Module-4

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Training Design Model

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I. ANALYZE

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II. Designing phase of Training

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 Module overview
• Training and development: Meaning and
significance of training and development ,
Training need Analysis, Training process
• Training: Designing Formal Training Programs,
Choosing & Evaluating Alternative Training
Programs, Cross culture and diversity

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“Tell me and I forget, teach
me and I remember, involve me and I
learn”
- Benjamin Franklin

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THERE IS Nothing TRAINING
CANNOT DO; NOTHiNG IS ABOVE
ITS REACH;IT CAN TURN BAD
MORALS TO GOOD, IT CAN
DESTROY BAD PRINCIPLES and
CREATE GOOD ONES, IT CAN LIFT
MEN TO ANGELSHIP.
Mark Twain

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 Training & Development
• What is training?
• Training: enhances the capabilities of an
employee to perform his or her current job
– Focuses on the current job
• Examples for a bank teller:
– Training program to correctly identify counterfeit currency
– Training program in the bank’s new computer system used by
tellers to process customer’s transactions

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 Training & Development
What is development?
Development: enhances the capabilities of an
employee to be ready to perform possible future jobs
Focuses on future jobs
Developmental education programs
Examples for a bank teller:
Bank sends the teller to a day-long workshop on “Emerging Issues in
Finance & Banking”
Bank pays for the employee to get his or her MBA degree
Developmental job experiences
Examples: job rotation or job enlargement
Developmental interpersonal relationships
Example: mentoring

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 Definition of Training & Development
• “Training & Development is any attempt to
improve current or future employee
performance by increasing an employee’s
ability to perform through learning, usually by
changing the employee’s attitude or increasing
his or her skills and knowledge.”

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 Difference between Training and
Development
Training Development

• Training is skills focused • Development is creating learning

• Training is presumed to have a formal abilities
• Development is not education
education
• Training needs depend upon lack or dependent
• Development depends on personal
deficiency in skills drive and ambition
• Trainings are generally need based • Development is voluntary
• Training is a narrower concept focused • Development is a broader concept
on job related skills focused on personality development
• Training may not include development • Development includes training
• Training is aimed at improving job wherever necessary
related efficiency and performance • Development aims at overall personal
effectiveness including job efficiencies

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Difference between Training and Education

Training Education

• Provides skills to perform • Provides knowledge to

tasks in current jobs prepare for future job
• It is short term and • It is long term
immediate • It is for developing
• It is for gaining specific intellect
• It is done through
skill textbooks
• It is done through
specialized courses

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 Need of Training
• Individual level
– Diagnosis of present problems and future challenges
– Improve individual performance or fix up performance deficiency
– Improve skills or knowledge or any other problem
– To anticipate future skill-needs and prepare employee to handle
more challenging tasks
– To prepare for possible job transfers
• Group level
– To face any change in organization strategy at group levels
– When new products and services are launched
– To avoid scraps and accident rates

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 Training Need assessment

Training Need assessment

rganizational analysis Person analysis

Task & role analysis

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 Organizational analysis:
1. Analysis of objective: short term & long term
2. Resource utilization analysis: human, physical
& financial
3. Environmental scanning: social, economical,
political, technological
4. Organizational climate analysis: turnover &
absenteeism ratio

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 Task & Role analysis
• Job
• Components
• Operations & conditions of job
• Skills, knowledge, attitude
• methods

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 Person analysis

• Poor performers
• Person potential

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 Data sources used in training Need assessment

Organizational Task analysis Person analysis

analysis
Organizational goals Job description Performance
& objectives Job specification appraisals
Personnel inventories Performance Work sampling
Skills inventories standard Interviews
Climate analysis Work sampling Questionnaire
Efficiency index Reviewing literature Tests
Exit interview Asking question Training progress
MBO about job Rating scales
Customer Diaries
satisfaction Role play
survey

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Training process
Needs Analysis

Instructional Design

Validation

Implementation

Evaluation

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 Training Methods
• Training methods are usually classified by the
location of instruction.
– On the job training is provided when the workers
are taught relevant knowledge, skills and abilities
at the actual workplace;
– Off-the-job training, on the other hand, requires
that trainees learn at a location other than the
real work spot.

