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Manpower Training and Development

Training and development refers to imparting skills, knowledge, and abilities to employees. It is an ongoing process that aims to improve employee performance and adjustment to changes. Assessing training needs is important to identify performance gaps and determine the appropriate remedies like training, feedback, or job changes. Effective training design considers the trainees, trainers, methods, content, and principles of learning. Implementation of training programs requires organizing logistics, scheduling, and conducting the planned activities.

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Joginder Grewal
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812 views

Manpower Training and Development

Training and development refers to imparting skills, knowledge, and abilities to employees. It is an ongoing process that aims to improve employee performance and adjustment to changes. Assessing training needs is important to identify performance gaps and determine the appropriate remedies like training, feedback, or job changes. Effective training design considers the trainees, trainers, methods, content, and principles of learning. Implementation of training programs requires organizing logistics, scheduling, and conducting the planned activities.

Uploaded by

Joginder Grewal
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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M A N P O W ER TR A IN IN G

A N D D EV ELO P M EN T
Training and Development refers to the
imparting of specific skills , abilities &
knowledge to an employee.
Training improves the performance &
behavior of a person. It is a never ending
& a continuous process.

It is any attempt to improve current or

future employee performance by


increasing an employees ability to perform
through learning usually by changing the
employees attitude or increasing his or her
skills & knowledge. The need for training &
development is determined by the
employees performance deficiency
computed as : Standard Performance-Actual
Performance=Training and Development

Role ofTraining
1. Less accidents
2. More Knowledge
3. Easy with the handling of machines
4. Reduce wastage & Scrap
5. Less turnover & Absenteeism
6. More Productivity
7. Low Supervision
8. High Morale
9. Cost Reduction
10. Better quality of work and product
11 Increase Profitability
12 Helps employees adjust to change
13 Helps eliminate fear in attempting new tasks
14 Increase the skills
15 Improve labour management relation

Training vs. development


Learning
dimensions
Meant for
Focus

Training

Development

Operatives

Executives

Current

Current

Scope

Individual

job

and
future jobs
Work

Goal

Initiated

Fix

current
skills

group+
organization
future work
demands

by
manageme

Training vs. development


Learning
dimensions

Training
Specific

Development
job

Content

related
information

Time

immediate

frame

General

knowledge

Long

term

Training Process
ORGANISATIONAL
OBJECTIVES & STRATEGIES
ASSESSMENT OF TRAINING
NEEDS
ESTABLISHMENT OF
TRAINING GOALS
DESIGNING TRAINING
PROGRAMME
IMPLEMENTATION OF
TRAINING PROGRAMME
EVALUATION OF RESULTS

N eed Assessm ent


Its diagnoses present problems &

future challenges to be met through


training & development. Organization
spend vast sum of money on training
& development before committing
such huge resources, organization
would do well to assess the training
needs of their employees. Without
need assessment of T&D there are
some errors.

Perform ance D iscrepancy


Performance Discrepancy
Yes
Is it worth fixing
Yes
KSA
Deficiency

Yes
Choose

Reward /
Punishment ,
Incongruenc
e
Yes

Appropriate

Remedy
Job Aid
Training
Practice
Change the Job
Transfer or
Terminate

Change
Contingenci
es

Inadequate
Feedback
Yes
Provide proper
feedback

Obstacles in
the System
Yes
Remove
Obstacles

M ethods Used in Training N eeds


Assessm ent
Performance Appraisal
Work Sampling
Interviews
Questionnaire
Attitude Survey
Training Progress
Rating Scales

O bjectives ofTraining

Better quality of work


Higher productivity
Cost reduction
High morale
Reduced supervision
Less learning period
Personal growth
Fewer accidents
Brings loyalty

D ESIG N IN G TRAIN IN G & D EVELO PM EN T


PRO G RAM M E
WHO ARE THE
TRAINEES
WHO ARE THE
TRAINERS
WHAT METHODS &
TECHNIQUES
WHAT SHOULD BE THE
LEVEL OF TRAINING
WHAT ARE THE
PRINCIPLES OF
LEARNING
WHERE TO CONDUCT
THE PROGRAMME

D ESIG N IN G TRAIN IN G & D EVELO PM EN T


PRO G RAM M E

Who are the trainees: Trainees should be selected

on the bases of self nomination, recommendations


of supervisors or by the HR department itself.
Who are the Trainers: Training and development
programmes may be conducted by several
people, including the following:
Immediate supervisors
Coworkers, as in buddy systems,
Members of the HR staf
Specialists in other parts of the company.
Outside consultants
Industry associations and
Faculty members at universities

D ESIG N IN G TRAIN IN G & D EVELO PM EN T


PRO G RAM M E
Methods and techniques of training: A
multitude methods of training are used to
train employees. These methods are:
1. Lectures
2. Audio Visuals
3. On-the-job Training
4. Programmed Instruction (PI)
5.Computer-Assisted Instruction
6. Simulation
7. Case Study
8. Role Playing

O n-the-Job Training
On-the-job training (OJT) refers to new

or inexperienced employees
learning through observing peers or
managers performing the job and
trying to imitate their behavior.

C oaching
Coaching refers to the activity of a

coach in developing the abilities of


coaches or clients.
Coaching methods includes both
theoretical and practical sections.
Where motivational speeches are
done theoretically, workshop,
seminars come under practical
methods.

