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CHAPTER-1
INTRODUCTION
Employee training tries to improve skills, or add to the existing level of
knowledge so that employee is better equipped to do his present job, or to
prepare him for a higher position with increased responsibilities. However
individual growth is not and ends in itself. Organizational growth need to be
measured along with individual growth.
Training refers to the teaching /learning activities done for the primary purpose
of helping members of an organization to acquire and apply the knowledge
skills, abilities, and attitude needed by that organization to acquire and apply the
same. Broadly speaking training is the act of increasing the knowledge and skill
of an employee for doing a particular job.
In todays scenario change is the order of the day and the only way to deal with
it is to learn and grow. Employees have become central to success or failure of
an organization they are the cornucopia of ideas. So it high time the organization
realize that train and retain is the mantra of new millennium.
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SCOPE OF THE STUDY
The scope of the study covers in depth, the various training practices, modules,
formats being followed and is limited to the company Reliance Money and its
employees. The different training programmes incorporated/facilitated in
Reliance Money through its faculties, outside agencies or professional groups. It
also judges the enhancement of the knowledge & skills of employees and
feedback on its effectiveness.
OBJECTIVE OF THE STUDY
The broad objective of the study of training policies in Reliance Money is to
study the impact of training on the overall skill development of workers. The
specific objectives of the study are:
1. To examine the effectiveness of training in overall development of skills
of workforce.
2. To examine the impact of training on the workers.
3. To study the changes in behavioral pattern due to training.
4. To measure the differential change in output due to training
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5. To compare the cost effectiveness in implanting training programmes.
EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to
perform the activities that have to be done. If current or potential job occupants
can meet this requirement, training is not important. When this not the case, it is
necessary to raise the skill levels and increase the versatility and adaptability of
employees.
It is being increasing common for individual to change careers several times
during their working lives. The probability of any young person learning a job
to day and having those skills go basically unchanged during the forty or so
years if his career is extremely unlikely, may be even impossible. In a rapid
changing society employee training is not only an activity that is desirable but
also an activity that an organization must commit resources to if it is to maintain
a viable and knowledgeable work force.
The entire project talks about the training and development in theoretical as well
as new concepts, which are in trend now.
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Here we have discussed what would be the input of training if we ever go for
and how can it be good to any organization in reaping the benefits from the
money invested in terms like (ROI) i.e. return on investment. What are the ways
we can identify the training need of any employee and how to know what kind
of training he can go for? Training being covered in different aspect likes
integrating it with organizational culture. The best and latest available trends in
training method,
the benefits which we can derive out of it. How the evaluation should be done
and how effective is the training all together.
Some of the companies practicing training in unique manner a lesson for other
to follow as to how to train and retain the best resource in the world to reap the
best out of it.
Development is integral part of training if some body is trained properly and
efficiently the developments of that individual and the company for whom he is
working. Here we discussed about development of employee, how to identify
the needs, and after developing how to develop executive skill to sharpen there
knowledge. Learning should be the continuous process and one should not
hesitate to learn any stage. Learning and developing is fast and easy at Reliance
Money.
CHAPTER-2
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INTRODUCTION TO AGRA SHOE INDUSTRY
Introduction to Agra Shoe Industry
It may be producing more than 150,000 pairs of shoes every day, but to stand
firmly against the competition being posed by China in the Agra footwear
industry is still not ready to handle the volume of world market, he said. export
orders that the US market is generating, because of lack of infrastructure and
an insufficient availability of export-ready high-grade raw leather.
According to footwear industry sources, there are about 60 footwear
exporting units functioning in Agra at present, though this number is less than
half the number of footwear-exporting units that existed in the early 1980s,
before the fall of the Soviet Union. Pegged at almost Rs 1,100 crore at present,
the export potential of Agra footwear exporters is expected to grow by 20-25 per
cent this year with rising labour prices in European countries, though the
Indian share in the world footwear market is still less than 3 per cent, while
China stands strongly poised at 29 per cent.
Puran Dawar, managing director, Dawar Footwear Industries, a
prominent footwear-exporting company of Agra, said in the early 1980s, the
Soviet Union was the single-largest importer of footwear from Agra, buying
shoes worth more than Rs 1,200 crore from nearly 150 shoe exporters of the
town, but after the fall of the Soviet Union, this export was reduced to less than
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Rs 100 crore, leading to the shutdown of almost 60 per cent of the shoe-
exporting units of Agra.
Now, he said, after almost 20 years' dry spell in exports, the
footwear
industry of Agra was slowly regaining its footing and due to the low priced but
high-quality shoes produced here, the local units were receiving orders from
multinationals like Bata and Lumberjack, though the industry was still vying for
orders from US majors like Wal-Mart. Also, the Agra footwear industry had not
been able to establish any indigenous brand of its own in the world market
while shoes of multinational brands like Reebok and Woodland were selling
well in Agra itself. According to Dawar, the reason behind the US companies
neglecting Agra footwear companies is that a majority of the Agra shoe
manufacturing companies were mid-level units incapable of producing shoe
pairs in bulk, as required by the US market.
According to Dawar, the standard supply deadline of a US order was 90 days
and the volume of orders reached more than 500,000 pairs of shoes in a single
batch, which was a tremendous target to achieve for any Agra footwear unit
because the availability of high-quality raw leather in Agra was rather scarce
and the production cost of a single pair of shoes in Agra was almost 2-3 times in
comparison with China, raising the overall initial investment, which the Agra
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footwear industry could ill-afford at this moment. He said the Agra Footwear
Manufacturers and Exporters Chamber had asked the Centre to place a check
on the export of raw leather in the form of livestock to neigh Agra shoes miss
US orders bouring countries like Bangladesh and Pakistan, if the Agra shoe
industry was assured of regular supplies of raw leather it would be able It may
be producing more than 150,000 pairs of shoes every day, but to stand firmly
against the competition being posed by China in the the Agra footwear industry
is still not ready to handle the volume of world market,
The Germany-based Ara Shoes AG, the sixth largest branded footwear house in
the world and the largest in Europe, is learnt to have finalized plans to enter
India. Tata International, the $1 billion trading outfit of the Tata group, is
believed to have struck arrangements with the $780 million German giant to
market the latters high-end shoe brand Lloyd in India.
