Cdr Vijay Pratap Singh

Adjunct Professor, E&TC

TCET
 Training

“Training is expensive. Without

training it is more expensive”
What is
Training?
 WHAT IS TRAINING ?
⦿ Training is the formal and systematic modification of
behavior through learning which occurs as a result of
education, instruction, development and planned
experience.

⦿ Training is the act of increasing the knowledge and

skills of an employee for doing a particular job and
development involves the growth of employees in all
respect.

⦿ Training helps the employee in learning job skills

whereas development shapes attitude of the employee.
 MEANING OF TRAINING CONTD.

⦿ Training is an organized activity for increasing the

technical skills of the employee to enable them to do
particular jobs efficiently.

⦿ Training is equally important for the existing as well as

new employees.

⦿ It enables the new employee to get acquainted with

their jobs and also increase the job-related knowledge
and skills

⦿ It’s a short term process

NEED FOR
TRAINING
TRAINING ?
 WHY T&D ?

Training :
Helps the employees to do their
current jobs.

Development :
Helps the individual to handle future
responsibilities
 NEED FOR TRAINING

⦿ Higher Productivity
⦿ Quality Improvement
⦿ Reduction of learning time
⦿ Industrial Safety
⦿ Reduction of Turnover and absenteeism
⦿ Technology Update
⦿ Efficient Management
TRAINING
OBJECTIVES
 OBJECTIVES OF TRAINING

⦿ To provide job related knowledge to the workers

⦿ To bring about change in the attitude of workers
towards fellow workers, supervisor and the
Organization
⦿ To Improve the productivity of the workers and the
organization
⦿ To Prepare workers for promotion to higher jobs
by imparting them advanced skills.
⦿ To make the workers handle materials, machines
and equipment efficiently and thus to check
wastage of time and resources.
TRAINING
BENEFITS
BENEFIT OF TRAINING
 BENEFIT OF TRAINING TO THE
ORGANIZATION
⦿ Economy in operations
⦿ Greater Productivity
⦿ Increases Profitability
⦿ Uniformity of Procedures
⦿ Systematic Imparting of skills
⦿ Creation of Inventory of skills
⦿ Less Supervision
⦿ Higher Morale
⦿ Develops Organization culture & Climate
 BENEFIT OF TRAINING TO THE
WORKERS

⦿ Acquisition of New Skills

⦿ Higher Wages
⦿ Industrial Safety
⦿ Preparation for Promotion
⦿ Versatile Utility
⦿ Higher Morale
IMPORTANCE OF T&D
TRAINING IN
CORPORATE
 TRAINING @ TCS

⦿ In TCS there is ILP, the Initial learning programme

for 23 days at their main 6 training centers that is
Induction.
⦿ There is exams in between and their performance will
affect their salary.
⦿ Tata Consultancy Services launched its science-to
software training program in the Chennai.
⦿ Thereafter the trainees will be absorbed into any of the
company’s services depending on their Performance
 TRAINING @ INFOSYS
⦿ In Infosys the recruits are divided into
computer background and non computer
background.

⦿ Training is in their Mysore campus and it is of

16 weeks.

⦿ At the end of training they have comprehensive

exams and their performance will affect their
salary
 TRAINING @ WIPRO
⦿ In WIPRO the training is 3 step

⦿ First month is the fundamental readiness

program

⦿ Second month is project readiness program

⦿ 3rd month is real time lab, where they need to

do a project
TRAINING
MODELS
SYSTEM MODEL TRAINING
 INSTRUCTIONAL SYSTEM
DEVELOPMENT MODEL (ISD) MODEL
 TRAINING
VS DEVELOPMENT
 Training Vs Development
BASIS FOR
TRAINING DEVELOPMENT
COMPARISON

Meaning Training is a learning Development is an

process in which educational process in
employees get an which the personnel of
opportunity to the organization get the
develop skill, chance to learn the in
competency and depth application of
knowledge as per the theoretical knowledge for
job requirement. their overall growth.

Term Short Term Long Term

Focus on Present Future

 Training Vs Development
BASIS FOR COMPARISON TRAINING DEVELOPMENT

Concentrated towards Job Career

Instructor Trainer Self

Objective To improve the To prepare employees

work for future challenges.
performances of
the employees.
Number of Individuals Many Only one

Aim Specific job Conceptual and

related general knowledge
EMERGING
TRENDS
 EMERGING TRENDS IN TRAINING
AND DEVELOPMENT
Computer assisted training

Computer based training

Active Learning

Roles as a Trainer

Influence of e-Learning

Adaptive Learning

Integrating learning and development into organisational strategy

Behavioural Changes
EMERGING TRENDS IN TRAINING
AND DEVELOPMENT

Real use of training experts

Trainees’ Motivation and Timely Counseling for better

result

Competency Mapping

Comfort level Training

Social Networking

Create own learning devices

EMERGING TRENDS IN TRAINING
AND DEVELOPMENT

Demand for Mobile-Learning

Technology based methods:

Creation of cloud based platforms

Performance Consulting

Gamification techniques for training

Organisations are becoming more transparent

TRAINING
METHODS
 TRAINING METHOD
A large variety of techniques are used in every business.
Even within one organization different methods are used
for training different people.

