Training and Development

1. Objectives
2. Need
3. Process
4. Challenges and Methods
5. Evaluation of Training Program
6. Introduction to Career and Succession Planning
Training Objectives
Need for training
• :

    1.    New candidates who join an organization are given training. This training
familiarize them with the organizational mission, vision, rules and regulations and the
working conditions.

    2.    The existing employees are trained to refresh and enhance their knowledge.

    3.    If any updations and amendments take place in technology, training is given to
cope up with those changes. For instance, purchasing a new equipment, changes in
technique of production, computer implantment. The employees are trained about use
of new equipments and work methods.

    4.    When promotion and career growth becomes important. Training is given so that
employees are prepared to share the responsibilities of the higher level job.
Challenges of Training

• 1. The frantic pace of personnel planning

• If work, family life and a number of other demands reduce employee
energy, there is a risk that training will only cause more stress. Worse still,
interfering with employees’ personal time with training sessions is a sure
way to approach (and even annoy) training.
• 2. A distributed workforce
• The constant increase in teleworking and the decentralization of the
workforce have created new challenges in education and training.
• Training can be very difficult for geographically dispersed employees:
Misunderstandings are common and cultural differences can even lead to
inconsistent training. For example, some cultures are less comfortable in
online forums than others.
• 3. Different learning habits
• Whether you are training 20 or 2,000 learners, it is essential to take into
account the learner’s preferences and habits in order to avoid any further
training problems.
• The current workforce includes at least three generations, all of whom
have a radically different relationship with technology. Thus, your training
will necessarily be less effective if all employees are expected to have the
same technical knowledge or levels of knowledge and learning habits.
• 4. Lack of commitment
• Engagement is important at three levels: cognitive, emotional and
behavioral. In the absence of these three elements, low knowledge
retention, passive learning and lack of engagement contribute to the
challenges of training and development.
• Moreover, behavior change is impossible without a commitment to
learning. In addition, when training does not seem relevant or necessary,
most learners mentally and emotionally “check” and resist engagement.
• 5. Training that is not relevant
• Many training programs are too generic and not customized enough for
specific roles or skills. Unfortunately, generic training can strain learners’
time and patience by forcing them to engage in content that is simply not
relevant to them. You can bet that this leads to other training challenges.
• 6. Expenses, expenses, and expenses
• The animation, the equipment, the renting of the premises and the time
costs of the collaborators (these hours add up!) make the training an
expensive business.
• Training budgets are usually modest, while training needs are always high.
What contributes even more to the challenges of education and training is
the fact that travel and software costs must also be taken into account when
budgets are tight.
On-the-job training methods are as follows:
1. Job rotation:

This training method involves movement of trainee from one job to another gain knowledge and
experience from different job assignments. This method helps the trainee under­stand the problems of
other employees.

2. Coaching:

Under this method, the trainee is placed under a particular supervisor who functions as a coach in
training and provides feedback to the trainee. Sometimes the trainee may not get an opportunity to
express his ideas.
3. Job instructions:

Also known as step-by-step training in which the trainer explains the way of doing the
jobs to the trainee and in case of mistakes, corrects the trainee.

4. Committee assignments:
A group of trainees are asked to solve a given organizational problem by discussing the
problem. This helps to improve team work.

5. Internship training:

Under this method, instructions through theoretical and practical aspects are provided
to the trainees. Usually, students from the engineering and commerce colleges receive
this type of training for a small stipend.
2
. Off-the-jobMethods:
On the job training methods have their own limitations, and in order to have the overall
development of employee’s off-the-job training can also be imparted. The methods of training which
are adopted for the development of employees away from the field of the job are known as off-the-
job methods.

The following are some of the off-the-job techniques:

1. Case study method:

Usually case study deals with any problem confronted by a business which can be solved by an
employee. The trainee is given an opportunity to analyse the case and come out with all possible
solutions. This method can enhance analytic and critical thinking of an employee.
2. Incident method:

Incidents are prepared on the basis of actual situations which

happened in different organizations and each employee in the training
group is asked to make decisions as if it is a real-life situation. Later
on, the entire group discusses the incident and takes decisions
related to the incident on the basis of individual and group decisions.
3. Role play:
In this case also a problem situation is simulated asking the employee to assume
the role of a particular person in the situation. The participant interacts with other
participants assuming different roles. The whole play will be recorded and trainee
gets an opportunity to examine their own performance.

