Assignment

Training and development

MASTERS OF BUSINESS ADMINISTRATION (Sector)

(2019-2021)

Submitted by: Submitted To

Zabihullah Mohammadi Dr. Aman Khera
Roll no: 22149
Stream: infrastructural management

UNIVERSITY INSTITUTE OF APPLIED MANAGEMENT SCIENCES

P A N J A B U N I V E R S I T Y, C H A N D I G A R H
Training and Development
Training and development refer to educational activities within a company created
to enhance the knowledge and skills of employees while providing information and
instruction on how to better perform specific tasks.

Training and Development is one of the main functions of the human resource
management department. Training refers to a systematic setup where employees are
instructed and taught matters of technical knowledge related to their jobs. It focuses
on teaching employees how to use particular machines or how to do specific tasks to
increase efficiency.

Whereas, Development refers to the overall holistic and educational growth and
maturity of people in managerial positions. The process of development is in relation
to insights, attitudes, adaptability, leadership and human relations.

Training and development definition

Training and development refers to educational activities within a company created

to enhance the knowledge and skills of employees while providing information and
instruction on how to better perform specific tasks.

Difference between training and development

Training is a short-term reactive process meant for operatives and process while
development is designed continuous pro-active process meant for executives. In
training employees' aim is to develop additional skills and in development, it is to
develop a total personality.

In training, the initiative is taken by the management with the objective of meeting
the present need o fan employee. In development, initiative is taken by the individual
with the objective to meet the future need o fan employee.
Importance of training and development
 Offers optimum utilization of Human resources
 Enhances skill development
 Increases productivity
 Improves organizational culture
 Improve quality and safety
 Increase profitability
 Improves the company's morale and corporate image

Training and Development Programmes

Training and development programmes are designed according to the requirements
of the organisation, the type and skills of employees being trained, the end goals of
the training and the job profile of the employees. These programmes are generally
classified into two types:

(i) on the job programmes, and

(ii) off the job programmes.

Different training is given to employees at different levels. The following training
methods are used For the training of skilled workers and operators- Specific job
training programmes, Technical training at a training with live demos, Internship
training, Training via the process of rotation of job.

Training given to people in a supervisory or managerial capacity is – Lectures, Group

Discussions, Case studies, Role-playing, Conferences etc.

Other Training Programmes

Technical Training – Technical training is that type of training that is aimed at
teaching employees how a particular technology or a machine.

Quality Training – Quality training is usually performed in companies who

physically produce a product. Quality training teaches employees to identify faulty
products and only allow perfect products to go out to the markets.

Skills Training – Skills training refers to training given to employees so as to

perform their particular jobs. For e.g. A receptionist would be specifically taught to
answer calls and handle the answering machine.

Soft Skills – Soft skills training includes personality development, being welcoming
and friendly to clients, building rapport, training on sexual harassment etc.

Professional Training – Professional Training is done for jobs that have constantly
changing and evolving work like the field of medicine and research. People working
in these sectors have to be regularly updated on matters of the industry.

Team Training – Team training establishes a level of trust and synchronicity

between team members for increased efficiency.
Benefits of Training
1. Training improves the quantity and quality of the workforce. It increases the
skills and knowledge base of the employees.

2. It improves upon the time and money required to reach the company’s goals. For
e.g. Trained salesmen achieve and exceed their targets faster than inexperienced
and untrained salesmen.

3. Training helps to identify the highly skilled and talented employees and the
company can give them jobs of higher responsibilities.

4. Trained employees are highly efficient in comparison to untrained ones.

5. Reduces the need to constantly supervise and overlook the employees.

6. Improves job satisfaction and thus boosts morale.

Benefits of Development
1. Exposes executives to the latest techniques and trends in their professional fields.

2. Ensures that the company has an adequate number of managers with knowledge
and skill at any given point.

3. Helps in the long-term growth and survival of the company.

4. Creates an effective team of managers who can handle the company issues
without fail.

Disadvantages of training and development

Even though there are several advantages, some drawbacks of training and
development are mentioned below:
1. It is an expensive process which includes arranging the correct trainers and
engaging employees for non-revenue activities.
2. There is a risk that after the training and development session, the employee can
quit the job.
purpose of training and development in organizations
The reason why training is absolutely essential for any business is –

Lowers Attrition
Training is one of the best ways to value your employees. It shows them that you are
as invested in their well-being and growth as they are in your growth as a company.
Employees who are looked after will never want to look elsewhere.

Prepares for upcoming challenges

Training can be a pre-emptive step to train employees for expected/unexpected
changes in the industry. In times like ours when trends change constantly under the
influence of online evolution, keeping our teams prepared just makes good sense.