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 Training methods
On the Job Training Methods Off the Job Training Methods

Job Rotation Vestibule Training

Coaching Role playing

Job instruction Lecture method

Committee Assignments Conference or Discussion

Apprenticeship training Programmed Instruction

Audio-visual methods

E learning

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Job Rotation • This kind of training involves the movement of
trainee from one job to another.
• This helps him to have a general understanding of
how the organization functions.
• The purpose of job rotation is to provide trainees
with a larger organizational perspective and a
greater understanding of different functional
areas as well as a better sense of their own career
objectives and interests.
• Apart from relieving boredom, job rotation
allows trainees to build rapport with a wide range
of individuals within the organization, facilitating
future cooperation among departments.
• The cross-trained personnel offer a great amount
of flexibility for organizations when transfers,
promotions or replacements become inevitable.

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 Coaching
• Coaching is a kind of daily training and feedback given to
employees by immediate supervisors.
• It involves a continuous process of learning by doing. It
may be defined as an informal, unplanned training and
development activity provided by supervisors and peers.
• He throws light on why things are done the way they
are; he offers a model for trainees to copy; conducts lot
of decision making meetings with trainees; procedures
are agreed upon and the trainee is given enough
authority to make divisions and even commit mistakes.
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 Job Instruction Training (JIT)
• The JIT method (developed during World War
II) is a four-step instructional process involving
preparation, presentation, performance try
out and follow up.
• It is used primarily to teach workers how to do
their current jobs.
• A trainer, supervisor or co-worker acts as the
coach.

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The four steps followed in the JIT methods are

1. The trainee receives an overview of the job, its purpose and its
desired outcomes, with a clear focus on the relevance of training.

2. The trainer demonstrates the job in order to give the employee

a model to copy. The trainer shows a right way to handle the job.

3. Next, the employee is permitted to copy the trainer's way.

Demonstrations by the trainer and practice by the trainee are
repeated until the trainee masters the right way to handle the job.

4. Finally, the employee does the job independently without

supervision.

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 Committee Assignments
• In this method, trainees are asked to solve an actual
organizational problem.
• The trainees have to work together and offer solution
to the problem.
• Assigning talented employees to important committees
can give these employees a broadening experience and
can help them to understand the personalities, issues
and processes governing the organization.
• It helps them to develop team spirit and work united
toward common goals.

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 Apprenticeship Training
• Most craft workers such as plumbers and carpenters are
trained through formal apprenticeship programmes.
• Apprentices are trainees who spend a prescribed
amount of time working with an experienced guide,
coach or trainer.
• Assistantships and internships are similar to
apprenticeships because they also demand high levels of
participation from the trainee.
• An internship is a kind of on-the-job training that usually
combines job training with classroom instruction in trade
schools, colleges or universities
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 Off-the-Job Methods
• Under this method of training, the trainee is
separated from the job situation and his attention is
focused upon learning the material related to his
future job performance.
• Since the trainee is not distracted by job
requirements, he can focus his entire concentration
on learning the job rather than spending his time in
performing it.
• There is an opportunity for freedom of expression
for the trainees.
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 Vestibule training
• In this method, actual work conditions are simulated in
a classroom.
• Material, files and equipment - those that are used in
actual job performance are also used in the training.
• This type of training is commonly used for training
personnel for clerical and semi-skilled jobs.
• The duration of this training ranges from a few days to a
few weeks. Theory can be related to practice in this
method.

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 Role playing
• It is defined as a method of human interaction that
involves realistic behavior in imaginary situations.
• This method of training involves action, doing and practice.
• The participants play the role of certain characters, such as
the production manager, mechanical engineer,
superintendents, maintenance engineers, quality control
inspectors, foreman, workers and the like.
• This method is mostly used for developing interpersonal
interactions and relations.

