Employee training and development seminar

Training and Development
Anuj Bhandari
Bikash Karna
Laxmeshwor Mishra
Ravi Chandra Amatya
Shrawan Shrestha

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
CFO : What happens if we spend money
training our people and then they leave?
CEO: What happens if we don't and they stay?

Human Resource Management
Develop an Effective Workforce
Appraisal
Maintain an Effective Workforce
Wage and salary
Benefits
Labor relations
Terminations
HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Attract an Effective Workforce
Company Strategy

Organizational Dynamics and Role of T&D
 Organization are always changing
– Technology improves
– Organizational values change
– Business strategies change
– Customer needs change
 If KSA are not updated, employees will not perform well.
 Performance = A × M × O
Employees are given the opportunity to perform because
they need to be motivated. However, they will not
perform well without ability.
 Ability is not just natural talent, it is mostly learned.
 Therefore, an appropriately trained and developed
workforce can mean the difference between success and
failure.4

5
The benefit to the organization
• increased efficiency and productivity;
• reduction in costs;
• reduction in supervisory problems and grievances;
• reduction in accidents;
• improved quality;
• improved motivation and morale among employees;
• encouraging a culture of flexibility;
• developing a culture of learning;
• easing skills shortages;
• planning for succession.

66
The individual
• the acquisition of new skills;
• increase in employment prospects;
• improved promotion prospects;
• increased ability to cope with the pressures of work
resulting in less stress at work;
• increased job satisfaction.

Definitions
 Training is designed to permit learners to
acquire knowledge and skills needed for their
present jobs.
 Development involves learning that goes
beyond today’s job and has a more long-term
focus.
7

 It is the means by which an organization invests in its
employees.
 Change requires new skills and attitudes, so
organizations that do not invest in training and
development cannot hope to benefit from change.
8

Training Versus Development
9
Learn specific
behaviors and actions:
Demonstrate techniques
and process
Understand information
concepts and context:
Develop judgment:
Expand capacities
for assignments
Shorter-term Longer-term
Performance appraisals,
Cost/benefit analysis,
Passing tests, or
certification
Qualified people available
when needed:
Promotion from within
possible: HR-based
competitive advantage
Focus:
Time Frame:
Effectiveness
Measures:
Training Development

Training and Development: Then and Now
10
Traditional Now
1. Expense or cost 1. Investment
2. Cut from the
budget
2. Changes in the
perception of people
as a resource
3. Training 3. Learning
4. Offer a job 4. Promote
Employability

Factors Influencing Training and
Development
 Top Management Support
 Commitment from Specialists and Generalists
 Learning Styles
 Other Human Resource Functions
11

Training Process
12
• TRAINING NEEDS ASSESMENT
• ENSURE EMPLOYEE READINESS
• CREATE LEARNING ENVIRONMENT
• SELECT TRAINING METHOD AND
MATERIAL
• CONDUCT TRAINING
• ENSURE TRANSFER OF TRAINING
• EVALUATE TRAINING

System model of training process
Diagnosis Development Delivery Evaluation
Identify
needs
Ensure
learning
readiness &
environment
Develop
material/
models &
choose
methods
Conduct
evaluation
Conduct
training
Develop
criteria
Derive
objectives

Training Needs Assessment
 Organizational analysis involves determining the
appropriateness of training, giving the company’s business
strategy, its resources available for training, and support by
managers and peers for training activities.
 Task analysis identifies the important tasks and knowledge,
skill, and behaviors that need to be emphasized in training for
employees to complete their jobs.
 Person analysis involves determining whether performance
deficiencies result from a lack of knowledge, skill or ability,
identifying who needs training and determining employees'
readiness for training.

