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Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness…………… Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,one such important division is Training & Development. Training – Introduction This activity is both focussed upon, and evaluated against, the job that an individual currently holds education . This activity focusses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Training and personal development is an important method for a business to improve the performance of employees. Training is a process whereby an individual acquires job-related skills and knowledge. It is a cost to firms to pay for the training and also to suffer the loss of working hours whilst an employee is being trained. However, the potential gains from employee training are significant. The main benefits of training are improved productivity and motivation of staff and also better quality products being made. Some of the specific reasons as to why a business should train its employees are: • • • • • • • Introduce new employees to the business (this is known as “induction training”) – see below Help provide the skills the business needs (in particular making the workforce more flexibleor being trained on new higher technology machinery) Provide employees with better knowledge about the business and the market it operates in Provide support for jobs that are complex and for which the required skills and knowledge are often changing (e.g. a firm of lawyers training staff about new legislation) Support the introduction of new working methods, such as a firm introducing new lean production techniques Reduce the need for supervision and therefore free up valuable manager timeHelp achieve a good health and safety recordHelp improve quality of a product or service and lower customer complaints Increase employee motivation and loyalty to the business
Induction training Induction training is important as it enables a new recruit to become productive as quickly as possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training: • • • • • Learning about the duties of the job Meeting new colleagues Seeing the layout the premises Learning the values and aims of the business Learning about the internal workings and policies of the business
On-the-job training On the job training occurs when workers pick up skills whilst working along side experienced workers at their place of work. For example this could be the actual assembly line or offices where the employee works. New workers may simply “shadow” or observe fellow employees to begin with and are often given instruction manuals or interactive training programmes to work through. Off-the-job training This occurs when workers are taken away from their place of work to be trained. This may take place at training agency or local college, although many larger firms also have their own training centres. Training can take the form of lectures or self-study and can be used to develop more general skills and knowledge that can be used in a variety of situations, e.g. management skills programme.
Methods of training
Human Resource Management is concerned with the planning, acquisition, training & developing human beings for getting the desired objectives & goals set by the organization. The employees have to be transformed according to the organizations' & global needs. This is done through an organized activity called Training. Training is a process of learning a sequence of programmed behavior. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps in bringing about positive change in the knowledge, skills & attitudes of employees. Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands. Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should
take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned into an investment or it was a total expenditure for an organization. Training is a continuous or never ending process. Even the existing employees need to be trained to refresh them & enable them to keep up with the new methods & techniques of work. This type of training is known as Refresher Training & the training given to new employees is known as Induction Training. This is basically given to new employees to help them get acquainted with the work environment & fellow colleagues. It is a very short informative training just after recruitment to introduce or orient the employee with the organization's rules, procedures & policies. Training plays a significant role in human resource development. Human resources are the lifeblood of any organization. Only through trained & efficient employees, can an organization achieve its objectives. * To impart to the new entrants the basic knowledge & skills they need for an intelligent performance of definite tasks. * To prepare employees for more responsible positions. * To bring about change in attitudes of employees in all directions. * To reduce supervision time, reduce wastage & produce quality products. * To reduce defects & minimize accident rate. * To absorb new skills & technology. * Helpful for the growth & improvement of employee's skills & knowledge. METHODS OF TRAINING: The most widely used methods of training used by organizations are classified into two categories: On-the-Job Training & Off-the-Job Training. ON-THE-JOB TRAINING is given at the work place by superior in relatively short period of time. This type of training is cheaper & less time-consuming. This training can be imparted by basically four methods: Coaching is learning by doing. In this, the superior guides his sub-ordinates & gives him/her job instructions. The superior points out the mistakes & gives suggestions for improvement. Job Rotation: - In this method, the trainees move from one job to another, so that he/she should be able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end & front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able to perform any type of job. OFF THE JOB TRAINING: - is given outside the actual work place. Lectures/Conferences:- This approach is well adapted to convey specific information,
The trainee is presented with a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & are asked to take decisions on these within a stipulated time. The decisions taken by the trainees are compared with one another. an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions.Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation. This method is useful. management games & role-play. Experiential Exercises: . For instance. vestibule training. The trainees are provided feedback on their performance. but the training is conducted away from the actual work floor. Films: . experiential exercises. While expensive.present an in depth description of a particular problem an employee might encounter on the job. but it needs to be used with care in order to derive all the benefits. Motion pictures are often used in conjunction with Conference. The game goes on in several rounds to take the time dimension into account. evaluate alternative courses of action & decide what course of action would be most satisfactory. Role Play: . RECOMMENDATIONS & CONCLUSION: No doubt Training is a very powerful tool for the smooth functioning of the organization. They make decisions just like these are made in real-life situations. The trainees are divided into groups who represent the management of competing companies. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. discussions to clarify & amplify those points that the film emphasized. The cost per trainee is low in this method. Here are seven . it minimizes the problem of transferring learning to the job. Vestibule training allows employees to get a full feel for doing task without real world pressures. where the information is to be shared among a large number of trainees.can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Additionally. Management Games: . procedures or methods. In-Basket Exercise: . In this method of training.Its just like acting out a given role as in a stage play. structured learning experiences where individuals learn by doing. Cases: . Simulation activities include case experiences. The employee attempts to find and analyze the problem.Also known as In-tray method of training.rules. Vestibule Training: .Employees learn their jobs on the equipment they will be using. rather than talking about inter-personal conflicts & how to deal with them. the trainees are required to enact defined roles on the basis of oral or written description of a particular situation.The game is devised on a model of a business situation.are usually short. Simulation Exercise: .