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 Lecture method
• The lecture is a traditional and direct method of
instruction.
• The instructor organizes the material and gives it to a group
of trainees in the form of a talk.
• To be effective, the lecture must motivate and create
interest among the trainees.
• An advantage of lecture method is that it is direct and can
be used for a large group of trainees.
• Thus, costs and time involved are reduced.
• The major limitation of the lecture method is that it does
not provide for transfer of training effectively.
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 Conference/discussion approach
• In this method, the trainer delivers a lecture and
involves the trainee in a discussion so that his doubts
about the job get clarified.
• When big organizations use this method, the trainer
uses audio-visual aids such as black boards, and slides; in
some cases the lectures are videotaped or audio taped.
• Even the trainee's presentation can be taped for self
confrontation and self-assessment.
• The conference is, thus, a group-centered approach
where there is a clarification of ideas, communication of
procedures and standards to the trainees.
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 Programmed instruction
• This method has become popular in recent years.
• The subject matter to be learned is presented in a
series of carefully planned sequential units.
• These units are arranged from simple to more
complex levels of instruction.
• The trainee goes through these units by answering
questions or filling the blanks.
• This method is, thus, expensive and time consuming.

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 Audio visual methods
• These methods are used to teach skills and
knowledge in production and marketing jobs.
• Videotapes are used to illustrate the steps in
production process.
• CD and DVDs provide trainees interactive
capability.

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 E-learning
• It provides the opportunity of learning from anywhere in the
world.
• Web based/E-learning can provide for continuous update of
material.
• Web-based training when combined with other communication
technology like e-mail, teleconferencing, video conferencing and
groupware provides the following facilities and advantages.
– Self paced learning
– Training comes close to the emp
– Interactive training
– On line help for trainees
– Easy to revise computer program
– Record keeping is facilitated
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 Module - 4

Performance Appraisal
 Meaning
• Performance Appraisals is the assessment of
individual’s performance in a systematic way. It is a
developmental tool used for all round development of
the employee and the organization.

• The performance is measured against such factors as

job knowledge, quality and quantity of output,
initiative, leadership abilities, supervision,
dependability, cooperation, judgment, versatility and
health.
 Definition
• Definition1: Systematic Evaluation
– “It is a systematic evaluation of an individual with
respect to performance on the job and individual’s
potential for development.”
• Definition2: Formal System, Reasons and
Measures of future performance
– “It is formal, structured system of measuring, evaluating
job related behaviors and outcomes to discover reasons
of performance and how to perform effectively in future
so that employee, organization and society all benefits.”
 Significance
• Provide info about the performance ranks based on
which decision regarding salary fixation,
confirmation, promotion, transfer and demotion
are taken.

• Provide feedback info about the level of

achievement and behavior of emp, which helps to
review the performance of the emp, rectify if any
deficiencies are there and to set new standards of
work if necessary.
 Significance
• Provide info which helps to counsel the emp.

• Provide info to determine T&D needs and to

prescribe the means of emp growth.

• To prevent grievances and in disciplinary

activities.
Process of Performance Appraisal
Establishing performance
standards

Communicating the
standards

Measuring the actual

performance

Comparing the actual with

the desired performance

Discussing results

Decision making
 Process of Performance Appraisal
• Establishing performance standards
– This will be used as base to compare the actual
performance
– Set the criteria to judge the performance
– Standards should be clear, easily understandable and
measurable
• Communicating the standards
– Management has to communicate the standards to all emp
– It will help them to understand their roles
– Standards should be communicated to appraisers
 Process of Performance Appraisal
• Measuring actual performance
– Measure actual performance of emp during
specified periods of time
– Should take care personal bias do not affect the
outcome and provide assistance rather than
interfering in emp work
• Comparing actual with desired performance
– Tell the deviations
– It includes recalling, evaluating and analysis of data
related to emp performance
 Process of Performance Appraisal
• Discussing results
– Discuss with emp one to one basis
– Problems and possible solutions are discussed
– Feedback should be given in positive attitude so that it can
effect on emp future performance
– Solve problem faced and motivate emp to perform better
• Decision making
– Decisions are taken to improve performance or take
corrective actions
– HR related decisions like rewards, promotions, demotions,
transfers
Methods of Performance Appraisal
MBO Future-oriented

