Training and Development

Training and development
Training & Development

Employee Training Introduction
Need and benefit of Training
Advantages Of Training Programme
3 Employee Training Tips For Managers
Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Committee Assignments
o Apprenticeship
o Internship
Off-the-job Methods
o Classroom Lectures
o Audio-Visual
o Simulation
o Vestibule Training
o Case Studies
o Role Playing
o Programmed Instructions
Sensitivity Training
Management Development
o On the Job Methods [MD]
Job Rotation
Mentoring
Job Instruction Technique
o Off the Job Methods [MD]
Case Studies
Business Games
Simulation
In-basket Method
Sensitivity training
Executive Development
TRAINING AND DEVELOPMENT is a subsystem of an organization and core function of human resource
management. It ensures continuous skill development of employees working in organisation and habituates process
of learning for developing knowledge to work. Training and Development is the foundation for obtaining quality
output from employees.
Training and Development is a structured program with different methods will be designed by
professionals in particular job. It has become most common and continuous task in any
organisation for updating skills and knowledge of employees in accordance with changing
environment. Optimisation of cost with available resources has become pressing need for every
organisation which will be possible only by way of improving efficiency and productivity of
employees, possible only by way of providing proper employee training and development
conditioned to that it should be provided by professionals.
what is the difference between training and development?
This is typical questions to to give clear answer. Previously many authors have defined the
difference between training and development, but still there is little confusion in understanding
the difference. In fact many organisations are using term "training and development" as one and
same. Mostly we hear the term "training" for the purpose of the developing skills and knowledge
among employees. Both training and development are continuous and core tasks of organisation,
but employee training will be for the particular job to develop skills in concern particular job for
a particular period and will be given periodically whenever updating of skills needed for
performing particular job and moreover training is meant for the purpose of development of
technicality among employees. Training is mainly provided for making employee aware on how
to handle particular job, technology or equipment for doing particular task or function in the
organisation. ultimately training of employees will be by way of teaching by the professional in
particular job which involves technicality to develop skill. In many and large organisations even
in governmental organisations financial budgeting provides a separate budget for the purpose of
employee training as a key overhead which has been not ignored ever. Because employee
training is very expensive, especially if we take information technology companies spends large
amounts for providing training to their employees and frequency of training is high because
change of technology is not constant and updated continuously. Therefore to make aware of new
technology and update their skills in accordance with new technology, training of employees is
more frequent as that of other industries.
Coming to employee development we don't hear or see as that of employee training program in
the organisation. Employee development is psychological oriented mainly provided for people
who deals with managerial tasks. As compared to technical staff, managerial staff will be very
low in number because manager who is having more efficiency can manage more number of
people which is a real manager capability, but coming to technical jobs cannot be done by one or
with minimum available skilled labour if there is need for high or large production. ultimately
development of employees is by way of learning by way of observations to develop knowledge.
In fact training is also provided for management level personnel to understand technicalities
involved and nature of work done by the staff working under them, ultimately to manage them.
Traditional And Modern Approach Of Training And Development
Traditional Approach Most of the organizations before never used to
believe in training. They were holding the traditional view that managers are
born and not made. There were also some views that training is a very
costly affair and not worth. Organizations used to believe more in executive
pinching. But now the scenario seems to be changing.
Modern approach of training and development is that Indian Organizations
have realized the importance of corporate training. Training is now
considered as more of retention tool than a cost. The training system in

Indian Industry has been changed to create a smarter workforce and yield the best results.
The HR Training and Development Manager is responsible for the
organization's staff training requirements, programs, and career
development needs. They supervise training staff, plan and administer
training seminars, and manage conflict resolution, team building, and
employee skill evaluations.
The HR Training and Development Specialist plans, produces and
administers staff and management training programs. They conduct
programs to develop employee skills in accordance with organization
practices and policies. Additionally, they research and evaluate training
resources, as well as suggest new topics and methods.
The Chief Learning Officer is a relatively new executive level position. The CLO is in charge of
employee training, education, and learning structures across the enterprise, as well as providing
the expertise to ensure everyone has access to the intellectual tools, information and data they
need. The primary success factor of the CLO is to translate learning into a strategic business
asset.
"The way to activate the seeds of your creation is by making choices about the results
you want to create. When you make a choice, you activate vast human energies and
resources, which otherwise go untapped."
- Robert Fritz.
An example of importance of training employees
On a recent flight, the managing director of an international broking firm was sitting
next to Journalist. With two hours of uninterrupted time at our hands, I asked him how
he handled losses in his business. "Recently, one of my employees made a calculation
mistake and we lost $250,000 at the click of a button," he said. "So, did you fire the
guy?" I asked him. "Of course not!" he said, "I paid $250,000 for his training. Why
would I fire him?"
His answer left me dumfounded and taught me a great lesson in handling people who
goof up. Firing the man is not the optimum solution, fixing the loophole of error is.
To expect flawless execution from team members and colleagues would be quite unreal.
People do make errors based on incorrect or incomplete data, altered information or
simply, wrong judgment. But to terminate someone's services or take severe irrevocable
action against them, would be an even bigger blunder. Here is what you can do, when
you are faced with a loss, on someone else's erroneous execution.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to an organization. In
addition to that, there are four other objectives: Individual, Organizational,
Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which

in turn, enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective

by bringing individual effectiveness.
Functional Objectives maintain the departments contribution at a

level suitable to the organizations needs.
Societal Objectives ensure that an organization is ethically and

