Training:

Training is the process of increasing the knowledge & skills of an employee for doing a particular job.
Provides the workers to gain technical knowledge & to learn new skills to do specific jobs. Designed to bring about changes in specific knowledge, skills, attitudes & behaviour. Meets the goals of both the organization as well as those of the employees. Job - Oriented Process.

Development:
Development means overall growth of an employee in all respects. Shapes the attitude of the employees. Known as Management Development as its provides new learning experiences to managerial employees. Career Oriented Process.

Difference B/w Training & Development

Training Development

Job Oriented Process. Imparts technical skills. Focus on skills &

Career Oriented Process. Imparts managerial

knowledge of employees for doing a particular job. Directed towards nonmanagement personnel. Present-focussed ,shortrun.

skills. Focus on overall growth & development of the employees. Directed towards managerial personnel. Future-focussed, Longrun.

Purpose Of T & D:
Skills Updating

Performance Improvement

Purposes of Training & Development

Solving Organization Problems

Opportunitie s for Personal Growth

Preparation for Promotion

Benefits of T & D:
Benefits of Training & Development

Organizational Benefits Increased Efficiency & Profitability Reduced Employee turnover Enhanced Productivity

Customer Benefits Better quality of Products & Services

Employee Benefits

Improved Performance
Increase in employability Enhanced Motivation Job becomes more rewarding Opportunity for upward mobility in the firm

Makes employees more accountable

Reasons for T & D:

Advances in technology Mergers & Acquisitions

Reasons
Employee Mobility Re-structuring

Work Redesign

HRM Approaches to T & D:

Contingent approach Human capital approach

HRM Approaches

Strategic framework

Linkage Between Business Strategy & Training

Types of Business Strategy
Defender (compete on the basis of low price & high quality)

Characteristics

HRM Requirements
Skill Specialization Emphasis on production & finance functions

Staffing & Training Practices

Skill Type Staff & train for narrow skills Staff & train for production & finance functions

Limited Product line Capital intensive technology Emphasize on technical efficiency Long-term perspective Functional Structure Division of Labour

Build skills

Skill Source Internal staffing High amount of training In-house training

Prospector (compete on the basis of new markets & new products)

Diverse product lines Multiple technologies Emphasize product/market innovation Rapid Growth Decentralized structure Low formalization

Skill flexibility Emphasis on marketing/sales & on R & D Buy skills

Skill Type Staff & train for broad skills

Staff & train for marketing research & development Skill Source External Staffing
Low amount of training External training when required

Process Of Training & Development:

ORGANIZATIONAL GOALS & OBJECTIVES

Training Needs Assessment

Organizational Analysis Job/Task Analysis Person Analysis Need for T & D Programme Design & Development Training goals & objectives Selection of trainees & trainers Selection of T & D methods Implementation Evaluation of training programme Pre-training Evaluation Intermediate Evaluation Post-training Evaluation Reactions Learning Behaviour Results

Special Forms Of T & D:

Orientation Training

Training for Leadership skills

Special Forms

Team Training

Training for Global Assignments

New Developments in T&D:

New Developments

Technology Based Training

CompetencyBased to Development

Computer Based Training

E-Training (web based training)

Competency Assessment

Competency Mapping

Conclusion