TOPIC 5: TRAINING AND DEVELOPMENT OF EMPLOYEES

Training is an organized activity aimed at imparting information and/or instructions to improve

the recipients’ performance or to help him/her attain a required level of knowledge or skills
(business dictionary).
When people are recruited, they will have basic knowledge but no skills, training facilitate the
learning to enable people do their jobs.

Main reasons for training are:

 Increase the knowledge of workers in doing specific jobs
 Impart new skills among the workers systematically so that they learn quickly
 Bring about change in the attitude of workers towards fellow workers, supervisors and
the organization.
 Improve the overall performance of the organization
 Make workers handle materials, machines and equipment efficiently thus check wastage
on time and resources
 Reduce the number of accidents by providing safety training
 Prepare workers for higher jobs by developing advanced skills in them
 Critical information can be impacted through training.

DEVELOPMENT
Development is any activity designed to improve the performance of existing managers and to
provide for a planned growth of managers to meet factors organizational requirement.
Training and development are terms used to mean the same thing though they are different.
Training is a short term process utilizing systematic and organized procedure by which non
managerial personnel learn technical knowledge, development is a long term educational process
utilizing a systematic and organized procedure by which management personnel learn conceptual
and theoretical knowledge.

Differences:
Training Development
Non managerial staff involved Managerial personnel are involved
Technical know-how imparted her specific Conceptual ideas for variety of jobs.
job
Short term Long term

IDENTIFYING TRAINING NEEDS

Before training and developing employees, the need must be ascertained. The following methods
can be used to determine training needs of an organization.
1. Organization Analysis
Involves detailed analysis of organization structure, objectives, human resources and future plans
and all this will facilitate understanding of deficiencies that need to be rectified. If there is
training that can help achieve objectives then it can be done.
2. Task Analysis
Task analysis is also known as job analysis. Job analysis reveals the skills required for a certain
job. Comparison of job requirements with existing employees skills help to reveal gaps if any.
3. Performance Appraisal
Involves assessment of employee performance in relation to the set standard. If an employee
below the standard, it is possible that there is need for training in order to improve the
performance.
4. Human Resource Audit
Though audit or surveys, employees are requested to describe problems, they are experiencing in
their work and the possible solution which may include training.
TRAINING METHODS
Once training need has been ascertained, the management organizes to train employees
depending on relevant of skills need.
Training can be:
- On job training
- Off job training

ON JOB TRAINING
It is training while doing the job itself. The trainee learns while he is actually engaged in doing a
job. This can be on a specific job on various jobs depending on the skills required.

On job training can be done through the following:

Job Rotation
Where an employee is moved from one job to another in the same organization. In order to learn
how those jobs are done. Job rotation is useful when it is undertaken in interdependent jobs or
functions that is why in most cases job rotation is restricted to jobs falling within broad fractional
area like sales to marketing research.

Advantages of Job Rotation

1. It provides the employees with opportunities to broaden the horizon of knowledge, skills,
and abilities by working in different departments, business units, functions, and countries.
2. Identification of Knowledge, skills, and attitude required for different jobs
3. It determines the areas where improvement is required
4. Assessment of the employees who have the potential and caliber for filling the position
5. Workers develop cooperative approach to different functions in the organization.
Disadvantages:
- May confuse a trainee and may not be able to understand the rational for job rotation.

Coaching / Understudy
- Coaching involves direct personal instructions and guidance usually with demonstration
and continuous critical evaluation and correction.
- In understudy method, the trainee works normally as assistant under the direction and
supervision of a person.
- It is good for training someone to occupy key position in organization.
- Advantage of coaching is that it provides feedback to the trainee and therefore measures
can be taken to overcome shortcomings.
- Disadvantage is that the trainer methods and habits be transferred to the trainee which
might not be good at all.

To make Coaching Effective, the following should be met;

- Ability to communicate and stimulate learning in a trainee.
- Trainer should provide good model with whom trainee can identify.
- Assistance should be rendered to trainee when he/she needs it.

Induction Training
This is type of training is offered to new employees to be productive. It is done to avoid costly
mistakes that new recruits may make by them not knowing the procedures or techniques of their
new jobs. The length of induction vary from job to job, information provided include: duties of
the job, meeting new colleagues, values and aims of the organization, policies of the organization
etc.