All the methods are divided into two categories:

⦿ ON THE JOB TRAINING METHODS
⦿ OFF THE JOB TRAINING METHODS
 ON THE JOB TRAINING
⦿ Under these method, new and inexperienced
employees learn through observing peers or
managers performing the job and trying to imitate
their behavior.
⦿ Employees learn in the real work environment and
gain experience dealing with the tasks and
challenges that they will meet during a normal
working day. training is given on the same
machines and experience would be on already
approved standards, and above all the trainee is
learning while earning.
 ON THE JOB TRAINING METHOD

1) COACHING
⦿ One to one training (an experience staff to trainee)
⦿ Quickly identifies the weak areas and tries to focus
on them
⦿ Theory to practical
⦿ In India, most of the scooter mechanics are trained
only through this method
 ON THE JOB TRAINING METHOD

2)MENTORING
⦿ Each trainee is allocated to an established member
of staff who acts as a guide and helper
⦿ Focus is to develop personal attitude
⦿ A mentor usually offers more personal support
than a coach
⦿ One to one interaction, like coaching
 ON THE JOB TRAINING METHOD

3)JOB ROTATION
⦿ Members of staff rotate roles or tasks so that they
gain experience of a full range of jobs.
⦿ Rotation not only makes a person well acquainted
with different job, but it also reduce or alleviates
boredom and develop harmonious relationship
with a number of people
 ON THE JOB TRAINING METHOD
4) JOB INSTRUCTIONAL TECHNIQUE
⦿ Step by step (structured) on the job training method where:
a)Trainer prepare trainee with an overview of the job, its purpose and
the result desired,
b)Demonstrate the task and skill to the trainee
c)Allow the trainees to demonstrate themselves
d)Follows up to provide feedback and help
e)Learning material in written or learning machines through a series
called ‘frames’
⦿ Valuable for educators as it help:
To deliver step by step instruction
To know when the learner has learned
To be more conscientiousness in the working environment
 ON THE JOB TRAINING METHOD

5)APPRENTICESHIP
⦿ Direct learning from the experts or under the direct
supervision of their master for long period or a
specific period of time
⦿ Serve as an apprentices and the objective is make
the trainee all round skilled men
⦿ Expensive and no guarantee from the trainee as to
serve the organization that he was trained
⦿ Paid remuneration according to the apprentice
agreement.
 ON THE JOB TRAINING METHOD

6)UNDERSTUDY
⦿ Superior gives training to subordinate as his/her
understudy like an assistant to a manager or
director (in a film)
⦿ Subordinate learn through observation and
experience by participating in handling day to day
problems.
ADVANTAGES OF ON THE JOB TRAINING
⦿ Generally most cost-effective
⦿ Employees are actually productive
⦿ Opportunity to learn while doing
⦿ Training alongside real colleagues

