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Organization & Management
ofTraining Function;
Training Needs Assessment
&
Action Research
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Presented By:
Shiv Kishor Pradhan
Shiwani AwasthiSurabhi Gupta
Suraj Patel
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Part-1By: Shiv Kishor Pradhan
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Training
Training is an act of increasing the knowledge & skillsof an employee for doing a specific job. e.g. Trainee
acquire new skills, technical knowledge, problem-
solving ability etc . Training improves the performance
of employees in the training process becomes clearfrom the following lines: I Hear, I Forget, I See, I
Remember, I Do, I Understand
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Increased Productivity
Higher Employee Morale
Less Supervision Less Wastages
Easy Adaptability
Reduced Turnover/Absenteeism
Employee Development
Need & Importance of Training
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To increase productivity-
To improve quality
To help a company fulfil its future
personnel needs
To improve organizational climate-
To improve health and safety-
Obsolescence prevention-
Personal growth-
Training functions
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Improved Profitability
Improved Knowledge & Skills
Improves Morale of Work Force
Helps People Identify with Organisation Goals Provides Better Corporate Image
Creates Authenticity & Trust
Improves Inter-Organisation Relationships
Provides Org. Development Provides Information for Future Needs in all
Areas of Organisation
Improves Decision Making Process
Benefits of Training to
Organization
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Employee Appreciation
Employee Discrimination
Employee Skills Range Employee Liaison
Benefits of Training to
Employees
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ROLE OF TRAINING
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Role Of Organization In Training
Function
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Trainee
Designer Trainer
Evaluator
Importance of Training
Objectives
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Part-2By: Shiwani Awasthi
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How to Manage the TrainingFunction1 Develop a questionnaire to distribute to hiring managers to
find out their training requirements. Ask what technicalskills could be improved and what type of soft skillstraining is appropriate.
2 Review departmental job descriptions and prepare a list ofpotential training topics. Consult with department
managers to find out which topics are of interest.3 Compile statistics on areas that need improvement based onannual employee reviews. Present these statistics todepartment managers to determine if they want training for
their department in these areas
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4Propose the vision and goals of the department based oncorporate needs to the senior executive to whom thetraining function reports. Modify as required and obtain
sign off.5 Prepare and get approval of a training budget. Include
such costs as training facilities, production of trainingmaterial, purchase of third-party training material and
travel.6 Prepare and update job descriptions for training
department personnel.
7 Develop a list of potential training topics and getapproval from affected department managers. Askmanagers to list which topics are of most interest.
8 Decide which topics will be developed in house and which
will be from third-party sources.
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9 Present final proposed training topics (courses) to the seniorexecutive to whom the training function reports withrelated budget for approval. Upon approval, begin work onthe training curriculum for each course.10 Work with members of the training department to developoutlines for each course to be presented.11 Work with members of the department to develop writtencontent and supporting material for each course. Alsodevelop student exercises.12 Develop and announce a training schedule of when eachcourse will be offered and how long each course will be.13 List all the functions which must occur in the trainingdepartment. Develop job descriptions for those functions.Hire personnel, if needed, and assign jobs to staff currentlyemployed in department.
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14 Set objectives for the department and staff members15 Meet weekly with staff members to get an update on the
status of projects, training, and other training developsactivities. Set goals for the coming week.16 Provide continual feedback to employees on their
performance. Annually review employee performance andprovide feedback on what can be done to improveperformance. Commend employees on aspects of their jobperformed well.17 Monitor department budget against plan.
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K
A
S
Required
What are Training Needs?
K
A
S
Available
K A S
GAP
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Why Training Needs Arise?
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When to Train?
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When do Training Needs Arise?
When existing level of performance,behaviour and attitude of employees is not
contributing to the success of the
organisation.
When the level of motivation and morale is
low among the employees in the
organisation.
When there is a special need due to some
technological innovation in the organisation
like introduction of ISO Quality systems.
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When employees themselves convey to the
organisation through management about the
key areas in which they are not much
competent.
When there is a need for updating the
knowledge of employees are per the industryscenario. This is especially the case in relation
to market scenario and legislations.
When the organisation takes special interestin some employee, thereby intending his
development, for promotion or succession
purposes.
Wh th i h i li i t
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When there is a change in policies, systems
priorities, procedures, management
expectations and focus in the organisation.
When external changes have impact in the
organisation
When business plan or business strategydemands new orientation in knowledge, skills,
attitude or behavioural orientation.
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Determination of Training Needs
Take an inventory of existing manpower bothqualitatively and quantitatively.
Make forecasts of future requirements by
considering normal wastage through resignations;retirements, transfers, etc.
Look for sources of talent both within and
outside the organisation.
Prepare strategy for development for existing aswell as future manpower.
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Consider your terms of reference by getting
recommendations from the management for the company as
a whole or first by concentrating on the specific department.
Consider the situation within the organisation byascertaining which training programmes have already been
conducted and not conducted in the organisation.
Consider the information already available regarding new
employees and existing employees. Consider the problems which arise within the
organisation like huge labour turnover, unnecessary
wastages, excessive maintenance costs and frequent
customer complaints. Consider other possible approaches like business and
production reports, questionnaires, tests, surveys, group
conferences, etc.
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Requirements during Identification
Job descriptions of individuals as perceived by
them and their superiors against the individuals
profile.
