1. Training & Development. Amit's
INDEXINDEX
1
Sr. No. Particular Page No.
1. Introduction. 2.
2. Object of Training. 4.
3. Identify Training Need. 6.
4. Training & Development has competitive advantage. 8.
5. Benefits of Training. 9.
6. Training Methods. 10.
7. Implementation of training Programme. 15.
8. Evaluation of Programme. 16.
9. E-Learning. 17.
10. E-learning Advantage & Disadvantages. 18.
11. How to make training effective. 19.
12. Summary. 20.

2. Training & Development. Amit's
TRAINING AND DEVELOPMENT
Learning Objectives
After reading this Project, you should be able to:
 Understanding the nature and importance of training and development and
identify the various inputs that should go into any such programme.
 Important Methods & Benefits of Training & Development
 Delineate the different stages in a training and development programme and
describe each step.
 Understanding the need for and the ways of training for international
assignments
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INTRODUCTION
Today Human Resources are significant factor of any organization. Mostly
service organization like Bank & Insurance companies success depends upon quality
& quantity of Human resources because people have taken on an even more central
role in building a firm's competitive advantage. Organization can achieved sustained
competitive advantage through providing appropriate training & education to their
employees. Therefore Training & Development programmed is very significant to
any organization.
Origin: -
The beginning of training could trace to the Stone Age when people started
transferring knowledge through signs and deeds to others. Vocational training started
during the Industrial Revolution when apprentices were provided direct instructions in
the operation of machines. Training and development is increasingly recognized, now,
as a most important organizational activity. Rapid technological changes require
newer skills and knowledge in many areas. Training has to be continuously offered to
keep employees updated and effective.
There are some who believe that training has necessarily been given undue
importance and that the experience on-the-job is good enough to develop necessary
skills and efficiency to perform the job. It is true that training cannot entirely
substitute experience, but it has certain definite advantages over it.
1. Training unlike experience can shorten the time required to reach maximum
efficiency.
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2. Cost of training is much less than the cost of gaining experience particularly if
one is dealing with expensive equipment.
3. The results of experience can sometimes be accidental, particularly when
experience depends solely on trial and error.
4. The element of predictability is far less when compared to the outcome of a
well conceived and conducted training programme.
5. Clear description of performance problem.
6. Frequent feedback to measure the progress of learners/participants.
Definition:
"It is attempt to improve current or future employee performance by increasing an
employees ability to perform through learning usually by changing employees attitude
or increasing his or her skill & knowledge"
-Shirley Bosky
"Training & Development is a one of the significant technique to encourage employee
to take interest in his work by developing skill & knowledge which will definitely
reflects in organizational profits."
"Training & Development refer to those specific learning opportunity designed to
help employees grow."
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Training & development need arise to fulfill the gap between standard
performance of employee & actual performance. Where the employee is lacking or
behind in his work. Extreme supervision on employees works help to decide degree
of training & Development programmes.
People often confuse with the Training and Education. But both are different in some
points as follows.
Training Education
Application Method. Theoretical Orientation.
Job Experience. Classroom Training
Specific Task. General Concept.
Narrow Perspective Broad Perspective.
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OBJECTIVES OF TRAINING
The objectives of training according to the employees belonging to different
levels of organizations. The basic objective of training, however, is to establish a
match between employee and his job. This training is designed to improve
knowledge, skills, and attitude and, thus equip the individual to be more effective in
his present job or prepare him for a future assignment. However, individual’s growth
should not be taken as an end. From the point of view of an organization individual
growth is a means to organizational effectiveness. The viability depends on the
efficiency that an organization achieves in meeting its goals.
 Induction
Training constitutes a significant step in the induction of the individual into the
company’s way of life. Its helps the employee to know the company’s culture,
structure, relationship’s role, policies and rules of the organizations. The basic idea
is to take relatively young people and expose them to the various departments and
functions of the organization to help them to know the organization better. At the
end of this period, either the trainees are placed in a specific department or they
are allowed to choose.
 Updating
A significant objective of training is to prevent the obsolescence of the employees
by updating their skills and knowledge. The jobs that employees have been doing
are not static. They change, sometimes, without the necessary awareness. For
example, introduction of computers has changes job substantially. So the training
becomes necessary to update them, to reach the newer skills and their efficiency
does not suffer because of lack of understanding of the new technology.