Rating Scales
Cost
Accounting Checklists

360 Degree Appraisal

Essay
Forced
Assessment Centres

Choice
ACRS Appraisal
Methods
Forced
Tests and Distribution
Observations

Critical
Field Review Incident

BARS

Psychological Past-oriented
Appraisals
METHODS OF PERFORMANCE APPRAISALS

• Numerous methods have been devised to

measure the quantity and quality of
performance appraisals.
• Each of the methods is effective for some
purposes for some organizations only.
• Two different categories.
– Past Oriented Methods
– Future Oriented Methods
 Past oriented methods
• Rating Scales: Rating scales consists of several
numerical scales representing job related
performance criterions such as dependability,
initiative, output, attendance, attitude etc.
• Each scales ranges from excellent to poor.
• The total numerical scores are computed and final
conclusions are derived
• The number of points scored may be linked to
salary increases, whereby so many points equal a
rise of some percentage
 Rating scale
• Advantages
– Adaptability
– easy to use
– low cost
– every type of job can be evaluated
– large number of employees covered
– no formal training required.
• Disadvantages
– Rater’s biases
 Checklist
• Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared.
• Here the rater only does the reporting or checking
and HR department does the actual evaluation.
• Advantages – economy, ease of administration,
limited training required, standardization.
• Disadvantages – Raters biases, use of improper
weights by HR, does not allow rater to give relative
ratings
 Forced Choice Method
• In this, the rater is given a series of statements
arranged in the blocks of two or more, are given and
the rater indicates which statement is true or false.
( least or most descriptive).

