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Training and Development

This document discusses training and developing employees. It outlines various objectives of the training design process such as understanding training methods, factors affecting training decisions, and the differences between on-the-job and off-the-job training. The document defines training as facilitating employees' learning of job-related skills, while defining development as preparing employees for future challenges through education and experiences. It also discusses the importance of training and development for organizations and employees.

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Marina Tsarova
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
117 views

Training and Development

This document discusses training and developing employees. It outlines various objectives of the training design process such as understanding training methods, factors affecting training decisions, and the differences between on-the-job and off-the-job training. The document defines training as facilitating employees' learning of job-related skills, while defining development as preparing employees for future challenges through education and experiences. It also discusses the importance of training and development for organizations and employees.

Uploaded by

Marina Tsarova
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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TRAINING AND DEVELOPING EMPLOYEES

OBJECTIVES

After completing this unit, you will be able to:


 Understand various aspects of the training design process;
 Classify the various training methods;
 Point out various factors affecting training decisions;
 Know about various objectives of employee training;
 Learn and appreciate the significance of employee training;
 Understand difference between on the job and off the job training.
SOME QUESTIONS?

“Training is expensive. Without training it is more expensive”

 Why employee training and development is important to modern


organizations?
 What is Training?
 What is Development?
CONCEPT OF TRAINING & DEVELOPMENT

known as “staff training”, “employee development”, “human resource


development”, or “learning and development” in organization.
WHAT IS TRAINING AND DEVELOPMENT?

Training:
 An organization’s planned effort to facilitate employees’ learning of job-
related competencies.
Development:
 Formal education, job experiences, relationships and assessments of
personality and abilities that help employees prepare for the future
challenges .
DIFFERENCE BTW T&D

Training Development
Aim Skill and knowledge Conceptual and general knowledge
Objective improve the work prepare employees for future
performances challenges
Focus on Present Future
Orientation Job oriented Career oriented
Motivation Trainer Self
Individuals Many Only one
Term Short Term Long Term
TRAINING AND DEVELOPMENT (T & D)

 most common and continuous task in any organization for updating


knowledge, skills and abilities (KSAs) of employees in accordance
with changing environment.
 the field concerned with organizational activity aimed at bettering the
performance of individuals and groups in organizational settings.
 a structured program with different methods designed by
professionals in particular job.
THE ROLE OF T & D
T & D OBJECTIVES

 Individual – help employees in achieving their personal goals


 Organizational – bringing individual effectiveness.
 Functional – a level suitable to the organization’s needs
 Societal – responsible to the needs and challenges of the society.
WHAT IS EMPLOYEE TRAINING?

 a process of learning a sequence of programmed behavior.


 the application of knowledge and gives people an awareness of rules and
procedures to guide their behavior.
 about positive change in the knowledge, skills and attitudes of employees.
WHY TRAINING?
TRAINING BENEFITS

 Improves individual, team and organization performance.


 Supports employee retention strategies.
 Increases flexibility.
 May increase job satisfaction.
 May decrease errors in the workplace
IMPORTANCE OF EMPLOYEE TRAINING

 Improves Morale of Employees - job security and job satisfaction.


 Less Supervision - acquainted with the job and need less of supervision.
 Fewer Accidents - less chances of committing accidents in job.
 Chances of Promotion - more eligible for promotion.
 Increased Productivity - show both quantity and quality performance.
THE TRAINING DESIGN PROCESS

 “Why” is training needed?


 “What” type of training is needed?
 “When” is the training needed?
 “Where” is the training needed?
 “Who” needs the training?
 “How” will the training be performed?
TRAINING PROCESS

Step 1: to determine whether a problem can be solved by


training
Step 2: to determine what kind of training is now needed
with focus on those steps on which improved performance
Step 3: clearly and thought–out objectives before stated
training begins
Step 4: to be conducted by professionals with knowledge and
expertise in the given subject area
Step 5: an evaluation of the training by both the students and
the instructors
THE STRATEGIC TRAINING AND DEVELOPMENT PROCESS

Strategic Training Training and


Metrics that Show
Business Strategy and Development Development
Initiatives Activities Value of Training

 Mission.  Diversify learning  Use web-based training.  Learning.