DISADVANTAGES OF ON THE JOB TRAINING

⦿ Quality depends on ability of trainer and time available
⦿ Bad habits might be passed on
⦿ Learning environment may not be conducive
⦿ Potential disruption to production
 OFF THE JOB TRAINING
⦿ Provided away from the immediate workplace or is
conducted separate from the job environment
⦿ study material is supplied
⦿ There is full concentration on learning rather than
performing, and there is freedom of expression
⦿ This might be at a specialist training Centre or at a college
or at a company’s own premises.
⦿ This type of training can be particularly useful for
developing transferable skills that can be used in many
different parts of the business.
⦿ It may be used for example, to train employees in the use of
new equipment and new methods or to bring them up to
date with changes in the law.
 OFF THE JOB TRAINING METHOD
1)LECTURE AND CONFERENCES
⦿ Traditional and direct method of instruction
⦿ Every training programme starts with lecture and
training, verbal presentation for large audience
⦿ Lecture have to be motivating and creating interest
among the trainees
⦿ The speaker must have considerable depth in the
subject
⦿ In the colleges and universities, lectures and
seminars are the most common methods used for
training.
 OFF THE JOB TRAINING METHOD
2)VESTIBULE TRAINING
⦿ The workers are trained in a prototype
environment on specific jobs in a special part
of the plant.
⦿ After training, the workers may be put on a
similar jobs in the actual work shop
⦿ During the Second World War II, this method
was used to train a large number of workers in
a short period of time.
⦿ It prevents trainees to commit costly mistakes
on the actual machines.
 OFF THE JOB TRAINING METHOD
3) SIMULATION EXERCISES
⦿ Simulation is any artificial environment exactly similar
to the actual situation.
⦿ four basic simulation techniques used for imparting
training: management games, case study, role playing,
and in-basket training.
i)Management games:
⦿ Helps candidate practical applicability of the subject.
⦿ Help to ingrain thinking habits, analytical, logical and
reasoning capabilities, importance of team work, time
management, to make decisions lacking complete
information, communication and leadership
capabilities.
ii)Case study:
⦿ Bridging the gap between theory and practice by
allowing the application of theoretical concepts to be
demonstrated
⦿ Encourage active learning, provides an opportunity for
the development of key skills such as communication,
group working and problem solving, and increases the
trainees” enjoyment of the topic and hence their desire
to learn.
iii)Role playing:
⦿ The steps involved in role playing include defining
objectives, choose context & roles, introducing the
exercise, trainee preparation/research, the role-play,
concluding discussion, and assessment.
⦿ Each trainee takes the role of a person affected by an
issue and studies the impacts of the issues on human
life and/or the effects of human activities on the
world around us from the perspective of that person.
⦿ It help student to deal with complex problems with
no single “right” answer and to use a variety of skills
beyond those employed in a typical research project.
 OFF THE JOB TRAINING METHOD
4)SENSITIVITY TRAINING
⦿ Also known as laboratory or T-group training
⦿ About making people understand about themselves and
others reasonably, which is done by developing in them
social sensitivity and behavioral flexibility
⦿ It reveals information about his or her own personal
qualities, concerns, emotional issues, and things that he
or she has in common with other members of the group
It comprises of three steps:
1.Unfreezing the old value
2.Development of new value
3.Refreezing the new one
 OFF THE JOB TRAINING METHOD
5)TRANSACTIONAL ANALYSIS
⦿ It provides trainees with a realistic and useful method
for analyzing and understanding the behavior of others.
In every social interaction, there is a motivation
provided by one person and a reaction to that
motivation given by another person.
⦿ This motivation reaction relationship between two
persons is known as a transaction. Transactional
analysis can be done by the ego (system of feelings
accompanied by a related set of behaviors states of an
individual).
There are three type of ego state
a)Child:
⦿ It is a collection of recordings in the brain of an
individual of behaviors, attitudes, and impulses which
come to him/her naturally from his/her own
understanding as a child. The characteristics of this ego
are to be spontaneous, intense, unconfident, reliant,
probing, anxious, etc. Verbal clues that a person is
operating from its child state are the use of words like “I
guess”, “I suppose”, etc. and non verbal clues like,
giggling, coyness, silent, attention seeking etc.
b)Parent:
⦿ It is a collection of recordings in the brain of an
individual of behaviors, attitudes, and impulses
imposed on her in her childhood from various
sources such as, social, parents, friends, etc.
⦿ The characteristics of this ego are to be
overprotective, isolated, rigid, bossy, etc. Verbal
clues that a person is operating from its parent states
are the use of words like, always, should, never, etc.
and non-verbal clues such as, raising eyebrows,
pointing an accusing finger at somebody, etc.
c)Adult:
⦿ It is a collection of reality testing, rational behavior,
decision making, etc. A person in this ego state verifies,
updates the reaction which she has received from the
other two states. It is a shift from the taught and felt
concepts to tested concepts.
 Simulation Exercise Method
⦿ Simulators are a group of training devices of varying degrees of
complexity that model the real world.
⦿ They range from simple paper mock-ups of mechanical devices to
computerized creations of total environments.
⦿ In fact, some argue that case-study, role-play and a host of other
methods can be brought under the category of simulation.
⦿ The advantage of simulation methods is that they improve the
possibility of learning without damaging the equipments or human life
or facing the numerous risks involved in actual performance.
⦿ For example, most of traffic rules, signals and procedures of driving
could be taught in a park that resembles main road or through a video
game featuring car or two wheeler driving. Piloting planes are taught
using more complex simulations.
⦿ The methods are indirect but could also be expensive. The method calls
for a certain level of grasp and information processing capability and
transfer of learning on the part of the trainees.
 Role-Play Method
⦿ Role is a set of expectations around a given position and is
determined by the role partners.
⦿ Roles are always reciprocal and described in pairs such as
trainer-trainee, buyer-seller, interviewer-interviewee and so on.
⦿ Playing roles would entail practical problems like inter-role
conflicts, intra-role dilemmas, role overloads and role under loads.
As a result of these hurdles, role confusion ensues. In order to be
trained to perform roles, trainees must attain role clarity.
⦿ This may involve negotiation among the role senders and role
receivers with regard to their expectations with counter
expectations upon one another. Participants in role-play method are
required to respond to specific problems and expectations of
people that they might actually encounter in their jobs.
⦿ Role-playing is often used to teach such skills as interviewing,
negotiating, grievance handling, performance appraisal, and buying
and selling and effective communication. It promotes healthy
human relations skills among people.
 Case study Method
⦿ It is a written down, narrative description of a real situation or incident
relating to an organization and its business, depicting any problem that
participants could face in their employment.

⦿ Participant trainees are required to propose any number of viable

solutions or decisions that match the variables represented in the case.
Case study can be interest creating and thought stimulating for the
participants.