4. In-basket method:
The employees are given information about an imaginary company, its activi­ties
and products, HR employed and all data related to the firm. The trainee (employee
under training) has to make notes, delegate tasks and prepare schedules within a
specified time. This can develop situational judgments and quick decision making
skills of employees.
5. Business games:
According to this method the trainees are divided into groups and
each group has to discuss about various activities and functions of an
imaginary organization. They will discuss and decide about various
subjects like production, promotion, pricing etc. This gives result in
co-operative decision making process.
6. Grid training:
It is a continuous and phased programme consisting of 6 stages.
Grid Training
7. Lectures:
This will be a suitable method when the numbers of trainees are quite
large. Lectures can be very much helpful in explaining the concepts and
principles very clearly, and face to face interaction is very much possible.

8. Simulation:
Under this method an imaginary situation is created and trainees are
asked to act on it. For e.g., assuming the role of a marketing manager
solving the marketing problems or creating a new strategy etc.
9. Management education:
At present universities and management institutes gives great emphasis
on management education. For e.g., Mumbai University has started
bachelors and postgraduate degree in Management. Many management
Institutes provide not only degrees but also hands on experience having
collaboration with business concerns.
10. Conferences:
A meeting of several people to discuss any subject is called conference.
Each par­ticipant contributes by analyzing and discussing various issues
related to the topic. Everyone can express their own view point.
• Training evaluation is the systematic process of
collecting information and using that information to
improve your training. Evaluation provides feedback to
help you identify if your training achieved your intended
outcomes, and helps you make decisions about future
trainings.
• 5 Effective Methods for Training Evaluation
• There are different proven methods for training evaluation that can be
used to measure training effectiveness. These are mentioned as below:
1.Kirkpatrick’s Four-level Training Evaluation Model
2.The Phillips ROI Model
3.Anderson’s Model of Learning Evaluation
4.Kaufman’s Five Levels of Evaluation
5.The CIRO Model
Training Evaluation Models

• Kirkpatrick’s Four-level Model

• This training evaluation process is used globally by businesses that aim to get a
return on investment (ROI) through cost-effective and time-efficient training
sessions. This model breaks down the evaluation process into 4 levels:
• Level 1: Reaction – Assesses how the learner’s responded to the training. This is
commonly measured with the use of a survey form given to the participants to
complete after the training program.
• Level 2: Learning – This level measures what participants have learned from the
training. Short quizzes and tests are used in this level to measure the changes in
participant’s knowledge and skills.
• Level 3: Behavior – This assesses behavioral change from the
participants as a result of training. This is measured through
workplace observations, comparing before and after training
behaviors.
• Level 4: Results – The final step measures and evaluates the result
of the training program against the organization or stakeholder’s
expectations. It reviews whether participants of the training have
met their learning objectives. Some metrics or factors organizations
will be measuring are productivity, morale, quality, sales, efficiency,
and customer satisfaction ratings.
• 2Phillips ROI Model
• The Phillips ROI model evaluates the training program’s return on
investment (ROI). This model basically emulates the scope and
sequence of the Kirkpatrick’s Model, but with an additional step.
 This model is basically similar to the scope and sequence of
Kirkpatrick’s Model (Level-1 to Level-4), having an additional level
(Level-5).The five levels of the model are as follows:
Level five

a) Pre-training data collection:

Pre-training is considered here as baseline data for comparing metrics
before and after the training.
b) Post-training data collection:
Post-training data is collected from different sources such as
performance charts, immediate supervisors, Team or peer groups, etc.
c) Segregation of training effects:
Identify all key factors that have been increased due to the training
program and contributing to performance improvement.
 d) Convert data to monetary value:
Now take action to convert data into monetary values for completing a
comparison of it with overall training costs.
e) Calculate of Return:
The below formula is used to calculate the return on investment
(ROI).
ROI (%) = (Net Training Benefits/Total Training Cost) * 100
3.Anderson’s Model of Learning Evaluation
• This is one of the favorite methods for training evaluation. The Anderson model of
learning and evaluation helps to keep a priority on business strategy. The three stages of
Anderson’s Model are as below.
• Stage 1: Evaluation of current training program against the strategic priorities of the
business.
• Stage 2: Measuring the contribution of a training program in strategic business results.
• Stage 3: Find out the most relevant approaches of the company in order to decide
whether the ROI is worthwhile. If ROI is found dissatisfactory then you have to change
your training approach.
• 
Kaufman’s Five Levels of Evaluation