Lloyd shoes are available overseas ranging from $40 to $2,500. An
exclusive Lloyd showroom will be opened in the city shortly. Sources
close to the development said the Tata firm would announce the tie-up next
week. Maxmilian Mueller, managing director, Lloyd would be in Mumbai mid-
next week to announce the venture, they added.
Nearly two months ago, Ara Shoes had entered into an understanding
with the Hong Kong-based Tata South East Asia to jointly manufacture up to
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1.5 million pairs of footwear per year in China for five years. In addition to
Lloyd, other brands of Ara are Ara, Think, Legero, A & W. Ara sells close to 14
million pairs per annum.
Tata International is Indias largest exporter of leather and leather
products and has manufacturing facilities at Dewas. The units are
complemented by supply-chain operations at various locations in India and in
countries such as China and Bangladesh. The company exports to 110 countries
and has a presence in 25 nations.
The ailing footwear industry of Agra may at last see better days. With
foreign footwear importers beginning to show interest in the old leather
industry of this town, the shoe manufacturing and exporting companies of Agra
are busy setting ambitious export targets for the years.
In an effort to attract foreign buyers, the footwear manufacturers of Agra
are now preparing to participate in a footwear expo to be held in September in
Milan under the aegis of the Indian Trade Promotion Organization and the
Union ministry of small-scale industries under its Export Promotion &
Marketing scheme.
This is not the first of Agras Italy connections. Earlier it had been
reported in this paper a footwear components park would be set up in Agra by
the Council of Leather Exports, government of India, at over Rs 16 crore. Work
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is in progress. Sources said Italian companies had agreed to buy out a
significant part of the park. In the first phase, 58 domestic footwear units had
proposed to set up units in the park and efforts were also under way to get this
park classified as a special export park with the ministry of commerce giving the
shoe manufacturers the advantage of duty draw backs and tax rebates on
footwear export.
There were about 200 footwear exporting firms in Agra exporting to
several countries, but besides these firms, there were also about 6,000 small-
scale footwear-manufacturing units functioning in the town that were yet to
make a breakthrough in the world market.
INTRODUCTION TO DAWAR FOOTWEAR INDUSTRIES .
About The Project
The duration of my project was of two months during these two months I did
many things regarding my project as I was also the part of operations I also
understands how the operations department works at Reliance money.How the
shares of the client are kept in electronic form in the clients account and how it
is dematerialized by operations department at Reliance money.
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TRAINING AND DEVELOPMENT
It is a subsystem of an organization. It ensures that randomness is reduced and
learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVLOPMENT
Traditional Approach Most of the organizations before never used to believe
in
training. They were holding the traditional view that managers are born and not
made.
There were also some views that training is a very costly affair and not worth.
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Organizations used to believe more in executive pinching. But now the scenario
seems to
be changing.
The modern approach of training and development is that Indian Organizations
have
realized the importance of corporate training. Training is now considered as
more of
retention tool than a cost. The training system in Indian Industry has been
changed to
create a smarter workforce and yield the best results.
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of
skills,
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concepts, rules, or changing of attitudes and behaviours to enhance the
performance of
employees.
Training is activity leading to skilled behavior
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
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Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the
current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA)
through
professional development.
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Importance of Training and Development
Optimum Utilization of Human Resources Training and Development helps
in
optimizing the utilization of human resource that further helps the employee to
achieve
the organizational goals as well as their individual goals.
Development of Human Resources Training and Development helps to
provide an
opportunity and broad structure for the development of human resources
technical and
behavioral skills in an organization. It also helps the employees in attaining
personal
growth.
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Development of skills of employees Training and Development helps in
increasing
the job knowledge and skills of employees at each level. It helps to expand the
horizons
of human intellect and an overall personality of the employees
Productivity Training and Development helps in increasing the productivity of
the
employees that helps the organization further to achieve its long-term goal
Team spirit Training and Development helps in inculcating the sense of team
work,
team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn
within
the employees
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Organization Culture Training and Development helps to develop and
improve the
organizational health culture and effectiveness. It helps in creating the learning
culture
within the organization.
Organization Climate Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from
leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of
work and work-life.
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Healthy work-environment Training and Development helps in creating the
healthy
working environment. It helps to build good employee, relationship so that
individual
goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health
and safety
of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the
work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and
more
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positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.
Organization gets
more effective decision making and problem solving. It helps in understanding
and
carrying out organizational policies.
Training and Development helps in developing leadership skills, motivation,
loyalty,
better attitudes, and other aspects that successful workers and managers usually
display.
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TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which
in turn,
enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by
bringing
individual effectiveness.
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Functional Objectives maintain the departments contribution at a level
suitable to the
organizations needs.
Societal Objectives ensure that an organization is ethically and socially
responsible to
the needs and challenges of the society.
Importance of Training Objectives
Training objective is one of the most important parts of training program. While
some
people think of training objective as a waste of valuable time. The
counterargument here
is that resources are always limited and the training objectives actually lead the
design of
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training. It provides the clear guidelines and develops the training program in
less time
because objectives focus specifically on needs. It helps in adhering to a plan.
Training
objectives tell the trainee that what is expected out of him at the end of the
training
program. Training objectives are of great significance from a number of
stakeholder
perspectives.
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1. Trainer
2. Trainee
3. Designer
4. Evaluator
Trainer The training objective is also beneficial to trainer because it helps the
trainer to measure the progress of trainees and make the required adjustments.
Also, trainer comes in a position to establish a relationship between objectives
and particular segments of training.
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Trainee The training objective is beneficial to the trainee because it helps in
reducing
the anxiety of the trainee up to some extent. Not knowing anything or going to a
place
which is unknown creates anxiety that can negatively affect learning. Therefore,
it is
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important to keep the participants aware of the happenings, rather than keeping
it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to
make the
training successful. The objectives create an image of the training program in
trainees
mind that actually helps in gaining attention. Thirdly, if
the goal is set to be challenging and motivating, then the likelihood of achieving
those
goals is much higher than the situation in which no goal is
Set. Therefore, training objectives helps in increasing the probability that the
participants
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will be successful in training.
