Training and development is an investment in HR with a

promise of better returns in futures. It is imparting of

specific skills, abilities and knowledge to an employee.

It is an attempt to improve current or failure employee’s

ability to perform through learning, usually by changing
the employee’s attitude or increasing his or her skills and
knowledge. The need for training and development is
determined by the employee’s performance deficiency,
computed as follows:

Training and Development need = Standard performance

– Actual
performance.
Difference between education, training and
development

Training refers to process of imparting specific skills. It is

generally offered to operatives.

Development refers to the learning opportunities designed

to help employees grow. It provides general knowledge
and attitudes which will be helpful generally to higher
positions.

Education is theoretical learning in classroom.

 Inputs in training and Development

 Skills: A worker needs skills to operate machines, and

use other equipment with least damage and scrap.
Motor skills and interpersonal skills are also essential
for all the levels of employees.
 Education: It gives theoretical concepts and develop
a sense of reasoning and judgement. Education is must
in training and development activities.
 Development: It provides general knowledge and
attitudes which will be helpful generally to higher
positions.
• Ethics: It is very important to impart ethical orientation
to a training and development programme.

• Attitudinal Changes: Attitude affects motivation,

satisfaction and job commitment. Negative attitudes are
to be changed in to Positive ones in the training and
developing programme.

• Decisions Making and Problem Solving Skills :

It focuses on methods and techniques for making
organizational decisions and solving work-related
problems. It is typically provided to potential managers,
supervisors and professionals.
 Inputs Operatives Lower- Middle- Top- level
level level managers
managers managers

Specific job Yes - - -

skills
Motor Skills Yes Yes Yes Yes
Interpersonal Yes Yes Yes Yes
skills
Education - - Yes Yes
Development - - Yes Yes

Ethics - - Yes Yes

Attitudinal Yes Yes Yes Yes
Changes
DMPSM - - Yes Yes
Gaps In Training
Basically our Training and development
programmes are not rich enough in inputs we have
discussed. As we see that the Gaps are high in less
developed countries as compared to developed
countries.
Training & Development As Source Of
Competitive Advantage
It helps to remove performance deficiencies.
Training makes the employees versatile.
Accidents, Scrap and damage to machinery
and equipment can be avoided by training.
It increases stability, flexibility and the
capacity for growth in an organization.
Training becomes essential when mergers
and acquisitions take place .
How training benefits the organization
It leads to improved profitability and more
positive attitudes towards profit orientation.
It improves the job knowledge and skills.
It helps to prepare guidelines for work.
Aids in understanding and carrying out
organizational policies.
Organization gets more effective decision
making and problem solving skills.
Develops a sense of responsibility to the
organization for being competent and
knowledgeable.
Benefits to the individual
Helps the individual in making better
decisions and effective problem solving.
Provides information for improving
leadership, knowledge, communication, skills
and attitudes.
Increases job satisfaction and recognition.
Aids in encouraging and achieving self-
development and self – confidence.
Helps eliminates fear in attempting new
tasks.
Training Process
Needs Assessment- Needs assessment
diagnoses present problems and future
challenges to be met through training and
development.
Individual
group
Needs Assessment Method
Group or Organizational Individual Analysis
Analysis

Organizational goals and Performance Appraisal

objectives

Personnel/ Skills inventories Work Sampling

Exit Interviews Questionnaires

Customer Survey Satisfaction Attitude Survey

data
Issues in Needs Assessment
Organisational Support.
Organisational Analysis.
Task and KSA Analysis.
Person Analysis.
Consequences Of Absence Of training Needs
Assessment
Loss of Business.
Poorer-quality applicants.
Increased over time working.
Higher training cost.
Greater pressure and stress on management
and staff to provide cover.
 What methods
Who are the Who are the
and
trainees ? trainers ?
techniques ?

What should be
Where to
the What principles
conduct the
level of of learning ?
programme ?
training ?
Who are the trainees ?

 Selected on the basis of nomination,

recommendation of supervisors or by HR
department itself.
Who are the Trainers ?

 Training and development programmes

conducted by :
1. Immediate supervisors,
2. Co – workers, as in buddy systems,
3. Members of personal staff,
4. Specialists in other part of the companies,
5. Outside consultants.
6. Industry association, and
7. Faculty members at universities.
Methods and techniques of training.

Training methods can be categorized into two

groups :
1.on-the-job, and
2.Off-the-job.

 Training techniques represent to the methods of

imparting skills and knowledge to employees,
some of them are :
1.lectures,
2.Films,
3.Audio cassettes,
4.Case studies,
5.Role playing,
6.video tapes, and
7.simulations
LECTURES :

o Verbal presentation of information.

