Training

-Shraddha Kaushik
Training & Development
 Definition
 “The systematic acquisition of attitudes, concepts,
knowledge, roles, or skills, that result in improved
performance at work.”

 Training
 Skill enhancement processes for non-managerial jobs
 Development
 Skill enhancement processes for managerial jobs
Training & Development

 TRAINING: Training is a process of increasing

knowledge /skill & ability of employees for
handling the job (effectively & efficiency).

 DEVELOPMENT:Development seeks to prepare

the employees for handling more responsibilty &
challenging jobs & developing their hidden
talents.
Training & Development
 Training: Teach organizational members how to
perform current jobs.
 Help worker’s acquire skills to perform effectively.
 Development: Build worker’s skills to enable them to
take on new duties.
 Training used more often at lower levels of firm,
development is common with managers.
 A Needs Assessment should be taken first to
determine who needs which program and what
topics should be stressed.
 Types of Development

 Varied Work Experiences: Top managers must build

expertise in many areas.
 Workers identified as possible top managers given many
different tasks.
 Formal Education: tuition reimbursement is common
for managers taking classes for MBA or similar.
 Long-distance learning can also be used to reduce travel.

Whatever training and development efforts used, results

must be transferred to the workplace.
Methods of Executive Development

 Special Courses
 Special Projects
 Committee Assignment
 Case Study
 Conference Training
 Management Games
Instructional Techniques
 Traditional Approaches
 Classroom Instruction
 Lecture and Discussion

 Case Study

 Role Playing

 Self-Directed Learning
 Readings, Workbooks, Correspondence Courses

 Programmed Instruction

 Simulated/Real Work Settings

 Vestibule training

 Apprentice training

 On-the-job training

 Job Rotation/Cross Training

METHODS OF TRAINING
 OFF Job Training-Learning before doing
 Internship
 Induction
 Lecture
 Coaching
 Conferences & Discussion
 Role Play
 Business Games
 The Classic Training System

Needs assessment
Organizational analysis
Task/Person analysis

Select or develop
Development institutional
Set Training objectives Criteria to Evaluate
of criteria Training Methods

Selection & design

of training program

Conduct Training

Evaluate Training
Effectiveness
Training Needs Assessment
 Organizational Analysis
 Examines system wide factors that effect the
transfer of newly acquired skills to the
workplace
 Person Analysis
 Who needs what kind of training
 Task Analysis
 Provides statements of the activities and work
operations performed on the job
 Training Needs
 Observation
 Management Request
 Interview
 Group Conferences
 Job or activity analysis
 Questionair Survey
 Test & Examination
 Merits rating
 Personal Records
 Production Reports
 Long Range Organisational Planning
Benefits to the organisation
 Higher Profits
 Develop Future Manager
 Reduces Employees Turnover
 Minimizes need for supervision
 Effective Response to the fast changing
environment.
Benefits to the Employees
 Better Career Option
 Better Earning Capacity
 More Efficient
 Increase moral of employees
 Checks Accidents
Difference between Training & Development
Bases Training Development
Objective Impart Technical skills which are Imparting technical human & conceptual
required to perform a particular job. skills aiming at the overall,all around
development of employees.

Nature Goal Oriented Career Oriented

(Job Effectively & Efficiently)
Level of Non-Managerial Staff Managerial Staff
Person
Involved
Depth of Develop the skill already possed by Develops the hidden skills & facilities in
Knowledge personal. employees.
Inititative It uses on the job training methods Uses off the job training methods

Scope of Limited Scope Wider Scope

learning
Duration Smaller Duration Longer Duration
Suitability Technical Staff Managerial Staff
Phases of Skill Acquisition

Procedural
Knowledge

Knowledge
Compilation

Acquiring
Declarative
Knowledge