should give training. and on the task being performed. Ideally. Focus of training should be on priority development needs and to produce strong motivation to bring change in employees. the content.recommendations for getting the best out of this tool: 1. the business¡¦ environment. Thus. Feedback should be taken from the trainees after the training is over. the trainee. There should be a two-way communication between the trainer & trainee. 5. The method or type of training should be very cautiously selected by the organization depending upon the organizations' resources & an employee's individual need for training. and integrate performance with other skills and knowledge. help employees prepare themselves for learning. 2. 6. It benefits both the organization as well as the employees. and the learning objective. 3. Active participation from the trainees should be encouraged. How can a manager charged with training his or her employees choose an appropriate method? This article defines some of the most common training methods and reviews pros and cons for each one. the method chosen will motivate employees to learn. time & money on training. who possesses good amount of knowledge & understanding about the organization's objectives. Other factors affecting the choice of a training method include: -Age. help trainees retain and transfer what they have learned. enable the trainees to apply and practice what they've been taught. 7. & everchanging environment. The method by which training is delivered often varies based on the needs of the company. Indeed. so that the organization comes to know about the deficiencies in the training program & also suggestions to improve upon the same. or level of education of the trainees -Learning styles of the trainees . individual abilities & the present environment. The cost incurred on the training program should not exceed its benefits. There are many different ways to train. Experienced & skilled trainer. entire books have been written on the ways to deliver training. Its better to identify the needs & shortcomings in an employee before actually imparting training to him/her. training is a vital tool to cope up with the changing needs & technologies. 4. gender. Learn about the needs and proficiency of each and every employee before an organization invests its effort. The method should suit the audience.
demonstrations. discussions. More time is needed to conduct a seminar than is needed for many other methods. Cons: Does not actively involve trainees in training process. Cons: It requires a great deal of trainer preparation and planning. If the trainer is not skilled in the task being taught. one person (the trainer) does all of the talking. The trainer shows trainees how to do something. There also needs to be an adequate space for the training to take place. It engages several senses: seeing. Seminar Seminars often combine several group methods: lectures. Pros: This method emphasizes the trainee involvement. hearing. Demonstration Demonstration is very effective for basic skills training. feeling. It provides a lot of information quickly when it is less important that the trainees retain a lot of details. touching. The trainer may provide an opportunity for trainees to perform the task being demonstrated. The trainer must have skill in conducting a seminar. Communication is primarily one-way: from the instructor to the learner. it is also considered one of the least effective methods to use for adult learners.-Number of trainees -Budget -Trainer's skills and training style Common group training methods include: Lecture A lecture is the method learners often most commonly associate with college and secondary education. conferences. poor work habits can be learned by the trainee. question/answer. Cons: Planning is time-consuming. Pros: Less time is needed for the trainer to prepare than other methods. In this method. He or she may use handouts. Yet. . visual aids. The trainees forget much information if it is presented only orally. or posters to support the lecture. The trainer can use many group methods as part of the seminar activity. Pros: Group members are involved in the training.