Designer The training objective is beneficial to the training designer because
if the
designer is aware what is to be achieved in the end then hell buy the training
package
according to that only. The training designer would then look for the training
methods,
training equipments, and training content accordingly to achieve those
objectives.
Furthermore, planning always helps in dealing effectively in an unexpected
situation.
Consider an example; the objective of one training program is to deal effectively
with
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customers to increase the sales. Since the objective is known, the designer will
design a
training program that will include ways to improve the interpersonal skills, such
as verbal
and non verbal language, dealing in unexpected situation i.e. when there is a
defect in a
product or when a customer is angry.
Therefore, without any guidance, the training may not be designed
appropriately.
Evaluator It becomes easy for the training evaluator to measure the progress
of the
trainees because the objectives define the expected performance of trainees.
Training
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objective is an important to tool to judge the performance of participants.
Training and Human Resource Management
The HR functioning is changing with time and with this change, the relationship
between
the training function and other management activity is also changing. The
training and
development activities are now equally important with that of other HR
functions. Gone
are the days, when training was considered to be futile, waste of time, resources,
and
money. Now-a-days, training is an investment because the departments such as,
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marketing & sales, HR, production, finance, etc depends on training for its
survival. If
training is not considered as a priority or not seen as a vital part in the
organization, then
it is difficult to accept that such a company has effectively carried out HRM.
Training
actually provides the opportunity to raise the profile development activities in
the
organization
To increase the commitment level of employees and growth in quality
movement
(concepts of HRM), senior management team is now increasing the role of
training. Such
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concepts of HRM require careful planning as well as greater emphasis on
employee
development and long term education.
Training is now the important tool of Human Resource Management to control
the
attrition rate because it helps in motivating employees, achieving their
professional and
personal goals, increasing the level of job satisfaction, etc. As a result training is
given on
a variety of skill development and covers a multitude of courses.
Role of HRD Professionals in Training
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This is the era of cut-throat competition and with this changing scenario of
business; the
role of HR professionals in training has been widened. HR role now is:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and
post
employment support for advanced education and training
6. Flexible access i.e. anytime, anywhere training.
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Models of Training
Training is a sub-system of the organization because the departments such as,
marketing
& sales, HR, production, finance, etc depends on training for its survival.
Training is a
transforming process that requires some input and in turn it produces output in
the form
of knowledge, skills, and attitudes (KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform
a
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particular function. An organization is a system and training is a sub system of
the
organization. The System Approach views training as a sub system of an
organization.
System Approach can be used to examine broad issues like objectives,
functions, and
aim. It establishes a logical relationship between the sequential stages in the
process of
training need analysis (TNA), formulating, delivering, and evaluating. There are
4
necessary inputs i.e. technology, man, material, time required in every system to
produce
products or services. And every system must have some output from these
inputs in order
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to survive. The output can be tangible or intangible depending upon the
organizations
requirement. A system approach to training is planned creation of training
program. This
approach uses step-by-step procedures to solve the problems. Under systematic
approach,
training is undertaken on planned basis. Out of this planned effort,
one such basic model of five steps is system model that is explained below.
Organization are working in open environment i.e. there are some internal and
external
forces, that poses threats and opportunities, therefore, trainers need to be aware
of these
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forces which may impact on the content, form, and conduct of the training
efforts.
The internal forces are the various demands of the organization for a better
learning
environment; need to be up to date with the latest technologies.
The three model of training are:
1. System Model
2. Instructional System Development Model
3. Transitional model
System Model Training
http://traininganddevelopment.naukrihub.com/systematic-model.htmlhttp://traininganddevelopment.naukrihub.com/isd-model.htmlhttp://traininganddevelopment.naukrihub.com/transitional-model.htmlhttp://traininganddevelopment.naukrihub.com/systematic-model.htmlhttp://traininganddevelopment.naukrihub.com/isd-model.htmlhttp://traininganddevelopment.naukrihub.com/transitional-model.html7/29/2019 TRAINING AND DEVLOPMENTdawar shoe industry
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The system model consists of five phases and should be repeated on a regular
basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in
System
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job,
2. employees requirement, who needs training, what do they need to learn,
estimating training cost, etc The next step is to develop a performance
measure on
the basis of which actual performance would be evaluated.
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3. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps,
sequencing and
structuring the contents.
4. Develop- This phase requires listing the activities in the training program
that will
assist the participants to learn, selecting delivery method, examining the
training
material, validating information to be imparted to make sure it
accomplishes all
the goals & objectives.
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5. Implementing is the hardest part of the system because one wrong step
can lead to
the failure of whole training program.
6. Evaluating each phase so as to make sure it has achieved its aim in terms
of
subsequent work performance. Making necessary amendments to any of
the
previous stage in order to remedy or improve failure practices
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Instructional System Development Model(ISD)Model
Instructional System Development model was made to answer the training
problems.
This model is widely used now-a-days in the organization because it is
concerned with
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the training need on the job performance.
Training objectives are defined on the basis of job responsibilities and job
description and
on the basis of the defined objectives individual progress is measured. This
model also
helps in determining and developing the
favorable strategies, sequencing the content, and delivering media for the types
of
training objectives to be achieved.
The Instructional System Development model comprises of five stages:
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1. ANALYSIS This phase consist of training need assessment, job
analysis, and
target audience analysis.
2. PLANNING This phase consist of setting goal of the learning outcome,
instructional objectives that measures behavior of a participant after the
training,
types of training material, media selection, methods of evaluating the
trainee,
trainer and the training program, strategies to impart knowledge i.e.
selection of
content, sequencing of content, etc.
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3. DEVELOPMENT This phase translates design decisions into training
material.
It consists of developing course material for the trainer including
handouts,
workbooks, visual aids, demonstration props, etc, course material for the
trainee
including handouts of summary.
4. EXECUTION This phase focuses on logistical arrangements, such as
arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting,
parking,
and other training accessories.
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5. EVALUATION The purpose of this phase is to make sure that the
training
program has achieved its aim in terms of subsequent work performance.
This phase
consists of identifying strengths and weaknesses
and making necessary amendments to any of the previous stage in order
to remedy or improve failure practices.
