QUESTION
DISCUSS THE TYPE OF TRAINING AVAILABLE FOR AN ORGANIZATION.
OUTLINE THE TRAINING PROCESS AND FACTORS THAT INFLUENCE THE
PROCESS.
USING THE EXAMPLE OF YOUR ORGANIZATION, OUTLINE A TNA
(TRAINING NEED ANALYSIS), HOW THE TOOLS OF TRAINING
EVALUATIONS IS CARRIED OUT. WHAT ARE THE USUAL RESISTANCE
ENCOUNTERED?
DEFINATION OF TRAINING
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Training is defined as a learning process that involves the acquisition of
knowledge, sharpening of skills, concepts, rules or changing of attitudes and
behaviours to enhance the performance of the employees.
OBJECTIVE OF TRAINING
Training activities and businesses objectives are related each other as links.
With the effective training program, organization easily catches their objectives.
Training activities has some general objectives. They are;
• Improved self-esteem
The combination of job satisfaction and peer acceptance leads to improvement of
self-esteem.
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➢ For the organization training causes;
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• 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 through team building.
• Quality
Training and development helps in improving upon the quality of work and work-
life.
TYPES OF TRAINING
a) Sitting by Nillie (by demonstration).
Under these methods the new employee is assigned to a specific job at
machine or workshop or laboratory. He is instructed by an experienced
employee or by a special supervisor who explains to him the method of
handling tools, operation of the machine, working procedures and others.
b) Apprenticeship training/mentoring.
This method of training is meant to give the trainee sufficient knowledge and
skill which require a long period of training for gaining complete proficiency.
Generally, the trainees works as apprentices under the direct supervision of
experts and this programme consists of providing actual work experience in
the actual job as well as imparting theoretical knowledge.
d) Intership training.
This method of training is generally provided to the skilled and technical
personnel or engineer. The objective of this training is to bring about the
balance between theoretical and practical knowledge. Under this method,
students from a technical institution possessing only theoretical knowledge
are sent to some business enterprise to gain practical work experience.
e) Self development.
Self development training can foster confidence, leadership skills and critical
thinking throughout organization. It will enable the employees to fulfill their
personal development goals and meet their performance improvement
objectives. Self development training programs also will help employees and
managers to become more effective and successful.
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TRAINING PROCESS
Training is a process or planned effort of an organization for performance
improvement of their employees. Successful and effective training is training that
meets the needs of the organization. In order for the organization to improve and
invest in further training, it must view training as a set of integrated processes by
which the needs of the organization and employees are analyzed and responded
to in a rational, logical and strategic manner.
The training process can be broken down into many separate phases which
include:
Analysis Phase.
The analysis phase is the initial stage which determines whether or not there has
been any performance problem in the organization, such as being indicated by
profitability short falls, low level of customer satisfaction and high staff turnover.
To determine a performance problem, Training Needs Analysis (TNA) can be
conducted to determine if the performance problems faced by the company
should be addressed by training. If training needs are identified to be able to
improve performance, the next phase will be design phase for locating the
solutions and for choosing the most beneficial one to meet the organization’s
objectives.
Design Phase
In this design phase, more input are needed for identifying the development of
training programmes. Factors such as training constraints, organizational and
operational areas that expect support, learning styles and culture of the
organization need to be taken into consideration. These inputs are used in the
design of the training programme to achieve the training and learning objectives
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at the worksite. The design phase also includes the identification of alternative
methods of instruction in the formulation of the training programmes.
Development Phase
This is the phase of developing the training programme so that it achieves the
training objectives based on the inputs obtained from the design phase. All
elements of a particular training programme such as course content, instructional
method, facilities, manual are determined during the development phase
Implementation Phase
This is the phase when all the aspects of the training programme are put
together. In this phase, the trainer is made to familiarize himself with the facility,
equipment and materials with no actual trainees present. Alternatively, the trainer
may start with a pilot training group who can provide feedback or reaction for
trainer to identify for improvement.