Advantages of on Job Training

Generally most cost-effective
1. Employees are actually productive
2. Opportunity to learn whilst doing
3. Training alongside real colleagues.
4. Training can be delivered on time and at the optimum time.
5. The trainee will have the good opportunities to practice and implement.
6. The trainee will have feedbacks.
7. Trainee builds confidence by working with own speed and productivity
Disadvantages
1. Potential disruption to production occurs.
2. Working time is wasted for training.

OFF JOB TRAINING

Off job training methods consists of activities that occur while an employee is not working. This
is to provide trainees with skills they can use later.
Employees may be sponsored by employees to take certain courses offered. Learning can be
through distance, event or correspondence.

Methods of Off Job Training:

Lecturers and Conferences
Lecture is one way communication where one person (trainer) passes information to the trainee
by verbal means. Lecturers can be implemented with group discussions, audio – visual aids,
motion pictures or television lecture based training is an effective way to facilitate the transition
of theories concepts, procedures and factual materials.

Conference method provides opportunity for two way communication. Guided discussions are
the types of conferences meant for meaningful interaction among participants.

E – learning
It is interactive training developed and delivered online. It is fastest growing and most people
who do not have time to attend normal classroom situations can enroll on different institutions.

Advantages of E-Learning
- Self-paced
- Standardization of training over time
- Fast and effective for training number of people.
- Reduced travel costs.
Disadvantages
- Suitable for those people who have access to computers.
- It is costly.

Audio and Video Media

- Where individuals are trained by watching and listening to films, videos, slides and flip
charts.
- Video is used very much in conferences or even in role conferencing.
- The audio and video media are usually used to supplement other training technique
including lecturers and self-directed learning.
Simulation
It is duplication of organizational situations in learning environment.
Simulation has the following characteristics:
1. Essentials of real-life situation are presented in abstracted form force as whole
characteristics are difficult to be simulated.
2. Events and situations may be presented in belief, leaving out many details.
3. Trainers are allowed to participate fully.
 4. At the end of instruction, it provides the feedback to participants to evaluate themselves
and to strengthen themselves by overcoming their weak points.
5. Problems from various perspectives of various roles are also given

Case study
-A case study is a description of a situation involving problems to be solved.
-Learning through case method involves analysis of the case to identify problems involved,
identifying alternatives for the solution of the problems, evaluation of the alternative and to
arrive at a decision to solve problem For people to benefit from case study, the cases should be
appropriate to learning situations and suit the level of maturity of participants.

Apprenticeship
-Method of training mostly used in craft and technical areas where proficiency in a job is
acquired by long period training. In apprenticeship training, major part of training time is spent
on the productive job.
-Each trainee is given a program of assigning according to predetermine schedule which
provides training in concerned area. It is on-job training within instructional embracing the entire
period of training.
OTHER OFF JOB TRAINING METHODS
Role Playing
-A training method under which participants assume certain roles and enact them spontaneously
under classroom conditions.
-In role playing session, participants are assigned the roles by turns, which two or more trainees
enact the roles assigned to them, others act.

Vestibule Training
-The training in vestibule school is preliminary to actual shop experience. Vestibule training is
an attempt to duplicate as nearly as possible the actual working conditions of the work place.
-The trainees can develop skills while working in situations similar to what they face at actual
work place. It consists of lectures for theoretical work and practical exercises based on the
theoretical aspects.

Management Games
-It involves a group exercise in decision making as regards an administrative problem situation.
Almost similar to role playing, the difference is that role playing seeks to emphasize feelings and
relationships but management games are more concerned with administration problem.
-Management game involves a number of participants in small groups, which are in competitions
with one another. The trainer specifies the various situations of the game and any decision
making by groups with regard to areas or departments entrusted to them will have to be within
parameters of a system which is not fully known to them.
The decisions are processed in the light of the parameters and feedback is provided to the
competing groups for subsequent decision making.
Since decisions making by each group is to affect decision by other groups, the feedback
provided by the trainer helps them to evaluate and modify each decision so as to achieve
optimum results.
A management game can highlight the strong and weak points in an organization as regards its
communication system group relationships and human factor in decision making.