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The ISD model is a continuous process that lasts throughout the training
program. It
also highlights that feedback is an important phase throughout the entire
training
program. In this model, the output of one phase is an input to the next phase.
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Transitional model focuses on the organization as a whole. The outer loop
describes the
vision, mission and values of the organization on the basis of which training
model i.e.
inner loop is executed.
Vision focuses on the milestones that the organization would like to achieve
after the
defined point of time. A vision statement tells that where the organization sees
itself few
years down the line. A vision may include setting a role mode, or bringing some
internal
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transformation, or may be promising to meet some other deadlines
Mission explain the reason of organizational existence. It identifies the
position in the
community. The reason of developing a mission statement is to motivate,
inspire, and
inform
the employees regarding the organization. The mission statement tells about the
identity
that how the organization would like to be viewed by the customers, employees,
and all
other stakeholders.
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Values is the translation of vision and mission into communicable ideals. It
reflects the
deeply held values of the organization and is independent of current industry
environment. For example, values may include social responsibility, excellent
customer
service, etc.
The mission, vision, and values precede the objective in the inner loop. This
model
considers the organization as a whole. The objective is formulated keeping these
three
things in mind and then the training model is further implemented.
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TRAIN AND RETAIN TO STOP THE DRAIN
In todays competitive world, where margins are constantly under pressure,
training budgets are the first to axed. So it becomes imperative that the training
model that is evolved should be less capital intensive and not dependent upon
profit margins and profitability.
Although training needs are identified much before training programmed
actually commence but still some crucial points are left some un-addressed.
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For example very little is done to know the opinion of the employee about
training need
identified for him as to what he feels about the same .99% cases employee is
nominated
by higher authorities instead of chance being given to volunteer program under
the
notion that boss is always right and he knows the best off. Taking this in context
there are
many organization where some employee who are earmarked are regularly
nominated to
attend training program. He is stressed out, why dont pack him up for a
training
program approach.
CHAPTER-3
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LEARNING AND TRAINING
Irrespective of the type or method of training, a trainer has to keep in mind some
of the principles of learning or motivation, which would enhance
internationalization of what is taught.
Motivation
A trainee needs to have a desire to learn and benefit from the programme. If the
is not interested, or is de-motivated, the learning outcome is going to be
insignificant and the company will have spent its money badly. On the other
hand, being too intense about learning and outcome may result in setting over
ambitious goals for the individual.
Reinforcement
Following on the concept of motivation is that of reinforcement. For learning to
take place and be internalized to the desired extent, a trainee is rewarded or
given some encouragement. This reinforcement, or the acknowledgement that
what has been acquired is desirable, can be either an extrinsic or intrinsic
reward-external praise or some tangible reward, or the individuals feeling of a
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sense of progress. Current stress is on positive support and helpful behavior,
even when mistakes are made.
Feedback
During the training process, it is useful for the trainee to be told how he is
progressing. Several researchers have confirmed that knowledge of results is an
effective motivator. Constant and periodic feedback has positive effects on the
trainees learning. Unless the trainee knows how close his performance comes to
the desired standard, he will not have an opportunity to improve. Feedback
therefore provides a basis for correcting oneself. Secondly, feedback helps to
sustain the trainees interest in the task, or in each learning that is taking place,
by bringing greater involvement with the learning process. If feedback is to be
meaningful, it should follow a learning segment as quickly as possible.
TransferofLearning
The maximum use of training can be made if the trainee is able to transfer his
learning to his actual work role. This is possible if identical elements are
incorporated in the training situation from the job role, either existing or
proposed. The more similar the learning situation is to the job situation, the
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higher the degree of transfer the trainee can expect, and hence the grater the
relevance of the training programme.
Repetition
Repetition etches a pattern into our memory, e.g., when one studies for an
examination, it is necessary to repeatedly to over ideas so that they can be
recalled later.
Relevance
Relevance relates to the meaningful fuse of material, which aids learning, e.g.,
trainers usually explain in the overall purpose of a job to trainees before
assigning them a particular task.
TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.
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The primary purpose of training is to establishing a sound relationship is at its
best when the workers attitude to the job is right, when the workers knowledge
of the job is adequate, and he has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired
modifications in skills, attitudes and knowledge of employee so that they
perform their jobs most efficiently and effectively.
BEST TIME TO IMPART TRAINING TO EMPLOYEE
1. NEW RECRUITS TO THE COMPANY
These have a requirement for induction into the company as a whole in terms of
its business activities and personnel policies and provisions, the terms,
conditions and benefits appropriate to the particular employee, and the career
and advancement opportunities available.
2.TRANSFEREES WITHIN THE COMPANY
These are people who are moved from one job to another, either within the same
work area, i.e. the same department or function, or to dissimilar work under a
different management. Under this heading we are excluding promotions, which
take people into entirely new levels of responsibility.
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3. PROMOTIONS
Although similar to the transferee in that there is a new job to be learned in
new surroundings, he is dissimilar in that the promotion has brought him to a
new level of supervisory or management responsibility. The change is usually
too important and difficult to make successfully to permit one to assume that
the promotes will pick it up as he goes along and attention has to be paid to
training in the tasks and the responsibilities and personal skills necessary for
effective performance.
4. NEW PLANT OR EQUIPMENT
Even the most experienced operator has everything to learn when a computer
and electronic controls replace the previous manual and electro-mechanical
system on the process plant on which he works. There is no less a training
requirement for the supervisors and process management, as well as for
technical service production control and others.
5. NEW PROCEDURES
Mainly for those who work in offices in commercial and administrative
functions but also for those who we workplace is on the shop floor or on process
plant on any occasion on which there is a modification to existing paperwork or
procedure for, say the withdrawal of materials from stores, the control of
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customer credit the approval of expense claims, there needs to be instruction on
the change in the way of working in many instances, a note bringing the
attention of all concerned the change is assume to be sufficient, but there are
cases, such as when total new systems in corporating IT up dates are installed,
when more thorough training is needed.