Job instruction training


Step by step structured training method in

which a trainer
(1) prepares a trainee with an overview of
the job its purpose, and the results desired,
(2) demonstrates the task or the skill to
the trainee,
(3) allows the trainee to mimic the
demonstration on his or her own
(4) employee does the job independently
(5)follows up to provide feedback and
help.

Job rotation
Job rotation is an approach to management

development where an individual is moved


through a schedule of designed to give him
or her a breadth of exposure to the entire
operation.
Job rotation is also practiced to allow qualified
employees to gain more insights into the
processes of a company, and to reduce
boredom and increase job satisfaction & skill
enhancement through job variation.

O ffthe job training


Of the job training involves employees

taking training courses away from their place


of work. This is often also referred to as
"formal training".

Of the job training courses might be run by

the business' training department or by


external providers.
- Use of specialist trainers and
accommodation
- Employee can focus on the training - and
not be distracted by work

Vestibule training
Vestibule training is a type of training

center using a vestibule, a small area


away from the actual worksite, consisting
of training equipment exactly duplicating
the materials and equipment used on the
job.
The purpose of vestibule training is to
reproduce an actual work setting and
place it under the trainer's control to allow
for immediate and constructive feedback.
Training vestibules are useful because they
allow trainees to practice while avoiding

lecture
Training is basically incomplete without lecture.

When the trainer begins the training session by


telling the aim, goal, agenda, processes, or
methods that will be used in training that means
the trainer is using the lecture method
Main Features of Lecture Method:

Inability to identify and correct


misunderstandings
Less expensive
Can be reached large number of people at
once
Knowledge building exercise
Less efective because lectures require long
periods of trainee inactivity

R ole P lays
Trainees act out characters assigned

to them.
Information regarding the situation is
provided to the trainees.
Focus on interpersonal responses.
Outcomes depend on the emotional
(and subjective) reactions of the other
trainees.
The more meaningful the exercise,
the higher the level of participant

R ole P lays
Trainees act out characters assigned

to them.
Information regarding the situation is
provided to the trainees.
Focus on interpersonal responses.
Outcomes depend on the emotional
(and subjective) reactions of the other
trainees.
The more meaningful the exercise,
the higher the level of participant

Film s/Video Presentations


Content for the training experience comes

primarily from a videotape or computerbased program.


Interest of the audience can be

maintained by showing them audio visuals


Easy to handle and explain
Provides a lot of content to talk about

D ESIG N IN G TRAIN IN G & D EVELO PM EN T


PRO G RAM M E

What should be level of training: The next question in

designing the training & development programme is to


decide the level of learning. As was pointed out earlier, the
inputs passed on to trainees in training and development
programmes are education, skills, and the like.
There are three basic level at which these inputs can be
taught. At the lowest level, the employee or potential
employee must acquire fundamental knowledge. This
means developing a basic understanding of a fixed and
becoming acquainted with the language concepts and
relationships involved in it. The goal of next level is skill
development, or acquiring the ability to perform in a
particular skill area. The highest level aims at increased
operational proficiency. This involves obtaining additional
experience and improving skills that have already
developed

D ESIG N IN G TRAIN IN G & D EVELO PM EN T


PRO G RAM M E
Learning principles: Training and development
programmes are more likely to be efective
when they incorporate the following principles
of learning:
1. Motivation
2. Recognition of Individual diferences
3. Practice opportunities
4. Feedback
5. Goals Seeting
6. Schedule of learning
7. Meaning of material
8. Transfer of learning

D ESIG N IN G TRAIN IN G & D EVELO PM EN T


PRO G RAM M E
Where to conduct the programme: A

final consideration is where the training


and development programme is to be
conducted. Actually, the decision comes
down to the following choices:
1. At the job itself
2. On site but not the job: Fro exp. In a
training room in the company.
3. Of the site: Such as in a university or
college classroom, hotel or a
conference centre

Im plem entation oftraining Program m e


Once the training programe has been designed, it need to be
implemented. Implementation is beset with certain
problems. In the first place, most managers are actionoriented and frequently say they are too busy to engage in
training eforts. Secondly, availability of trainers is a
problem. In addition to possessing communication skills, the
trainers must know the companys philosophy, its objectives,
its formal and informal organizations and the goals of
training programme.
Programme implementation involves action on the following
Lines:
1. Deciding the location and organizing training & other
facilities.
2. Scheduling the training programme.
3. Conducting the programme.
4. Monitoring the progress of trainees.

Evaluation ofthe Program m e


Evaluation helps determining the results

of training & development program.


Training evaluation provides the data

needed to demonstrate that training does


provide benefits to the company.

Need for evaluation

To determine the accomplishment of

specific training objective


To determine the Cost efectiveness
To determine the Program failure
To determine the Correcting
performance deficiencies
Any Change in trainee capabilities
are due to training & not due to any
other condition

Importance of Training
Evaluation
Improved quality of training activities
Improved ability of the trainers to

relate inputs to outputs


Better discrimination of training
activities between those that are
worthy of support and those that
should be dropped
Better integration of training offered
and on-the job development
Better co-operation between trainers
and line-managers in the

How to make training more


efective
Management should commit itself to

allocate major resources and adequate


time to training.
Training should contribute to
competitive strategies of the firm.
Training should be done at all levels on
a continue and ongoing basis.
Their should be proper linkage among
organizational, operational and
individual training needs.
Create a system to evaluate the
efectiveness of training.

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