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 Preparing for Future Assignments
One of the objects of the training is to provide an employee an opportunity to
climb up the promotional ladder. There are two ways to do this, One, people with
potential can be identified and sent to appropriate training programmes to prepare
them for future positions. The other could be to train them for the next level and
wait for the opportunity to absorb them. Another variation of this could be that an
employee is promoted and then sent for training. In all cases, it helps an
organization to have trained manpower available as and when needed.
 Competence
Organizations, which have stagnated for long, need to identify certain individuals
who are creative and show potential for innovation and sent them to special
training programmes designed to realize the new competencies. These
programmes do not necessarily meet the job related requirements but are designed
to induce certain special talents. Programmes on creativity, innovativeness, and
the like are now offered by many agencies.
Designing Training & Development Programmes: -
Who are Trainees?

Who are Trainers?
What methods & Techniques?
What should be level of training?
What is the Principle of Learning?
Where to conduct programmes?
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IDENTIFYING TRAINING NEEDS
Identifying training needs is a process that involves establishing areas where
employees lack skill, knowledge, and ability in effectively performing the job and
also identifying organizational constraints that are creating road blocks in the
performance.
• Organizational Analysis
The analysis would help identify deficiencies and mechanisms that would be
needed to make adjustments in those deficiencies. This analysis begins with an
understanding of short-term and long-term goals of the organizations, as a whole,
and for each department specifically. This would help to identify what capacities
are needed to fulfill these goals.
• Task Analysis
This involves a detailed analysis of various components of jobs, and how they are
performed. Analysis of tasks would indicate whether tasks have changed over
period of time and whether employees have adequate skill in performing these
tasks.
• Man Analysis
The focus is on employee’s skills abilities, knowledge, and attitude. Of the three,
this is a more complex component because of difficulties in assessing human
contribution. Generally such indicators as production data, meeting deadlines,
quality of performance, personal data such as work behaviour, absenteeism, late-
coming provide input for man analysis.
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• Analysis of Equipment
Change in equipment or modification of existing machines and equipment calls for
new skills and abilities. An analysis of changing technology, therefore, becomes a
handy mechanism to identify the kind of training that would be required.
• Brainstorming
It is a helpful way to determine training needs especially of a group. The technique
consists of involving professionals with different backgrounds, assigning them a
task and fixing a time limit. At the end of the time limit, the ideas generated are
closely scrutinized to see what kind of training would help them in performing
tasks.
• Problem Clinic
In this case a homogeneous group meets informally to discuss a common problem
and develop a solution. So, a group of engineers can get together and discuss a
problem say machine maintenance, which is bothering all of them. Their solution
would help in identifying the nature of training that would facilitate better machine
maintenance.
• Simulation
Simulation or business games are useful techniques to identify training needs.
Some structured exercises are developed and individual or teams are asked to
compete with each other on these exercises. The exercises require the possession
or lack of certain skills like problem solving, communication, information
processing, and so on. Performance, on these games, highlights areas where
training may be useful.
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TRAINING AND DEVELOPMENT HAS A COMPETITIVE
ADVANTAGE
Companies derive competitive advantage from training and development.
Training and development programmes help to remove deficiencies in employees.
This is particularly true when
1. The deficiency is caused by lack ability rather than a lack of motivation to
perform.
2. The individuals involved have the aptitude and motivation need to learn to
do the job better.
3. Supervisors and peers are supportive of the desired behaviors.
There is greater stability, flexibility, and capacity for growth in an
organization. Training contributes to employee stability in at least two ways.
Employees become efficient after undergoing training. Efficient employees contribute
to the growth of the organization. Growth renders stability to the workforce. Further,
trained employees tend to stay with the organization. All rounder can be transferred to
any job. Flexibility is therefore ensured. Growth indicates prosperity, which is
reflected in increased profits from year to year.
Further the need of employees will be met through training and development
programmes. Training serves as an effective source of recruitment. Training is an
investment in HR with a promise of better returns in future.
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Training becomes almost essential when mergers or acquisitions take place, as
has happened to the ICICI Bank. When Bank of Madura got merged with the best
bank of 2003 (ICICI), 2400 employees average are of 28 years. The average age of
the merged bank was 43. Integration became a challenge and training therefore
become imperative.
BENEFITS OF EMPLOYEE TRAINING
To Organization
1. Leads to improved profitability and /or more positive attitudes towards profit
orientation.