Pros: There is a lot of trainee participation. Cons: A lot of time is spent making a single point. The trainees build consensus and the trainer can use several methods (lecture. Panel A panel provides several points of view on a topic to seek alternatives to a situation. Role Playing During a role play. Case Studies A case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. Pros: Trainees often find it interesting to hear different points of view. The process invites employees to share their opinions and they are challenged to consider alternatives. Cons: It can be difficult to control a group. It is good for customer service and sales training. A group considers a specific problem or issue and they work to reach agreement on statements or solutions.Conference The conference training method is a good problem-solving approach. This is an excellent method for using outside resource people. They get an opportunity to practice people skills. Panel members may have differing views but they must also have objective concerns for the purpose of the training. seminar) to keep sessions interesting. Trainers must be skilled and creative in helping the class learn from the situation. Pros: Trainees can learn possible results of certain behaviors in a classroom situation. the trainees assume roles and act out situations connected to the learning concepts. In some role play situations. The results of the method can be difficult to evaluate. The trainees recommend solutions based on the content provided. Pros: A case study can present a real-life situation which lets trainees consider what they would do. Cons: It requires a great deal of preparation. It can present a wide variety of skills in which applying knowledge is important. causing conflict. Opinions generated at the conference may differ from the manager¡¦s ideas. It is possible to experiment with many different approaches to a situation without alienating any actual customers. only a few people get to practice while others watch. . panel.
Projects can be chosen which help solve problems or otherwise improve the operation. Pros: This is a good training activity for experienced employees. It is also more difficult to measure the employee¡¦s progress. Also. as trainees are actively involved in the learning process.Cons: Cases can be difficult to write and time-consuming to discuss. Little time is needed to prepare the training experience. The trainer must be creative and very skilled at leading discussions. Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. It directly applies to jobs performed after training. Cons: Simulations are time-consuming. trainees may think they are doing somebody else¡¦s work. interactive activity where they imitate actions required on the job. Pros: Training becomes more reality-based. Projects Projects require the trainees to do something on the job which improves the business as well as helps them learn about the topic of training. and research. increasing the chance that trainees will retain what they have learned. Simulations involve yet another learning style. It might involve participation on a team. books. Cons: Without proper introduction to the project and its purpose. Only perfect practice makes perfect. the creation of a database. The type of project will vary by business and the skill level of the trainee. it will be difficult to obtain and maintain their interest. The trainer must be very skilled and make sure that trainees practice the skills correctly. and keeping trainees on track. if they do not have an interest in the project or there is no immediate impact on their own jobs. Trainees get first-hand experience in the topic of the training. Common individual training methods include: Self-discovery Trainees discover the competencies on their own using such techniques as guided exercises. or the forming of a new process. Movies/videos/computer-based training . Pros: Trainees are able to choose the learning style that works the best for them. It is a useful technique for skills development. They are able to move at their own pace and have a great deal of ownership over their learning. Simulations Trainees participate in a reality-based. making points.
the training should be done according to a structured program that uses task lists. the trainee can pick up bad habits. It gives the trainee individual attention and immediate feedback. When choosing from among these methods. Others will select a single method that works best for them and never vary. It is highly practical and reality-based. Pros: It is easy to provide this training and the trainer can follow-up with questions and discussion. With so many options. On-the-job training This is the most common method of training. Pros: It can take place before. during. Training and Human Resource . and performance standards as a lesson plan. Mentoring A mentor can tutor others in their learning. It also helps the trainee get information regarding the business culture and organizational structure. providing no real training. Many trainers will choose to combine methods or vary them. and the investments available. Mentors help employees solve problems both through training them in skills and through modeling effective attitudes and behaviors. job breakdowns. the environment. Most trainers choosing this option must purchase the training from an outside vendor. making the content less specific to their needs. It is also easy to assure that the same information is presented to each trainee. Pros: The training can be made extremely specific to the employee's needs. a trainer is limited only by his or her creativity. This system is sometimes known as a buddy system. Cons: Training can be interrupted if the mentor moves on. Cons: It is expensive to develop. If a properly trained mentor is not chosen. The trainee is placed on the job and the manager or mentor shows the trainee how to do the job. the trainer must decide which one best suits the trainees. To be successful.Content for the training experience comes primarily from a videotape or computer-based program. There is often a tendency to have a person learn by doing the job. It also helps the employee establish important relationships with his or her supervisor or mentor. Cons: Training is not standardized for employees. or after a shift.