Fosters Leadership
There is no better way to create future leaders than to train the best bunch. This will
also lead to a clear career path for employees preventing attrition and dissatisfaction.

Growth of the company

Any company dedicated to training its workforce will only prosper and move
forward. The employees are a major part of a company's assets and taking care of
them will mean taking care of the organization.
COMMON TRAINING METHODS

While new techniques are under continuous development, several common training
methods have proven highly effective. Good continuous learning and development
initiatives often feature a combination of several different methods that, blended
together, produce one effective training program.

Orientations
Orientation training is vital in ensuring the success of new employees. Whether the
training is conducted through an employee handbook, a lecture, or a one-on-one
meeting with a supervisor, newcomers should receive information on the company's
history and strategic position, the key people in authority at the company, the
structure of their department and how it contributes to the mission of the company,
and the company's employment policies, rules, and regulations.

Lectures
A verbal method of presenting information, lectures are particularly useful in
situations when the goal is to impart the same information to a large number of
people at one time. Since they eliminate the need for individual training, lectures are
among the most cost-effective training methods. But the lecture method does have
some drawbacks. Since lectures primarily involve one-way communication, they
may not provide the most interesting or effective training. In addition, it may be
difficult for the trainer to gauge the level of understanding of the material within a
large group.

Case Study
The case method is a non-directed method of study whereby students are provided
with practical case reports to analyze. The case report includes a thorough
description of a simulated or real-life situation. By analyzing the problems presented
in the case report and developing possible solutions, students can be encouraged to
think independently as opposed to relying upon the direction of an instructor.
Independent case analysis can be supplemented with open discussion with a group.
The main benefit of the case method is its use of real-life situations.
Role Playing
In role playing, students assume a role outside of themselves and play out that role
within a group. A facilitator creates a scenario that is to be acted out by the
participants under the guidance of the facilitator. While the situation might be
contrived, the interpersonal relations are genuine. Furthermore, participants receive
immediate feedback from the facilitator and the scenario itself, allowing better
understanding of their own behavior. This training method is cost effective and is
often applied to marketing and management training.

Simulations
Games and simulations are structured competitions and operational models that
emulate real-life scenarios. The benefits of games and simulations include the
improvement of problem-solving and decision-making sskills, a greater
understanding of the organizational whole, the ability to study actual problems, and
the power to capture the student's interest.

Computer-Based Training
Computer-based training (CBT) involves the use of computers and computer-based
instructional materials as the primary medium of instruction. Computer-based
training programs are designed to structure and present instructional materials and
to facilitate the learning process for the student. A main benefit of CBT is that it
allows employees to learn at their own pace, during convenient times. Primary uses
of CBT include instruction in computer hardware, software, and operational
equipment. The last is of particular importance because CBT can provide the student
with a simulated experience of operating a particular piece of equipment or
machinery while eliminating the risk of damage to costly equipment by a trainee or
even a novice user. At the same time, the actual equipment's operational use is
maximized because it need not be utilized as a training tool. The use of computer-
based training enables a small business to reduce training costs while improving the
effectiveness of the training. Costs are reduced through a reduction in travel, training
time, downtime for operational hardware, equipment damage, and instructors.
Effectiveness is improved through standardization and individualization.
Web-based training (WBT) is an increasingly popular form of CBT. The greatly
expanding number of organizations with Internet access through high-speed
connections has made this form of CBT possible. By providing the training material
on a Web page that is accessible through any Internet browser, CBT is within reach
of any company with access to the Web. The terms "online courses" and "web-based
instruction" are sometimes used interchangeably with WBT.

Self-Instruction
Self-instruction describes a training method in which the students assume primary
responsibility for their own learning. Unlike instructor- or facilitator-led instruction,
students retain a greater degree of control regarding topics, the sequence of learning,
and the pace of learning. Depending on the structure of the instructional materials,
students can achieve a higher degree of customized learning. Forms of self-
instruction include programmed learning, individualized instruction, personalized
systems of instruction, learner-controlled instruction, and correspondence study.
Benefits include a strong support system, immediate feedback, and systematization.

Audiovisual Training
Audiovisual training methods include television, films, and videotapes. Like case
studies, role playing, and simulations, they can be used to expose employees to "real
world" situations in a time-and cost-effective manner. The main drawback of
audiovisual training methods is that they cannot be customized for a particular
audience, and they do not allow participants to ask questions or interact during the
presentation of material.

