made by badar e alam anwar

1. Training and
Development

2. “If you think training
is expensive,try
ignorance.”

3. Training is expensive. Without
training it is more expensive
Nehru

4. TRAINING
A learning experience in that it seeks a
relatively permanent change in an
individual that will improve his/ her ability
to perform on the job. It involves changing
of
 Skills
 Attitude
Knowledge

5. TRAINING
“Training is the act of increasing the
knowledge and skills an employee for a
doing particular job”
“ Training is job oriented, it bridges the
gap between what the employee has what
the job demands ”

6. DEVELOPMENT
More future oriented and more concerned
with education than is training.
Management Development activities
attempt to instill sound reasoning processes
to enhance one’s ability to understand and
interpret knowledge.
It focuses on the personal growth & on
Analytical
Conceptual
Human
Skills

7. T & D
Increases job skills-specific
skills
Short term
perspective
Job centered
The role of a trainer
is very important
It shapes attitude –
overall growth
Long term
perspective
Career Centered
Internally motivated
for self development

8. EMPLOYEE TRAINING
WHY-To
improve the skills and knowledge of the
employees to perform the assigned task.

9. EMPLOYEE TRAINING
WHEN –
New Hires
Change of Job (Job Rotation, Promotion)
Change to Job (New Technologies)
Performance Deficiencies detected

10. TRAINING OBJECTIVES
Build a common understanding of
the organisation's purpose.
Show management's commitment and loyalty
to employees
Develop people so they can increase
their responsibilities and contribute to the
organisation in new ways.

11. WHAT IS DEVELOPMENT
Development is a process of preparing
employees for future position and improve
their personal skills to handle the critical
situations in an organisation.

12. EMPLOYEE DEVELOPMENT
WHY-To
assist employee to sharpen their personal
skills to handle the crucial situations in
organisation.

13. THE TRAINING PROCESS
1. Conduct Training Need Analysis
2. Develop Training Objectives
3. Design & Select Training Methods
4. Implement Training
5. Evaluate Training
6. Measure Training Results

14. THE TRAINING PROCESS
Step 1
Conduct &
Develop
Training Need
Analysis
Step 2
Design and
select Training
Methos
Step 3
Implement
Training
Methods
Step 4
Evaluate
Training
Step 5
Training
Results

15. This is a process to find the Gap between
the skills required to perform a job and
the skills the employee have. By this we
can clarify our objectives.
Training Need = Required skills-skills used

16. 10 - 16
Assessing Training and
Development Needs
Needs analysis
The assessment of the organization’s job-related needs
and the capabilities of the current workforce
The manager must carefully assess the company’s:
Strategy
Resources available for training
General philosophy regarding training and development
Decision must be made about training employees
for current jobs versus for future jobs

17. Refers to the process used to determine if
training is necessary.
Because needs assessment is the first step
in the instructional design process:
If it is poorly conducted, training will not
achieve the outcomes or financial benefits the
company expects.
3 - 17

18. 3 - 18
Reasons or “Pressure
Points
Outcomes
What is the Context?
•Legislation
•Lack of Basic Skills
•Poor Performance
•New Technology
•Customer Requests
•New Products
•Higher Performance
Standards
•New Jobs
•What Trainees Need to
Learn
•Who Receives
Training
•Type of Training
•Frequency of Training
•Buy Versus Build
Training Decision
•Training Versus Other
HR Options Such as
Selection or Job
Redesign
Who Needs the
Training?
In What Do
They Need
Training?
Organization
Analysis
Task
Analysis
Person
Analysis

19. Organizational Analysis – involves
determining:
the appropriateness of training, given the
business strategy
resources available for training
support by managers and peers for training
Task Analysis – involves:
identifying the important tasks and knowledge,
skill, and behaviors that need to be emphasized
in training for employees to complete their
tasks
3 - 19

20. Person Analysis – involves:
determining whether performance deficiencies result
from a lack of knowledge, skill, or ability (a training
issue) or from a motivational or work design problem
identifying who needs training
determining employees’ readiness for training
3 - 20

21. 3 - 21
Person Analysis
Person Characteristics
• Input
• Output
• Consequences
• Feedback
Do We Want To Devote Time
and Money For Training?
Task Analysis or Develop
a Competency Model
• Work Activity (Task)
• KSAs
• Working Conditions
Organizational Analysis
• Strategic Direction
• Support of Managers
& Peers for Training
• Training Resources

22. Gagne's Nine Events of Instruction
1. Gain attention
2. Inform learners of objectives
3. Stimulate recall of prior learning
4. Present the content
5. Provide "learning guidance“
6. Elicit performance (practice)
7. Provide feedback
8. Assess performance
9. Enhance retention and transfer to the job

23. How to handle requests for Training
Training Requirements Analysis
Training Requirements Analysis
Training Requirements Analysis
Traiiniing Requiirements
Analysis
Traiiniing Requiirements Anallysiis

24. The Four Stages of TRA

25. Output
Standard to judge successful performers
Consequences
Positive consequences/incentives to perform
Few negative consequences to perform
Feedback
Frequent and specific feedback about how the
job is performed
3 - 25

26. If employees lack the knowledge and skill
to perform and the other factors are
satisfactory, training is needed.
If employees have the knowledge and skill
to perform but input, output,
consequences, or feedback are inadequate,
training may not be the best solution.
3 - 26

27. What Training Can Do
Training CAN accomplish many things.
1. It can help people learn the new skills that are
required to meet new expectations, both formal and
informal
2. Training can help people accept the challenge of their
evolving jobs.
3. Build a common understanding of the organization's
purpose.
4. Show management's commitment and loyalty
to employees
5. Develop people so they can increase
their responsibilities and contribute to the
organization in new ways.

28. What Training Cannot Do
Training cannot do many things. Training, on its own,
cannot change ineffective employees into effective
ones. It is unlikely to address ALL the causes of poor
performance. Limited training also will not turn a
poor supervisor or manager into an effective one,
unless it is coupled with ongoing coaching from above.
Training will not erase problems that occur because of
poor structuring of work, mismatching of work with
the person, unclear authorities and responsibilities or
other organizationally related issues.

29. Thank you for attending
Wish you success