Management Traning and Development Home » Training and Human Resource Management The HR functioning is changing with time and with this change. several of which . when training was considered to be futile. then it is difficult to accept that such a company has effectively carried out HRM. etc depends on training for its survival. anytime. Training actually provides the opportunity to raise the profile development activities in the organization. marketing & sales. HR role now is: 1. As a result training is given on a variety of skill development and covers a multitude of courses. production. increasing the level of job satisfaction. the role of HR professionals in training has been widened. Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business. It is determined by comparing post-test scores with pre-test scores and then measuring the net change.e. If training is not considered as a priority or not seen as a vital part in the organization. which measures the cost of raising a student’s skill by one unit. waste of time. There are several methods to measure this—on a per-student basis. the relationship between the training function and other management activity is also changing. Gone are the days. and money. resources. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. To increase the commitment level of employees and growth in quality movement (concepts of HRM). anywhere training Training Effectiveness The effectiveness of training is a measurement of learning. HR. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees. Active involvement in employee education 2. The training and development activities are now equally important with that of other HR functions. Now-a-days. on a per-“skill point” base or on a per-dollar basis. etc. finance. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Rewards to be associated with self esteem and self worth 4." This is dangerously wrong! Let me explain! The difference between a pre-test score and a post-test score can be for many reasons. Flexible access i. Rewards for improvement in performance 3. achieving their professional and personal goals. senior management team is now increasing the role of training. Let’s look at the skill-point base. training is an investment because the departments such as.
. even if you follow Kirkpatrick or Phillips' approach . Taking a similar theme I suggest training efficiency can be measured several ways . Generally effectiveness measures are defined in terms of the extent to which a set of objectives are met.CORRELATION IS NOT CAUSATION!!! A measurement of learning is not training effectiveness .---. Going back to the article I quoted from above. then arguably the training at Level 4 (Business Impact of training) is just 40% effective. This does NOT mean there is no link.you cannot say WHY they are like this. just that you haven't demonstrated one .yes.here are some examples: Number of training courses achieving the required outcomes ----------------------------------------------------------------.it's not about learning that's a bonus (in my humble opinion!).it's a measure of learning! You can learn everything required. then at Level 1 we'd be 100% effective. Training in organisations is ALMOST ALWAYS about achieving a better performance or capability than is currently available . but fail to put it to required use and the required outcomes are not achieved.and this is where evaluation practitioners get in to bother . Read carefully with definitions!! .may actually apply together. then arguably the pre and post test scores CAN be seen as a measure of effectiveness. It would be quite easy to have a large overlap here with efficiency measures. Without any root cause analysis to identify the causal links between the different scores (pre-test and post-test) all you can truthfully say about this situation is that the pre-test scores were X and the post-test scores were Y . But if these same trainees have line managers sho report that these trainees are only demonstrating new but required behaviours for 40% of the time. Effectiveness at Level 1 (Reactions of trainees) could be measured in terms of getting at least 4 out of 5 in each area being rated.x 100% Total number of training courses delivered Or 100% x (Number of trainees behaving as requried/operating equipment to required standard) / (Total number of people trained) Or 100% x Total benefits / Total costs Coming back to the effectiveness focus again there is some help to be found from our old friend Kirkpatrick. If 100% of trainees rate all the aspects at least 4 out of 5. IF you can demonstrate causal links as I discussed earlier.it's about OUTCOMES that favour the customer and the shareholder .you have to have PROOF when the CFO and CEO ask for it . (Training) efficiency is generally defined as the number of units output for the number of units input..
and skill in designing and executing training successfully and cost-effectively. training has entered a dangerous phase in its development. Complaints are growing over its ineffectiveness and waste. The training apparatus and costs have multiplied but Unhappiness persists and is growing at the working level where the benefits of training should show up most clearly. The Input-Process-Output Model for an Effective Training . Technical know-how alone. Given the large expenditures for training in many organizations. This disillusionment shows in many ways reluctance to send the most talented workforce for training. mechanization. Training Effectiveness & its Significance In India. in order to continue to exist in the competitive global market and to be effectual. as well as the organizational and technical infrastructure (systems) to implement the methodology.. expanding fast but controversies seem to envelop any attempts to find benefits commensurate with the escalating costs of training. computerization and automation.Measuring of training Training is a critical component in any organization's strategy. should espouse the most modern technology. structures and budgets. i. Training is essential. These tools need to provide a methodology to measure. At the present time. With disillusionment mounting in the midst of expansion. but doubts arise over its contribution in practice. however. evaluate. it is important to develop business intelligence tools that will help companies improve the measurement of training effectiveness. does not assure success unless it is sustained by workforce possessing indispensable expertise. but it is still young. etc. training as an activity has been going on as a distinct field with its own roles. inadequate use of personnel after training. Training is neither a panacea for all ills nor is it a waste of time. and continuously improve training. Training has made remarkable contributions to the improvement of all kinds. all the organizations give more trust on commercializing their activities. What is required is an insight into what training can or cannot do. All the firms.e. This field is. Cross-functional and reporting and learning analytics provide important connections between the measures of learning effectiveness offered by a learning management system (LMS) and the larger enterprise metrics that indicate whether learning is transferred and positively affects business results. but organizations don't always evaluate the business impact of a training program. Hence. however. organizations should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time.