socially responsible to the needs and challenges of the society.
In the field of human resource management, training and development is the field concerned with organizational activity aimed
at bettering the performance of individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning and development.
Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty,
of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:
Training
This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education
This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those
jobs.
Development
This activity focuses upon the activities that the organization employing the individual, or that the individual is part of,
may partake in the future, and is almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes. The sponsors of training and
development are senior managers. The clients of training and development are business planners. Line managers are
responsible for coaching, resources, and performance. The participants are those who actually undergo the processes.
The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Training is the process for providing required skills to the employee for doing the job effectively, skilfully and qualitatively. Training of employees is not
continuous, but it is periodical and given in specified time. Generally training will be given by an expert or professional in related field or job.
Training is required at every stage of work and for every person at work. To keep oneself updated with the fast changing technologies, concepts, values
and environment, training plays a vital role. Training programmes are also necessary in any organisation for improving the quality of work of the
employees at all levels. It is also required when a person is moved from one assignment to another of a different nature. Taking into account this
context, this unit aims at providing insight into the concept, need and methods of training, also areas of evaluation of training, retraining and dimensions
of organisational learning.
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. Training is investment in
getting more and better quality work from your talent.
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.
Recurrent training is training that is scheduled at periodic intervals in order to keep employee skill abilities at a maximum level. Recurrent training often
occurs in certain industries, like health care and aviation where human safety is involved. Recurrent training can be outsourced, provided by a visiting
instructor, or performed by instructors from a corporate training department.
TRAINING DEFINED
Training is that process by which the efficiency of the employees increases and develops. Training is a specialised knowledge which is required to
perform a specific job.
Training has been defined by different scholars of management. Some important definitions of training are as under:
In the words of Dale S. Beach, "Training is the organised procedure by which people learn knowledge and Improve skill for a definite
purpose."
In the words of Michael J. Jucius, "Training is a process by which the aptitudes, skills and abilities of employees to perform specific jobs
are increased."
According to Edwin B. Flippo, "Training is the act of increasing the knowledge and skill of an employee for doing a particular job."
In the words of Dale Yoder, "Training is the process by which manpower is filled for the particular job it has to perform."
In simple words, to provide ability to the employee to perform a specific job is called training. Thus, the art. Knowledge and skill to accomplish a specific
job in a specific way is called training.
At all levels of organisation training and development programmes are needed in order to make qualitative improvement in the work of the employees.
Employee Training is bifurcated into on-the-job training and off-the-job training methods having different sub-methods of training given for different
purposes to different types of employees holding or going to hold different jobs. In India At NTPC (National Thermal Power Corporation), is providing
one year training program to its newly joined employees, off-the-job training by way of classroom method for period of six months and on-the-job
training by way of job rotation method for remaining six months. Boston Consulting Group's (BCG) India, is providing on-the-job training by live case
studies for its newly joined employees followed by induction programme.
Topics to be Covered in New Employee Training Programs

Building an employee training program without following the right outline is a fool's errand.
What topics should you cover in new employee training programs? What is and isn't necessary? How much theory should you have versus practical?
This is an area that most everyone fails horribly at. Most employee training programs look like college textbooks and are done only for their own sake.
The key to building effective employee training isn't jamming as much relevant data as you can into a binder and calling it a training program. The key
to building effective employee training is teaching only what is necessary to do the job and teaching it on the right gradient--that is to say, reducing the
learning curve by teaching the fundamental aspects first and building upon those until you are teaching more advanced material.
One of the biggest problems most employee training programs have is that they were built with the wrong philosophy.
Too many training programs resemble half-baked college courses. They throw the employee headlong into technical details, case studies, articles and
reports and utterly fail to answer simple questions about how to actually do the job.
We've found that the most common illnesses that training programs have are
1.
they don't teach the job as it's actually done--employees are promptly told to "forget whatever they said in training,"
2.
they're too complex,
3.
they are full of irrelevant data--data that isn't entirely necessary to just do the job,
4.
they have no practical to balance an overwhelming amount of theory,
5.
they try to use testing to compensate for the other problems.
Employee training is not done for its own sake. Employees are not in training simply so you can say you train your employees. They do not train to just
pass a test.

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Training is the process for providing required skills to the employee for doing the job effectively, skilfully and qualitatively. Training of employees is not
continuous, but it is periodical and given in specified time. Generally training will be given by an expert or professional in related field or job.
Training is required at every stage of work and for every person at work. To keep oneself updated with the fast changing technologies, concepts, values
and environment, training plays a vital role. Training programmes are also necessary in any organisation for improving the quality of work of the
employees at all levels. It is also required when a person is moved from one assignment to another of a different nature. Taking into account this
context, this unit aims at providing insight into the concept, need and methods of training, also areas of evaluation of training, retraining and dimensions
of organisational learning.
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. Training is investment in
getting more and better quality work from your talent.
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.
Recurrent training is training that is scheduled at periodic intervals in order to keep employee skill abilities at a maximum level. Recurrent training often
occurs in certain industries, like health care and aviation where human safety is involved. Recurrent training can be outsourced, provided by a visiting
instructor, or performed by instructors from a corporate training department.
TRAINING DEFINED
Training is that process by which the efficiency of the employees increases and develops. Training is a specialised knowledge which is required to
perform a specific job.
Training has been defined by different scholars of management. Some important definitions of training are as under:
In the words of Dale S. Beach, "Training is the organised procedure by which people learn knowledge and Improve skill for a definite
purpose."
In the words of Michael J. Jucius, "Training is a process by which the aptitudes, skills and abilities of employees to perform specific jobs
are increased."
According to Edwin B. Flippo, "Training is the act of increasing the knowledge and skill of an employee for doing a particular job."
In the words of Dale Yoder, "Training is the process by which manpower is filled for the particular job it has to perform."
In simple words, to provide ability to the employee to perform a specific job is called training. Thus, the art. Knowledge and skill to accomplish a specific
job in a specific way is called training.
At all levels of organisation training and development programmes are needed in order to make qualitative improvement in the work of the employees.
Employee Training is bifurcated into on-the-job training and off-the-job training methods having different sub-methods of training given for different
purposes to different types of employees holding or going to hold different jobs. In India At NTPC (National Thermal Power Corporation), is providing
one year training program to its newly joined employees, off-the-job training by way of classroom method for period of six months and on-the-job
training by way of job rotation method for remaining six months. Boston Consulting Group's (BCG) India, is providing on-the-job training by live case
studies for its newly joined employees followed by induction programme.
Topics to be Covered in New Employee Training Programs

Building an employee training program without following the right outline is a fool's errand.
What topics should you cover in new employee training programs? What is and isn't necessary? How much theory should you have versus practical?
This is an area that most everyone fails horribly at. Most employee training programs look like college textbooks and are done only for their own sake.
The key to building effective employee training isn't jamming as much relevant data as you can into a binder and calling it a training program. The key
to building effective employee training is teaching only what is necessary to do the job and teaching it on the right gradient--that is to say, reducing the
learning curve by teaching the fundamental aspects first and building upon those until you are teaching more advanced material.
One of the biggest problems most employee training programs have is that they were built with the wrong philosophy.
Too many training programs resemble half-baked college courses. They throw the employee headlong into technical details, case studies, articles and
reports and utterly fail to answer simple questions about how to actually do the job.
We've found that the most common illnesses that training programs have are
1.
they don't teach the job as it's actually done--employees are promptly told to "forget whatever they said in training,"
2.
they're too complex,
3.
they are full of irrelevant data--data that isn't entirely necessary to just do the job,
4.
they have no practical to balance an overwhelming amount of theory,
5.
they try to use testing to compensate for the other problems.
Employee training is not done for its own sake. Employees are not in training simply so you can say you train your employees. They do not train to just
pass a test.