2. Improves the job knowledge and skills at all levels of the organization
3. Helps people identify with organizational goals
4. Improves relationship between boss and subordinate
5. Creates an appropriate climate for growth, communication
6. Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
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To the Individual
1. Helps the individual in making better decisions and effective problem solving.
2. Aids in encouraging and achieving self-development and self-confidence
3. Helps a person handle stress, tension, frustration and conflict
4. Moves a person towards personal goals while improving interactive skills
5. Helps a person develop speaking and listening skills; also writing skills when
exercises are required
6. Helps eliminate fear in attempting new tasks
TRAINING METHODS
A variety of training methods are available and used by training agencies and
organizations. The choice of a method or a mix of methods is a function of a number
of considerations.
1. The purpose of training is an important consideration in the choice o
methodology. Knowledge can be provided by traditional methods of training
like lectures, and discussions. Skills and attitudes have to be developed by
experiential methods or training like in-basket, T-group etc.
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2. The natures of contents often determine the nature of methodology. A concept
can be clarified through a lecture the operation of machine may best be
demonstrated.
3. Finally, all organizations have to be concerned with cost factors. Cost
considerations have to be taken into account while deciding on methods of
training. However, cost considerations should not override the quality
considerations.
A brief discussion on some of the most prevalent methods of training is provided
below.
 Lectures
Lecture is a verbal presentation of information by an instructor to a large audience.
The lecturer is presumed to possess a considerable depth of knowledge of the
subject at hand. A virtue of this method is that is can be used for very large groups
and hence the cost per trainee is low. This method is mainly used in colleges and
universities, though its application is restricted in training factory employees.
Limitations of the lecture method account for its low popularity. The method
violates the principle of learning by practice. It constitutes a one-way
communication. There is no feedback from the audience. Continued lecturing is
likely to bore the audience. However, the lecture method can be made effective if
it is combined with other method of training.
 Audio-Visuals
Audio-Visuals include television slides, overheads, video-types, and films. These
can be used to provide a wide range of realistic examples of job conditions and
situations in the condensed period of time. Further, the quality of the presentation
can be controlled and will remain equal for all training groups. But, audio-Visuals
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constitute a one-way system of communication with no scope for the audience to
raise doubts for clarification and there is no flexibility of presentation from
audience to audience.
 On-the-Job Training (OJT)
Majority of industrial training is of the on-the-job-training type. OJT is conducted
at the work site and in the context of the job. Often, it is informal, as when an
experienced worker shows a trainee how to perform the job tasks. Job rotation,
brainstorming sessions, and syndicate techniques are some of the methods that
would come under this category.
Merits: -
1. It is the most effective method as the trainee learns by experience,
making him or her highly competent.
2. The method is least expensive since no formal training is organized.
3. The trainee is highly motivated to learn since he or she is aware of
the fact that his or her success on the job depends on the training
received.
4. Finally, the training is free from an artificial situation of a classroom
Demerits: -
1. The experience employee may lack expertise or inclination to train
the juniors.
2. The training programme itself is not systemically organized.
3. A poorly conducted OJT programme is likely to create safety
hazards, result in damaged products or materials, and bring
unnecessary stress to the trainees.
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 Programmed Instruction (PI)
This is method where training is offered without the intervention of a trainer.
Information is provided to the trainee on blocks, either in a book form of through
a teaching machine. After reading each block of material, the learner must answer
a question about it. Feedback in the form the correct answer is provided after each
response. Thus, programmed instruction (PI) involves:
1. Presenting question, facts, or problems to the learner.
2. Allowing the person to respond.
3. Providing feedback on the accuracy of his or his answers.
4. If the answers are correct, the learner proceeds to the next block. If not,
he or she repeats the same.
Advantages: -
1. It is self-paced-trainees can progress through the programmes at their
own speed.
2. Strong motivation is provided to the learner to repeat learning.
3. Material is also structured and self-contained, offering much scope for
practice.
Disadvantages: -
1. The scope of learning is less, compared to other methods of training.
2. Cost of preparing the books, manuals and machinery is considerably
high.
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 Computer-Assisted-Instruction (CAI)
CAI is an improved system when compared to the PI method, in at least three
respects. First, CAI provides for accountability as tests are taken on the computer
so that the management can monitor each trainee’s progress and needs. Second, a
CAI training programme can also modified easily to reflect technological
innovations in the equipment for which the employee is being trained. Third, this
training also tends to be more flexible in that trainees can usually use the computer
almost any time they want, and thus get training when they prefer.
Not to be ignored is the fact that feedback from CAI is as rich and colorful as
modern electronic games, complete with audio instructions and visual displays. A
deterrent with regard to CAI is its high cost, but repeated use may justify the cost.