6. NEW STANDARDS, RULES AND PRACTICES
Changes in any one these are likely to be conveyed by printed note or by word
of mouth by the manager to his subordinates, and this can be the most
satisfaction way of dealing with the change from the point of view of getting
those affected to understand their new responsibility. However not all changes
under this heading can be left to this sort of handling. Even the simplest looking
instruction may be
regarded as undesirable or impracticable by whoever has to perform it he may
not understand the purpose behind the change and lose confidence in a
management which he now believes to be messing about, or he may
understand the purpose and have a better alternative to offer if it is not too late.
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7. NEW RELATIONSHIP AND AUTHORITIES
These can arise, as a result of management decisions, in a number of ways. In
examples, the recognition of the accounts department can result in a realization
of responsibilities between the section leaders of credit control, invoicing and
customer records, although there is no movement of staff between the sections
(i.e. no transfers). Although the change in work content for each clerk and
supervisor is defined clearly for each person in the new procedures, there is
nevertheless a need for each person to know where he stands in the new set up,
which is responsible for what, and where to direct problems and enquiries as
they arise in the future.
8. MAINTENANCE OF STANDARDS
We are here concerned with maintenance of standards through training, for it
must be remembered that supervision and inspection and qualify control are
continuously responsible for standards and exercise their own authorities to this
end. Although it is generally agreed that some retraining from time to time,
taking varied forms even for the on group of employees, does act as both a
reminder and a stimulus, there is not much agreement on the next frequency and
form that such retraining should take, of there is as yet little scientific
knowledge on this subject which is of much use in industrial situations.
9. THE MAINTENANCE OF ADAPTABILITY
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Again, whilst there is little scientific study of the loss of ability to learn new
skills in those cases where people spend a long time without change, and
without the need to learn, there is increasing evidence in current experience to
suggest that this is the case in industrial employment. Add, of course, there is
the inference arising from the laboratory experiments of psychologists.
10. THE MAINTENANCE OF MANAGEMENT SKILLS &
STANDARDS
Skills in supervising, employee appraisal, communications, leadership etc are
important in all companies. Some of these skills are seen to be critical to major
developments in company organisation, culture, employee empowerment and so
on. Initial training in these skills is not uncommon in the largest companies on
appointment into management and supervision. But continuous training and
performance monitoring is rare, despite the common knowledge that standards
are as varied as human nature.
11. RETIREMENT AND REDUNDANCY
Employees of any position in the company who are heading towards retirement
will benefit from learning about health, social life, work opportunities money
management
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etc. Internal or external courses are best attended a year or two before retirement
date, in a few companies a member of Personnel will act as a counselor as
required.
BENEFITS OF TRAINING
Employees and the organization need to realize the importance of contribution
and learning for mutual growth and development. Training is the answer to deal
with stagnation stage by constantly updating it in every field. Other benefits of
training include:
Hiring appeal: companies that provide training attract a better quality
Workforce.
Assessing and addressing any performance deficiency.
Enhancing workforce flexibility.Cross-cultural training is essential for
t
them for better adjustment in the new environment.
Increasing commitment: Training acts as a loyalty booster. Employee
motivation is also enhanced when the employee knows that the
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organization would provide them opportunities to increase their skills
and
knowledge.
It gives the organization a competitive edge by keeping abreast of the
latest
changes; it acts as a catalyst for change.
Higher customer satisfaction and lower support cost results through
improved service, increased productivity and greater sufficiency.
Training acts as benchmark for hiring promoting and career planning.
It acts act as a retention tool by motivating employee to the vast
opportunities for growth available in an organization.
THE EVALUATION OF TRAINING
There are a number of expressions used to describe steps taken by management
and by training offices at the conclusion of training and during the days or
weeks afterwards. These expressions include validation, evaluation, follow-up
and implementation, as well as cost benefit, which have appeared in more
recent years. We are interested in all of these and have already tackled one of
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the, implementation, and we start by giving our definitions in order to establish a
clearer picture of what each is, and how they relate to each other.
Evaluation of training, or, indeed of anything, consists simply of putting a value
to it. To evaluate training means undertaking a search for the effect that it has
had on the people and the situations, which it influences, and then trying to
measure or estimate whether this is advantageous or disadvantageous.
We shall see that at the level of pure training there is an evaluation to be made,
but that the principal evaluation is at a higher level in the chain.
First the chain of intentions is clear at the outset
1. The forecourt attendants were to receive training to a defined level of
competence.
2. They were then to apply their new capability correctly during the service
that they gave to motorists.
3. The motorists would respond to this with a reaction of pleasure and would
tend to use that particular station rather more, thus increasing the amount
of gasoline sold.
4. The increased sales, and negligible increased costs, would improve the
revenue and the profits.
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A TRAINING TOOL: INSPIRING OTHERS
In the new era new era, challenges for the trainer are to create learning
environment. Trainer needs to innovate new ways design and deliver the training
inputs. Wide range of technique like interactive methods like teaching,
experiential learning cases inventories games, including humour. Where as we
have the ancient way of story telling as a powerful tool to create learning for
adult managers of industry. Sharing ones own perception, experience and ideas
learning value can be increased exponentially.
Methods of Training
There are various methods of training, which can be divided in to cognitive and
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behavioral methods. Trainers need to understand the pros and cons of each
method, also
its impact on trainees keeping their background and skills in mind before giving
training.
Cognitive methods are more of giving theoretical training to the trainees. The
various
methods under Cognitive approach provide the rules for how to do something,
written or
verbal information, demonstrate relationships among concepts, etc. These
methods are
associated with changes in knowledge and attitude by stimulating learning.
The various methods that come under Cognitive approach are:
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LECTURES A Method of Training
It is one of the oldest methods of training. This method is used to create
understanding of
a topic or to influence behavior, attitudes through lecture. A lecture can be in
printed or
oral form. Lecture is telling someone about something. Lecture is given to
enhance the
knowledge of listener or to give him the theoretical aspect of a topic. Training is
basically
incomplete without lecture. When the trainer begins the training session by
telling the
aim, goal, agenda, processes, or methods that will be used in training that means
the
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trainer is using the lecture method. It is difficult to imagine training without
lecture
format. There are some variations in Lecture method. The variation here means
that some
forms of lectures are interactive while some are not.
Straight Lecture: Straight lecture method consists of presenting information,
which the
trainee attempts to absorb. In this method, the trainer speaks to a group about a
topic.
