HR

1. Defining Training and Development
Training and Development refer to the imparting of specific
skills, abilities and knowledge to an employee.
Training, thus, may be defined as a planned programme
designed to improve current performance.
Training imparts the ability to detect and correct errors.
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According to Flippo, Training is the act of
increasing the knowledge and skills of an
employee for doing a particular job.

3. • Training is meant for operative
staff.
• Training aims to improve a
specific skill or set of skills
relating to a job.
• Training is one-shot deal.
• Training seeks to meet the
current requirements of the job
and the individual.
• Training is a reactive process.
• Development is meant for
managerial staff.
• Whereas development aims at
improving the total personality
of an individual.
• Development is an ongoing,
continuous process.
• Development aims at meeting
the future needs of the jobs
and the individual.
• Development is a proactive
process.

4. Training and Development Distinctions
Learning
Dimension
Training Development
Who Non- Managers Managers
What Technical-mechanical
operations
Theoretical-
conceptual ideas
Why Specific Job Related
Information
General Knowledge
When Short-Term Long-run

5. Features of Training
• Increase knowledge and skills for doing job.
• Bridges the gap between job needs and
employee skills, knowledge and behaviours.
• Job-oriented process.
• Short-term activity designed essentially for
operatives.

7. Importance of Training
Benefits to the business Benefits to the employees
Trained workers can work more efficiently Training makes an employee more useful to a firm.
Hence, he will find employment more easily
They use machines, tools, materials in a proper
way. Wastage is thus eliminated to a large extent
Training makes employees more efficient and
effective. By combining materials, tools & equipment
in a right way, they can produce more with minimum
effort
There will be fewer accidents, Training improves
the knowledge of the employees regarding the
use of machines & equipment. Hence trained
worker need not be put under close supervision,
as they know how to handle properly
Training enables employee to secure promotion
easily. They can realise their career goal comfortably.
Training helps employee to move from one
organization to another easily. He can be more
mobile and pursue career goals actively
Trained workers can show superior
performance. They can turn out better quality
goods by putting the material, tools and
equipment to good use.
Employees can avoid mistakes, accident on the job.
They can handle jobs with confidence. They will be
more satisfied on their jobs. Their moral would be
high.
Training makes employees more loyal to an
organization. They will be less inclined to leave
the unit where there are growth opportunities
Thus, training can contribute to higher production,
fewer mistakes, greater job satisfaction and lower
labour turnover. Also it can enable employees to
cope with organizational, social and technological
change. Effective Training is an invaluable investment
in the human resources of an organization.

13. Methods of Training

14. Training Methods
On-the-Job Trainings
- Orientation Training
- Job Instruction (JIT) Training
- Apprenticeship Training
- Internship and Assistantship
- Coaching and Mentoring
- Job Rotation
- Committee Assignment
Off-the-Job Trainings
- Audio - Visuals
- Lecture Methods
- Conference / Discussion
- Programmed Instruction
- Simulation
a. Case Study
b. Role Playing
c. Vestibule Training
d. Business Game
e. Assessment Centre

15. Purpose of Orientation
Feel welcome
and at ease
Begin the
socialization
process
Understand the
organization
Know what is
expected in
work and
behavior
Orientation Helps New
Employees

16. The Orientation Process
Company organization
and operations
Safety measures
and regulations
Facilities
tour
Employee Orientation
Employee benefit
information
Personnel
policies
Daily
routine

20. • Vestibule Training: This training method attempt to
duplicate on-the-job-situation in a company
classroom. It is a classroom training that is often
imported with the help of the equipment and
machines, which are identical with those in use in the
place of work. This technique enables the trainees to
concentrate on learning new skill rather than on
performing on actual job. This type of training is
efficient to train semi-skilled personnel, particularly
when many employees have to be trained for the
same kind of work at the same time. Often used to
train – bank tellers, inspectors, machine operators,
typists etc. In this, training is generally given in the
form of lectures, conferences, case studies, role-play
etc.
Examples of vestibule training include airlines that
use simulators to train pilots and cabin attendants,
astronauts who train in mock-up space capsules