 Simulation
A simulator is any kind of equipment or technique that duplicates as nearly as
possible the actual conditions encountered on the job. Simulation then, is an
attempt to create a realistic decision-making environment for the trainee. For
example, activities of an organization may be simulated and the trainee may be
asked to make a decision in support to those activities. The results of those
decisions are reported back to the trainee with an explanation of what would have
happened had they actually been made in the workplace. The trainee learns from
this feedback and improves his/her subsequent simulation and workplace
decisions.
 Case Study
Case study is a written description of an actual situation in business that provokes,
in the reader, the need to decide what is going on what the situation really is or
what the problems are, and what can and should be done. Case study can provide
stimulating discussions among participants, as well as excellence opportunities for
individuals to defend their analytical and judgment abilities.
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 Role Playing
It generally focuses on emotional mainly human relations issues rather than actual
ones. The essence of role-playing is to create a realistic situation, as in case study,
and then have the trainees assume the parts of specific personalities in the
situation. For example, a male worker may assume the role of a female supervisor,
and the supervisor may assume the role of a male worker. Then, both may be given
a typical work situation and asked to respond as they expect others to do. The
consequence is a better understanding among individuals. Role-playing helps
promote interpersonal relations. Attitude change is another result of role-playing.
 Vestibule Training
It utilizes equipment, which closely resembles the actual ones used on the job.
However, training takes place away from the work environment. The trainee is
then permitted to learn under simulated conditions, without disrupting ongoing
operations. A primary advantage of vestibule training is that it relives the
employee from the pressure of having to produce while learning. The emphasis is
on learning skills required by the job. Of course, the cost of duplicate facilities and
a special trainer is an obvious disadvantage.
 Sensitivity Training
Sensitivity training uses small numbers of trainees, usually fewer than 12 in a
group. They meet with a passive trainer and gain insight into their own and others
behaviour. Meetings have no agenda, are held away from the workplaces. The
objectives of sensitivity training are to provide the participants with increased
awareness of their own behaviour and how others perceive them-grater sensitivity
to the behaviour of others, and increased understanding of group’s processes. The
drawback of this method is that once the training is over, the participants are
themselves again and they resort to their old habits. Sensitivity training can go by a
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variety of names-laboratory training, encounter groups, or T-groups (training
groups).
CONDUCT OF TRAINING
A final consideration is where the training and development programme is to be
conducted. Actually, the decision comes down to the following choices:
1. At the job itself
2. On site but not the job-example, in a training room in the company.
3. Off the site, such as in a university or college classroom, hotel, a resort, or
conferences center.
Typically, basic skills are taught at the job, and basic grammar skills are taught
on the site. Much of interpersonal and conceptual skills are learnt off the site.
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IMPLEMENTATION OF THE TRAINING PROGRAMME.
Once the training programme has been designed, it needs to be implemented.
Implementation is beset with certain problems. In the first place, most managers are
action-oriented and frequently say they are too busy to engage in training efforts.
Secondly, availability of trainers is a problem. In addition to possessing
communication skills, the trainers must know the company’s philosophy, its
objectives, its formal and informal organizations, and goals of the training
programme. Training and development requires a higher degree of creativity than,
perhaps any other personnel specialty.
Scheduling training around the present work is another problem. How to
schedule training without disrupting the regular work? There is also the problem of
record keeping about the performance of a trainee during his or her training period.
This information may be useful to evaluate the progress of the trainee in the company.
Programme implementation involves action on the following lines:
1. Deciding the location and organizing training and other facilities.
2. Scheduling the training programme.
3. Conducting the programme.
4. Monitoring the progress of trainees.
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EVALUATION OF PROGRAMME
The last stage in the training and development process is the evaluation of
results. Since huge sums of money are spent on training and development, how far the
programme has been useful must be judged/determined. Evaluation helps determine
the results of the training and development programme. In practice, however,
organizations either overlook or lack facilities for evaluation.
 Need for Evaluation
The main objective of evaluating the training programmes is to determine if they
are accomplishing specific training objectives that are, correcting performance
deficiencies. A second reason for evaluation is to ensure that any changes in
trainee capabilities are due to the training programme and due to any other
conditions. Training programmes should be evaluated to determine their cost
effectiveness. Evaluation is useful to explain programme failure, should it occur.
Finally, credibility of training and development is greatly enhanced when it is
proved that organization has benefited tangibly from it.
 Principles of Evaluation
Evaluation of the training programme must be based on the following principles.