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FACTORS THAT INFLUENCE TRAINING PROCESS
A training programme is one of the many possible performance improvement
solutions that emerge from the training process. These programmes are develop
according to the training needs that have been identified. Identifying and
analyzing training needs is very crucial activity of the overall training functions. It
is a process whereby the organization identifies the weakness or competency
gap of an employee and acts to close the competency gap.
There are many alternatives that should be taken into consideration when
choosing what is right and suitable for the business’s or organization’s practices.
These alternatives include apprenticeships and traineeships, vocational
education and training for specific needs. Selecting a suitable training
programme depends on the kind of business the organization practices and the
staff’s needs.
The needs analysis is usually the first step taken to cause a change. This is
mainly because a needs analysis specifically defines the gap between the
current and the desired individual and organizational performances.
• Performance problems
A needs analysis often reveals the need for well-targeted training areas.
However, we must keep in mind that training is not always the best way to try to
close a particular gap between an organization’s goals and its actual
performance. Those conducting the needs analysis must get a clear idea of the
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problem, look at all possible remedies and report on their findings to
management before deciding on the best solution.
When properly done, a needs analysis is a wise investment for the organization.
It saves time, money and effort by working on the right problems. Organizations
that fail to support needs analysis make costly mistakes; they use training when
another method would have been more effective; they use too much or too little
training, or they use training but fail to follow up on it. A well-performed analysis
provides the information that can lead to solutions that focus on the areas of
greatest need.
In many ways, the needs analysis is like detective work; you follow up on every
lead, check every piece of information and examine every alternative before
drawing any solid conclusions. Only then you can e sure of having the evidence
on which to base a sound strategy for problem solving.
• New hires
• Existing employees
• Trainees currently in the training pipeline ( currently in the training
program )
• New Hires
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Addition of new employees creates high and low peaks in placing new persons
into the training program. This problem may be solved by a program where
progression is made in different sequences. It will eliminate a jam that will occur if
all phases of the program must be taken in a definite sequence.
The new employees will normally be of somewhat different backgrounds. Being
new, they are not familiar with their new employers. As a result, the earliest
phases of the training must concentrate on company orientation. During these
phases, the organization, organization policies and administrative details should
be covered. It is also a suitable time to acquaint the trainees with what will be
expected of him, and how he will be evaluated throughout the phase of training.
➢ Observation
➢ Interviews
The use of interviews in conducting the needs analysis is strongly urged. The
prime value of interview guides is that to ensure the same types of data from all
sources. This allows to determine whether a piece of information is one person’s
opinion, or part of a widespread perception.
➢ Questionnaires
➢ Job Descriptions
Before establishing a job description, a job analysis must be made. This job
analysis involves a thorough study of all responsibilities of the relevant job. It is
company wide in scope and should be detailed to such a degree that those
conducting the training can use the job analysis as a yardstick for their course
content. After the job analysis phase has been completed, the writing of job
description and needs analysis is a relatively simple task. When an employee’s
job description has been defined, the trainer can easily tailor his training
curriculum to a very close proximity of what will be expected of the employees.
• A well thought out Difficulty Analysis will provide the training program with an
abundance of role-playing material and situations.
➢ Appraisal Reviews
During the periodic counseling performance interview, an employee should be
questioned regarding the duties and training of a worker. Comments rendered
during the appraisal interviews normally are genuine, and can frequently assist in
establishing the needs, variations and penetrations that a training program
should include. Feedback at appraisal interview time is valuable since it is timely
information. Training needs differ from worker to worker, and appraisal sessions
allow the employee and supervisor / manager to uncover the cause of
weaknesses in performance. These deficiencies represent areas for training.
Whatever the method used to identify training needs, at least the following
three points must be kept in view :
These methods should be used in combination that is, there should never
be reliance on only one method
They may be used to identify training needs of each of the various groups
of employees
SECTION 1
Training Plan for Period
Employee's Name of:
Department Position
Required Skill,
Priority Rank Activity to Improve Job Performance Estimated Cost
Knowledge
or Ability eg. training courses, on the job training, self- (if known)
1 = Immediate Need study programmes, special tasks, committee
2 = Within 3 months assignments, attending conferences, training
3 = Within 6 months others, internships, mentoring initiatives, etc.