Sensitivity Training
A training where there is interaction between members of small informal and unstructured
groups. Under strained condition so that members become sensitive to each other’s feeling in
order to develop reasonable group activity.

Characteristics of Sensitivity Training

1. The members of a group are less than 20
2. There is no formal agenda so that members agree on what to do.
3. There is strained environment / artificial environment.
4. Trainer’s role is to restore stability, provide feedback, make assignments and create
learning situations.
5. The group process is of important how groups work and learning from experiences of
group making.

Advantages
1. Sensitivity training results in more supportive behaviour, more sensitive people and
considerate managers.
2. Improves communication and develops leadership skills.
3. Makes participants to become more open and self understanding.
Disadvantages
1. Incites anxiety with many negative impacts like causing the people to be frustrated,
unsettled and upset.
2. It is doubtful if sensitivity training could lead to real improvement on the job.
3. Participants increased sensitivity may be continuity source of frustration and problem
often resuming work.

Assertiveness Training (AT )

Training seeks to teach people alternative set of behaviour in case of any conflict instead of:
- Withdrawing from situation
- Suppressing the feelings
- Revolt and strike back in anger.
It is teaching people to acquire skills such as:
- Express feelings without much let or hindrance.
 - Not shy of seeking favours from people.
- Can say no to unreasonable facts.

Evaluation of Training

- Training should be evaluated several times during the process. Employees should be
evaluated by comparing their newly acquired skills with the skills defined by the goals of
the training program. Any discrepancies should be noted and adjustments made to the
training program to enable it to meet specified goals. Many training programs fall short
of their expectations simply because the administrator failed to evaluate its progress until
it was too late. Timely evaluation will prevent the training from straying from its goals.
-

Advantages of employee training and development

1. It helps in improving performance of employee by increasing their knowledge and skills.
It is believed that productivity increases with level of knowledge and skills.
2. Uniformity of Procedures – through training standardization of work can be achieved
which in turn leads to improved quality.
3. Manpower development – helps to fill manpower gaps by proving workers with relevant
skills that they require to fill certain gaps in the organization.
4. Proper use of resources
Trained employees make better use of materials and equipment.
There is also reduced accidents at work and every resource is put to optimum use.
5. Training helps to reduce the need for close and constant supervision of workers. It is for
that a well trained employee does not need any assistance to do his work.
6. Delegation of work and autonomy
It facilitates delegation an decentralization of authority as trained workers are more
willing to accept challenging tasks. Training also helps to strengthening management.
7. Increases moral of workers
Job satisfaction can be achieved through training and productivity. When employees have
positive attitude, they will be more cooperative and loyal to work.
Training enables employees to utilize and develop their full potential with few cases of
absenteeism and labour turnover.

MANAGEMENT DEVELOPMENT
-Management concerned with improving the performance of managers in their present roles and
prepares them to take greater responsibilities in future.
-Managers need to be developed as they require skills to:
 1. Develop relationships and focus on the customer building partnership with both internal
and external customers.
2. Balance technical and generic skills in human relationships.
3. Work across boundaries engaging with others as team, thinking different about problems
and their solutions.
4. Manage people and performance.
5. Empower and develop people.

ROLE OF HUMAN RESOURCE IN MANAGEMENT DEVELOPMENT

1. Interpret the needs of business and advice on how management development strategies
can help in meeting needs.
2. Act as advocates of significance of management development and make proposals for
management development.
3. Develop frameworks that can provide a basis for management development.
4. Coaches and mentors to individual manager by groups of managers.
5. Provide guidance to managers on how to carry out developmental activities.
6. Encouragement and help in major in pursuing their self-directed learning activities.
7. Plan and conduct final learning events.