However, it does not involve any kind of interaction between the trainer and the
trainees.
A lecture may also take the form of printed text, such as books, notes, etc. The
difference
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between the straight lecture and the printed material is the trainers intonation,
control of
speed, body language, and visual image of the trainer. The trainer in case of
straight
lecture can decide to vary from the training script, based on the signals from the
trainees,
whereas same material in print is restricted to what is printed.
A good lecture consists of introduction of the topic, purpose of the lecture, and
priorities
and preferences of the order in which the topic will be covered.
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Main Features of Lecture Method
Some of the main features of lecture method are:
Inability to identify and correct misunderstandings
Less expensive
Can be reached large number of people at once
Knowledge building exercise
Less effective because lectures require long periods of trainee inactivity
Demonstration Training Method
This method is a visual display of how something works or how to do
something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the
job. In
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order to be more effective, demonstration method should be should be
accompanied by
the discussion or lecture method.
To carry out an effective demonstration, a trainer first prepares the lesson plan
by
breaking the task to be performed into smaller modules, easily learned parts.
Then, the
trainer sequentially organizes those modules and prepares an explanation for
why that
part is required. While performing the demonstration, trainer:
Demonstrates the task by describing how to do, while doing
Helps the focusing their attention on critical aspects of the task
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Tells the trainees what you will be doing so they understand what you will
be
showing them
Explains why it should be carried out in that way
The difference between the lecture method and the demonstration method is the
level of
involvement of the trainee. In the lecture method, the more the trainee is
involved.
The financial costs that occur in the demonstration method are as follows:
Cost of training facility for the program
Cost of materials that facilitate training
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Food, travel, lodging for the trainees and the trainers
Compensation of time spent in training to trainers and trainees
Cost related to creating content, material
Cost related to the organization of the training
After completing the demonstration the trainer provide feedback, both positive
and or
negative, give the trainee the opportunity to do the task and describe what he is
doing and
why.
Discussion Training Method
This method uses a lecturer to provide the learners with context that is
supported,
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elaborated, explains, or expanded on through interactions both among the
trainees and
between the trainer and the trainees. The interaction and the communication
between
these two make it much more effective and powerful than the lecture method. If
the
Discussion method is used with proper sequence i.e. lectures, followed by
discussion and
questioning, can achieve higher level knowledge objectives, such as problem
solving and
principle learning.
The Discussion method consists a two-way flow of communication i.e.
knowledge in the
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form of lecture is communicated to trainees, and then understanding is conveyed
back by
trainees to trainer.
Understanding is conveyed in the form of verbal and non-verbal feedback that
enables
the trainer to determine whether the material is understood. If yes, then
definitely it
would help out the trainees to implement it at their workplaces and if not, the
trainer may
need to spend more time on that particular area by presenting the information
again in a
different manner.
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Questioning can be done by both ways i.e. the trainees and the trainer. When the
trainees
ask questions, they explain their thinking about the content of the lecture. A
trainer who
asks questions stimulates thinking about the content of the lecture. Asking and
responding questions are beneficial to trainees because it enhance understanding
and
keep the trainees focused on the content. Besides that, discussions, and
interactions allow
the trainee to be actively engaged in the material of the trainer. This activity
helps in
improving recall.
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Computer-Based Training (CBT)
With the world-wide expansion of companies and changing technologies, the
demands
for knowledge and skilled employees have increased more than ever, which in
turn, is
putting pressure on HR department to provide training at lower costs. Many
organizations
are now implementing CBT as an alternative to classroom based training to
accomplish
those goals
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Some of the benefits of Computer-Based Training are:
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According to a recent survey, about 75% of the organizations are providing
training to
employees through Intranet or Internet. Internet is not the method of training,
but has
become the technique of delivering training. The growth of electronic
technology has
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created alternative training delivery systems. CBT does not require face-to-face
interaction with a human trainer. This method is so varied in its applications that
it is
difficult to describe in concise terms.
The various methods that come under Cognitive approach are :
o
INTELLEGENT TUTORIAL SYSTEM(ITS)
o PROGRAMMED INSTRUCTION (PI)
o VIRTUAL REALITY
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Behavioral methods are more of giving practical training to the trainees. The
various
methods under Behavioral approach allow the trainee to behavior in a real
fashion. These
methods are best used for skill development.
The various methods that come under Behavioral approach are:
GAMES AND SIMULATIONS
o BEHAVIOR-MODELING
o BUSINESS GAMES
o CASE STUDIES
o EQUIPMENT STIMULATORS
o IN-BASKET TECHNIQUE
o ROLE PLAYS
Both the methods can be used effectively to change attitudes, but through
different
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means.
Another Method is MANAGEMENT DEVELOPMENT METHOD
COACHING
Coaching is one of the training methods, which is considered as a corrective
method for
inadequate performance. According to a survey conducted by International
Coach
Federation (ICF), more than 4,000 companies are using coach for their
executives. These
coaches are experts most of the time outside consultants.
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A coach is the best training plan for the CEOs because
It is one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-mails, chat
It provides an opportunity to receive feedback from an expert
It helps in identifying weaknesses and focus on the area that needs
improvement This
method best suits for the people at the top because if we see on emotional front,
when a
person reaches the top, he gets lonely and it becomes difficult to find someone
to talk to.
It helps in finding out the executives specific developmental needs. The needs
can be
identified through 60 degree performance review.
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PROCEDURE OF THE COACHING
The procedure of the coaching is mutually determined by the executive and
coach. The
procedure is followed by successive counseling and meetings at the executives
convenience by the coach.