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
A training programme has the following advantages. They are

ADVANTAGES TO THE COMPANY:
1. Increased efficiency of employees: An effective training programme can make the employees of the company work in an effective manner.
With training people gain confidence and this confidence is seen in the output and results.
2.
Reduced supervision: An employee needs to be supervised when he works. When the employee has got sufficient training the amount of
supervision required is less as mistakes are less. This reduces the workload of the supervisor.
3.
Less amount of wastage: The amount of wastage by an employee is reduced a lot due to training and therefore if we take an account of the
amount of wastage we find that the company has saved a lot of money.
4.
Reduced turnover: Proper training improves chances of obtaining promotions and employees are happy because they have better opportunities
Due to this their chances of leaving their current job reduces greatly thereby reducing labour turnover in the company.
5.
Helps new employees in the organization: Training always benefits employees whether old or new. In case of new employees, training
helps them a lot . This is because new employees may not be aware of the functioning of the organization and training helps them to gain knowledge
and insight into the working of the company.
6.
Better labour management relations: Labour management relations are very essential for any organization. When
companies introduce
training programmes and prepare employees for future jobs and promotions they send out a message to the unions that they are interested
in employee welfare. Due to this the unions also adopt a positive attitude and labour- management relations improve.
ADVANTAGES TO THE EMPLOYEE:

1.
Self-confidence: Training leads to increase in employee self-confidence. The person is able to adjust to his work environment and doesnt feel
humiliated in front of his seniors. This confidence leads to chances of better efforts in the future from the employees.
2.
Increased motivation levels: Training brings positive attitude among employees and increases the motivation levels of the employees in the
organization, thereby improving the results of the organization.
3. High rewards: An effective training programme helps an employee to take the benefit of the rewards systems and incentives available in the
company . Thus the employee is able to get these rewards , which in turn increases his motivation levels.
4.
Group efforts: An effective training programme not only teaches an employee how to do his
group. Thus training programmes improve group efforts
work but also trains him to work as a part of the
5.
Promotion: Effective training programmes increase performance and increase the chances of obtaining promotions. Many employees even opt
for certain programmes so that they can help the employee to improve his chances of promotions and obtaining higher positions in the organization.

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
When you became a manager, there's a good chance that you didn't realize that providing employee training would become a major portion of your job.
However, it's a fact that teaching is an essential function of every managerial job. When you're in charge of managing and motivating other workers - no
matter how small or large your team may be - training is something that you're going to have to do on a regular basis.
Providing training to employees is a very specific skill, and it's one that many managers don't realize they need to have. Sharing information and
teaching people how to perform tasks are two very different things. When you are providing training to team members, you have to focus on conveying
information to them in a manner that is motivating and that will enable them to truly understand what you are saying so they will be able to transfer that
knowledge to on-the-job performance.
3 Keys to Effective Employee Training

1. Recognize Your Training Responsibilities
Too many mangers think that employee training is "someone else's job". Even if your company has someone in charge of training, those who hold
supervisory roles bear responsibility when it comes to employee training and development. If you want to lead a peak performing team, you must be
prepared to coach and train your team members to excel.
Managers at every organizational level are responsible for making sure that the employees on their teams have the skills needed to perform the work
required. Accomplishing this managerial duty involves providing effective training to team members about company polices and procedures and
industry standards, as well as recognizing the need for skill-based training and making sure that it is available to employees who need it.
2. Engage in Ongoing Employee Skill Development
Managerial training responsibilities extend far beyond simply going over work procedures and sending employees to classes when they need to master
a new skill. Effective workforce training is an ongoing process that requires supervisors to engage in ongoing skill development with their employees.
Managers must engage in informal training needs assessment on an ongoing basis, paying attention to employees' strengths and weaknesses and
identifying gaps that can be overcome through training opportunities.
Too often, supervisors feel that once information has been covered with employees, then training has occurred. However, the fact that an employee sits
through an orientation or training session doesn't really mean that he or she has sufficiently mastered the knowledge or skills he or she needs.
Supervisors must take proactive steps to allow employees to demonstrate mastery of training objectives, to offer feedback, coaching, and mentoring
and to make additional skill development activities available as needed.
3. Convey "What's in It" for the Trainees

In order for employee training to be successful, trainees must know up front how any educational activity they are asked to participate in is relevant to
them. When a training program is announced, be sure to specify what employees are likely to get from participating and reinforce that message with
consistency throughout the training. Skilled trainers know that helping employees see "what is in it for them" is essential to success.
Avoid conveying the idea that employees must pay attention to the training because it's important to the company or the supervisor. Employees who
participate in training because they have to do so aren't likely to retain or transfer what is covered. Those who see how mastering new skills can benefit
them in their jobs are much more likely to be engaged in the learning process and actually apply what they learn on the job.
Employee Training is Part of Your Job
These basic skills can help supervisors begin to feel comfortable fulfilling the training role of their jobs, along with all of the other roles that managers
must play on a daily basis. The next step will be to start developing the skills necessary to effectively develop and deliver employee training in all types
of settings, ranging from one-on-one instruction to department or company wide meetings and classes.
Training Process
Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Step 1: Decide If Training is needed

The first step in the training process is a basic one: to determine whether a problem can be solved by training. Training is conducted for one or more of
these reasons: 1) Required legally or by order or regulation 2) to improve job skills or move into a different position 3) for an organization to remain
competitive and profitable. If employees are not performing their jobs properly, it is often assumed that training will bring them up to standard. This may
not always be the case. Ideally, training should be provided before problems or accidents occur and should be maintained as part of quality control.
Step 2: Determine What Type of Training is needed
The employees themselves can provide valuable information on the training they need. They know what they need/want to make them better at their
jobs. Just ask them! Also, regulatory considerations may require certain training in certain industries and/or job classifications. Once the kind of training
that is needed has been determined, it is equally important to determine what kind of training is not needed. Training should focus on those steps on
which improved performance is needed. This avoids unnecessary time lost and focuses the training to meet the needs of the employees.
Step 3: Identifying Goals and Objectives
Once the employees' training needs have been identified, employers can then prepare for the training. Clearly stated training objectives will help
employers communicate what they want their employees to do, to do better, or to stop doing! Learning objectives do not necessarily have to be written,
but in order for the training to be as successful as possible, they should be CLEAR and thoughtout before the training begins.
Step 4: Implementing the Training

