For MBA & PGDM Management Trainees

1. JSR: POWER GROUP CBS: THE BRAND NAME OF SUCCESS Training & Development. A PART OF HRM By: Er. S. Sood

2. Training: “ it is an act of increasing the knowledge & skills of an employee for doing a specific job”. e.g. Trainee acquire new skills, technical knowledge, problem-solving ability etc . Training improves the performance of employees in the training process becomes clear from the following lines: “ I Hear, I Forget, I See, I Remember, I Do, I Understand” By: Er. S. Sood

3. !! No Doubt !! Training is closely related with education & development but needs to be differentiated from these terms !!! By: Er. S. Sood

4. Now there is always a confusion: IS TRAINING CAN BE PRONOUNCIATED AS EDUCATION WHAT YOU SAY!!!! By: Er. S. Sood

5. (Training is a skill learning), (While Education is Conceptual Learning). Though Training & Education differ in nature& Orientation, They are Complementary to each other. There is some Education in all Training & in all Education there is some Training. Conceptual : Something formed in the mind; a thought or notion. C omplementary : Something Additive By: Er. S. Sood

6. Development: It is a future oriented training focusing on personal growth of the employees. It is systematic & organized procedure by which managerial personnel learn conceptual & theoretical knowledge for general purpose. By: Er. S. Sood

7. Difference between Training & development Proactive - Anticipating events such as problems, markets, trends, and consumer demands and planning ahead for them. Reactive - Reacting to events when they occur with little to no anticipation of events . By: Er. S. Sood Sr.No Training Development 1 It is a short term process It is a long term process 2 It utilizes a systematic & organized procedure by which Non Managerial personnel learn technical knowledge & skills for a definitive purpose. It utilizes a systematic & organized procedure by which Managerial personnel learn conceptual & theoretical knowledge for general purpose. 3 It helps individual to learn how to perform his present job satisfactory. It prepares individual for future job & growth in all aspects. 4. Training is a reactive process Devp is proactive process. 5. Training is result of initiatives taken by management, it is result of some outside motivation. Devp is mostly the result of Internal Motivation

12. Training Process: 1. Determining Training Needs 2. Establishing Training Policies 3. Setting Goals & Objectives of Training 4. Preparing Training Budget 5. Deciding About the Training Venue. 6. Deciding About the Methods & Techniques to be Deployed in T 7. Determining Methods of Evaluating Training By: Er. S. Sood

13. 1. Determining Training Needs: !! Whether Training is Needed? !! If Yes, What Type of Training is Needed? !! Whether Training will Actually Improves the Employee Performance on the Job? Answer can be analyzed through Thayer & McGhee model: By: Er. S. Sood

15. (3) Env. Scanning : in this analysis, the economic, social, political & technological Env. Of the org. is examines. It may constitute of Internal & External factor. Internal which can be controlled & External Which can’t be controlled. (4). Org. Climate Analysis : The climate of an Org. reflects the employees attitudes. Its also reflects the mgmt attitude towards employee development. w/o adequate mgmt support & appropriate supervisory style No T Programs cannot be successful. (b). Task or Role Analysis : for those who r new to their jobs. Particularly with lower level workers. , as it is common to hire inexperienced workers & train them. This is complete study of job analysis, skills, & requirements of job. By: Er. S. Sood

17. 2. Establishing Training Policies: Companies plays very vital role in the formulation & designing of a training programme. Every org. should have a well establishes training policy. Such a policy represent the Top Mgmt’s responsibility for training of its employees & comprises the rules & procedure governing governing the stds. & scope of training & development. By: Er. S. Sood

19. c) Instructional Objectives: Pertains to trainees grasp & applicability of the lessons or instructions as received during the learning process, which can be generally evaluated at the end of T programme by some sort of obj. tests. d) Personal Growth Objectives: Indicative of stimulating feelings of self- confidence, self competence, self image& other aspects of self realization. e) Reaction Obj: These are primarily subjective in nature. Participants being very much alive to the learning situations give expression to their feelings & come out with reactions about the training programmes. This helps in improving the programme content & instructional methods. f) Innovation or Change making Obj’s: These constitutes V.Imp type of Objs. Which are primarily developmental in nature & have a large effect & return. By: Er. S. Sood