1. Understand the participants job, the knowledge, skills, and attitudes, and
resources required to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be
achieved
3. Mutually arrive at a plan and schedule
4. At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback
5. Repeat step 4 until performance improves.
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For the people at middle-level management, coaching is more likely done by
the
supervisor; however experts from outside the organization are at times used
for up-
and-coming managers. Again, the personalized approach assists the manger
focus on
definite needs and improvement
Mentoring
Mentoring is an ongoing relationship that is developed between a senior and
junior
employee. Mentoring provides guidance and clear understanding of how the
organization
goes to achieve its vision and mission to the junior employee
The meetings are not as structured and regular than in coaching. Executive
mentoring is
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generally done by someone inside the company. The executive can learn a lot
from
mentoring. By dealing with diverse mentees, the executive is given the chance
to grow
professionally by developing management skills and learning how to work with
people
with diverse background, culture, and language and personality types
Executives also have mentors. In cases where the executive is new to the
organization, a
senior executive could be assigned as a mentor to assist the new executive
settled into his
role. Mentoring is one of the important methods for preparing them to be future
executives. This method allows the mentor to determine what is required to
improve
mentees performance. Once the mentor identifies the problem, weakness, and
the area
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that needs to be worked upon, the mentor can advise relevant training. The
mentor can
also provide opportunities to work on special processes and projects that require
use of
proficiency.
Some key points on Mentoring
Mentoring focus on attitude development
Conducted for management-level employees
Mentoring 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
Job Rotation
For the executive, job rotation takes on different perspectives. The executive is
usually
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not simply going to another department. In some vertically integrated
organizations, for
example, where the supplier is actually part of same organization or subsidiary,
job
rotation might be to the supplier to see
how the business operates from the supplier point of view. Learning how the
organization
is perceived from the outside broadens the executives outlook on the process
of the
organization. Or the rotation might be to a foreign office to provide a global
perspective.
For managers being developed for executive roles, rotation to different functions
in the
company is regular carried out.
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This approach allows the manger to operate in diverse roles and understand the
different
issues that crop up. If someone is to be a corporate leader, they must have this
type of
training. A recent study indicated that the single most significant factor that
leads to
leaders achievement was the variety of experiences in different departments,
business
units, cities, and countries.
An organized and helpful way to develop talent for the management or
executive level of
the organization is job rotation. It is the process of preparing employees at a
lower level
to replace someone at the next higher level. It is generally done for the
designations that
are crucial for the effective and efficient functioning of the organization.
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Benefits of Job Rotation
Some of the major benefits of job rotation are:
It provides the employees with opportunities to broaden the horizon of
knowledge, skills, and abilities by working in different departments,
business
units, functions, and countries
Identification of Knowledge, skills, and attitudes (KSAs) required
It determines the areas where improvement is required
Assessment of the employees who have the potential and caliber for
filling the
position
OFF THE JOB TRAINING
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There are many management development techniques that an employee can take
in off the job. The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURES/ LECTURES
SIMULATION EXERCISES
Case Study on Training Methods
SALES TRAINING AT ABC COMPANY
Few years ago, ABC Company developed a training strategy for training its
global sales
force. An important feature of the strategy was to create a master training plan
for each
year. The organizations strategic plans, objectives, and functional tactics would
drive t
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this plan. Once an initial procedure was designed it was then evaluated and
critiqued the
top management, different units, and training council. The input from these
stakeholderswould be summarized and transferred into a master training Plan.
The major question that was asked by the designers of training program was,
what
results do we want from salespeople after the training program is over? Answer
to this
question becomes the objective of the training program.
Then training content was designed, videos were made. The videos took 3 to
6 months to
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produce. Video contains live production plants, clients offices, partner offices,
suppliers,
manufacturers locations, and other locations.
Videos were used to train sales people in various areas, such as:
Market information i.e. about customer profile, market updates, and
computer
integrated manufacturing applications, etc
Sales Process i.e. how to deal in the situation of conflicts with customer,
coaching
on undesirable behavior, supplement skills developed during live courses
Product information, such as, product usage, applications, system
description,
product description, comparison with competitors products, etc
Policies and procedures, i.e. about sales contests, incentive plans on
achieving
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targets, annual bonuses, winners receiving the best salesperson award to
motivate
the sales force
Representatives then watch video, follow the directions, and refer to the material
if faces
any problem. When salespeople feel they have mastered the
Around thousands of sales persons were getting a specific video training. The
sales
people were getting training material along with the video. Sales
material, they would take an exam and call a toll-free number to transmit
responses to
exam.
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Salespeople who successfully passed an exam were factored into performance
and merit
reviews as well as promotional opportunities. Those who couldnt pass the exam
were
asked to go through the material and video again before retaking the exam. If the
salesperson failed an exam again, the reporting manager was notified.
This case gives rise to few important questions. These questions are:
In todays technological world, is video still the best way to deliver
training?
Is video the most effective way to achieve training objectives?
What role did cost of development, cost of delivery, and other constraints
play in selection of video delivery system?
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Training Need Analysis (TNA)
An analysis of training need is an essential requirement to the design of
effective
training. The purpose of training need analysis is to determine whether there
is a gap
between what is required for effective performance and present level of
performance.
Why training need analysis?
Training need analysis is conducted to determine whether resources required
are
available or not. It helps to plan the budget of the company, areas where
training is
required, and also highlights the occasions where training might not be
appropriate
but requires alternate action.
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Corporate need and training need are interdependent because the
organization
performance ultimately depends on the performance of its individual
employee and
its sub group.
Organizational Level Training need analysis at organizational level
focuses on
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strategic planning, business need, and goals. It starts with the assessment of
internal
environment of the organization such as, procedures, structures, policies,
strengths,
and weaknesses and external environment such as opportunities and threats.
After doing the SWOT analysis, weaknesses can be dealt with the training
interventions, while strengths can further be strengthened with continued
training.
Threats can be reduced by identifying the areas where training is required.
And,
opportunities can be exploited by balancing it against costs.
For this approach to be successful, the HR department of the company
requires to be
involved in strategic planning. In this planning, HR develops strategies to be
sure that
the employees in the organization have the required Knowledge, Skills, and
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Attributes (KSAs) based on the future KSAs requirements at each level
Individual Level Training need analysis at individual level focuses on
each and
every individual in the organization. At this level, the organization checks
whether an
employee is performing at desired level or the performance is below
expectation. If
the difference between the expected performance and actual performance
comes out
to be positive, then certainly there is a need of training.
