation
Immediate out come
Intermediate out come
Long term out come
Important
What needs to be changed
What procedure most likely to bring about this change
What evidence is there that change has occurred
Purpose of Evaluation• To find out the extent to which objectives
achieved.• To examine if course contents are relevant.• To evaluate general atmosphere in the class.• To assess the efficacy of the training methods.• To study the extent of participation by the
trainees.• To see that instruction are conducted as
planned.• To assess the motivation level of training
department.
Area of Evaluation
• Contents:-– To what extent contents were relevant to
objectives.– Were the contents given adequate coverage?– Was the sequencing proper?
• Methodology:-– Methods used were useful and relevant.– Was there a variation in methods for
effectiveness.
• Facilities:-– Did the facilities create conducive
environment for learning?
• Resource persons:-– General bearing of trainer.– If he/she has the desired skills?– His body language and pronounces.
• Behavioural Change:-– Is there a positive improvement in behaviour
of trainees?
Kirkpatrick’s Model Of Evaluation
Step -1 Reaction - How well the trainees like the programme.
Step -2 Learning - what principles, facts & figures were learnt.
Step -3 Behavior - What changes in job behaviour resulted
Step -4 Results – What are the tangible results.
The sequence of Training ActivitiesOrganization of Identified
Reporting Result
Evaluation Activities
Task / Data Analysis
Establish Training & Objectives
Training Planning
Information Break Down
Learning Out lines
Selction & Design of Evaluation methods
Evaluating the Training Staff
Evaluating the Training Programmes
Evaluating the Learners
Potential Training Need
During the Training
Scheduling / Training
Techniques of Evaluation Reaction stage
Observation
Interview
Questionnaire
Rating scale - 1, 2, 3, 4, 5, 5, 7, Learning stage
Knowledge learning
Skill learning
Attitude learning
Job behaviour change
Results
Specimen of evaluation forms
Given to you
Innovation in Training Industrial revolution give emphasis to production.
A manufacturer was converting raw material in finished products.
A trainer started converting raw human being into developed hence training days become important.
Now we need to draw an analogy between seed and human resources facilitate.
New method
Grid seminar
SSL technology
Modular programmes by ILO
Walk about
INDICATORS OF TRAINING NEEDS
• Complaints from staff
• Complaints from customers/clients
• Poor quality of work
• Frequent errors
• Inadequate recruiting process
• Large staff turnover
• Performance dates not met
• Conflict among staff
• New equipment/ systems