portfolio.
 Values.  Make development  Performance
 Improve customer planning mandatory. improvement.
 Goals.
service.  Develop web sites for  Reduced customer
 Acceleratepace of knowledge sharing. complaints.
employee learning.  Increase customer service  Reduced turnover.
Capture and share training.
  Employee satisfaction.
knowledge.
TYPES OF TRAINING METHODS & TECHNIQUES

1) On-the-Job (OnJT) 2) Off-the-Job (OfJT)


 Job Rotation  Classroom
 Coaching  Distance Learning
 Mentoring  Management Games
 Job Instructions  Role Playing
 Apprenticeship  Simulations
 Case Studies
ON-THE-JOB TRAINING (1/2)

1) Job Rotation: involves the movement of the trainee from one job to another and
gives an opportunity to the trainee to understand the problems of employees on other
jobs and respect them. The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignments.
2) Coaching: The trainee is placed under a particular supervisor who functions as a
coach in training the individual. The supervisor provides feedback to the trainee on his
performance and offers him some suggestions for improvement.
3) Mentoring: provides guidance and clear understanding of how the organization goes
to achieve its vision and mission to the junior employee; the meetings are not as
structured and regular than in coaching.
ON-THE-JOB TRAINING (2/2)

4) Job Instruction: Step by step, trainer explains the trainee the way of doing the jobs,
job knowledge and skills and allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback information and corrects the trainee.
5) Apprenticeship: A formalized method of training curriculum program that combines
classroom education with on-the-job work under close supervision; is planned in advance
and conducted in careful steps from day to day.
6) Internship: Training programmes are jointly sponsored by colleges, universities and
business organisations to provide the opportunity to the students to gain real-life
experience as well as employment.
BENEFITS OF ON-THE-JOB TRAINING

 directly trained on job


 time saving form
 less expensive
 learned directly by live experience on work
 learns quickly in this training
 highly motivated for training
OFF-THE-JOB TECHNIQUES (1/2)

1) Classroom Lectures: a traditional and direct method of instruction. The instructor


organizes the material and gives it to a group of trainees in the form of a talk.
2) Group Discussions - a direct discussion on a specific topic conducted with a
relatively small group of trainees; useful for teaching and exploring difficult conceptual
materials, and for changing attitudes and opinions.
3) Simulation: most famous and core among all of the job training methods - trainee
will be trained on the especially designed equipment or work place.
4) Case Studies: a written description of an actual situation in the past in same
organisation or somewhere else; trainees are supposed to analyze information, generate
alternative decisions, and evaluate the alternatives.
OFF-THE-JOB TECHNIQUES (2/2)

5) Role Playing: During a role play, the trainees assume roles and act out situations
connected to the learning concepts. It is good for customer service and training. This
method is also called ‘role-reversal’, ‘socio-drama’ or ‘psycho-drama’. Here trainees act
out a given role as they would in a stage play.
6) Management Games: Verities of business and management games have been
devised and are being used with the varying degree of success in the developing
programmes; a classroom exercise in which a number of team of trainees competes
against each other to achieve certain objectives.
7) Audio-Visual: Providing training by way of using Films, Televisions,Video, and
Presentations etc., mainly in customer care centres employers are giving training to their
employees by using audio visuals material to teach how to receive, talk and behaviour
with the customer.
BENEFITS OF OFF-THE-JOB TRAINING

 well experienced enough to train effectively


 systematically organized to increase skills
 add lot of value to company productivity
ADVANTAGES TO THE EMPLOYEE

 Self-confidence: leads to chances of better efforts in the future.


 Increased motivation levels: brings positive attitude among employees
 High rewards: helps to take the benefit of the rewards systems
 Group efforts: trains him to work as a part of the group.
 Promotion: increase the chances of obtaining promotions.
ADVANTAGES TO THE COMPANY

 Increased efficiency of employees: work in an effective manner


 Reduced supervision: required is less as mistakes are less.
 Less amount of wastage: company has saved a lot of money.
 Reduced turnover: better opportunities.
 Helps new employees in the organization: knowledge and insight
into the working of the company.
FINISH
THANK YOU!

KALOYAN DIMITROV, Chief Assist. Prof., Ph.D.


department "Industrial business“, Business faculty,
UNIVERSITY OF NATIONAL AND WORLD ECONOMY – SOFIA
e-mail: [email protected]

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