20. 4. Preparing T Budget: Budget means Allocation of Funds to be provided for T in order to carry out T Activities. 5. Deciding About the T Venue: The decision about the T Venue depends invariably on the type of T to be given. For in Company & On Job T, the venue naturally is plant itself. While in case of Off Job T & T through external sources, the venue has to be somewhat away from the Trainees’ working environments. The venue of T will be the place where the outside agency is located. Invariably: By: Er. S. Sood

24. 2. Selection& Motivation of the Trainees. Selection of Candidates for T should be made only after careful screening of the prospective employees for the effectiveness of the programme. “ It is necessary that a Trainee should give proper background information before he starts learning new job skills & gets knowledge . ” “ Trainers have to explain the importance of the job, its relationship with work flow & the Importance of Learning. ” By: Er. S. Sood

25. 3. Preparation of Trainer. Trainer must be well qualified & may be obtained from within or outside the Organization. “ As Training is based upon the needs of the Organization, the trainer must have a clear cut picture of objectives of T in mind. Trainer needs professional expertise in order to fulfill his responsibilities.” If he is ill informed about the T process or knows little about possible connection between T & Mgmt, he deserve the casual treatment. Casual> something w/o thinking & w/o motive. By: Er. S. Sood

27. 5.Training period. Length of T period depends upon Skills of the Trainees, Purpose of Training, Learning Capacity of Trainees & T Media used. It must be ensured the timings of Training, whether before or after or during working hours, should be decided by personnel manager taking in view the issues like productivity/ production of benefits to be achieved by Training. By: Er. S. Sood

28. 6. Performance Tryout. The trainee is asked to do the job several times slowly. His mistakes are corrected & if necessary the complicated steps are explained again. As soon as the trainee demonstrates that he can do the job rightly he is put on his own & training is over. By: Er. S. Sood

29. 7. Follow up. Follow up process reinforces the learning process. It brings the effectiveness in T Programme. It helps the mgmt to design future T Programmes. The feedback is generated through follow up to reveal weakness or errors, if any. “ The supervisor has to keep strict vigil on the person under T & his performance. If any doubts are there in the mind of employee, supervisor have to ask these doubts from employees & provide them solutions.” By: Er. S. Sood

31. Cont…… # the trainee receives an overview of the job, its purpose & desired outcomes, with a clear focus on the relevance of T. # the trainer demonstrates the job in order to give the employee a model to copy. The Trainer Demonstrates to him the right way of doing the job. # the trainee is then asked to copy the trainer’s demonstration. Demonstrations by trainer & practice by the trainer are repeated till the trainee master the right track to perform job as per standards. # Finally the employee does the job independently w/0 supervision. By: Er. S. Sood

35. 5) Apprenticeship In present scenario A T is a structures process by which people become skilled workers through a combination of classroom instructions & on the job training. “ It is widely used to train individuals for many occupations.” 6) Committee assignments. In this method , the trainees are asked to perform special assignments & to solve actual org problems. Sometimes , a task force is created which consists of a number of trainees representing different fxns in the organization.By this trainees acquire the knowledge about the assigned activities & learn how to work with the pre fixed standards of organization. By: Er. S. Sood

36. ASSIGNMENT NO. 1 MERITS & DEMERITS OF OJT NEED & IMPORTANCE OF TRAINING. DIFFERENT WAYS TO DEVELOP A TRAINEE. DIFFERENTIATE B/S T & D ISSUED ON: 01 FEB. 2010. TO BE SUBMITTED BY: 08 FEB. 2010. Merits & Demerits of OJT By: Er. S. Sood

40. 3. Classroom T: Classroom T is the traditional ay of education which places the trainees in the classroom. It is most suitable for teaching concepts & problem solving skills. It is also useful in orientation & safety Training programmes. It may also include courses in re-training & upgrading. 4. Internship T: In this process educational institutions & business firms have joint programme of T. e.g. internship of 6 months after MBBS course. Or 2 months Industrial T while pursuing MBA or Pgdm. By: Er. S. Sood