Training should be conducted by professionals with knowledge and expertise in the given subject area; period. Nothing is worse than being in a
classroom with an instructor who has no knowledge of what they are supposed to be teaching! Use in-house, experienced talent or an outside
professional training source as the best option. The training should be presented so that its organization and meaning are clear to employees. An
effective training program allows employees to participate in the training process and to practice their skills and/or knowledge. Employees should be
encouraged to become involved in the training process by participating in discussions, asking questions, contributing their knowledge and expertise,
learning through handson experiences, and even through roleplaying exercises.
Step 5: Evaluation Training Program
One way to make sure that the training program is accomplishing its goals is by using an evaluation of the training by both the students and the
instructors Training should have, as one of its critical components, a method of measuring the effectiveness of the training. Evaluations will help
employers or supervisors determine the amount of learning achieved and whether or not an employee's performance has improved on the job as a
result.
On-the-job Methods
Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
On the Job Trainings (OJT):

When an employee learns the job in actual working site in real life situation, and not simulated environment,
it is called OJT. Employee learns while working. Take the instance of roadside mechanics. Small boys
working there as helpers learn while helping the head mechanic. They do not learn the defect analysis and
engine repairing skills in any classroom on engine models.
This type of training, also known as job instruction training, is the most commonly used method. Under this
method, the individual is placed on a regular job and taught the skills necessary to perform that job. The
trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has
the advantage of giving firsthand knowledge and experience under actual working conditions. While the
trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid.
The problem of transfer of trainee is also minimised as the person learns on-the-job. The emphasis is placed
on rendering services in the most effective manner rather than learning how to perform the job. On-the-job
training methods include job rotation, coaching, job instruction or training through step-by-step and
committee assignments.
Facts [+]
On-the-job training boosts employee morale: Survey
Over 40% employers voted on-the-job training for increased productivity and 35% for enhanced employee
morale in the organization in a survey concerning training and development, conducted by TJinsite, research
and knowledge arm of TimesJobs.com. A considerable share of the surveyed employers also claimed to
reduce attrition by using training and development methodology.
Employees too appreciate learning and training at the workplace since it enables them to develop knowledge
and skills without leaving the work. In the TJinsite survey, on-the-job training by seniors has been voted as
the most preferred method of training by 71% employees. Other training methods come at distant second;
with workshop and seminars preferred by 15% of surveyed employees, followed by external trainers (11%)
and least preferred manual & journals (3%).
Mostly on-the-job training for new employees is followed by induction programme which is meant for
making new employees aware of organisation's culture, policies, procedures and for interaction of new
employees with each other. In India at NTPC (National Thermal Power Corporation), is offering employee
induction programme for its new employees and later sent to on-the-job training. Boston Consulting Group's
(BCG) India office, is also giving on-the-job training with live Case study for 1 - 3 months for its new
employees.
On-The-Job Training Methods
(a) Job Rotation: This type of training involves the movement of the trainee from one job to another.
The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the
different job assignments. Though this method of training is common in training managers for general
management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an
opportunity to the trainee to understand the problems of employees on other jobs and respect them.
Job rotation method has been using in the Indian banking sector mainly by State bank group for the
probationary officers for the period of approximately 2 years to finally post them as assistant bank manager.
Under this method of training candidates are placed in each and every job starts from clerical job, assistant,
cashier and managerial job for the purpose of knowing importance in nature of every job before handling
Asst bank manager position.
(b) Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on his performance and offers him some
suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach
and relieves him of his burden. A limitation of this method of training is that the trainee may not have the
freedom or opportunity to express his own ideas.
Experience is simply the name we give our mistakes." - Oscar Wilde.
(c) Job Instruction: This method is also known as training through step by step. Under this method, trainer
explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The
trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.
(d) Committee Assignments: Under the committee assignment, group of trainees are given and asked to
solve an actual organisational problem. The trainees solve the problem jointly. It develops team work.
(e) Apprenticeship: Apprenticeship is a formalized method of training curriculum program that combines
classroom education with on-the-job work under close supervision. The training curriculum is planned in
advance and conducted in careful steps from day to day. Most trade apprenticeship programs have a duration
of three to four years before an apprentice is considered completely accomplished in that trade or profession.
This method is appropriate for training in crafts, trades and technical areas, especially when proficiency in a
job is the result of a relatively long training or apprenticeship period, e.g., job of a craftsman, a machinist, a
printer, a tool maker, a pattern designer, a mechanic, etc.
Internship
Internship is one of the on-the-job training methods. Individuals entering industry in skilled trades like
machinist, electrician and laboratory technician are provided with thorough instruction though theoretical
and practical aspects. For example, TISCO, TELCO and BHEL select the candidates from polytechnics,
engineering colleges and management institutions and provide apprenticeship training. Apprenticeship
training programmes are jointly sponsored by colleges, universities and industrial organisations to provide
the opportunity to the students to gain real-life experience as well as employment. Exhibit presents the
benefits of apprenticeship training.
Most of the Universities and Colleges encourage students for internship as part of the curriculum as it is
beneficial to all concerned.
Advantages of On-the-Job Training:
1. It is directly in the context of job
2. It is often informal
3. It is most effective because it is learning by experience
4. It is least expensive
5. Trainees are highly motivated
6. It is free from artificial classroom situations
Disadvantages of On-the-Job Training:

1. Trainer may not be experienced enough to train or he may not be so inclined.
2. It is not systematically organized
3. Poorly conducted programs may create safety hazards.
Off-the-job Methods
Training Process
On-the-job Methods
oJob Rotation
oCoaching
oJob Instruction
oCommittee Assignments
oApprenticeship
oInternship
Off-the-job Methods
oClassroom Lectures
oAudio-Visual
oSimulation
oVestibule Training
oCase Studies
oRole Playing
oProgrammed Instructions
oOn the Job Methods [MD]
Job Rotation
Mentoring
oOff the Job Methods [MD]
Case Studies
Business Games
Simulation
In-basket Method
Off-the-job training is conducted in a location specifically designated for training. It may be near the
workplace or away from work, at a special training center or a resort Conducting the training away from the
workplace minimize distractions and allows trainees to devote their full attention to the material being
taught- However, off-the-job training programs may not provide as much transfer of training to the actual
job as do on-the-job programs.
Many people equate off-the-job training with the lecture method, but in fact a very wide variety of methods
can be used.
Definitions:
Employee training at a site away from the actual work environment. It often utilizes lectures, case studies,
role playing, simulation, etc. See also on the job training.
www.businessdictionary.com
Off the Job Training Methods
1. Classroom Lectures: under the off the job methods of training, classroom method or lecture method is
well-known to train white collar or managerial level employees in the organisation. under this method
employees are called to the room like that of classroom to give training by trainer in the form of lectures.
This method is effectively used for the purpose of teaching administrative aspects or on management subject
to make aware of procedures and to give instructions on particular topic.
Advantage It can be used for large groups. Cost per trainee is low.
Disadvantages Low interest of employees. It is not learning by practice. It is One-way communication. No
authentic feedback mechanism. Likely to lead to boredom for employees.
2. Audio-Visual: Providing training by way of using Films, Televisions, Video, and Presentations etc. This
method of training has been using successfully in education institutions to train their students in subjects to
understand and assimilate easily and help them to remember forever. New companies have come up for
providing audio visual material for students in their concern subjects. In the corporate sector, mainly in
customer care centres employers are giving training to their employees by using audio visuals material to
teach how to receive, talk and behaviour with the customer.
Advantages Wide range of realistic examples, quality control possible.
Disadvantages One-way communication, No feedback mechanism. No flexibility for different audience.
3. Simulation: the simulation Method of training is most famous and core among all of the job training
methods. in the simulation training method, trainee will be trained on the especially designed equipment or
machine seems to be really used in the field or job. But, those equipment or machines are specifically
designed for training a trainees were making them ready to handle them in the real field or job. This method
of planning is mostly used where very expensive machinery or equipment used for performing Job or to
handle that job.
Example:- The simulation method has been using widely for the purpose of training aeroplane pilots on
aeroplane simulator to make them ready to handle an fly aeroplane. Especially in Air force fighter pilots are
getting trained on the jet fighters simulator. because the cost of aeroplane or jet fighter will be very
expensive, hence employer may not allow directly to get trained on real equipment to avoid damage to
equipment or machine or in sometimes may cause loss of trainee life. To avoid all such risks by the
employer giving training on simulator is safe. (normally simulators for the purpose of training would be
provided by the manufacturer of original equipment).
4. Vestibule Training: - Mostly this method of training will be used to train technical staff, office staff and
employees who deal with tools and machines. Employees learn their jobs on the equipment they will be
using, but the training is conducted away from the actual work floor by bringing equipments or tools to
certain place where training is provided, but not work place. Vestibule training allows employees to get a
full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring
learning to the job.
vestibule training is provided to employees when new or advanced equipment or tools introduced in to the
organisation to do a particular job by using them. For this purpose such equipment is brought to a separate
place to give demonstration and train how to use and that handle it by employees safely.
5. Case Studies: It is a written description of an actual situation in the past in same organisation or
somewhere else and trainees are supposed to analyze and give their conclusions in writing. This is another
excellent method to ensure full and whole hearted participation of employees and generates good interest
among them. Case is later discussed by instructor with all the pros and cons of each option. It is an ideal
method to promote decision-making abilities within the constraints of limited data.
6. Role Playing: During a role play, the trainees assume roles and act out situations connected to the learning
concepts. It is good for customer service and training. This method is also called role-reversal, sociodrama or psycho-drama. Here trainees act out a given role as they would in a stage play. Two or more
trainees are assigned roles in a given situation, which is explained to the group. There are no written lines to
be said and, naturally, no rehearsals. The role players have to quickly respond to the situation that is ever
changing and to react to it as they would in the real one. It is a method of human interaction which involves
realistic behaviour in an imaginary or hypothetical situation. Role playing primarily involves employeeemployer relationships, hiring, firing, discussing a grievance problem, conducting a post appraisal interview,
disciplining a subordinate, or a salesman making presentation to a customer.
7. Programmed Instructions: This involves two essential elements: (a) a step-by-step series of bits of
knowledge, each building upon what has gone before, and (b) a mechanism for presenting the series and
checking on the trainees knowledge. Questions are asked in proper sequence and indication given promptly
whether the answers are correct.
This programme may be carried out with a book, a manual or a teaching machine. It is primarily used for
teaching factual knowledge such as Mathematics, Physics, etc.
8. Management Games With computerized management games, trainees divide into five- or six-person
groups, each of which competes with the others in a simulated marketplace. Each group typically must
decide, for example.
1. how much to spend on advertising.
2. how much to produce,
3. how much inventory to maintain, and
4. how many of which product to produce.
Usually, the game itself compresses a two- or three-year period into days, weeks, or months. As in the real
world, each company team usually can't see what decisions (such as to boost advertising) the other firms
have made, although these decisions do affect their own sales.
Management games can be effective. People learn best by being involved, and the games can gain such
involvement. They help trainees develop their problem-solving skills, as well as to focus attention on
planning rather than just putting out fires. The groups also usually elect their own officers and organize
themselves. This can develop leadership skills and foster cooperation and teamwork.
Advantages of Off-the-Job Training
Trainers are usually experienced enough to train
It is systematically organized
Efficiently created programs may add lot of value
Disadvantages of Off-the-Job Training:
It is not directly in the context of job
It is often formal
It may not be based on experience.
It is expensive.
Trainees may not be much motivated
It is artificial in nature.
Sensitivity training involves such groupings as --T groups (T for training), encounter groups, laboratory training
groups, and human awareness groups are all names usually associated with what is known as sensitivity training.

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in
them social sensitivity and behavioral flexibility.
Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel and think from their own
point of view.
Behavioral flexibility is ability to behave suitably in light of understanding.
Procedure of Sensitivity Training