⦿ It helps to develop analytical, reasoning and problem-solving skills of

the participants. As it shows and reduces gaps in understanding, a
holistic understanding of reality is made possible through case study
method. It also helps to reemphasize messages provided during lectures,
group discussions and other methods.

⦿ The disadvantage of the method might be the difficulty in drawing

adequate number of stimulating cases that actually represent the real life
situations of the trainees.
 Management Games Method
⦿ Games are used as a training tool, than as mere pastimes or amusement. Trainees
are divided into teams and are given common tasks on which they would be
competing to arrive at decisions, and then jointly implementing and evaluating
the decisions taken with regard to the games.

⦿ For example, blocks of wood would be supplied to every team and one of the
members would be blind-folded with a piece of cloth. The person would have to
arrange the blocks one above the other, as per the instructions and guidance of the
other members.

⦿ As they set on to reach greater target heights, the rewards would also grow
exponentially. This game is used to bring out the nuances of teamwork,
leadership styles and communication patterns exhibited by the members while
playing the game.

⦿ The demerits of the method are that, at times, games might result in lack of
seriousness in some trainees and that the learning is indirect and slow. But it helps
to convey messages in a non-threatening and fun-filled manner.
Outward Bound Training (OBT) Method
⦿ As part of OBT, managers and other staff members meet and
cohabitate as teams at unfamiliar wilderness out of the workplace
and away from the hustles and bustles of daily life, where they
would live in cabins or tents for a certain number of days.

⦿ They test their survival skills and learn about their own
personality and hidden potentials for creativity, cooperation and
leadership.

⦿ Participants get opportunities to learn their limits and capabilities.

Participants irrespective of their official position and seniority
would have to learn to be natural in their behaviour and get rid of
masks worn in an office situation.

⦿ It is an expensive method and the learning might not be

transferable to others or to other situations.
 Vestibule Training Method
⦿ This kind of training takes place away from the production area on equipment that
closely resembles the actual ones used on the job.

⦿ It is a type of off-the-job training in which employees get training in a realistic

job setting but in a location different from the one in which they would be
working.

⦿ For example, a group of lathes may be located in a training centre where the
trainees will be instructed in their use.

⦿ The method is used frequently for training typists and bank tellers, among others.
The word ‘vestibule’ means entrance. Thus vestibule training serves to facilitate
full-fledged entry into job.

⦿ A primary advantage of vestibule training is that it removes the employee from

the pressure of having to produce while learning. Disturbance of production or
supervisor during training is minimized. The disadvantages include the extra
investment on equipment and additional persons to be employed as trainers.
 Apprenticeship Training Method
⦿ It combines classroom instructions with on-the-job training. It is a
method in which trainees at a novice stage called ‘apprentices’, work
under the guidance of skilled, licensed instructor and receive lower pay
than workers.

⦿ The method is a combination of education and employment and is aimed

at preparing workforce with certain levels of qualification to meet the
growing needs of the industry.

⦿ The method develops special skills like mechanical, electronic, tailoring,

etc. Apprenticeship is traditionally used in skilled jobs, such as those of
plumber, carpenter, machinist and printer. The extensive nature of the
training assures quality outputs, though time consumed is long.

⦿ Employees recruited from the apprenticeship program are expected to hit

the ground running, implying that they would have to start performing
with efficiency. But uniform duration of apprenticeship training does not
permit slow learners to reach the levels of mastery like others.
 Personal Coaching Method
⦿ It is an on-the-job approach in which a manager has the
opportunity to teach an employee, usually his immediate
subordinate, on a one-to-one basis.

⦿ Coaching is helping self and others gain new perspectives

their intentions and behaviours, to understand what’s
possible and how to access inner resources such as
motivation, commitment, passion, etc. as a coach, the
supervisor gently confronts employees with their
shortcomings and makes suggestions for corrective actions.

⦿ The supervisor is also alert to encouraging good

performance. Coaching is considered to be one of the most
effective management development techniques. Constant
guidance makes the trainee learn quickly.
 Mentoring Method
⦿ Mentoring is an on-the-job approach to training in which the trainee is
given an opportunity to learn on a one-to-one basis from more
experienced members of the organization.

⦿ The mentor is usually an older, experienced executive who serves as a

host, friend, confidant and advisor to a new member of the firm. The
mentor is given the charge of protecting and responsibility of helping the
new employee.

⦿ The relationship may be formally planned or it may develop informally.

For mentoring to be productive, the parties’ interests must be compatible
and they must understand each other’s learning styles and personalities.

⦿ If mentors form overly strong bonds with trainees, unwarranted

favouritism might result. A highly successful mentor-protégé
relationship might create feelings of jealousy among other colleagues
who are not able to show equally good results out of the mentoring
process.
 Job Rotation Method
⦿ This method of training involves the shifting of trainees from one job to another
so as to widen their exposure and enable them to obtain a general understanding
of the totality of the organization.