CAREER MANAGEMENT AND DEVELOPMENT

- Career is a pattern of work related experiences that span the course of a person’s life
(Greenhaus, 2000)
Other definitions

- It is an ongoing process of progression through series of stages, each of which is

characterized by relatively unique set of issues, themes and tasks.
- Career may mean different things to different people eg.
1. Advancement – career defines one’s progression and increasing success within an
occupation or organization.
2. Stability of a person’s work pattern – a sequence of related jobs is said to describe a
career, whereas a sequence of interrelated jobs does not.
An individual’s career is the sole source of one’s natural expression of self

CAREER MANAGEMENT

- Career management is an ongoing process of preparing, implementing and monitoring

career plans undertaken by individual alone or in concert with organization’s career
systems.
- Career management in an organization is concerned with the provision of opportunities
for people to develop their abilities and their careers in order to ensure that organization
 has the flow of talent that it needs to satisfy its aspirations.
It is a process through which employees:

i. Become aware of their own interests, values, strengths and weaknesses

ii. Obtain information about job opportunities within / outside the organization
iii. Identify career goals
iv. Establish action plans to achieve career goals.
Career Planning

-Career planning is aimed at identifying personal skills, interests, knowledge and other
features and to establish specific plans to attain specific goals.
OBJECTIVES OF CAREER PLANNING

1.
Attract and retain the right type of person in the organization
2.
Establish stable workforce through reduced turnover
3.
Utilize managerial talent available at all levels with the organization
4.
Improve employee morale and motivation by matching skills to job requirements and
providing opportunities for promotion.
5. Provide guidance and utilize employee potential
6. Achieve higher productivity and organizational development
THE PROCESS OF CAREER MANAGEMENT

An Individually-Oriented Career Management Model

Steps individuals can follow to manage their careers.

1. Career exploration. Career exploration involves gathering information about one's self and
the environment.
2. Awareness of self and environment. Successful career exploration will lead the individual
to a deeper self-awareness and an understanding of both opportunities and constraints present
in the environment.
3. Goal setting. A career goal is an outcome the individual decides to try to obtain. Such goals
may be specific (e.g., I want to become a partner in my accounting firm by age 35).
4. Strategy development. A career strategy is an action plan for accomplishing the career goal.
An effective strategy should include the actions that should be carried out and a timetable for
performing them. Greenhaus lists seven career strategies: competency in the current job,
increased involvement in work, developing skills, developing opportunities, cultivating
mentor relationships, image building, and engaging in organizational politics.
5. Strategy implementation. Strategy implementation involves carrying out the strategy the
individual has developed.
6. Progress toward the goal. This is the extent to which the individual is nearing the career
 goal.
7. Feedback from work and non-work sources. Valuable information about the progress
toward the career goal can be obtained from both work sources(such as co-workers,
supervisors, and specialists) and non-work sources (such as friends, family, and teachers)
8. Career appraisal. Feedback and information on progress toward the career goal permits the
individual to appraise his or her career.
Recommendations for Organizations
 Although it is an employees responsibility to manage his or her own career but times
have changed and it is now employer’s responsibility too to provide their employees
with tools and techniques, professional career guidance and opportunities so that they can
enhance their skills and re-invent themselves.
 It is employer’s responsibility to create an environment that supports continuous
learning and overall development of individuals. It can be done through professional
training, associations, workshops, etc. Organizations such as Motorola, Intel and Ford are
known as people developers just because they offer supportive environment to their
employees.
 The organizations must make arrangements to provide additional training such as
orientation training, core training and computer training in order to increase
employability of the employees. Along with this, they should support this with a proper
reward system.
 Before hiring new candidates or outsourcing, organizations must try to redeploy their
already existing employees and teach them new skills.
 They should assist employees in striking a balance between their work and non-work life
so that they can produce better output at work.

Changes
 The main focus of organizations today is on the employability of individuals. They
should not hold on to a specific job. Rather they should focus on developing skills and
competencies that are portable and can be used anywhere and everywhere in the time
crisis.
 Individuals must take care of their career needs, desires and aspirations. They need to
take control of their careers and look out for their career interests. After all, they also
have right to look out for their dream jobs.
 They must think of developing new and better personal skills in order to achieve their
dream careers. Plus, they should make every effort to assess themselves and their
competencies and plan their careers accordingly. Most organizations lack in employee
career planning. In such a scenario, the entire responsibility comes on individuals to
choose their own direction.
 Employees must invest in reputation building, networking, socializing and peer learning
relationships so that they can fulfill their desires and aspirations.
 Individuals must be committed towards lifelong learning to keep their skills updated and
relevant to increase their employability.