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Training & Development

Concept
Training is the process of increasing the knowledge and skills for doing a particular job. The purpose of training is basically to bridge the gap between job requirements and present competence of an employee.

Higher Productivity Better Quality of work Less learning period Cost Reduction Reduced Supervision Low Accident Rate High Morale Personal Growth Improved Organizational Climate

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Orientation Training Job Training Apprenticeship Training Internship Training Refresher Training Training for Promotion

(1) Identification of Training Needs (a) Organisational Analysis

-Analysis of Objectives
-Resource Utilization Analysis -Organisational Climate Analysis -Environmental Scanning (b) Task/Role Analysis (c) Manpower Analysis

(2) Setting Training Objectives


(3) Organisation of Training -Selection of Trainees -Preparation of the Instructor -Determination of Training period -Training Methods and Material (4) Evaluation of Training

Assessment Center Results

Performance Appraisals

Individual Diaries

Methods for Identifying Training Needs

Job-Related Performance Data

Attitude Surveys

Observations

Tests

Interviews

(1) On-the-job Training- In this method, the trainee is

placed on a regular job and taught the skills necessary to perform it. -Coaching -Understudy -Position Rotation

(2) Vestibule Training -In this method, a training centre called vestibule is set
up and actual job conditions are duplicated in it. -Expert trainers are employed to provide training with the help of equipment and machines which are identical with those used at the workplace.

(3) Off-the-Job Training- It requires to undergo


training for a specific period away from the workplace. Some offthe- job training methods are: -Special Lecture-cum-Discussion -Conference -Case Study -Sensitivity Training

Management development is the process by which managers acquire not only skills and competencies in their present jobs but also capabilities for future managerial tasks of increasing difficulty and scope.

Long-Term Focus of Management Development

Assessing the companys strategic needs

Appraising managers current performance

Developing the managers and future managers

On-the job Methods


(a) Coaching (b) Understudy (c) Job Rotation (d) Multiple Management -Under it, a junior board of young executives is constituted. - Major problems are analyzed in the junior board which makes recommendations to the Board of Directors. -Young executives gain practical experience in group decision-making and team work.

(e) Committee Assignment - Under this method, a permanent committee of trainee executives is constituted and is assigned a subject to discuss and make recommendations. - All the trainees participate in the deliberations of the committee. -Through discussion in committee meetings they get acquainted with different viewpoints and alternative methods of problem solving.

Off-the-job Methods
-Special courses -Special Projects -Conference Training -Sensitivity Training -Role Playing -Programmed Instruction -Simulation Method -Transactional Analysis

-Simulation Method: It is used to develop, in a controlled environment, a situation that is as near to real life as possible, whereby people can learn from their mistakes. The three basic simulation techniques are: (a) In-basket Method: In this method, materials like mails, memos & reports that require problem solving are put in a basket and the trainee plays the role of a manager responsible for solving the problems. (b) Case Study: Under this method, a hypothetical case is presented to a group of trainees for analysis and decision-making.

(c) Management Games: -A management game is a class-room exercise in which a number of trainees compete against each other to achieve certain objectives. -The trainees are asked to make decisions about production, cost, research & development, inventories, sales etc.

Training Effectiveness: It is the degree to which


trainees are able to learn and apply the knowledge and skills acquired in the training programme. It can be measured in terms of the following criteria:

Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results achieved as a result of the training

The opinions and judgments of trainers, superiors and peers. Asking the trainees to fill up evaluation forms. Using a questionnaire to know the reactions of trainees. Giving oral and written tests to trainees to ascertain how far they have learnt. Arranging structured interviews with the trainees. Comparing performance of trainees before and after training.

Studying profiles and career development charts of trainees. Measuring levels of productivity, wastage, costs, absenteeism and employee turn over after training. Trainees comments and reactions during the training period, and Cost benefit analysis of the training programme.

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