⦿ Besides helping them to overcome boredom, job rotation permits direct

interaction with a large number of individuals within the organization, thereby
facilitating future working relationships. The method should be used at sufficient
gaps to permit the development of a strong degree of expertise in the trainee in an
assigned position.

⦿ Care should be taken by the organization to ensure that work efficiency does not
suffer when a few trainees are rotate into new jobs where they would be taking
time to learn and perform. There could be some disadvantages of using the
method of Job Rotation.

⦿ Trainees have to be prepared to face contrasting styles of operation and standards

that vary according to superiors. Some trainees might feel more like visiting
casual observers in the departments than being a part of the workforce, which
would negate the purpose of job rotation. Employees who are looking for more
challenging assignments might feel frustrated when asked to perform different
kinds of simple jobs at the same level.
 Computer-Based Training (CBT) Method
⦿ CBT is a technology-driven training method that takes full advantage of
the speed, memory and data manipulation capabilities of the computer
for greater flexibility of instruction. It involves the trainee sitting in front
of a computer terminal rather than listening to an instructor.

⦿ Learning is enhanced through presentations combining automation,

stereophonic sound, full motion video and graphics. Increased speed and
decreased dependence on instructor are the strengths of this method.
Computer-Managed Instructions (CMI) is a system that automatically
generates and scores tests, tracks trainees’ performance and prescribes
activities for students.

⦿ An orderly, step-by-step manner is possible by using this method. As

additional advantages, CBT allows reuse of the program for any number
of time and allows for varying time for fast and slow learners.

⦿ But CBT method cannot reduce the learner’s anxiety and fear, which can
be done only by a trained instructor. CBT is well suited for teaching facts
but is less useful for teaching human skills or changing attitudes.
 Internship Method
⦿ Internships involve placing young college and university students
in temporary jobs in which they can earn while they learn, with
no obligations towards any regular employment from the side of
the employer or from the trainee.

⦿ Such an arrangement enables to provide a fresher the

much-needed exposure to an organization and also to determine
the person organization fit.

⦿ Students divide their attention between academic activities and

practical work assignments, which help them to internalize the
theory and practices.

⦿ However, care must be taken to prevent the whole process from

getting reduced to the fulfilment of merely an academic
requirement rather than being treated as a stepping-stone towards
an illustrious career.
 CLASSROOM LECTURE METHOD
⦿ Most commonly used, simple, cost effective and conventional method.

⦿ Timesaving because it covers maximum number of people in a short period of time.

⦿ It involves a speech by the instructor with very limited discussions.

⦿ Clear and direct methods of presentation.

⦿ Weaknesses- lecture time is more than the normal human attention span of fifteen minutes
and the contents of the lecture could be easily forgotten.

⦿ Since the method does not provide for active participation on the part of the trainees, the
extent of take-home learning is not to be known clearly.

⦿ Moreover, lecture might be useful only if the presentation is made skillfully. While lecture is
a useful method in so far as information dissemination is the objective, it has not been highly
successful in modifying human behavior or in building commitments in the audience’s
minds. An improvisation of this method is the lecture-cum-demonstration method in which
the lecturer reemphasizes a skill or information by displaying the same in action.
 Group Discussion Method
⦿ Used to knowledge and attitudinal development of trainees.
⦿ Sets of people examine several empirical studies to find out commonalities to
derive the underlying general principles.
⦿ They then combine their ideas and focus their attention on a given problem at a
time, speaking from multiple points of view within a group.
⦿ An instructor is optional, while a leader is necessary in this method.
⦿ The various advantages of the method are that more ideas can be generated
from each session.
⦿ Moreover each member gets an opportunity to present one’s own ideas and get
feedback from members of the same group.
⦿ Peer pressure and commitments made to groups serve to ensure adherence to
decisions jointly taken in the group. As a precaution, care must be taken to
secure the participation of all members and make sure that a few members do
not pre-determine the course of discussions or dominate the whole
proceedings.
CASE STUDY : TRAINING AND
DEVELOPMENT AT INFOSYS
Infosys technologies: training for retaining 68
 ADVANTAGES OF OFF THE JOB
TRAINING
⦿ A wider range of skills or qualifications can be obtained
⦿ Can learn from outside specialists or experts
⦿ Employees can be more confident when starting job

DISADVANTAGES OF OFF THE JOB

TRAINING
⦿ More expensive – e.g. transport and accommodation
⦿ Lost working time and potential output from employee
⦿ New employees may still need some induction training
⦿ Employees now have new skills/qualifications and may
leave for better jobs
DEVELOPMENT
DEVELOPMENT V/S TRAINING

For the most part, the terms "training" and "development" are used together to describe the
overall improvement and education of an organization's employees.

However, while closely related, there are important differences between the terms that center
around the scope of the application.

In general, training programs have very specific and quantifiable goals, like operating a
particular piece of machinery, understanding a specific process, or performing certain
procedures with great precision.