1. Evaluation specialist must be clear about the goals and purposes of
evaluation.
2. Evaluation must be specific.
3. Evaluation must be continuous.
4. Evaluation must provide the means and focus for trainers to be able to
appraise themselves, their practices, and their products.
5. Evaluation must be based on objective methods and standards.
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6. Realistic target dates must be set for each phase of the evaluation
process. A sense of urgency must be developed, but deadlines that are
unreasonably high will result in poor evaluation.
E-LEARNING
E-Learning refers to the use of Internet or an organizational intranet to conduct
training on-line. E-learning is becoming increasingly popular because of the large
number of employees, who need training. Take Wipro, for example, out of its 17,500
employees, 25, 00 are on site and 15,000 employees are in off-shore centres at
Bangalore, Hyderabad, Chennai, Pune and Delhi. How to organize training for all
these? Wipro also has a policy of subjecting any employee for a two-week training
every year. E-learning helps Wipro considerably. Similarly, at Satyam nearly 80% of
the employees are logged into the in-house learning management system for various
courses. Infosys has almost 10% of its total training through e-learning.
It is not that e-learning replaces traditional training system. In fact, e-learning
becomes more effective when blended with traditional learning methods. Many firms
use e-learning as a prerequisite before classroom training popularly called blended
training, a combination of e-learning with classroom approach. Learning that requires
discussion, tutoring and team-work can go on-line, though it might also stay in the
classroom.
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Requisites for E-Learning
E-learning does not simply mean putting existing courses and materials on a website.
Following requisites need to be provided before launching learning on-line.
• Sufficient top management support and funding needs to be committed to
develop and implement e-learning.
• Managers and HR professionals need to be “retrained” to accept the idea that
training is being decentralized and individualized.
• Current training methods are not adequately meeting organizational training
needs.
• Potential learners are adequately computer literate and have ready access to
computers and the Internet.
• Sufficient number of learners exists and many of them are self-motivated to
direct their own learning.
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E-LEARNING
ADVANTAGES DISADVANTAGES
• It is self-paced. Trainees can
proceed on their own time
• May cause trainee anxiety
• It is interactive, lapping multiple
trainee senses
• Not all trainees may be ready for e-
learning
• Allows for consistency in the
delivery of training
• Not all trainees may have easy and
uninterrupted access to computers
• Enables scoring of
services/assessments and the
appropriate feedback
• Not appropriate for all training
content (e.g. leadership, cultural
change.
• Incorporates built-in guidance and
help of trainees to use when
needed
• Requires significant upfront cost and
investment
• It is relatively easy for trainers to
update content
• No significantly greater learning
evidenced in research studies
• Can be used to enhance
instructor0led training.
• Requires significant top
management support to be
successful
HOW TO MAKE TRAINING EFFECTIVE.
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1. Ensure that the management commits itself to allocate major resources and
adequate time to training. This is what high-performing organizations do.
2. Ensure that training contributes to competitive strategies of the firm. Different
strategies need different HR skills for implementation. Let training help
employees at all levels acquire the needed skills.
3. Ensure that a comprehensive and systematic approach to training exists, and
training and retraining are done at all levels on a continuous and ongoing basis.
4. Make learning one of the fundamental values of the company. Let this
philosophy percolate down to all employees in the organization.
5. Ensure that there is proper linkage among organizational, operational and
individual training needs.
6. Create a system to evaluate the effectiveness of training.
SUMMARY
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Training and development activities are designed, considerable costs
notwithstanding, to impart specific skills abilities and knowledge to employees.
Distinction is often made between training and education, and between these two and
development. Training refers to imparting specific skills. Education is the process of
theoretical learning in classrooms. Development refers to the learning opportunities
designed to help employees grow and evolve a vision about the future. All the three
form a part of training and development-only target groups of employees differ.
Training is confined to shop-floor workers and development is meant for executives.
Education, of course is needed for all employees, irrespective of their hierarchy.
Skills education, developments, ethics, attitudinal changes and decision-
making skills must go into any programme of training and development.
A programme of training and development is important as it lends stability and
flexibility to an organization, besides contributing to its capacity to grow. Accident,
scrap, and damage to machinery of employees will be taken care by training and
development.
Training process involves several steps
• Defining organizational objectives and strategies,
• Assessment of training needs,
• Establishing training goals,
• Devising the training programme,
• Implementation of the programme, and
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• Evaluation of the results
Several barriers impede the effectiveness of training and there are ways of removing
them.
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