21. Job Rotation

22. Programmed Instruction (PI)
This is the method where training is offered without the intervention of a trainer.
Information is provided to the trainee in blocks, either in a book form or
through a teaching machine / software. After reading each block of material,
the learner must answer a question about it. Feedback in the form of correct
answer is provided after each response. Thus, Programmed Instruction (PI)
involves:
1. Presenting questions, facts, or problems to the learner.
2. Allowing the person to respond.
3. Providing feedback on accuracy of his or her answers.
4. If the answers are correct, the learner proceeds to the next
block. If not, he or she repeats the same.
The main advantage of PI that is self-paced

23. Simulation
A simulator is any kind of equipment or technique
that duplicates as nearly as possible the actual
condition encountered on the job. Simulation
then, is an attempt to create a realistic decision-
making environment for the trainee.
The more widely held simulation exercise are Case
Study, Role Playing, Business Game, Assessment
Centre and Vestibule Training

24. Techniques of Training
Technique Description
Ice Breakers Games to get team members know each other
Leadership Games Exercises to teach different style of leadership
Skill Games Test to develop analytical skills
Communication Games Exercise to built bias-free listening and talking
Strategic Planners Games to test ability to plan ahead
Team-building Games Exercises requiring collaborative efforts
Role Reversal Exercise to teach plurality of views
Doubling Brings out ideas that are not often expressed
Tag Teams One role played alternately by two participants
Mirroring Training with an external perspective
Monodrama Insight into a given interaction
Shifting Physical Positions Highlighting of communication problems
Structured Role Playing Role-play with predetermined objectives
Multiple Role Playing Providing a common focus of discussion
Built-in-Tension Teaching the importance of resolving matters
Shadowing Working under a senior to watch and learn

27. MANAGEMENT OR EXECUTIVE
DEVELOPMENT
Meaning:
Management development is a systematic
process of growth and development by which
the Manager Develop their abilities to
manage.
It is concerned with improving the performance
of the managers by giving them opportunities
for Growth and Development

28. Objectives of Management Development Programmes
1. To overhaul the Management Machinery.
2. To improve the performance of the Managers.
3. To identify the persons with the required potential and
prepare them for more senior position.
4. To increase the morale of the members of the Management
Group.
5. To increase the versatility of the Management Group.
6. To improve the thought processes and analytical abilities.
7. To understand economic, social, technical and the conceptual
issues.
8. To understand the problem of human relations and improve
human relation skills.
9. To stimulate creative thinking.

29. Steps in the Organization of a Management
Development Programme
Analysis of Organizational Development Needs
Appraisal of Present Management Talents
Inventory of Management Manpower
Planning of Individual Development
Programmes:
Establishment of Development Programmes:

30. Steps in the Organization of a Management Development Programme
(a) Analysis of Organizational Development Needs: After deciding to launch a management
development programme, a close & critical examination of the present & future development
needs of the organization has to made. We should know how many & what type of managers are
required to meet the present & future requirements.
(b) Appraisal of Present Management Talents: A qualitative assessment of the existing executive
talents should be made.
(c) Inventory of Management Manpower: This is prepared to have a complete information about
each executive in each position. For each member of executive team, a card is prepared listing
such data as Name, Age, Length of Service, Education, Work Experience, Health Records,
psychological test results and Performance Appraisal data etc. The selection of the individuals
for a management development programme is made on the basis of the kind of background they
posses.
(d) Planning of Individual Development Programmes: Guided by the results of the performance
appraisal that indicates the strength and weaknesses of each of the executives.
(e) Establishment of Development Programmes: It is the duty of HR department to establish the
developmental opportunities. The HR department has to identify the existing level of skills,
knowledge, etc of various executives and compare them with their respective job requirements.
Thus, it identifies developmental needs and requirements and establishes specific development
programmes like leadership courses, management games, sensitive training etc..

31. Methods of Developing Managers
1 Decision-Making Skills (a) In-basket
(b) Business Game
(c) Case Study
2 Inter-personal Skills (a) Role Play
(b) Sensitivity Training
3 Job Knowledge (a) On-the-Job-experience
(b) Coaching
(c) Understudy
4 Organizational Knowledge (a) Job Rotation
(b) Multiple Management
5 General Knowledge (a) Special Courses
(b) Special Meetings
(c) Specific Readings
6 Specific Individual Needs (a) Special Projects
(b) Committee Assignments

33. Thank You