Job performance review, i.e., level performanceachieved by individual measured against both job
content and agreed personal objectives.
Potential of individual to grow within the
organisation keeping in view the growth rate of the
organisation and its future objectives.
Managerial ability traits of individuals, which can
contribute towards performance on the job?
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Part-3By: Surabhi Gupta
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Training NeedsAssessment
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A needs assessment is the process ofidentifying the "gap" between performance
required and current performance. When a
difference exists, it explores the causes andreasons for the gap and methods for closing or
eliminating the gap.
Introduction
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What Is Needs Assessment?
Systematic process
Determines gaps between ideal and actual
Focuses on causes, extent, and solutions
Leads to appropriate design of training tocorrect identified gap
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When to assess Needs?
When the Work Changes
When Capabilities Change When the Work Environment
Changes
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Levels of Training Needs Assessment
By McGeHee & Thayer
Levels of TNA
Organizational
Level
Occupational
Level
Individual
Level
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Approaches to Training Need
Assessment
Direct Approach
Professional Approach
Secret Shopper Approach
Buying Cooperative
Public Seminars
Online Learning Consultants
Do It Yourself
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Training Needs Assessment: A
Systems ViewPre Assessment of Need Assessment
What would be purpose of need assessment?
What results are expected?
For what reason should be it undertaken justnow?
Who wants to see it carried out?
Was need assessment triggered by somespecific organisational problems?
Are these problem clearly defined and
understood?
Work Plan of the Particular Need
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Work Plan of the Particular Need
Assessment Activity Includes
Specification of: Scope and purpose
Time horizon
Methods for collecting data and drawing
conclusion on needs
Form of presenting conclusions
Schedule
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To understand what is required to be done in
training need assessment process, a clear
view of7 step procedure of result oriented
model of system approach is essential
Spotting Organisational Problems
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p g g
Tracing main causes and area of Problems
Recognising individuals & group related to the problems
Job analysis
Performance appraisal
Comparison
Separating training from non training solutions
Determining performance improvement needs
Training needs and
solutionsNon - training needs and
solutions
Performance
Standard
Information for developing training and non training
objectives and programmes
Scope of Training Need Assessment
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Scope of Training Need AssessmentIn Terms of organizational benefits:
To know the reason for non-performance of employees.
Create the feeling of trust among the employees regarding
management's approach towards training function.
If the organization itself takes care of the development of
the employees, the best talent could be retained.
Needs assessment creates a learning environment in an
organization.
An opportunity for employees to interact with each other
apart from job purposes. This creates a sense ofbelonging.
Act as a platform for employees to fill the gaps in
knowledge, competency, skill.
Scope of Training Need Assessment
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Scope of Training Need Assessment
In Terms of Application:
For creating a separate training committee or training
department leads to job enrichment as well as job
enlargement of HR professionals
Transforming the role of HR from routine functions of
administration to bigger responsibility of training anddeveloping the entire manpower of the organization
Creating the environment of learning in the
organization where employees develop a pro active
approach towards their job as they become inquisitiveto learn about the new advancement and technologies
A General Model for Diagnosing Management
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A General Model for Diagnosing Management
Training Needs
X A B C D E
Key:Ps - Standard Performance level
Pc - Current Performance Level
Cc - Current Competence
Pg - Performance Gap
Nnt - Non-training Needs
Nt - Training NeedsPgr - Residual Performance Gap
Pc
Ch ll f TNA
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Challenges of TNA
Time constraints
Lack of support
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Part-4By: Suraj Patel
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Action Research
Contents-:
Concept of action research.
Definition.
What is not action research.
Action research process.
Action research cycle.
Types.
Benefits of action research.
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Concept of Action Research-
Action research is a research initiated to solve animmediate problem.
Action research is an interactive inquiry process thatbalances problem solving actions.
It is an action to improving strategies, practices andknowledge of the environments within which theypractice.
Action research involves the process of actively
participating in an organization change situationwhilst conducting research.
Action research is conducted by one or moreindividuals or groups for the purpose of solving aproblem or obtaining information in order to informlocal practice
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Definition
Kurt Lewin (1947)
Action Research is the process by whichpractitioners attempt to study their problemsscientifically in order to guide, correct, andevaluate their decisions and actions.
Action Research is a fancy way of saying letsstudy whats happening at our school anddecide how to make it a better place.
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What is not Action Research-
It is not finding out what is wrong, but rather a
quest for knowledge about how to improve.
Action research is not about doing research on orabout people, or finding all available information on
a topic looking for the correct answers
is not about learning why we do certain things, butrather how we can do things better
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Action research process
The action research process works through
three basic phases: Look
Think
Act
Th th h b il d t d b b l
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These three phases can be easily understand by below
mention Action Research Cycle :
identifyproblem
gatherdata
interpretdata
act on
evidence
evaluateresult
nextsteps
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Types of action research
There are two main types of action research: Practical Action Research
Addresses a specific problem
Primary purpose is to improve practice and inform largerissues
Participatory Action Research Empower individuals and groups to improve their lives and
bring about a social change
Stakeholders are involved and are active in all processes(collaborative participation)
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Advantages of Action Research
It can be performed by anyone, in any type ofschool or institution
It can help to improve educational practice
It can help education and other professionalsto improve their craft
It can help them learn to identify problems
systematicallyIt can build up a small community of research-
oriented individuals at the local level
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Thank
You
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