• Information on implementation of new practices. • Periodical request from department heads based on potential appraisal exercises. rules & regulations. and changes in the environment. • Training policy of the administration Process • Exercise of determining needs & maintenance of training register • Verification of need to prepare training plans • Deciding to conduct onsite programmes. from departmental heads . Output • Release of training plan • Issue of orders of deputation for individual programmes • Feedback on effectives: from participants. • Information on new recruitments. strategic moves. • Updation of procedures. • Conducting induction training for new recruits. if large number of participants require training. • Deputation of employees for short term training programmes conducted by local training institutes. • Monitoring the training conducted by various departments.Input • Training need analysis: survey based on performance gaps in previous year & performance opportunities in the next year. technological changes. • Implementation of changes in the prgramme as necessitated by the feedback.
More successful recruitment and employee retention . or that the individual is part of.Implement the plan. . The main steps in developing a training strategy are to: . Multi-skilling is only possible if the workforce is well trained .and then keep them . therefore.Better productivity (and.Draw up an action plan to show how investment in training and development will help meet business goals and objectives.Help in achieving change .Training starts with a strategy It is important that a business provides training that is consistent with the business strategy.through greater empowerment . and is almost impossible to evaluate. This might also improve motivation . TRAINING AND DEVELOPMENT :- .Higher quality .businesses with strong training systems and culture find it easier to implement change programmes Development . .More flexibility . monitoring progress and training effectiveness Benefits of training to a business The main benefits to a business of a well-trained workforce are: . may partake in the future. lower production / operating costs) .Less supervision .Introduction This activity focusses upon the activities that the organization employing the individual.training helps employees develop a variety of skills.Identify the skills and abilities needed by employees.businesses with a good reputation for training are likely to find it easier to attract good quality staff .lower supervision and management costs if employees can get on with their jobs.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. Eventually. and learning and development. It ensures that randomness is reduced and learning or behavioural change takes place in structured format. The participants are those who actually undergo the processes. Training and development encompasses three main activities: training. of the Irish Institute of Training and Development. Garavan. the field is still widely known by the other names. although that was itself not free from problems. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. The number one reason people leave their jobs is conflict with their bosses. which sometimes conflict with the agendas and motivations of the others. to practitioners. although interrelated. The conflicts are the best part of career consequences are those that take place between employees and their bosses. resources. education. Line managers are responsible for coaching. And the providers are specialists in the field. who objected to the idea that people were "resources" — an idea that they felt to be demeaning to the individual. and . In the field of human resource management. Each of these groups has its own agenda and motivations. The facilitators are Human Resource Management staff. note that these ideas are often considered to be synonymous. "learning" being an overgeneral and ambiguous name. And yet. and Heraty. the CIPD settled upon "Learning and Development". However. The sponsors of training and development are senior managers. Moreover. and development. It has been known by several names. human resource development. activities The "stakeholders" in training and development are categorized into several classes. and performance. "Human Resource Development" was rejected by academics. including employee development. they encompass three separate. as author. workplace relationship authority. training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. Costine.It is a subsystem of an organization. The clients of training and development are business planners.
" Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Dr. There were also some views that training is a very costly affair and not worth. peer. there are four other objectives: • Individual. John Hoover points out. They were holding the traditional view that managers are born and not made. But now the scenario seems to be changing. • Functional. TRAINING AND DEVELOPMENTS OBJECTIVES :The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. which in turn. "Tempting as it is.executive coach. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Individual Objectives – help employees in achieving their personal goals. nobody ever enhanced his or her career by making the boss look stupid. Talent. In addition to that. or customer TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach – Most of the organizations before never used to believe in training. and • Societal. . enhances the individual contribution to an organization. Training is now considered as more of retention tool than a cost. and skill alone won't compensate for a sour relationship with a superior. Organizational Objectives – assist the organization with its primary objective by bringing Individual effectiveness. knowledge. • Organizational. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results. Organizations used to believe more in executive pinching.
• Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness.Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs. It helps to build good employee. • Healthy work-environment – Training and Development helps in creating the healthy working environment. subordinates and peers.life. relationship so that individuals goals aligns with organizational goal. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society Importance Of Training and Development • Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. • Team spirit – Training and Development helps in inculcating the sense of team work. • Quality – Training and Development helps in improving upon the quality of work and work. It also helps the employees in attaining personal growth. It helps in inculcating the zeal to learn within the employees. It helps to expand the horizons of human intellect and all over personality of the employees. The employees get these feelings from leaders. • Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. . team spirit. • Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. • Organization Climate – Training and Development helps building the positive perception and feeling about the organization. It helps in creating the learning culture within the organization. • Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. and inter-team collaborations. Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.
However. loyalty.• Morale – Training and Development helps in improving the morale of the work force. why do some businesses invest so little in it? Ideally training should be seen as an investment in the future of the business. better attitudes.They cannot make a justifiable investment case Training should meet two basic objectives.Poor job design .Poor management (although management training might help!) .A desire to minimise short-term costs . . • Training and Development helps in developing leadership skills.Ineffective or inefficient equipment.Recruitment If training is so important.They fear employees will be poached by competitors (who will then benefit from the training) . Organization gets more effective decision making and problem solving. • Image – Training and Development helps in creating a better corporate image. motivation. What training cannot solve it is tempting to think that training is the solution to many if not all business problems. there are some things that training can rarely solve: these include: . it takes time for the effects of training to impact business performance.e. It helps in understanding and carrying out organizational policies. • Profitability – Training and Development leads to improved profitability and more positive attitude towards profit orientation. and other aspects that successful workers and managers usually display. • Training and Development aids in organizational development i. production organisation . Some businesses are reluctant to spend on training because: .
knowledge and attitude required to perform the job and eliminate all things which are extraneous and not required to perform that job. Because of this. It consists of following three activities. I would like to describe about a training approach. training becomes focussed and the training time and costs. The TRAINAIR Standardized Training Package (STP) preparation methodology is based on an engineering approach called the system approach. This methodology seeks to impart skill. Process standard means the standard in which the process is important but no weightage is given to the end result. TRAINAIR methodology has both process and product standards. The TRAINAIR course development methodology is a scientific approach of developing training courses for a job-oriented objective. This methodology has both the process standard and product standard. 2. which is accepted and followed by many Civil Aviation Training establishments all over the world. Product standard means the standard in which end result is important but no weightage is given to the process. Training should make the personnel skilled enough to do the job on hand efficiently leading to targeted productivity levels. In this connection. The training duration should be as short as possible and resources used efficiently for meeting objective number 2. Analysis . That means the trainees are taught only the “Need-to-Know Things” and not the “Nice-toKnow Things”.1. and duration of absence of the workforce from the operational units are minimized. by means of a high standard of training for aviation personnel through what are known as Standardized Training Packages (STPs). Training should be cost effective. Training must be based on scientific approach and quality training material to meet objective number one. 1. The TRAINAIR is a programme of the International Civil Aviation Organization that was evolved to strengthen the basic civil aviation concept of safety and and regularity of air transport operations. called ICAO TRAINAIR Methodology.
The job is divided into duties. all the course materials such as Trainee Handouts. and further the skill/ knowledge/ attitude required to carryout sub-tasks are decided. In Phase 2. . learning preferences are collected and analyzed. duties are divided into tasks. is invoked when a decision is to be taken whether or not training is needed to do a job on hand. intended trainee group) acquired skill/ knowledge/ attitude. In Phase 5.2. In the Phase 3. job experience. the difference in skill/knowledge/ attitude required (decided in phase 2) and those acquired (decided in phase 3) will become the Course Curriculum. The modules and sequence of training program are decided in this phase. qualifications. Progress tests. key to mastery tests will be developed. Develop a Standard Training Package (STP) as a training solution If it is found appropriate to proceed with a training solution by development of an STP. The result of analysis is interviews the working experts. Recommending non-training management solutions like developing a job aid such as checklists. 2. Evaluation All these activities are divided into 9 Phases. Job analysis. the data on target population’s (i. again the Course Developers team visits operational unit. Population Analysis. Design and production 3. social background. Design of modules. analyzes the system and interviews the personnel working. key to progress tests.. Instructor guide. one of the following: 1. the Phase 2 activities commence.e. In Phase 4. then assistance of a qualified Course Developers team is requested. Practical exercise sheets. The course developers team visits the operational unit. Design of Curriculum. Mastery tests. Phase 1. Preliminary analysis. tasks are divided into sub-tasks. flow charts or automation etc.
