TYPES OF

TRAINING

TYPES OF TAINING
1.
2.
3.
4.
5.
6.
7.

Induction or Orientation Training

Job Training
Safety Training
Promotional Training
Refresher Training
Remedial Training
Internship Training

INDUCTION/ORIENTATION
Introducing a new employee to the organization
and its procedures, rules and regulations.
Every new employee needs to be made familiar
with his job, his superiors and subordinates and
with the rules and regulations of the
Organization.
It is short and informative
Given immediately after recruitment
Eg. Induction programme at the Marriot Hotel is
a two day event which includes - Presentation
Sessions and Interaction with Top management,
games, team building approach etc.

ORIENTATION

The primary reason for orientation programs is

that the sooner employees know basic
information related to their job, the sooner they
can become productive.
It

also reduces their nervousness and uncertainty,

and leads to more satisfaction so they are less likely
to quit

Orientation training is used to develop a positive

attitude in employees.
The

time spent conducting a session shows that the

organization values the new employees.

USE OF HANDBOOK

Employee Handbook: A document that

describes an organizations
conditions for employment

(such as attendance, behavior on the job, performance

of duties),

policies

regarding employees

(time off, hours of work, benefits),

administrative

procedures

(filling out timesheets and travel expense reports),

and

related

matters.

JOB TRAINING
To increase the knowledge and skills of an
employee for improving performance on the job.
It may include
Informing about machine and its handling
Process of production
Methods to be used
The purpose is to reduce accidents, waste, and
inefficiency in performance

SAFETY TRAINING
Training provided to minimize accidents and
damage to the machinery
It involves instruction in the use of safety devices
and in safety consciousness.

PROMOTIONAL TRAINING
It involves training of existing employees to
enable them to perform higher level jobs.
Employees with potential are selected and are
given training before their promotion.

REFRESHER TRAINING
Also called Retraining
Purpose is to acquaint the existing employees
with the latest methods of performing their jobs
and improve their efficiency further i.e. to avoid
personnel obsolescence
It is essential because To relearn
To keep pace with the technological changes in
the field
When newly created jobs are given to existing
employees

REMEDIAL TRAINING
To overcome the shortcomings in the behavior
and performance of old employees
It may include unlearning certain inappropriate
methods and techniques
Should be conducted by Psychological experts

INTERNSHIP TRAINING
Under this educational or vocational institutes
enter in an arrangement with an industrial
enterprise for providing practical knowledge to
its students
The organization providing the training may even
absorb the candidates post training
Eg Engineering and MBA students undergo such
training

TRAINING AT INFOSYS

Infosys Technologies Limited, one of Indias

biggest IT & software companies provided IT
services, solutions and consultation globally and
employed over 49,000 employees worldwide
Infosys has remained successful over the years in
keeping the attrition rate lower as compared to
the industry average and has been recognized
world over for its efforts in training its employees.
The 14 week rigorous training module for
freshers which Infosys conducts at Infosys U, one
of the largest corporate training centers in the
world has been described. The training module
encompasses both technical and soft skills
training and gears the fresher for a challenging
career.

INFOSYS TRAINING

Infosys imparts continuous training to its

employees based on specific requirements as they
progress in their career paths. It was rated as the
Best Employer in India in 2001 and 2002 by
leading Indian business magazines and as the
worlds best in employee training and
development by The American Society for
Training and Development for consecutive three
years 2002, 2003 & 2004. These and various such
recognitions have been the testimony of Infosyss
commitment towards its employees.

THE GLOBAL BUSINESS

FOUNDATION SCHOOL: INFOSYS
TRAINING PROGAMME

The American Society for Training and Development

(ASTD) has rated Infosys Technologies Ltd as the
world's best in employee training and development.
The Global Business Foundation School is a
structured programme to enhance technical and
behavioural competencies of fresh engineering
graduates.
The one-year programme equips freshers for the
challenging software career ahead of them.

CONT.

"The programme requires participants to

integrate technology, methodology, people and
process elements. In addition to technical
courses, fresh entrants are exposed to courses on
communication skills, interpersonal skills,
management development and quality systems to
absorb the company's corporate culture

SIEMENS TRAINING PROGRAMS

. In keeping with this dynamic development, the
educational activities of Siemens Aktiengesellschaft-a universal electrotechnical enterprise
with general offices in Munich and 300 000
employees in more than 100 countries-have been
replanned and fundamentally reorganized.
General and staff-oriented knowledge is
administered by central or corporate education
departments; product or line-oriented knowledge
is administered by decentralized or regional
departments.

Proposals for desired courses of study are

solicited from both supervisory and nonsupervisory personnel. Education centers in
Erlangen and Munich and one management
center are presently under construction or in the
planning stages.
The current investment in training of some
10,000 future employees amounts to 22-million
dollars per year.
50 000 employees are currently enrolled in intracompany post-experience education programs,
encompassing approximately 3-million
enrollment hours and outlays of 18-million
dollars per year.

METHODS OF TRAINING
ON THE JOB TRAINING

The development of a managers abilities can

take place on the job. The four techniques for onthe job development are:
COACHING
MENTORING
JOB ROTATION
JOB INSTRUCTION TECHNIQUE (JIT)

COACHING
Coaching is one of the training methods, which is
considered as a corrective method for inadequate
performance.
A coach is the best training plan for the CEOs
because
It is one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through emails, chat
It provides an opportunity to receive feedback
from an expert
It helps in identifying weaknesses and focus on
the area that needs improvement

MENTORING
Mentoring is an ongoing relationship that is
developed between a senior and junior employee.
Some key points on Mentoring
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 ROTATION

This approach allows the manger to operate in diverse roles and

understand the different issues that crop up.

Benefits of Job Rotation

Some of the major benefits of job rotation are:

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
Identification of Knowledge, skills, and attitudes (KSAs) required
It determines the areas where improvement is required
Assessment of the employees who have the potential and calibre
for filling the position

JOB INSTRUCTION TECHNIQUE (JIT)

Job Instruction Technique (JIT) uses a strategy

with focus on knowledge (factual and procedural),
skills and attitudes development.

MOTOROLA CASE STUDY

The innovative training programs of Motorola turned
training into a continuous learning process. In the 1980s,
the training initiatives of the company culminated in the
setting up of the Motorola Education and Training
Center, an exclusive institute to look after the training
and development requirements of Motorola's employees.
The institute was later elevated to the status of a
university - Motorola University - in 1989. These training
experiments became such a resounding success that
employee productivity improved year after year and
quality-wise Motorola's products became synonymous
with perfection.

MOTOROLA CONT
Leading companies all over the world visited
Motorola's headquarters to study the highperformance work practices of the company. They
discovered that Motorola's success was built on
the strong foundations of corporate-wide learning
practices and that Motorola University was the
cornerstone of corporate learning.
In recognition of its excellent training and
development practices, the American Society for
Training and Development (ASTD) named
Motorola the Top Training Company'