Team-Building Exercises
Team building is the active creation and maintenance of effective work groups with
similar goals and objectives. Not to be confused with the informal, ad-hoc formation
and use of teams in the workplace, team building is a formal process of building
work teams and formulating their objectives and goals, usually facilitated by a third-
party consultant. Team building is commonly initiated to combat poor group
dynamics, labor-management relations, quality, or productivity. By recognizing the
problems and difficulties associated with the creation and development of work
teams, team building provides a structured, guided process whose benefits include a
greater ability to manage complex projects and processes, flexibility to respond to
changing situations, and greater motivation among team members. Team building
may include a broad range of different training methods, from outdoor immersion
exercises to brainstorming sessions. The main drawback to formal team building is
the cost of using outside experts and taking a group of people away from their work
during the training program.

Apprenticeships and Internships

Apprenticeships are a form of on-the-job training in which the trainee works with a
more experienced employee for a period of time, learning a group of related skills
that will eventually qualify the trainee to perform a new job or function.
Apprenticeships are often used in production-oriented positions. Internships are a
form of apprenticeship that combines on-the-job training under a more experienced
employee with classroom learning.

Job Rotation
Another type of experience-based training is job rotation, in which employees move
through a series of jobs in order to gain a broad understanding of the requirements
of each. Job rotation may be particularly useful in small businesses, which may
feature less role specialization than is typically seen in larger organizations.
Key Steps for Better Training and Development Programs
Training new and existing employees can be a company’s biggest challenge,
especially in a rapidly changing business environment. When I was chief human
resources officer at Mirage and Wynn Resorts in Las Vegas, training and developing
our teams could not have been more important. But that’s not the case at many
companies, where the struggle to convince leadership to invest in training and
development is ongoing.
Here are seven key steps you should consider to both build out and update an
effective training and development program.

1. Benchmark against the competition

Before agreeing to support a new initiative, company leaders always want to know
what the competition is doing and whether you’re doing more or less. This certainly
holds true for training and development; that’s why it helps to network with
professional colleagues and through organizations like the Society for Human
Resource Management to find out what others are doing.
Start by reviewing social media sites to see what customers are saying about you and
your competition; that will reveal information about customer satisfaction and
preferences that may also support your request for a new training and development.
And then there are all the online surveys you regularly receive from vendors. Fill
them out to get the report at the end of the process. This is the kind of information
you will need to support your request for a new training and development initiative.
While working on the plan for the Mirage, we asked other startups what they did,
what they would do or not do again, and what they would do differently if given the
chance. Most of the companies we contacted were outside our market, so they were
willing to share information with us.
We visited more than 250 other companies that had launched new businesses, and
the No. 1 thing we heard from them was how important it is to train new employees.
They reminded us that companies, like people, don’t get a second chance to make a
good first impression.
2. Survey your employees
The best source of information about organizational performance and needs are your
current employees. They know a lot about what’s going on and what, if anything,
should be changed. They’ll appreciate your interest and provide valuable feedback
about what could be better or eliminated. We held focus groups to see what current
employees wanted and needed:

 They wanted to know what was expected of them, why it was needed and how
to do it.
 They wanted to be trained by someone who knew what they were talking
about. We selected supervisors or outstanding employees and then trained
them to be trainers so that they’d know what and how to train, and how to
make the training interesting, relevant and fun.

3. Align training with management’s operating goals

Management always has operating goals: better performance, productivity,
quality or customer satisfaction, to name a few. Once you know the goals, you can
design targeted programs. Additionally, look for others in your company who have
needs that could be satisfied by training: Legal usually supports compliance training,
marketing and sales might support training that promotes quality and consistency,
and most departments will support supervisory skills training that promotes
employee satisfaction.
Design onboarding procedures and new-hire training that ensures employees will be
knowledgeable, and focused on standards and customer satisfaction.
Partner with regulatory agencies like the Occupational Safety and Health
Administration (health and safety), the Department of Labor (wage and hour
compliance) and the Department of Justice (harassment and discrimination training)
for compliance training.
Get help designing your materials. Consider contracting with teachers from your
local public schools and community colleges. They are trained in instructional
design and can work with your company’s subject matter experts to create useful
and professional instructional materials.
4. Run it like a business
Every new business starts with a strategic plan. Make sure you draft a plan for your
training effort that includes all the classic elements:

 Clearly state your purpose and proposed deliverables. Show that you
understand the depth and breadth of what you’re proposing.
 Include a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis
that will help identify the appropriate training.
 Construct a realistic budget. Include all expenses, and be conservative (better
to under promise and over deliver).
 Include an analysis of the benefits to your organization so that everyone can
better understand the return on their investment.
 Know the numbers. Work closely with your company’s financial team to
include the appropriate information and how best to display it.
 Market your program as if it were for customers. Leverage your public
relations, graphics and marketing departments to brand and promote your
program, and design surveys to get feedback from participants.
 Conduct pilot classes to make sure your plan works. Trial runs help identify
shortcomings and allow you to refine and make the program as good as
everyone expects and needs it to be.