Advantages :
 Can be used for a very large group.
 Cost per trainee is low.
Limitation :
× learning by practice is not present.
× One way communication.
× No feedback from audience.
× Might become boring.

o Can be made effective if combined with other

methods.
Audio-Visuals :
• Television slides,
• Overheads,
• video-tapes, and
• Films.
Advantages :
 used to provide realistic examples.
 improved quality of presentation.
Limitations :
× One way communication.
× No flexibility of presentation.
On-the job Training (OJT) :
o informal
o Experienced worker shows a trainee how to
perform the job tasks.
Advantages :
 Learning by experience.
 less expensive.
 Trainee highly motivated.
 Free from artificial situation.
Demerits :
× Experienced employee may lack expertise or
inclination to train the juniors.
× Not organized systematically.
× if not conducted properly may cause loss later
on.
Programmed instruction :
o Through books or a teaching machine.
o After reading a trainee is asked questions.
o Feedback is in the form of correct answers.
Advantages :
 Each trainee can pace at his own speed.
 Material can be structured and self
contained offering much scope for practice.
Disadvantages :
× Scope of learning is less.
× cost of preparing books and other materials
is high.
Computer assisted instructions (CIA):
o easy to track trainees progress & needs.
o Modification according to technological
change is easy.
o Trainees can choose when they want to get
trained.

 Games with complete audio visiuals can be

used.
Simulation :
o train in duplicate conditions encountered on
the job.
o present likely decisions.
o feedback on the decisions can be given.

Case study :
o Written description of actual situation.
o Represent – actual problems that managers
face.
o can stimulate discussions and provide
opportunity to use their judgmental and
analytical skills.
Role Playing :
o create a realistic situation & let respondents
assume their parts of specific personalities.
Consequences :
o respondents will have a better
understanding.
o better understanding among individuals.
o attitude changes might also take place.
Vestibule Training :
Utilizes equipment that closely resemble the
actual ones.
Sensitivity Training :
o small no. of trainees meet a passive trainer &
gain insight on their as well as others behavior.

What should be the level of Learning ?

o Lowest level – Acquire fundamental
knowledge.
o Middle level – is to develop skill to perform in
a specific area.
o Highest level – aims at increased operational
efficiency.
Learning Principles
Employee motivation
Recognition of individual differences
Practice opportunities
Reinforcement
Knowledge of results(feedback)
Goals
Schedules of learning
Meaning of material, and
Transfer of learning
 Conduct of Training
At the job itself
On site but not the job- for example, in training room
in the company
Off the site, such as in a university or college
classroom, hotel, a resort, or a conference centre.
Implementation of training
program
Programme implementation involves action on the
following lines:
Deciding the location and organizing training and
other facilities.
Scheduling the training programme
Conducting the program
Monitoring the progress of trainees
 Evaluation of the program
It is the last stage in training and development
It helps determine the result of the training and
development program.
Need For Evaluation
 The main objective of evaluating the training program is
to determine if they are accomplishing specific training
objectives, that is correcting performance deficiencies.
 To ensure that any changes in the trainee capabilities
are due to the training program and not due to any other
condition
 To determine their cost effectiveness
 To explain program failure, should it occur.
 Credibility of training and development is greatly
enhanced when it is proved that the organization has
benefited tangibly from it
 E-LEARNING
 E-learning refers to the use of internet or an
organizational intranet to conduct training on-line.
Many organizations use.
REQUISITES FOR E-LEARNING
 Sufficient top management support and funding
needs to be committed to develop and implement e-
learning
 Managers and HR professionals need to be
“retrained” to accept that training has been
decentralized and individualized.
 Current training methods(compared to e-learning)
are not adequately meeting organizational training
needs.
 Potential learners are adequately computer literate
and have ready access to computers.
 Sufficient no. of learners exist and many of them are
self motivated to direct their own learning.
 Success factors
 Cultural change has taken place about how
training and learning happens and is delivered.
 E-learning is closely aligned to the nee of business
 E-learning is closely “blended” with other types of
training such as classroom activities and is not
used to wholly replace other activities;
 Learning needs that technology rather than the
other way around;
 A range of people with different skills are
involved, including expert trainers, facilitators,
champions of e-learning and specialist web and
graphic designers.
How to make training effective?
Ensure that the management commit itself to allocate
major resources and adequate time to training.
Ensure that the training contributes to competitive
strategies of the firm.
Ensure that a comprehensive and systematic
approach to training exists, and training and
retaining are done at all levels on a continuous and
ongoing basis.
Make learning one of the fundamental values of the
company.
Ensure that there is proper linkage among
organizational, operational and individual needs .
Create a system to evaluate the effectiveness of the
training