• Kaufman’s Five Levels of Evaluation

• Kaufman’s model is one of the methods for training evaluation. The steps of this
training evaluation method are as below:
• Step-1a: Measuring the resources invested in a training program, i.e. time, costs in
developing materials, etc.
• Step-1b: Evaluation of learners’ reaction towards learning method that is similar to
the first step of Kirkpatrick’s model.
• Step-2: Focus on if the individual or a small learning group has acquired knowledge
and applied it to their work area.
• Step-3: Measure the performance improvement due to the application of learning of
the training in the workplace which is similar to Kirkpatrick’s third step.
• Step-4: Measure greater (or macro) benefits for the business, like
increased profitability or reduced costs.
• Step-5: Evaluate the effectiveness of the training program in
relation to societal benefits.
5The CIRO Model
• The CIRO (context, input, reaction, and output) model evaluates the effectiveness
of management training courses. It focuses on measurements taken before and
after carrying out the training program. Similar to the other models, the training
evaluation process is also broken down to 4 stages:
• Stage 1: Context – This stage assesses the organization or business’s operational
situation to identify and evaluate the training needs and objectives. In this stage, a 
training needs analysis is conducted to see which area of operations the
organization is lacking. Once training needs are defined they are set to the
following 3 levels:
• The ultimate objective – this objective aims to eliminate organizational deficiencies like poor
performance, low profit, low productivity, or poor customer service.
• Intermediate objectives – these objectives require changes in employee’s
work behavior in order to achieve the ultimate objective.
• Immediate objectives – these objectives involve acquiring new skills and
knowledge and even changing employee attitudes to change their behavior.
• Stage 2: Input – In this stage, practitioners of the training evaluation
gather information by analyzing available resources in the
organization to determine the best choice of training technique or
method to achieve training objectives.
• Stage 3: Reaction – In this stage, feedback from the participants is
collected. The information gathered from this stage is used to
further improve the training program.
Stage 4: Outcome – This stage evaluates the results of the training
program. The outcome is measured on the following 4 levels:
• The learner level
• The workplace level
• The team or department level
• The business level
Succession and Career Planning

Succession and career planning is the process of identifying, nurturing,

developing, and training new leaders for future requirements or replacement
of the existing leaders to continue the trend of dependable leadership in the
organization.
Following are the stages to follow to ensure fruitful succession and career
planning −
•Identify the Critical Position − Organization should always keep a watch
on what are the key elements or contributors to their business, how to
motivate and retain talent, and what will be the next step if the main
contributors leave the organization dueto any reason. Who are the
specialized people to perform the critical role?
•Analysis − This stage tells about the requirements to fill with a fit
successor. What are the gaps? What are the internal and external sources to
fill the gaps, what will be the strategy? What will be the competencies
required?
•Development of Succession and Career Plan − It is also called as backup
plan to streamline the function of the organization. It identifies the
requirements and outlines a strategy to fill the gap and make sure that
functions are being performed well.
•Evaluate, Monitor, and Observe − This is the process of evaluation. It
involves constant monitoring, even after the gap or requirement is fulfilled.
Performance is observed to find out if any changes are required. In case if
any changes are required, quick action is taken.

Replacement Vs Succession
The following table lists a few differences between Replacement and
Succession.
 Replacement Succession
It is reactive It is proactive
It is based on risk It is based on future
management development
It is substituting It is renewing
It is a narrow approach It is a broad approach
It is restricted It is flexible
Roadblocks to Succession and Career Planning
Organizations have to face many barriers while implementing succession
and career planning. Following is the list of roadblocks −
•Delay in planning
•Dividing the business equally among partners
•Trusting the inheritor
•Being secretive about the plan
•Fearing your retirement years
•Not having a potential successor
•Assuming that a family member will take over the business