Developmental programs, on the other hand, concentrate on broader skills that are applicable to a wider
variety of situations, such as decision making, leadership skills, and goal setting.
Development

As the word suggests, it is progress i.e. a growth or success over a period of time.

For a business, it can be expansion and diversification and for an individual may
be a promotion or a salary hike
Why is it needed?

If you think training is expensive, try

IGNORENCE !!
Why is it needed?

⦿ It is acknowledged as one of the determinants for organizational

success having a direct impact on its economical benefits.

⦿ For organizations, making available such techniques to their

managers helps the company to hold on to their prized employees.

⦿ It also helps the organization to serve their customers better.

⦿ The productivity of the managers as well as employees increases.

⦿ Leadership and risk taking ability of the manager is enhanced,

making the overall working environment of an organization,
challenging.

⦿ It helps in exploring skills of a manager and the employees which

were till now not active or unresponsive.
 A Need to establish or update
development objectives

Conduct Self Assessment: Interests, Values, Likes & dislikes

Gather input fro Peers and management on strengths & Weaknesses.

Review current job performance.

Have you been Research other

Do you want or
in your current YES YES positions in the
should you
position long organization and
consider other
enough to make determine required
job
a significant skills, aptitudes and
opportunities?
contribution? knowledge.

NO NO
Understand long term (1-3 years) direction of business, organization, function, or project.

Determine how you current job may change in the future and what new skills, abilities, and aptitudes will be
needed.

Write development plan

 Write development plan.

Employee and supervisor finalize development plan.

Pursue development opportunities.

Review progress.

If necessary,
make NO Objectiv
adjustment to e met?
the plan.

YES

Individual or organizational success!

Establish a new
development plan.
DEVELOPMENT
METHODS
Sensitivity Training or T Group Training
or Laboratory training Method
⦿ It is a set of experiences in unstructured agenda-less groups designed to make people aware
of themselves (self-insight), their immediate situation and their own impact on others.

⦿ Unlike many other programs, T-groups are concerned with the real problems existing within
the group itself.

⦿ People are helped to become more responsive to others’ sensitivities and work more
harmoniously and responsibly together by encouraging them to interact freely and actively.

⦿ The members are enabled to recognize group dynamics and diagnose human relationship
problems. The participants are encouraged to communicate thoughts and feelings with each
other in an open, unstructured, warm and honest manner than is typically done in the usual
work or social situation.

⦿ A beneficial outcome of the method is that participants find better means of behaviour for
effective interpersonal relationships without the aid of power or authority over others. The
method has to be used carefully as people may resent negative feedback and show anger in
response. People have to be first prepared well to accept criticism in a constructive manner
so that conflicts could be managed properly.
 In-Basket Training(IBT) Method
⦿ IBT is a method where the trainee is required to examine a basket full of papers and files
relating to his area of work and make recommendations on problems contained in them.

⦿ This method is meant for trainees in a managerial level to improve their decision-making and
problem-solving abilities.

⦿ This is a form of simulation training designed around day to- day business situations and
hence is transferable to the job experiences.

⦿ The participant is usually asked to establish priorities for and then handle a number of office
papers, such as memoranda, reports, telephone messages and emails that would typically
cross a manager’s desk.

⦿ The method has at least two main stages. At the outset, the participant starts by working
through the case within a specified time limit all by himself without discussing the details
with anyone. Subsequently, other participants analyse and discuss the questions of who’s,
which’s, how’s, what’s, where’s, why’s and when’s of each decision or step. The merits of
this method include the best of traditional case study at the same time combining the
refinements to allow greater flexibility, realism and involvement.
⦿ The emphasis here is to understand things thoroughly, which is an opportunity too rarely
presented during busy working days. It is done in a permissive atmosphere of experimenting
and learning, rather than within the confines of a boss subordinate relationship.
 Work Shadowing Method
⦿ This training method is chosen while preparing a second-line leader to take up the
role of the headship, in which case, the candidate could not benefit by sending
them to any other formal training program.

⦿ The best way to be trained for a future executive position would be through direct
participant observation of the crucial events that take place in the present
incumbent’s work life.

⦿ The trainees are made to remain in the company of the role model whose work is
to be learnt by the trainees.

⦿ Trainees learn the intricacies of a job of high level, by physically being in the
presence of the job-holder. Closely following the styles of working permits
greater degree of learning besides helping the trainee to imbibe the values and
principles adhered to by the model.

⦿ Yet, care needs to be taken to avoid situations wherein trainees are not warmly
welcomed and are seen by supervisors in the department as obstacles to their
routines.
 Programmed Instruction Method (PIM)
⦿ PIM provides instruction without the face-to-face intervention of an instructor.

⦿ To ensure a sequential approach to learning, instructions are designed in such a

way that all future learning depends on acquisition and retention of previous
learning.

⦿ With this method, information is broken down into small portions called ‘frames’.
The learner reads each frame in sequence and responds to questions designed to
verify learning.