• The rater is forced to make a choice and select

statements which are readymade.
• HR department does actual assessment.
– Advantages – Absence of personal biases because of forced
choice.
– Disadvantages – Statements may be wrongly framed.
 Forced Distribution Method
• Here employees are clustered around a high point
on a rating scale.
• Rater is compelled to distribute the employees on
all points on the scale.
• It is assumed that the performance is conformed
to normal distribution.
• Advantages – Eliminates error of leniency
• Disadvantages – Assumption of normal
distribution, unrealistic, errors of central tendency.
 Critical Incidents Method
• The approach is focused on certain critical behaviors of
employee that makes all the difference in the performance.
• Supervisors as and when they occur record such incidents.
• Advantages – Evaluations are based on actual job
behaviors, ratings are supported by descriptions, feedback
is easy, chances of subordinate for improvement are high.
• Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback may
be too much and may appear to be punishment.
 Behaviorally Anchored Rating Scales
(BARS)
• Statements of effective and ineffective behaviors
determine the points.
• They are said to be behaviorally anchored in that the
scales represent a range of descriptive statements of
behavior varying from the least to the most effective.
• The rater is supposed to say, which behavior describes
the employee performance.
• Advantages – helps overcome rating errors.
• Disadvantages – Suffers from distortions inherent in
most rating techniques.
5 — Exceptional performance: Accurately completes
and submits all status change notices within an hour of
request.
4 — Excellent performance: Verifies all status change
notice information with requesting manager before
submitting.
3 — Fully competent performance: Completes status
change notice forms by the end of the workday.
2 — Marginal performance: Argues when asked to
complete a status change notice.
1 — Unsatisfactory performance: Says status change
notice forms have been submitted when they haven’t.
 Field Review Method
• This is an appraisal done by someone outside
employees’ own department usually from
corporate or HR department.
• Advantages – Useful for managerial level
promotions, when comparable information is
needed
• Disadvantages – Outsider is generally not
familiar with employees work environment,
Observation of actual behaviors not possible.
Performance Tests & Observations
• This is based upon the test of knowledge or skills.
• The tests may be written or an actual
demonstration of skills.
• Tests must be reliable and validated to be useful.
• Advantage – Tests may be apt to measure
potential more than actual performance.
• Disadvantages – Tests may suffer if costs of test
development or administration are high.
 Confidential Records
• Mostly used by government departments,
however its application in industry is not ruled
out.
• Here the report is given in the form of Annual
Confidentiality Report (ACR) and may record
ratings with respect to following items
– attendance, self expression, team work,
– leadership, initiative, technical ability,
– reasoning ability, originality and resourcefulness etc.
 Confidential Records
• The system is highly secretive and
confidential. Feedback to the emp is given
only in case of an adverse entry.
• Disadvantage is that it is highly subjective and
ratings can be manipulated because the
evaluations are linked to HR actions like
promotions etc.
 Essay Method
• In this method the rater writes down the employee
description in detail within a number of broad
categories like,
• overall impression of performance,
• promote ability of employee,
• existing capabilities and qualifications of performing jobs,
• strengths and weaknesses and training needs of the employee.
– Advantage – It is extremely useful in filling information
gaps about the employees that often occur in a better-
structured checklist.
– Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers. They
may get confused success depends on the memory power
of raters.
 Cost Accounting Method
• Here performance is evaluated from the
monetary returns yields to his or her
organization.
• Cost to keep employee, and benefit the
organization derives is ascertained.
• Hence it is more dependent upon cost and
benefit analysis.
Comparative Evaluation Method (Ranking
& Paired Comparisons)
• These are collection of different methods that compare
performance with that of other co-workers.
• The usual techniques used may be ranking methods and
paired comparison method.
– Ranking Methods: Superior ranks his worker based on merit,
from best to worst. However how best and why best are not
elaborated in this method. It is easy to administer and
explanation.
– Paired Comparison Methods: In this method each employee
is rated with another employee in the form of pairs. The
number of comparisons may be calculated with the help of a
formula as under. N x (N-1) / 2
 Future Oriented Methods
• Management By Objectives: It means management by
objectives and the performance is rated against the
achievement of objectives stated by the management.
• MBO process goes as under.
• Establish goals and desired outcomes for each subordinate
• Setting performance standards
• Comparison of actual goals with goals attained by the employee
• Establish new goals and new strategies for goals not achieved in previous
year.
– Advantage – It is more useful for managerial positions.
– Disadvantages – Not applicable to all jobs, allocation of merit pay
may result in setting short-term goals rather than important and
long-term goals etc.
 Psychological Appraisals
• These appraisals are more directed to assess
employees potential for future performance rather
than the past one.
• It is done in the form of in-depth interviews,
psychological tests, and discussion with supervisors
and review of other evaluations.
• The psychologist then writes an evaluation of the
emp intellectual, emotional, motivational and other
related characteristics that suggest individual
performance and may predict future performance.
 Assessment Centers
• Mainly used for executive hiring.
• Assesses are requested to participate in in-basket
exercises, work groups, computer simulations, role
playing and other similar activities which require same
attributes for successful performance in actual job.
• The characteristics assessed in assessment center can be
assertiveness, persuasive ability, communicating ability,
planning and organizational ability, self confidence,
resistance to stress, energy level, decision making,
sensitivity to feelings, administrative ability, creativity
and mental alertness etc.
 Assessment Centers
• Advantages
– well-conducted assessment center can achieve better forecasts of
future performance and progress than other methods of appraisals.
– Also reliability, content validity and predictive ability are said to be
high in assessment centers.
– The tests also make sure that the wrong people are not hired or
promoted.
– Finally it clearly defines the criteria for selection and promotion.
• Disadvantages
– Costs of employees traveling and lodging, psychologists, ratings
strongly influenced by assessee’s inter-personal skills.
– Solid performers may feel suffocated in simulated situations.
– Those who are not selected for this also may get affected.
 360-Degree Feedback
• It is a technique which is systematic collection
of performance data on an individual group,
derived from a number of stakeholders like
immediate supervisors, team members,
customers, peers and self.
• In fact anyone who has useful information on
how an employee does a job may be one of
the appraisers.
 360 Degree Appraisal
• 360-degree Appraisal is an assessment
process used to improve managerial
effectiveness by providing the manager
with a more complete assessment of their
effectiveness, and their performance and
development needs.
 360 Degree Appraisal

-Advantages:
- Reduces bias & Fits well with TQM initiatives
-Disadvantages:
- Complex
- Raters may not provide fair feedback
- Ganging up
- Disagreements
 Career Planning
• Career – Chosen Profession for your life. Requires a
willingness to get the training needed to build your
skills for the future.

• A career is the work a person does. It is the sequence

of jobs that an individual has held throughout his or
her working life E.g. occupation of nursing.