In Phase 9. Any deficiencies noted will be corrected during this phase. If 80% of the participants passes with 80% marks or attain the standard. . Progress tests and practical exercises are tried out as developmental testing to check the accuracy and reliability of training materials. Did the training program effectively meet the operational need which gave rise to it?. Validation and Revision. the prepared course material will be tried on a group of trainees for whom the course is designed. for the first time. In Phase 7. audio-visual materials etc are all prepared ready for the initial Validation delivery of the package. At the end of this phase. Detailed lesson plans to guide the instructors.In Phase 6. Implementation. The same course is also available for global sharing among the members of TRAINAIR programme. and observe the reactions of trainees and instructors. The group of Course Developers will monitor the delivery of the course throughout. hand outs for the trainees. Post-training evaluation. full STP Course is available for future deliveries. the effectiveness of the course which is now implemented is evaluated by analyzing 1. Montreal for accord of approval as full-fledged STP. Was there the desired improvement of the trainees’ performance when they return to their jobs? 2. In Phase 8. then the same course will be administered to the remaining trainee population in subsequent sessions. They also take a note of the result at the end of the course. the prepared Mastery tests. Production and developmental testing. . all the developed training materials will be sent to the ICAO TRAINAIR Central Unit.
Rising customer expectations. as a key differentiator of sales team performance.High Performing Sales Organisations Sales organisations are facing higher level challenges. Create differentiated skills and behaviours in sales teams to lift the performance of sales people. . Drive reliable processes and practices throughout the sales organisation. Development and retention of high performing sales people. During the entire process of course of development. where customers are looking for value and insight from their suppliers. Course Developers interact with the Subject Matter Experts and skilled job performers as and when required and get the required inputs. driven by various factors in the marketplace: • • • • • Increased competition. Organisations moving towards preferred supplier agreements. Sales Organisation Effectiveness . Cross-functional teams developing strategic customer relationships.This is done by gathering information which is used to make improvement in the training and determine the costs and benefits of the training development project. Support cross-functional teams who develop high value strategic customer relationships. Hemsley Fraser works with organisations to: • • • • Develop sales managers. Productivity differentials between high and medium performing sales people can be significant. including from non-traditional competitors. leading to new purchasing methods and changing relationships with customers (more e-based business). especially in the case of longer term contract based relationships. Globalisation of markets. The challenges many organisations face in response to the above factors: • • • Developing sales managers who lift performance through best practice leadership of sales teams. Impact of technology.
to acquire and retain long-term profitable customers. This programme has been designed to aid all Human Resource practitioners in measuring the effectiveness of training. Create a strong focus on a strategy. Who Should Attend . learning and skills. Measuring the Effectiveness of Training and Development More and more successful organisations are increasingly intent on measuring the impact of training on their organisations. with supporting processes. Key Benefits • • • Introduction to the different Training Evaluation models Learn how to make detailed measurements of training Measure the effectiveness at various levels up to the impact of training on the organisation Course Content • • • • • • Introduction to various Training Evaluation Models Measuring the Impact of Training on Operational Results Measuring the Impact of Training on the Organisation using Corporate Indicators Identifying and Measuring “Soft” Areas in the Organisation Understanding and Measuring Organisational Development through a Morale Survey Measuring the Personal Competencies of Employees Learning Methodology • Group work and exercises will be used to provide participants with many opportunities to demonstrate their knowledge. to reaffirm the performance outcomes expected and to make changes to training plans where necessary. Having an evaluation of training effectiveness in place is also one of the dimensions of the People Developer Standard.• • Create clear strategies for development and retention of high performing sales people.