⦿ Based on the answers given by the trainees they are provided with immediate
feedback on response accuracy. If the learners have got all the answers right, they
proceed to the next frame. If not they repeat the frame.

⦿ Primary features of this approach are immediate reinforcement and the ability of
learners to proceed at their own pace. Programmed instructions may be presented
in a book or in computers.
 Large Scale Interactive Events (LSIE)
Method
⦿ The method has a lot of unique advantages when compared to other methods.

⦿ First, this method stresses upon the sharing of expertise by all the participants, unlike other
methods where the instructor supplies most of the inputs and might even look down upon
trainees as people who are ignorant or unskilled in the topic being covered.

⦿ LSIE is based on the belief that all the participants, by virtue of being in their job for a
certain period of time, possess some degree of expertise that need to be shared and combined
with that of others.

⦿ Second advantage is that this method transcends the limitation of other methods in terms of
the number of people who could be trained per batch. The major advantage of this method is
that a group as large as 300 – 400 members could be trained simultaneously without losing
the effectiveness of other training methods. The third advantage is the use of group
processes. While the trainer limits his role with a brief but inspiring presentation to stimulate
thinking of the participant, the methods paves way for active involvement of all the
participants who are assigned various roles such as sub-group leader, recorder, summarizer,
presenter etc. A fourth advantage of the LSIE is that the group emphasizes on extensive
on-the-spot documentation of viewpoints expressed by people. Finally, the method
culminates in the entire large group addressing to the common issues. At this stage, priority
is to be set on areas of intervention and a plan of action is drawn and accepted based on
voting by members, thereby building commitment of all the participants to implement the
agreed upon plans. A disadvantage of the method could be that it requires a lot of volunteers
to assist the proceedings.
 Behaviour Modelling Method
⦿ This method involves emulation of behaviour from a reference group or
a role model whose behaviour is shown live before the trainees or by
using videotapes or Compact discs (VCD).

⦿ The method entails recording and producing events or situations with

clear descriptions in order to cover certain subjects. The footage could be
viewed, reviewed and discussed to enhance learning quality.

⦿ The advantages of using this method are many. Many events and
discussions can be put on one tape or CD. It is a handy method for small
firms that cannot afford more expensive approaches. It is particularly
helpful for first-line supervisors.

⦿ Observing a powerful model in the audio-visual form could help learn

activities like mediating during conflict situations, handling customer
complaints and grievances. The challenges involved in using the method
include the high level of one-time production costs in the initial stage.
Moreover, projectors and other expensive gadgets would be required
along with continuous power supply.
 Development Centre Method
⦿ This method is designed based on the structure, styles and contents of
assessment centres used to assess the potential of an individual to meet
the demands of a higher-level managerial position.

⦿ Multiple facilitators observe the members performing multiple tasks

according to multiple criteria, using multiple methods.

⦿ However, the difference in development centres is that they focus their

attention on helping to improve the potential of the persons participating
in the sessions.

⦿ This method of training is found effective in building leadership,

decision-making, goal setting and counselling skills in experienced
trainees.
 DEMERITS OF DEVELOPMENT
METHODS
⦿ The chief demerits of the coaching methods are as follows:

⦿ The trainer may impose upon the trainees his work habits, ideas, beliefs, and
methods of doing the work. Coaching method, therefore, has a tendency to
perpetuate the current management styles and practices rather than promoting
innovative styles.

⦿ The effectiveness of coaching methods depends on the ability of the trainer. If the
trainer is inexperienced, possesses pseudo-knowledge, and follows dogmatic
principles, there would not be any use of coaching the trainee executives.

⦿ Coaching method would be effective if the superior has extraordinary

communicative skills, and if he provides a common platform for exchanging the
ideas with the trainee executives without becoming too comment, and if he has the
capacity to stimulate the executives to learn and practice the work
⦿ Demerits of understudy method:

⦿ If a wrong person is selected as ‘understudy’ (due to favoritism or any

other factor) there are opportunities for sizable errors which may turn out
to be costly to the entire organization.

⦿ The understudy may be picked up by the superior and in this process the
may exhibit favoritism; this may promote the tendencies of sycophancy
and perpetuation of the existing practices of in-breeding.
Job rotation suffers from the following defects:

⦿ Job rotation may result in over-centralization; inflexibility and inefficiency.

⦿ Job rotation has the disadvantages of a ‘musical chairs game’ because it leaves
behind some executives who are not at all rotated and some are constantly rotated
either by virtue of their cleanness to their bosses or by their intelligence. This may
lead to class-struggles between the executives who are rotated and those who are
not.

⦿ Job rotation may involve frequent transfers which may upset the executive’s
organizational, family, and home life.

⦿ Job rotation may also result in certain dysfunctional behaviors in terms of jealousy,
cleavage, non-cooperation, friction within the departments, etc.

⦿ To make job rotation effective, executives who are rotated or. different jobs should
be educated to view the change as an opportunity for genuine learning and
experience.
The chief disadvantages of the in-basket method are:

⦿ The in-basket method may discourage original ideas because the ideas of an
executive may be turned down by the group a whole.