However, individual competence can also be linked to individual need. The
methods
that are used to analyze the individual need are:
Appraisal and performance review
Peer appraisal
Competency assessments
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Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal
Operational Level Training Need analysis at operational level focuses on the
work
that is being assigned to the employees. The job analyst gathers the information
on
whether the job is clearly understood by an employee or not. He gathers this
information
through technical interview, observation, psychological test; questionnaires
asking the
closed ended as well as open ended questions, etc. Today, jobs are dynamic and
keep
changing over the time. Employees need to prepare for these changes. The job
analyst
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also gathers information on the tasks needs to be done plus the tasks that will be
required
in the future. Based on the information collected, training Need analysis (TNA)
is done.
Training-Design
The design of the training program can be undertaken only when a clear training
objective has been produced. The training objective clears what goal has to be
achieved
by the end of training program i.e. what the trainees are expected to be able to
do at the
end of their training. Training objectives assist trainers to design the training
program.
The trainer Before starting a training program, a trainer analyzes his
technical,
interpersonal, judgmental skills in order to deliver quality content to trainers
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The trainees A good training design requires close scrutiny of the trainees and
their
profiles. Age, experience, needs and expectations of the trainees are some of the
important factors that affect training design.
Training climate A good training climate comprises of ambience, tone,
feelings,
positive perception for training program, etc. Therefore, when the climate is
favorable
nothing goes wrong but when the climate is unfavorable, almost everything goes
wrong.
Trainees learning style the learning style, age, experience, educational
background of trainees must be kept in mind in order to get the right pitch to the
design
of the program
Training strategies Once the training objective has been identified, the trainer
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translates it into specific training areas and modules. The trainer prepares the
priority list
of about what must be included, what could be included.
Training topics After formulating a strategy, trainer decides upon the content
to be
delivered. Trainers break the content into headings, topics, ad modules. These
topics and
modules are then classified into information, knowledge, skills, and attitudes.
Sequence the contents Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
From known to unknown
From specific to general
Dependent relationship
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Training tactics Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods
or techniques. The method selection depends on the following factors:
Trainees background
Time allocated
Style preference of trainer
Level of competence of trainer
Availability of facilities and resources, etc
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Support facilities It can be segregated into printed and audio visual. The
various
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requirements in a training program are white boards, flip charts, markers, etc.
Constraints The various constraints that lay in the trainers mind are:
Time
Accommodation, facilities and their availability
Furnishings and equipments
Budget
Design of the training, etc
Training Implementation
To put training program into effect according to definite plan or procedure is
called
training implementation. Training implementation is the hardest part of the
system
because one wrong step can lead to the failure of whole training program. Even
the best
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training program will fail due to one wrong action.
Training implementation can be segregated into:
Practical administrative arrangements
Carrying out of the training
Implementing Training
Once the staff, course, content, equipments, topics are ready, the training is
implemented.
Completing training design does not mean that the work is done because
implementation
phase requires continual adjusting, redesigning, and refining. Preparation is the
most
important factor to taste the success. Therefore, following are the factors that are
kept in
mind while implementing training program:
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The trainer The trainer need to be prepared mentally before the delivery of
content.
Trainer prepares materials and activities well in advance. The trainer also set
grounds
before meeting with participants by making sure that he is comfortable with
course
content and is flexible in his approach.
Physical set-up Good physical set up is pre-requisite for effective and
successful
training program because it makes the first impression on participants.
Classrooms should
not be very small or big but as nearly square as possible. This will bring people
together
both physically and psychologically. Also, right amount of space should be
allocated to
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every participant.
Establishing rapport with participants There are various ways by which a
trainer can
establish good rapport with trainees by:
Greeting participants simple way to ease those initial tense moments
Encouraging informal conversation
Remembering their first name
Pairing up the learners and have them familiarized with one another
Listening carefully to trainees comments and opinions
Telling the learners by what name the trainer wants to be addressed
Getting to class before the arrival of learners
Starting the class promptly at the scheduled time
Using familiar examples
Varying his instructional techniques
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Using the alternate approach if one seems to bog down
Reviewing the agenda At the beginning of the training program it is very
important to review the program objective. The trainer must tell the participants
the goal
of the program, what is expected out of trainers to do at the end of the program,
and how
the program will run. The following information needs to be included:
Kinds of training activities
Schedule
Setting group norms
Housekeeping arrangements
Flow of the program
Handling problematic situations
Training Evaluation
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The process of examining a training program is called training evaluation.
Training
evaluation checks whether training has had the desired effect. Training
evaluation ensures
that whether candidates are able to implement their learning in their respective
workplaces, or to the regular work routines.
Purposes of Training Evaluation
The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the
objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge,
transfer
of knowledge at the work place, and training.
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Control: It helps in controlling the training program because if the training is
not
effective, then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee)
uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are
aligned with
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During Training: It is the phase at which instruction is started. This phase
usually
consist of short tests at regular intervals
After Training: It is the phase when learners skills and knowledge are assessed
again
to measure the effectiveness of the training. This phase is designed to determine
whether
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training has had the desired effect at individual department and organizational
levels.
There are various evaluation techniques for this phase.
Techniques of Evaluation
The various methods of training evaluation are:
Observation
Questionnaire
Interview
Self diaries
Self recording of specific incidents
Quality
Particularly in those industries, which have to compete in international markets,
the management made clear links between training policies and the quality of
work.
Change in Corporate culture
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Continuous training was used to transmit new business strategies and new
organisation culture.
Organisational Development
In some organisation where financial responsibilities were being decentralized,
the training function was also getting decentralized. In other training dept was
abolished altogether and all managers were made responsible for instruction
and training.
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Flexible working practices
Company made a major training program after making two third work forces
redundant. This involved both vocational training and encouraging employee to
take educational courses in their free time.
Training and employment package
In certain companies training formed part of the pay packet offered to
employees. It also had a bearing on the Lab our turnover percentage of
employee. In other way we can say its like cost to company.
Corporate structure
In some instances I became difficult for managers to meet business objectives
because they had in sufficient control over recruitment and training decision. In
some other cases rivalries between different divisions of same company,
prevented the integration of coherent training and personal policies at central
level.
The role of professinal trainers
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The findings suggest that the role of the professional trainer had undergone
significant changes. He is today not only a mere provider or organiser of training
but also is being seen as an agent or facilitator of change. This because today the
management is integrating training into the very culture of their organisation. In
some organi
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