Training Needs Assessment
15
The
Skills
Gap
Skills
Already
Acquire
d
Skills
Needed

Training Cycle
16
Organizational
Training Policy
Identification of
Training Needs
Plan of Training
Required
Implementation
of Training
Evaluation of
Training

1717
Training needs analysis
This seeks to identify the gap between:
• the knowledge and skills possessed and the knowledge and
skills required;
• actual performance and target/standard performance
 The analysis is not confined to individuals, but to teams,
departments and the corporation as a whole.
 The training need is any shortcoming, gap or problem that
prevents the individual or organization achieving its objective
and can be overcome or reduced by training.

Levels of Training Needs Assessment
18
Organization – wide – sources
Grievances Observations Exit interviews Accidents
Complaints Waste/ Scraps Equipment use Training observations
Task Analysis Sources
Job requirements = Employee KSAs
Job description Requirements = Job Specifications
Individual Employee Sources
Tests Questionnaires Records Attitude Surveys
Performance Appraisals

Using Job Performance to Analyze Training Needs
19

Plan of Training Required
Based on training OBJECTIVES, plan for
 Techniques/Methods
 Contents
 Locations
 Trainers
 Evaluation20

Implementation Phase
 Once training needs have been assessed and training
objectives identified, then appropriate the training
approaches and methods must be selected.
21

Which Training Method?
Films, videos, slides, audiotapes
and chalkboards
Video conferencing
Facilitate Self directed Learning
methods
Helps learn motivational
technique, leadership skills,
team work
22
Informational

Training Method -
 On the job training places the employees in actual work
situations and makes them appear to be immediately
productive.
 Orientation
 Coaching
 Mentoring
 Job Rotation
 Job Instruction Techniques
 Apprenticeship
23
Experimental

Training Method -
 Off the job Training Off the job training is provided for
employees working in other functional aspects of management-
finance, marketing, administration.
 Lectures
 Conference
 Audio Visual Techniques
 Vestibule Training
 Simulation Exercise
 Management Games
 Case Study
 Role Playing
24
Experimental

Consideration when selecting training Approaches
25

Which training is best suitable?
 Threshold/ Orientation training
 Continuing or Refresher training
 Remedial training
 Upgrading training
 Retraining
 Cross training/ upscaling training
 Re-entry training

Evaluation Phase
 Measure Individual and Group performances
 Figure out improvement areas
 Determine if training is aligned with objectives
Ways of Evaluation
– Cost/benefit analysis
– Benchmarking
– Levels of Evaluation
28

Balancing Costs and Benefits of Training
29
Costs
•Trainer’s salary
•Materials for training
•Living expenses
•Costs of facilities
•Equipment
•Transportation
•Trainee’s salary
•Lost Production
(opportunity cost)
Benefits
•Increase in production
•Reduction in errors
•Reduction in turnover
•Less supervision necessary
•Ability to advance
•New capabilities
•Attitude changes

Benchmarking
 Benchmark measures of training that are compared
from one organization to others.
 HR professionals in an organization gather data on
training and compare it to data on training at other
organizations in the same industry and same size.
30

Levels of training evaluation
31

Levels of training evaluation
 Reaction: Organization evaluate the reaction
level of trainees by conducting interviews or by
administering questionnaires to the trainees.
 Learning: Learning level can be evaluated by
measuring how well trainees have learned facts,
ideas, concepts, theories, and attitudes.

Levels of training evaluation (Cont.)
 Behavior: Behavioral level involves measuring
the effect of training on job performance through
interviews of trainees and their coworkers and
observing job performance.
 Results: Results, such as productivity, turnover,
quality, time, sales, and costs, by measuring the
effect of training on the achievement of
organizational objective.

Steps to Effective Training and Development
 View training and development as an investment.
 Match training and development to organizational
objectives.
 Assess training needs in consultation with the potential
trainee and the line manager.
 Don’t treat training as a punishment.
 Put a monitoring and evaluation procedure in place.
 Remember that leaning never stops.
 Structure the training.
34

Thank You Very Much
For Your Attention
1-35

Employee training and development seminar

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