5. Weave it into your company’s culture

Companies want happy employees, so consider a “lifelong training” philosophy that
focuses on employee satisfaction.
When making promotion decisions, give preference to employees who completed
training and performed well. A promotion should be one of the rewards for their
efforts. And it answers the employee’s question, “What’s in it for me?”
Celebrate achievements and successes. Let everyone in your organization know
when someone completed training and what that means to their growth
opportunities. Advertise your programs and participants in internal communications,
display their pictures and stories, and talk about it at every employee gathering.
6. Keep innovating
Throughout my career, I have seen tremendous improvements in the content and
delivery methods of training and development programs.
When we opened the Mirage, we used what was then available: slide projectors,
white boards and first-generation copies of handouts. As time and technology
progressed, we evolved into PowerPoint presentations, graphic workbooks that were
more attractive and useful, and digital editing.
I employed lots of “experts” to help design our training, but in the end I found that
what our managers needed most was assistance in getting their subject expertise into
an appropriate training and learning format.
We employed public schoolteachers to help develop our instructional manuals and
materials. They’re the professionals who teach our children, and they’re trained to
do this. They love to work during their vacations, and every city has them. They
became a great source of talent to design our instructional materials initially and then
update them periodically.
And as we all get more comfortable with technology, there’s a growing need to adopt
the latest ideas.

7. Measure results
Successful companies measure outcomes to make sure they continue to get the
biggest bang for their buck. The best measures are the simplest ones; incorporate
them into your program so everyone knows what’s expected.
We called them “corresponding behaviors”—behaviors you’ll look for and measure
on the job to determine if employees actually learned how to perform appropriately.
This way, there will be no surprises for employees.
We trained managers who had been the trainers to evaluate employees’ performance
several times during their introductory period, and to provide constructive feedback
and coaching to let employees know how they were doing in real time; again,
maximum feedback and no surprises.
The importance of training in the Education Sector
Many teachers and lecturers approach the new academic year with an adrenalin-rich
blend of excitement and nerves.
Education, like healthcare, is one of those topics everybody cares about and
educators know how accountable that makes them – to their students, parents,
government at all levels, their colleagues and the school management team (SMT).
As a result, the start of term can be fraught as timetables are established, expectations
set, goals allocated and training arranged.
There can be a strong focus on external perceptions:

 How are we looking in the league tables

 Do we have enough funding,
 How do we compare with other schools/colleges,
 Where do we stand with Ofsted, how good were last year’s results?

Sadly, sometimes, the very basics can be overlooked.

These include a legal duty to train staff in health and safety, and to maintain that
with refresher training.
Health and safety in education is a hot topic at the moment, with good reason.
Educators are given responsibility for some of society’s most vulnerable members,
for extended periods and in a wide range of situations. It’s a tough job, and the
breadth of health and safety knowledge and accountability involved is pretty
daunting.
Every two years the Department of Education (DfE) updates and circulates a
guidance document, called Keeping Children Safe in Education (KCSIE). The
KCSIE for each period brings together schools’ and colleges’ safeguarding duties
towards all students under 18 (which of course fall under the banner of health and
safety) and this aspect alone mandates actions on everything from initial
safeguarding interventions to safe recruitment and how to handle allegations against
staff members.
The most recent (2019) KCSIE update included many changes and any schools that
have yet to roll out training (and refresher training) really need to do so now.
Everybody Matters
Other aspects of health and safety training, such as fire safety and first aid, perhaps
seem more obvious and some institutions may feel happy with their provision.
But all educators should stop and ask themselves three questions, ideally at the start
of each term:

1. The first is, are we training and refreshing our training to sufficiently high
standards?
2. The second is, if we are asked to prove and document our health and safety
training, can we demonstrate compliance to the required standard?
3. The third is, are we reaching and appropriately training all of the staff
members we need to?

Addressing Mental Health

In recent years there has been a laudable focus on improving mental health, and this
has been reflected in government policy. Students’ mental health can often overlap
strongly with their behaviour in and around school or college.
This is a key issue, reflected in the DfE’s issuing of new guidance in November
2018.
Of course, both mental health and associated behaviours fall under health and safety,
too.
Places of education have a duty to identify and respond to signs of mental ill health
in their students. But what about their staff?
The levels of burn-out and stress among teachers and other educators is well
documented, education is a stressful business, with up to 47% of education
professionals experiencing anxiety or panic attacks as a result of their work.
Health and safety at work legislation applies to educational institutions as much as
any other workplace, and this often generates a need for training.
The good news here is that if institutions develop a reputation for genuinely
supportive and insightful behaviour around mental health (including training) it can
give them an advantage when they need to recruit.