This document discusses different training methods used to improve employee performance. It describes on-the-job training methods like coaching, mentoring, job rotation, and apprenticeship. Off-the-job methods include lectures, demonstrations, case studies, simulations, and role plays. On-the-job training is more practical and relevant to the actual job but can be distracting, while off-the-job training allows employees to learn from experts in a focused environment but is more costly. Both methods have merits like improving skills but also demerits such as lost productivity time. The document provides details on various training techniques organizations can use to enhance their workforce.

1. METHODS OF TRAINING
PRESENTATION BY
K.RADHIKA
R.ABHINAV
AMAN DEV
ABHISHEK YADAV
GUNASHEKARAN .M
HARIHARASUDHAN.R

2. TRAINING
• Training is the process of planned programs
and procedures undertaken for the
improvement of employee's performance in
terms of his attitude, skills, knowledge and
behavior.
• These training and development programs can
significantly improve the overall performance
of organization.

3. TYPES OF TRAINING
1.On the job training
2.Off the job training

4. ON-THE-JOB TRAINING
METHODS
1. Coaching
2. Mentoring
3. Job Rotation
4. Job Instruction Technology
5. Apprenticeship
6. Understudy

5. OFF-THE-JOB TRAINING
METHODS:
• Lectures
• Discussions
• Demonstration
• Case studies
• Simulation
• Role plays
• Brain storming

6. Coaching:
Coaching is a one-to-one training. It helps in
quickly identifying the weak areas and tries to
focus on them. It also offers the benefit of
transferring theory learning to practice.
Mentoring:
The focus in this training is on the development of
attitude. It is used for managerial employees.
Mentoring is always done by a senior inside person.
It is also one-to- one interaction, like coaching.

7. Apprenticeship– Is a formal agreement b/w an
individual who wants to learn a skill and an employer who
needs a skilled worker. This training is ‘earning while
learning’ and training is provided under the supervision of
an experienced person
Understudy– Similar to coaching but here a
departmental head may pick 1 or 2 employees and ask
them to come for an understudy where the head would
guide them constantly
Job rotation – Moving of employees in a planned
manner from one job to another or from one department
to another or from one unit/section to another.
Horizontal job rotation is a lateral transfer while a
vertical movement is a promotion

8. JOB INSTRUCTIONAL TECHNIQUE
(JIT):
It is a Step by step (structured) on the job training method in
which a suitable trainer (a) prepares a trainee with an overview
of the job, its purpose, and the results desired, (b) demonstrates
the task or the skill to the trainee, (c) allows the trainee to show
the demonstration on his or her own, and (d) follows up to
provide feedback and help. The trainees are presented the
learning material in written or by learning machines through a
series called ‘frames’. This method is a valuable tool for all
educators (teachers and trainers). It helps us:
a. To deliver step-by-step instruction
b. To know when the learner has learned

9. OFF-THE-JOB TRAINING METHODS:
LECTURES – Very popular and simple. Concepts, ideas
and theories are explained through lectures where the
speaker is an expert in the said area.
DISCUSSIONS – More powerful than lectures. The scope
includes discussions b/w trainer and trainees and this
enables faster learning and more effectiveness. Lecturer
will expand the concept/idea by creating room for
discussions
DEMONSTRATION– Physical display. Involves
‘showing what’ and ‘showing how’. Excellent for new
products or equipments
CASE STUDIES – Actual cases based on business
situations are given to the trainees for discussions and
decision making

10. OFF-THE-JOB TRAINING
METHODS:
SIMULATION – Is working in a duplicated
real-job condition. This is suited where actual
on the job is expensive or might result in
serious injuries. Ex: Aeronautical industry
ROLE PLAYS – Assume the role of a person
in a simulated situation. They have to react as
if the job on hand is real
BRAIN STORMING – Developing creative
abilities through uninhibited expression in a
formal setting

11. DIFFERENCES B/W ON THE JOB &
OFF THE JOB METHODS
On the job Off the job
Cheaper to carry out More expensive and requires a lot more
planning and co-ordination
Is relevant and more practical as it is dealing
with the job directly
It can handle more number of employees at the
same time
Workers are not taken away from their job and
continue to be productive
Response tends to be better as the environment
is neutral and no pressures of a working
environment
Is more suited for employees who are new to
the job
Is less suited for employees who are new to the
job
Chances of distractions are high as the
environment is the actual work area
Focus tends to be more
Supervisors are directly observing and
evaluating performance
Unless the skills gained are put on the job,
effectiveness is not known

12. ON THE JOB TRAINING
MERITS
• Generally most cost-
effective
• Employees are actually
productive
• Learning is controlled
• No additional facilities
required
• No additional staff for
supervision required
DEMERITS
• Quality depends on ability
of trainer and time available
• Bad habits might be passed
on
• Lack of time due to actual
performance pressures

13. OFF THE JOB TRAINING
MERITS
• A wider range of skills or
qualifications can be
obtained
• Can learn from outside
specialists or experts
• Employees can be more
confident when starting job
DEMERITS
• More expensive – e.g.
transport and accommodation
• Lost working time and
potential output from
employee
• New employees may still
need some induction training
• Employees now have new
skills/qualifications and may
leave for better jobs