Training and Developing Employees

TRAINING
 Training is typically part of the Human Resource
Development.
 The role of Human Resource department is to improve
the organization’s effectiveness by providing employees
with the knowledge, skills and attitudes that will improve
their current or future job performance.
TRAINING
 Training ing is an “opportunity” for learning
 Described as” providing the conditions in
which people can learn effectively”. To
learn is “ to gain knowledge, skill and
ability”
 Training is a process through which a
person enhances and develops his/her
efficiency, capacity, and effectiveness at
work by improving and updating the
knowledge and understanding the skills
relevant to his and her job.
TRAINING PROGRAMME
A training programme can be defined as a
planned process through which an
organization seeks to attain the objectives
of performance enhancement by
developing the skills of a set of learners or
by fulfilling the learning requirements of an
identified group of employees.
 The planning process identifies the group of
learners, the venue, and the required
resources (financial and physical).
Objectives of Training
 Induction
 Skill upgradation
 Preparing for future assignments
 Competency development
Effective training produces many benefits for both
employees and organization overall
 For the employees training creates;
 Greater job satisfaction and morale among employees:
employees take more satisfaction in a job when they know how
to do it well. If they are not sure what to do or how to do it
properly, they can become frustrated and dissatisfied with their
work.
 Improved self-esteem: the combination of job satisfaction and
peer acceptance leads to improved self-esteem.
 Opportunity to advance in the organization: employees who
demonstrate excellent performance at one level in an
organization often have the opportunity to advance to other
levels of responsibility.
 Increased employee motivation
Effective training produces many benefits for both
employees and organization overall
• For the organization, training causes;
– Increased productivity: employees who know how to perform
their jobs are more effective and more productive than those who
learn through error and trial are.
– Higher levels of customer satisfaction: employees are able to
take care of customers properly and have better skills for solving
customer-related problems.
– Improved quality: standards are met when people know what the
organization expects from them
– Increased innovation in strategies and products
– Reduced employee turnover.
– Enhanced company image
The Training Process
Need Assessment
 Diagnoses present problems and future challenges to be met
through training.
 Occurs at two levels- group and individual.
 Organizational Analysis
 Examines system wide factors that effect the transfer of
newly acquired skills to the workplace
 Person Analysis
 Who needs what kind of training
 Task Analysis
 Provides statements of the activities and work operations
performed on the job
 Task and KSA Analysis
Methods of Conducting Need Analysis

Group/ organizational analysis Individual analysis

Organizational goals & objectives Performance appraisal
Personnel/ skills inventories Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Training progress
Quality circles Rating scales
Customer survey/ satisfaction data
Consideration of current and projected changes
Benefits of Needs Assessment

 Trainers may be informed about the broader needs of the

trainees.
 Trainers are able to pitch their course inputs closer to the
specific needs of the trainees.
 Assessment makes training department more
accountable and more clearly linked to other human
resource activities, which may make the training
programme easier to sell to line managers.
Consequences of Absence of Training Needs
Assessment
 Loss of business
 Constraints on business development
 Higher labour turnover
 Poorer-quality applicants
 Increased overtime working
 Higher rates of pay, overtime premium and supplements
 Higher recruitment costs, including advertising, time and
incentives
 Greater pressure and stress on management and staff to
provide cover
 Undermining career paths and structures
 Higher training costs
Deriving Instructional Objectives
 Need assessment helps prepare a blueprint that
describes the objectives to be achieved by the trainee
upon completion of the training programme.
 Instructional objectives provide the input for designing
the training programme.
Considerations in Training Design
 Designing a learning environment
 Learning principles
 Trainee characteristics
 Instructional techniques
Implementation of training programme
 Deciding the location and organizing training and other
facilities.
 Scheduling the training programme.
 Conducting the programme.
 Monitoring the progress of trainees.
Evaluation of the programme
 Need for evaluation
 Principles of evaluation- clear, continuous, specific, based
on objective criteria, realistic.
 Criteria:
1. Training validity
2. Transfer validity
3. Intra-organizational validity
4. Inter-organizational validity
OFF THE JOB TRAINING METHODS
 The Lecture
 Demonstration
 Computer Based Training
 Vestibule Training: Simulation
 Business Games
 Case Studies
 Role Playing
The Lecture

 The lecture is best used to create a general understanding of a

topic or to influence attitudes through education about a
topic.