Sensitivity Training Program requires three steps:
1. Unfreezing the old values -It requires that the trainees become aware of the inadequacy of the old values. This can be done
when the trainee faces dilemma in which his old values is not able to provide proper guidance. The first step consists of a small
procedure:
An unstructured group of 10-15 people is formed.
Unstructured group without any objective looks to the trainer for its guidance
But the trainer refuses to provide guidance and assume leadership
Soon, the trainees are motivated to resolve the uncertainty
Then, they try to form some hierarchy. Some try assume leadership role which may not be liked by other trainees
Then, they started realizing that what they desire to do and realize the alternative ways of dealing with the situation
2. Development of new values - With the trainer's support, trainees begin to examine their interpersonal behavior and giving
each other feedback. The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new
behaviors and values. This process constitutes the second step in the change process of the development of these values.
3. Refreezing the new ones - This step depends upon how much opportunity the trainees get to practice their new behaviors and values at their
work place.
In one way Sensitivity training is the process of developing emotional intelligence, which means "the mental ability an individual possesses enabling
him or her to be sensitive and understanding to the emotions of others as well as being able to manage their own emotions and impulses". [Emotional
intelligence, according to Merriam Webster, "describes the ability, capacity, skill or, in the case of the trait, to identify, assess, and manage the emotions
of one's self, of others, and of groups."] Emotional intelligence enable employees to act according to the situation in the organization faced by him. It
develops the ability to understand others feeling and their mental status and interact accordingly. Conflicts and misunderstandings are mostly raised
because of lack of emotional intelligence possessed by the person which leads to breakup in perception and relationship they main since long time in
organization and effects the productivity of the organization.
Emotional intelligence became a popular study in 1995 when Daniel Goleman published his book, Emotional Intelligence: Why it can matter more than
IQ.
Emotional Intelligence is the ability to recognize and use one's own emotions as well as the emotions of others to help determine what to do (or not to
do). The competencies include...
Emotional Self-Awareness (knowing what you are feeling),
Emotional Self-Management (choosing your emotions - transforming negative emotions into positive emotions),
Emotional Self-Motivation (using positive emotions to persist under pressure),
Empathy (awareness of other's feelings and using that awareness for successful solutions), and
Nurture Relationships (creating a cooperative and collaborative climate)
The ability to stop and transform negative feelings in any given moment helps us to stop much of the stress that we might have otherwise experienced.
Goals
of
Sensitivity
Training
While the emphases, styles and specific goals of the multitude of sensitivity training programs vary, there does seem to be some
consensus as to general goals. These include:
1. Increased understanding, insight, and self awareness about one's own behavior and its impact on others, including the ways in which others
interpret one's behavior.
2. Increased understanding and sensitivity about the behavior of others, including better interpretation of both verbal and nonverbal clues, which
increases awareness and understanding of what the other person is thinking and feeling.
3. Better understanding and awareness of group and intergroup processes, both those that facilitate and those that inhibit group functioning.
4. Increased diagnostic skills in interpersonal and intergroup situations. For the authors, the accomplishments of the first three objectives provide the
basic tools for accomplishing the fourth objective.
5. Increased ability to transform learning into action, so that real life interventions will be more successful in increasing member effectiveness,
satisfaction, output, or effectiveness.
6. Improvement in individuals' ability to analyze their own interpersonal behavior, as well as to learn how to help themselves and others with whom they
come in contact to achieve more satisfying, rewarding, and effective interpersonal relationships.
Different sensitivity programs may emphasize one or more of these goals or may neglect some. However, they are goals that are common to most T
groups.
Outcomes of sensitivity training
The outcomes they depict (self, role, and organization) are only possibilities, and cannot be guaranteed for everyone attending a sensitivity training
program. This is because some participants do not learn or learn very little from a T group experience, others learn some things, and others learn a
considerable amount and variety of things and because programs vary so much in terms of their nature and goals. Possible outcomes are as follows:
Self
1.
Increased awareness of own feelings and reactions, and own impact on others.
2.
Increased awareness of feelings and reactions of others, and their impact on self.
3.
Increased awareness of dynamics of group action.
4.
Changed attitudes toward self, others, and groups; i.e., more respect for, tolerance for, and faith in self, others, and
groups.
5.
Increased interpersonal competence; i.e., skill in handling interpersonal and group relationships toward more productive
and
satisfying relationships.
Role
1.
Increased awareness of own organizational role, organizational dynamics, dynamics of larger social systems, and
dynamics of the change process in self, small groups, and organizations.
2.
Changed attitudes toward own role, role of others, and organizational relationships, i,e., more respect for and willingness
to deal with others with whom one
3.
is interdependent, greater willingness to achieve collaborative relationships with others based on mutual trust.
4.
Increased interpersonal competence in handling organizational role relationships with superiors, peers, and subordinates.
Organization
1.
Increased awareness of, changed attitudes toward, and increased interpersonal competence about organizational
problems of interdependent groups or units.
2.
Organizational improvement through the training of relationships or groups rather than isolated individuals.
Management Development is described as the process from which the managers learn and improve their skills & knowledge not only to benefit
themselves but also their employing organizations.

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Earlier training programmes in industrial organisations were mostly concentrated on improved performance in a particular job. They were intended to
emphasise on learning whatever skill and knowledge necessary for the satisfactory performance of the job. Training were for the most part job holders
in rank and file-positions. With the passage of time organisations are growing and the complexity in the work is also increasing. Now. the role of the
mangers is not as easy as it was earlier. The term manager has been used to mean people at different levels of hierarchy. All those persons who have
authority over the others and are responsible for their activities and for the operation of an enterprise are managers. They have not only to deal with the
staff but also with other outsiders etc.. and have a decided influence on the organisation. Even the corporate chairman, departmental head, personnel
administrator, planner or coordinator is. in fact a manager, although many of them do not supervise others but are on the board of management. So the
title of manager cannot be standardized. It is their actions which are significant. Even a worker may be considered a manager, some times. So a
manager is the dynamic life-giving element in any concern. His caliber and performance will largely determine the success of any enterprise. If any
concern wants to expand, it must attempt to improve the quality of managers, it should introduce imaginative and systematic development schemes for
them. So it can be said that due to the increasing role and its complexities and importance a new word like management development came into
existence. Because the term training seemed inappropriate.
Management Development is a systematic process of training and growth by which managerial personnel gain and apply skill, knowledge, altitude and
insights to manage the work in their organisation effectively and efficiently. In other words.
"Management Development is an educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual
and technical knowledge for general purpose."
Management Development has become very important in todays competitive environment. According to a survey, those companies that align their
management development with tactical planning are more competitive than the companies who are not. It has also been indicated that 80% of the
companies report MDP, compared with 90% that provide executive leadership training. For most of the companies 37% of the training budgets go to
management development and learning programs. Therefore, it is important to consider management development as an important part of
organizational competitiveness.
Some of the reasons behind the management development programs are:
1.
It is managements responsibility of ensuring the success of the organization.
2.
It is the management who deal with people of different background, culture, language, etc.
3.
Mergers and acquisitions, downsizing, etc. are all under managements control.
4.
It is managements responsibility to ensure that the employees obtain the required KSAs to perform the tasks.
5.
It is managements responsibility to ensure that right people is hired for the right job, at the right time for the right place.
6.
Managers job is complex i.e. for the managers understanding the training need is not easy because his training need is determined by how
well his department is meeting its objective and goal.
7.
It is the management who makes decisions on the basis of judgment and intuition.
8.
It is the management that understand the organization, its vision, mission, ethics, values, strategies, capabilities, and how his organization
fits into the industry, and how his behavior will influence people outside the organization
Therefore, managers must be able to get the required knowledge, skills, and attitudes (KSAs) to meet the challenges as soon as they arise.
The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that
management development activities attempt to instill sound reasoning processes.
Objectives of Management Development