4 = Within 9 months
5 = Within 12 months
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Communications
HR and Industrial
Active Listening Relations Supervisory
Business Writing Developing Employee Handbook ALM (Advanced Labour
Communication Styles Domestic Inquiry Management)
Grammer Usage Drafting HR Letter and Documents Basic Lead-worker
Effective TNA and
Letters & Memos Training Basic Supervisory
Presentation Techniques Evaluation System Coaching and Counselling
Public speaking Labour Laws Conducting Productive
Managing Workplace
Absenteeism Delegation
Misconduct and
Customer Service Conducting Discipline and Control
Achieving Results Performance Management System Employee Motivation
Customer Service Skills Grievance Procedures
Customer Service Information
Strategies Technology Hiring/Interviewing
Handling Difficult Advanced Microsoft
Customers Access Human Relations
Advanced Microsoft
Handling the Media Excel Labour Relations
Advanced Microsoft
Telephone Etiquette Word Leadership
Beginning Microsoft Managing a Diverse
Access Workforce
Beginning Microsoft Managing Technical
Export Excel Employees
Letters of Credit Beginning Microsoft Meetings
M'sian Customs
procedures Powerpoint Performance Appraisals
Beginning Microsoft Performance
Word Management
Financial Management AUTOCAD Project Management
Accounting & Costing
Principles Windows NT Resolving Conflicts
Auditing Windows 2000 Team building
Budgeting Process Train-the-Traininer
Collecting Difficult
Accounts Internal Training Working with the union
Writing Position
Credit Management ISO 9001:2000 Brief Descriptions
Finance for Engineers Company Products
Finance for Non-Financial Factory Processes Others
Managers
Manage Working Capital Management and
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Performance
Creative and Analytical
Taxation Skills
Updates on FRS in M'sia Emotional Intelligence
Value Cost Analysis Handling Crisis in the Organization
Management Skills
General Skills Negotiation Skills
Attitudes People Management
Problem Solving and
Balancing Life and Work Decision Training Preferences
I would prefer most of
Career Development Making training
to take place by the
Compliance Stress Management following
Conflict Resolution method: (check one)
Organization
Coping with Change Development Classroom instruction
Maximizing Your Memory Continuous Quality On-the-job training
Professional Image Improvement Self-study through books,
Self-discipline & Emotional software, on-line material,
Control Mastering Change etc.
5S Housekeeping Succession Planning Others
To: Date:
From: Department:
Name of course:
1. Course outline:
(a) Methods:
Lecturing Video Games Others:
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(b) Effectiveness (please circle your rating):
1. poor 2. satisfactory 3. avearge 4. good 5. excellent
4. Relevance to your job:
(a) The three most important lessons I learnt during this workshop are:
1
2.
3.
(b) I’d like to apply the knowledge I gained from the workshop as follows so as to
achieve the common objectives within the company:
1
2
3.
4.
5.
6.
............................................. ...............................................
Submitted by: Reviewed by:
Date: Date:
DOE INDUSTRIES SDN BHD
POST TRAINING EVALUATION
Department: …………………………
Name : …………………………………………….. Evaluated by : ………………………………….
Position : ………………………………………….. Date of evaluation: ………………………………
Name of seminar / course attended : …………………………………………………………………………………..
Date of seminar / course : ……………………………………………………………………………………………….
Evaluation period : ……………………………………………….
1. Poor 2. Borderline 3. Satisfactory 4. Good
1 Application of learnt knowledge to existing job 1 2 3 4
5 The subject matter was well covered in the your previous training 1 2 3 4
…………………………………………………………………………………………………….
…………………………………………………………………………………………………….
Recommendation:
…………………………………………………………………………………………………….
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…………………………………………………………………………………………………….
…………………………………. ………………………………….
Assessed by: Confirmed by:
Name: Name:
Designation: Designation
Source :
1) http://traininganddevelopment.naukrihub.com/training.html
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2) http://wiki.answer.com/Q/What_is_the_importance_of_training_and_development
3) www.exploreHR.org
4) www.prioritysky.com
5) http://www.dirjournal.com/training-needs-analyses
6) http://www.trainingmalaysia.com/v4/kiosk/tgm8chap2.php
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