⦿ The solutions prescribed by the group of executives may not be accepted by

the top management and hence the entire exercise may become redundant
and unnecessary.
 FEW SURPRISING EMPLOYEE DEVELOPMENT
STATISTICS

⦿ As one of the top three non-financial motivators, 76% of employees want

opportunities as career growth.

⦿ Many studies have found that certain non-financial motivators can be just as
effective, if not more, than monetary rewards. Employees are looking for
learning and development offerings that will help them on their professional
journey in the long run.

⦿ 25% of employees would be more satisfied at work if they were given the
opportunity to do what they do best.
 FEW SURPRISING EMPLOYEE DEVELOPMENT
STATISTICS [CONT…]
⦿ The thing that many managers seem to instantly forget once they get
that corner office is that employees want to be good at what they do,
they want to succeed in their position. The problem is usually that they
aren’t given the tools or opportunities to do so. Learning, development
and training are all great ways to help employees reach their full
potential.

⦿ Training and development spend has risen by 15% in the last year
alone.

⦿ In fact, training spend has risen by about 25% since the tail end of the
recent economic recession. That is a pretty serious trend in corporate
spending, especially when you consider that training is known as one of
the most discretionary spends in business. Employers are beginning to
search for innovative ways to attract quality talent, bridge the skill gap
and give employees a reason to stay –employee development is it.
 FEW SURPRISING EMPLOYEE DEVELOPMENT
STATISTICS [CONT…]
⦿ Research tells us that over 70% of learning on the job occurs informally. Tweet that stat.

⦿ We think that’s great! We also think informal learning needs a formal edge to ensure that
processes and practices remain aligned with organizational goals. Simple practices that don’t
inhibit learning, but guide it, like 360 reviews, a great talent management program and total
performance transparency.

⦿ 40% of employees who receive poor job training leave their positions within the first year.

⦿ These employees cited lack of skills training and development as the main reasons they chose
to voluntarily leave their positions. Put simply, training and development efforts are seen by
employees as an investment in them. It’s a “no-duh” in leadership that rewards and recognition
are powerful motivators, but it’s a lesser-known fact that employee development is in high
demand as a motivator.
 COMPANY PROFILE
⦿ Infosys Limited formally Infosys Technologies is an
Indian global technology services company
headquartered in Bangalore.
⦿ Infosys is ranked 27 in the list of top companies of
India in Fortune India 500 list in 2011. It has offices in
29 countries and development centers in many
countries.
⦿ Infosys had 145,088 employees of 85 nationalities as on
December 31, 2011.
⦿ Infosys provides business consulting, technology,
engineering and outsourcing services to help clients in
over 30 countries.
 Training and Development initiatives are
available at each milestone and cover the
following-

⦿ Technical training by Education & Research

department:
Entry-level technical training program, which is for a
duration of 14 weeks. This program has been certified
by educationists as being equivalent to a BS program
in the US. The Education & Research (E&R)
department at Infosys offers a variety of training
programs on a regular basis for Middle level
employees as well.
⦿ Quality Process Training:
Infosys has a strong focus on quality processes
and methodologies. This training is tailored to
the role that one is playing ie. Software
Engineer, Programr Analyst, Project Managers etc
infosys technologies: training for retaining 96
Personal Effectiveness and Managerial
Programs:
Programs to enhance the managerial
capabilities and leadership abilities, to enable
better customer satisfaction, achieve
organizational vision and create high performing
multicultural teams.
infosys technologies: training for retaining 98
ILI: The Infosys Leadership System:

The Infosys Leadership System (ILS) and the Infosys

Leadership Institute (ILI) address the issue of
sustained growth in general and creates a formal
and committed system for developing leadership
capabilities in Infoscions.
The most significant attribute of the Infosys
leadership development model is its partnership
approach with the other groups in Infosys and the
ownership of the entire process by the top
management in what is termed as the ‘Internal
Synergy Model’. ILI is based at a world-class
physical infrastructure, in Mysore, India.
 Technology Performance
Focus

Driving
Personal Work Change
Effectiveness

People Business

Developing
Customer
Leaders
Partnering
Teamwork

Creating Positive Organizational

Work Environment Savvy

INFOSYS LEADERSHIP SYSTEM

infosys technologies: training for retaining 100
 INFRASTRUCTURE - INFOSYS
⦿ The education and research center housed
in the company’s headquarters in
Bangaluru can train 1000 software
engineers simultaneously.

⦿ It comprises fully equipped classrooms,

labs with video – conferencing units,
individual faculty rooms and a 30,000
square foot library with a capacity of
10,000 books.
 RESULT AND EFFECT
⦿ Golden Peacock National Training Award
(GPNTA)
Year-2009
Category-Employer
For-Training Design
⦿ Year- 2006
For- IT Sector

⦿ Reduction in HR turnover