The objective of management development is. in general, to improve the quality of managers/executives performance now and in future. Some main
objectives of the management development ore as under:
1.
To develop managers/executives for better performance on their present job or assignment
2.
To provide a steady source of competent persons at different levels so as to meet the future requirements of the organisation.
3.
To enable the managers to understand the problems of the business organisation in so far as they arise out of its policies and system of
control.
4.
To create conditions and a climate which contribute to the growth process.
5.
To replace elderly executives, who have risen from low ranks, by highly competent and academically qualified professionals.
6.
To increase morale of the managers.
7.
To acquire knowledge about the problems of human relations.
8.
To create the second line of defence in the organization so as to meet the emergencies.
9.
To broaden the outlook of the various levels of management especially top management regarding their role, position and responsibilities.
10.
To help the top management to understand the economic, technical and institutional forces in order to solve business problems.
11.
To increase the versatility of the managers
12.
To stimulate creativity in the thoughts of the managers.
13.
To create a sense of inter-departmental coordination among managers.
14.
To indicate how to apply to practical problems the knowledge of the physical and social aspects of business problems and management.
So we can say that management development is an educational process utilizing a systematic and organized procedure by which management
personnel learn conceptual and theoretical knowledge for general purpose. These purpose are (i) Productivity (ii) Quality (iii) Human Resource
Planning (iv) Morale (v) Obsolescence prevention, and (vi) Personnel growth.
Management development method is further divided into two parts:
Techniques for management development

1.
On the Job Methods of Management Development
2.
Off The job methods of Management Development
On the Job Methods [MD]

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
The development of a manager's abilities can take place on the job. The four techniques for on the job development are:
1. COACHING
In coaching the trainee is placed under a senior manager who acts as an guide or coach and teaches job knowledge and skill to the trainee. He
instructs him what he wants him to do, how it can be done etc., and helps him to correct errors and perform effectively. It is just as track coaches who
observe, analyse and attempt to improve the performance of their athletes. This technique of development is quite rewarding. As the managers learn
by doing. It also creates the opportunities for high level interaction and rapid feedback on performance. But this has a limitation also as we cannot
expect that alt excellent managers will be effective coaches. Thus, the effectiveness of this technique relies on the ability of the concerned 'coach'.
According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These
coaches are experts most of the time outside consultants.
A coach is the best training plan for the CEOs because
2.
1.
It is one-to-one interaction
2.
It can be done at the convenience of CEO
3.
It can be done on phone, meetings, through e-mails, chat
4.
It provides an opportunity to receive feedback from an expert
5.
It helps in identifying weaknesses and focus on the area that needs improvement This method best suits for the people at the top because
if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in
finding out the executives specific developmental needs. The needs can be identified through 360 degree performance reviews.
JOB ROTATION
Job-Rotation: It refers to the transfer or movement of executive from one job to another and from one plan to another on some planned basis for
educational learning purposes. Such rotation may continue for a period ranging from 6 months to 24 months. Under this method, the trainees are
rotated over various routine jobs in a department, division or unit before they are due for promotion as managers. The idea behind this is to give them
the required diversified skills and a broader outlook, which are very important at the upper management levels. It also increases the inter-departmental
cooperation and helps in reducing the monotony of the work. This also helps in turning the specialist into generalists. Under this job rotation can be
either horizontally or vertically. Vertical rotation is nothing more than promoting a worker into a new position. Horizontal job transfer can be made on a
planned basis or on a situational basis. The main advantage of job rotation is that it permits a greater understanding of other activities within the
company. People are prepared more rapidly to accept greater responsibility, especially at upper levels. Further ability and talent of each manager are
best tested, so the enterprise can secure his best utilization in the emergency period.
But this is not free of drawbacks. Due to this developmental costs increase. It upsets the routine system of the concern itself. An extensive rotation
programme can result in having a vast number of employees shifted in a position where their job knowledge is very limited. And even though there may
be significant long-term benefits from the programme.
Benefits of Job Rotation
Some of the major benefits of job rotation are:
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 attitudes (KSAs) required
3.
It determines the areas where improvement is required
4.
Assessment of the employees who have the potential and caliber for filling the position
3.
MENTORING
Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of
how the organization goes to achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The
executive can learn a lot from mentoring. By dealing with diverse mentees, the executive is given the chance to grow professionally by developing
management skills and learning how to work with people with diverse background, culture, and language and personality types.
Executives also have mentors. In cases where the executive is new to the organization, a senior executive could be assigned as a mentor to assist the
new executive settled into his role. Mentoring is one of the important methods for preparing them to be future executives. This method allows the
mentor to determine what is required to improve mentees performance. Once the mentor identifies the problem, weakness, and the area that needs to
be worked upon, the mentor can advise relevant training. The mentor can also provide opportunities to work on special processes and projects that
require use of proficiency.
Some key points on Mentoring
4.
Mentoring focus on attitude development.
Conducted for management-level employees.
Mentoring is done by someone inside the company.
It is one-to-one interaction.
It helps in identifying weaknesses and focus on the area that needs improvement.
JOB INSTRUCTION TECHNIQUE(JIT)
Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.
Procedure of Job Instruction Technique (JIT)
JIT consists of four steps:
Plan This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that
documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the
process might miss few things. Therefore, a structured analysis and proper documentation ensures that all the points are covered in the
training program. The second step is to find out what the trainee knows and what training should focus on.
Then, the next step is to create a comfortable atmosphere for the trainees i.e. proper orientation program, availing the resources,
familiarizing trainee with the training program, etc.
Present In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the
trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the
procedure while emphasizing the key points and safety instructions.
Trial This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant
feedback. In this step, the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a
function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps
the trainee by questioning and guiding to identify the correct procedure.
Follow-up In this step, the trainer checks the trainees job frequently after the training program is over to prevent bad work habits from
developing.
Off the Job Methods [MD]

Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Off the job methods of Management Development
There are many management development techniques that an employee can take in off the job. The few popular methods are:
1. CASE STUDIES
Case Studies try to simulate decision-making situation that trainees may find at their work place. It reflects the situations and complex problems faced
by managers, staff, HR, CEO, etc. The objective of the case study method is to get trainees to apply known concepts and ideologies and ascertain new
ones. The case study method emphasize on approach to see a particular problem rather than a solution. Their solutions are not as important as the
understanding of advantages and disadvantages.
Procedure of the Case Study Method
1.
The trainee is given with some written material, and the some complex situations of a real or imaginary organization. A case study may
range from 50 to 200 pages depending upon the problem of the organization.
2.
A series of questions usually appears at the end of the case study.
3.
The longer case studies provide enough of the information to be examined while the shorter ones require the trainee to explore and
conduct research to gather appropriate amount of information.
4.
The trainee then makes certain judgment and opines about the case by identifying and giving possible solutions to the problem.
5.
In between trainees are given time to digest the information. If there is enough time left, they are also allowed to collect relevant information
that supports their solution.
6.
Once the individuals reach the solution of a problem, they meet in small groups to discuss the options, solutions generated.
7.
Then, the trainee meets with the trainer, who further discusses the case.
Case Study method focuses on:
Building decision making skills
Assessing and developing Knowledge, Skills and Attitudes (KSAs)
Developing communication and interpersonal skills
Developing management skills
Developing procedural and strategic knowledge
2. BUSINESS GAMES METHOD