• “Career planning consists of activities and actions that

you take to achieve your individual career goals”
 Significance of career planning
• Attract and retain employees
• Deeper focus on an employee’s aims and aspirations
• Significant motivator & Key retention tool
• Critical human resource strategy
• High-level vision and goals of company are clearly made
known to employees
• Growth of an organization is intrinsically linked with the
growth of an individual
• Matching organization vision & employees aspirations is must
Career stages
 Exploratory Stage
• It is a stage in which a person explores, possible
career options for oneself and it happens
usually in mid-twenties when one makes
transition from education to earn i.e., work.
• Experiences suggest that several factors like the
careers of the parents, their interests, their
aspirations for their children, and their financial
resources shape the children’s future career
options.
 Establishment Stage
• This stage is marked by the first experiences on the
job, acceptance and evaluation by peer groups.
• In this stage, one tries to make his/her mark and in
the process commits mistakes, learns from
mistakes, and gradually assumes increased
responsibilities.
• One does not reach the summit or peak
productivity at this stage. this stage is like going
uphill, making lot of efforts, spending lot of time
and energy all the while.
 Mid Career Stage
• This is a stage marked by improved performance, level
off or starting deterioration.
• This is the stage when one is no longer seen as a learner.
• Hence, mistakes committed are viewed seriously and
invite serious penalties.
• At this stage in a career, one reaches to a plateaued-
career and is expected to make moves.
• For many, this is a time of reassessment, job changes,
adjustment of priorities, or pursuit of alternative life
styles
 Late Career Stage
• This stage is usually a pleasant stage for those who continued to
grow during the mid-career stage.
• Based on one’s good performance during the earlier stage, one
now enjoys playing the part of the elder statesman and basks in
the respect given by the junior and younger employees.
• During this stage, the people do not have to learn but to suggest
and teach others how to go about in their jobs.
• But, for those who have either stagnated or deteriorated during
the mid-career stage, the late career stage brings the reality for
them that they are no longer required in the organization and,
therefore, it is better for them to direct themselves to retire.
 Decline Stage
• This is the final stage in one’s career to retire from
one’s job or career.
• On the contrary, decline stage is less painful for
modest performers or failures. Their frustration
associated with work is left behind.
• On the whole, decline stage is a difficult stage for
anyone to confront.
• Nonetheless, some planning for retirement can
ensure smooth transition from working life to
retired-life..
 Career anchors
• Your 'career anchor' is what really drives you
at work.
• It is a mixture of your motives, values and how
you see your own personal competence.
• A career anchor is the one thing that a person
would not give up if forced to make a choice.
 Succession planning
• Succession planning is a process whereby an
organization ensures that employees are
recruited and developed to fill each key role
within the company.
• Through succession planning process, recruit
superior employees, develop their knowledge,
skills, and abilities, and prepare them for
advancement or promotion into ever more
challenging roles
 Significance
• It addresses the needs of the organization as
senior management gets older.
• It prepares an organization for an unexpected,
undesired event.
• It ensures an organization has the right people
in place today, as well as into the future.
• It is a means to support the current culture
• It ultimately helps define business strategy into
business and organizational goals.
 Succession Planning Process
• Identify critical positions
• Identify competencies
• Identify succession management strategies
• Document and implement succession plans
• Evaluate Effectiveness
 Identify critical positions
• Critical positions are the focus of succession
planning efforts.
• Workforce projection data or demographic
analysis is essential in identifying risk areas.
• A risk assessment may also be conducted and
compared to current and future vacancies to
identify critical positions within your
organization.
 Identify competencies
• A clear understanding of capabilities needed
for successful performance in key areas and
critical positions is essential for guiding
learning
• It helps in development plans, setting clear
performance expectations, and for assessing
performance.
Identify succession management strategies

• Choose from a menu of several human

resource strategies, including developing
internal talent pools, on boarding and
recruitment to address succession planning.
 Document and implement succession
plans
• Once strategies have been identified, the next
step is to document the strategies in an action
plan.
• The Succession Planning: Action Plan provides
a mechanism for clearly defining timelines and
roles and responsibilities.
 Evaluate Effectiveness
• To ensure that the department or agency’s
succession planning efforts are successful, it is
important to systematically monitor workforce
data, evaluate activities and make necessary
adjustments.
End of Module-4

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