4. To make the job challenging and interesting 9. For self and development 10. For employee motivation and retention . For career advancement. For higher motivation and productivity. Due to non-practical collage education.I have sorted down them in a list. Training emplyees Importaance of training Training your employees do have a significant role in modern business era. 7. People have to work in multidimensional areas . there is a lot more to it. Not just to equip them with latest tools your company has implemented. 8. 6.• All Human Resource Personnel who are involved in Training and Development and those responsible for attaining the People Developer Standard for their organisation. Rapid technological innovations impacting the workplace have made it necessary for people to consistently update their knowledge and skills 2. 5. Lack of proper and scientific selection procedure. Training your emplyess is important because 1. which usually demand far more from their area of specialisation. This is a must read if you employ or mean to employ in future atleast one person. Change in the style of management. 3.
team and the organisation. faculty/central department. unit and individual levels. To keep in pace with times To bridge gap between skills requirement and skills availability For survival and growth of organisation and nation EVALUATION OF STAFF DEVELOPMENT AND TRAINING Introduction Staff development is an important part of assisting performance improvement at organisational. 14. 13.11. To improve organisational climate Prevention of obsolescence To help an organisation to fulfil its future manpower needs. 16. 15. The benefits of evaluating training and development are to: . Evaluation is the process of finding out how the development or training process has affected the individual. 12. It is therefore important that the transfer of learning into the workplace is assessed through a process of review and evaluation so that its success or otherwise can be established and so that we can demonstrate the contribution learning makes towards overall organisational success.
Key to this level of evaluation is the need to have agreed clear . Use and reinforce techniques learned to help improve quality and customer service within the organisation. Identify cost effective and valuable training events orprogrammes. Ensure the transfer of learning into the workplace. observing Performance: Evaluation at this stage looks at the impact of a learning experience on individual/team performance at work. Stages of Evaluation There are four key stages at which training and development should be evaluated: Reaction: At this stage evaluation provides information on the attitudes and opinions of participants to the learning they have undertaken typically via evaluation forms or comment sheets Learning attained: Evaluation at this stage looks at the extent to which learning objectives have been achieved. goals and targets.Promote business efficiency by linking efforts to train anddevelop staff to operational priorities. Evaluation of learning can take place during the activity using interactive sessions. tests and practical application and after the activity by re-testing knowledge and skills and comparing them with pretraining results. Help define future development objectives. leading to better focused learning anddevelopment.
Organisational Impact: At this level evaluation assesses the impact of learning on organisational effectiveness.learning objectives prior to the learning experience so that when evaluation takes place there are measures to use. Central Training Providers: All training courses delivered by central training providers are assessed by the University end of . Manager: The manager is responsible for ensuring that staff have identified learning objectives for any development activity they plan to undertake and to agree on the methods to be used to evaluate learning Faculties/Central Departments: The Staff Development Plan template requires Faculties and Central Departments to annually set out their planned staff development activities and an explanation of how they will be evaluated. and whether or not it is cost effective in organisational terms. Responsibility for evaluation Responsibility for evaluation of staff development rests at the following levels: Individual: The University’s Staff Development Application Form and Record requires individuals to identify their objectives linked to strategic development and training priorities and job role for the requested development activity..
. Training evaluation checks whether training has had the desired effect. Research: It helps in ascertaining the relationship between acquired knowledge. Training Program Evaluation The process of examining a training program is called training evaluation. Purposes of Training Evaluation The five main purposes of training evaluation are : Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it To learning outcomes. At this level evaluation provides information on the attitudes of a participant to learning but does not measure how much they have actually learned.course review form. transfer of knowledge at the work place. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces. or to the regular work routines. Organisation Development and Training (ODT): ODT will carry out follow up evaluation of a sample of centrally delivered courses/programmes 3-6 months after the event to measure how learning has been applied in the workplace. and training.
During the start of training. Power games: At times. Process of Training Evaluation : Before Training: The learner’s skills and knowledge are assessed before the training program. candidates generally perceive it as a waste of resources because at . the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. then It can be dealt with accordingly. Intervention: It helps in determining that whether the actual outcomes are aligned with the Expected outcomes.Control: It helps in controlling the training program because if the training is not effective.
There are various evaluation techniques for this phase.most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware. . This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training.
. they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.Control: It helps in controlling the training program because if the training is not effective. Power games: At times. Once aware. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected Process of Training outcomes. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. During the start of training. then it can be dealt with accordingly. Evaluation Before Training: The learner’s skills and knowledge are assessed before the training program.
Techniques of Evaluation : • • • • • Observation Questionnaire Interview Self Diaries Self recording of special incidents .During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. There are various evaluation techniques for this phase. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels.
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