Under this, scheme an atmosphere is created in which the participants play a dynamic role. Usually management games consist of several teams
which represent competing groups. Each team consists of 2 to 6 persons.
Each team has to make discussion and to arrive at decisions concerning such as production; pricing, research expenditure. The participants are
assigned such roles as Managing Director, General Manager etc. They make decisions affecting price level, production volume and inventory levels
etc. These business games are intended to teach trainees how to take management decisions in an integrated manner. The results of their decisions
are then compared by a computer programme. The participants learn by analyzing problems and by making trial and error method.
3. EQUIPMENT SIMULATORS
Equipment simulators are the mechanical devices that necessitate trainees to use some actions, plans, measures, trials, movements, or decision
processes they would use with equipment back on the their respective work place.
This is the technique of working up a real thing, in which a situation is created and attempt is to made to make it resembled to the actual situation. So a
duplicate atmosphere but like original sense is created. Trainees are assigned different roles in that situation and they
The literature on socio-technical approaches to organizational development provides guidelines for the design or redesign of tools. Human Resource
professionals involved in propose of simulators and their pre-testing should engage those who will be using the equipment and their supervisors. Their
input can help in reducing the potential resistance, errors in the equipment and more importantly, it also increases the degree of reliability between the
simulation and the work setting.
Equipment simulators can be used in giving training to:
1.
2.
3.
4.
5.
6.
7.
8.
Air Traffic Controllers

Taxi Drivers
Telephone Operators
Ship Navigators
Maintenance Workers
Product Development Engineers
Airline Pilots
Military Officers
4. IN-BASKET TECHNIQUE
In this method, each team of trainees is given the different files of correspondence of the business problems. These are also called business papers
like memoranda, reports and telephone messages and other general papers which come across the table of the manager. The trainees are asked to
study them, analyse them and make their comments on the file.
Procedure of the In-basket Technique
In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role.
The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period.
After all the trainees complete in-basket, a discussion with the trainer takes place.
In this discussion the trainee describes the justification for the decisions.
The trainer then provides feedback, reinforcing decisions made suitably or encouraging the trainee to increase alternatives for those made
unsuitably.
This technique focuses on:
Building decision making skills
Assess and develops Knowledge, Skills and Attitudes (KSAs)
Develops of communication and interpersonal skills
Develops procedural knowledge
Develops strategic knowledge
5. SENSITIVITY TRAINING/ T group training

Sensitivity training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity
and behavioral flexibility.
Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel and think from their own point of view.
Behavioral flexibility is ability to behave suitably in light of understanding.
Procedure of Sensitivity Training

Sensitivity Training Program requires three steps:
1. Unfreezing the old values It requires that the trainees become aware of the inadequacy of the old values. This can be done when the trainee
faces dilemma in which his old values is not able to provide proper guidance. The first step consists of a small procedure:
a.
b.
c.
d.
e.
f.
An unstructured group of 10-15 people is formed.

Unstructured group without any objective looks to the trainer for its guidance
But the trainer refuses to provide guidance and assume leadership
Soon, the trainees are motivated to resolve the uncertainty
Then, they try to form some hierarchy. Some try assume leadership role which may not be liked by other trainees
Then, they started realizing that what they desire to do and realize the alternative ways of dealing with the situation
2. Development of new values With the trainers support, trainees begin to examine their interpersonal behavior and giving each other feedback.
The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new behaviors and values. This process
constitutes the second step in the change process of the development of these values.
3. Refreezing the new ones This step depends upon how much opportunity the trainees get to practice their new behaviors and values at their work
place.
Training Process
On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Apprenticeship
o Internship
Off-the-job Methods
o Audio-Visual
o Simulation
o Case Studies
o Role Playing
Job Rotation
Mentoring
Case Studies
Business Games
Simulation
In-basket Method
Executive development is the whole of activities aimed at developing the skills and competencies of those that (will) have executive positions in
organisations. While "executive" and "manager" and "leader" are often used interchangeably, "executive" is commonly used to signify the top 5% to
10% of the organization. Similarly, "development" and "training" and"education" are often used as synonyms, however "development" is generally seen
as the more encompassing of the three in terms of activities that build skills and competencies.
While it is typical to find organizations that have dedicated corporate training & development people and processes, it is not always the case that an
organization will have a dedicated executive development set of activities. In some organizations (typically large multi-nationals), there is a separate
executive development team, in other organizations executive development is handled as one of many activities by the larger corporate training group,
and in yet other scenarios there is no executive development activity to speak of.
In contrast to other corporate training & development activities, which have as their core purpose to build tactical skills for employees, executive
development plays a different role for the organization. Indeed some executive development is conducted for the purpose of building tactical skills
(sometimes referred to as "hard skills" such as business fundamentals- finance, marketing, operations and also "soft skills" such as communication and
team building), yet executive development is also used to evaluate future potential future executives as well as a mechanism for the CEO and the
executive team to cascade their strategies, goals, and even elements of the culture to the rest of the management team and ultimately the
organization. In the best of cases, executive development not only helps an organization execute its key strategies, it can also help provide input to the
strategy creation process. In this way, executive development is much more strategic than typical corporate training & development which is used for
most employees of an organization.
While executive development continues to become enriched by many approaches, one approach, adult development and its subfield Positive Adult
Development is beginning to create opportunities for what has been essentially reserved for academic research to become an increasing part of
executive practices.

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Training and development

Training & Development

Employee Training Introduction

Need and benefit of Training

Advantages Of Training Programme

3 Employee Training Tips For Managers

o On the Job Methods [MD]

Job Instruction Technique

o Off the Job Methods [MD]

considered as more of retention tool than a cost. The training system in

The principal objective of training and development division is to make sure

Individual Objectives help employees in achieving their personal goals, which

Organizational Objectives assist the organization with its primary objective

Functional Objectives maintain the departments contribution at a

Societal Objectives ensure that an organization is ethically and

Employee Training Introduction