 The most common form of off-the-job training is the oral

presentation of information to an audience
Demonstration
 This method is a visual display of how something works
or how to do something.
 Helps focusing their attention on critical aspects of the
task.
 This method uses a lecturer to provide the learners with
context that is supported, elaborated, explains, or
expanded on through interactions both among the
trainees and between the trainer and the trainees.
Computer Based Training
 Computer based training can be defined as that any
training that occurs through the use of computer.
 It does not require face-to-face interaction with a
human trainer.
 E- Learning new ways of delivering training programs
are constantly being developed in the attempts to
match the high speed at which businesses are
moving. One of the new methods of delivering
training programs is with online .
Vestibule Training: Simulation
 Vestibule Training involves the virtual duplication of work
environment in an off-site setting.
 Simulation exercises place the trainee in an artificial
environment that closely imitates actual working
conditions where the trainer demonstrates on the same
kind of machine and using the same procedures that
trainees will use on the job.
Business Games
 Business games are another form of simulations that attempt
to indicate the way in an industry, company, or subunit of
company functions. Generally, they are based on a set of
relationships, rules, and principles derived from the theory or
research.
 In this type of training, participants learn how to deal with a
variety of issues in a simulated business environment.
Trainees are provided with information describing a situation
and are asked to make decisions about what to do. (e.g.,
develop leadership skills, strengthen executive and upper
management skills)
Case Studies
 Detail of series of events, either real or hypothetical,
which take place in a business environment.
 When this method of training used, participants asked to
sort through data provided in the case to identify the
principal issues and then propose solutions to these
issues
Role Playing
 The purpose of this method is to give participants a
chance to experience such situations in a controlled
setting.
 Trainees are provided with a description of the context
usually a topic area, a general description of a situation, a
description of their roles, and the problem they each
face.
ON THE JOB TRAINING
 On-the-job training places employees in actual work
situation and makes them immediately productive.
 On-the-job training involve learning by doing, relies on
demonstration and coaching.
 This form helps particularly to develop the occupational
skills necessary to manage an organization, to fully
understand the organization’s products and services and
how they are developed and carried out.
ON THE JOB TRAINING
 Job Rotation
 Coaching
 Apprenticeship Training
 Internship
Job Rotation
 Job rotation is the systematic movement of employees from
job to job or project to project within an organization, as a
way to achieve many different human resources objectives.
 Excellent job rotation program can decrease the training cost
while also increasing the impact of training, because job
rotation is a hands on experience. Make individuals more self-
motivated, flexible, adaptable, innovative, eager to learn and
able to communicate effectively and better understanding of
strategic issues.
 One of the possible problems with the rotation programs will
be the cost, because job rotation increase amount of
management time to spent on lower level employees.
Coaching

 Coaching is the process of one-on-one guidance and

instruction to improve knowledge, skills and work
performance.
 Coaching is becoming a very popular means of
development, and often includes working one-on-one
with the learner to conduct a needs assessment, set
major goals to accomplish, develop an action plan, and
support the learner to accomplish the plan.
Apprenticeship Training

 Apprenticeship is another form of on-the-job training, is

one of the oldest forms of training. Apprenticeship are
designed to provide planned, practical instruction over a
significant time span. Apprenticeship were the major
approach to learning a craft.
Internship
 Internship are opportunities for students to get real
world experience, often during summer vacations as a
part of fulfilling requirements for degree programs.
 Internship are offered usually by organization to college
students wanting to find work experience.
 The internship offer precious, real life job experience and
the organization often get skilled, highly dedicated
service.
Each of the formats has particular types of
skills for, which is most appropriate
 Vestibule training obviously is best at teaching people how to
work with equipment.
 Business games are best for developing business decision-
making skills and for exploring and solving complex problems
 Case studies are most appropriate for developing analytic
skills, higher-level principles, and complex problem-solving
strategies.
 Its focus is more on the “what to do”(strategic knowledge)
than on the “how to get it done”(skills)
 Role plays provide a good vehicle for developing interpersonal
skills and personal insight, allowing trainees to practice
interacting with others and receiving feedback.
Each of the formats has particular types of skills for,
which is most appropriate
 On-the-job training is clearly useful method for skill
development, since trainees implementing their
knowledge in the actual job conditions. Transfer of
training naturally occurs. Because employees getting on-
the-job training are actually working, not being trained in
classroom, it has clear cost advantages, if it is done
effectively.
 Productivity will be lower during the training, because
neither the trainee nor the trainer will be producing full
capacity. But it is real that on-the-job training method is
really cost effective method over simulations, games and
computer based training modules.

To be effective, training method should
 Motivate the trainee to improve performance
 Provide for active participation by the trainee
 Encourage positive transfer from training to job
 Provide timely feedback on the trainee’s performance
 Be structured from simple to specific problems
Training & Development @ Google
 At Google, 80% of all tracked trainings are run through an employee-to-
employee network called “g2g” (Googler-to-Googler) to offer first-hand
knowledge in different fields.
 First, Google acknowledges the employees’ right to learn. Second, it gives
them an opportunity to grow with an on-the-job-training and allows them to
give back to other employees by participating in the program.
 Finally, with the g2g program, the company trusts its employees “to be
smart, capable and motivated and have the capacity to grow the
organization’s learning culture.”
Microlearning (the Whisper Course) and
Nudges @ Google
 Google has employed microlearning in the form of email
reminder prompts to their managers.
 Over the course of 10 weeks, managers are regularly sent
email "nudges" with ideas and tips they can try in their
meetings or one on one's with employees to help develop
psychological safety within their team.
‘Pivot’ Program @ Amazon
 The company launched the program as a part of their
performance improvement plan, also known as “PIP.”
 The program is designed to track employees on their path to
reaching their goals and put pressure on those that are failing.
 With their “annual stacked-ranking,” the company pulls out the
lowest-rated employees before putting them on PIP.
 The goal of the program is to give guidance and support to
under-performing employees by pairing them with a “subject
matter experts” called Career Ambassadors.
Training @ TCS
 In TCS there is Initial Learning Programme (ILP) for 23
days at their main 6 training centers that is Induction.
 They will be sent to the locations where they are recruited for stream
specific training. There is exams in between and their performance
will affect their salary.
 Also, there is science-to software-training programme in
Chennai.
 Tata Ignite’ is a seven-month programme that aims to
transform 500 science (B.Sc. Physics and mathematics)
graduates into global software professionals.
 Thereafter the trainees will be absorbed into any of the
company’s services depending on their performance.
Training @ Infosys
 In Infosys the recruits are divided into computer
background and non computer background.
 Training is in their Mysore campus and it is 16 weeks.
 At the end of training they have comprehensive exams
and their performance will affect their salary