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Bangladesh University Of Business &

Technology
Welcome To
Our Presentation Session
Prepared By
Group- WELL DONE GROUP
Here We are!
SL. No Name ID Intake/Section

1 Sheikh Saidur Rahman ( GL ) 16171201065 38/2

2 Md. Salman Ali 15163201071 37/1

3 Sarker Tajkir Ahmed 15163201072 37/1

4 Saddam Mollah 16171201051 38/2

5 Asma Ul Husna Oyshi 16172201062 39/2


Training and Development
Prepared For:

Md. Abdullah Al Mamun


Assistant Professor
Department of Management,
Bangladesh University of Business & Technology
(BUBT)
Objectives
Align/match identified training needs with training objectives
The Objectives for training activities must be developed.
These objectives should follow the assessed needs and be described in specific, measurable
terms.
Desired employee behaviors
Results expected to follow from such behaviors
One source of information for setting objectives
Performance deficiency data contained in performance management system
Measure should be both desired employee behavior as well as the results that are expected to
follow such behavior.
One source of information for setting objectives
Performance deficiency data contained in performance management system
Design and Delivery
Critical training design issues
Interference from and difficulty of overcoming
prior training, learning, habits
Transfer of newly learned skills back to job
Choice of training environment approximating or
simulating actual working conditions
Organizational environment that is supportive of
training & development
Design and Delivery
After objectives and measures have been set, the next step is the design and
delivery of the training prior to its delivery.

Two critical issues must be considered in the design of the training prior to its
delivery.

The first is interference:

The first is interface occurs when prior training learning or established habits act
as a block or obstacle in the learning process.

The more experience someone has in a certain way, the more difficult it may be
to modify the response they display.

When individuals are stressed, they tend to revert to conditioned behavior.


Design and Delivery
The second critical issue that must be addressed in design is transfer.

Transfer refers to whether the trainee or learner can actually perform the new
skills or use the new knowledge on the job. In other words, transfer is the extent to
which the trainee or learner is able to transfer the learning to the actual job
setting.

Those responsible for training need to ensure that it provides maximum transfer.

Obviously, Inefficient to conduct training and receive no benefit from it in terms


of employee job performance, those responsible for training need to ensure that it
provides maximum transfer.
Design and Delivery

The delivery of training should be anticipated.

Training and development will not be effective unless it is conducted within a


larger supportive organizational environment.

Transfer can be facilitated by delivering the training in an environment that


simulates the actual job conditions as much as possible.

Example: On-the-job training where the employee is trained under the exact
working condition.

In addition, Of-the-job training allows learners to focus on their learning by


minimizing interruption or distractions actual work environment.

This sort of training utilizes techniques that to simulate what happens on the job.
Md. Salman Ali
15163201071
37/1
Computer-Based Training
Computer-Based Training
Computer-based training is becoming increasingly prevalent as technology becomes more
widespread and easy to use. Though traditional forms of training are not likely to be replaced
completely by technological solutions, they will most likely be enhanced by them. Human
interaction will always remain a key component of workplace training.

Advantages
1.Computer-based training programs are easy to use.
2. They can often be customized or custom designed.
3. They are good for helping employees develop and practice new skills.
4. They are useful for refresher training. They are applicable to self-directed learning.
5. They can be cost-effective because the same equipment and program can be used by large
numbers of employees.
6 They are flexible because trainees can learn at their own pace and at a time thats convenient
for them. Computer-based programs are available 24 hours a day, 7 days a week. No matter
which shift an employee works, training is always available.
Computer-Based Training
Disadvantages

1.these programs require trainees to be computer literate.


2. They require trainees to have computer access.
3.There is little or no interaction with a trainer; if trainees have questions, theres
no one to ask.
Computer-Based Instruction
Benefits Drawbacks
Self-paced Learners must be self-
Adaptive to different motivated
needs Cost of producing online,
Can be customized interactive materials
Easy to deliver Lack of interaction with
Usually less expensive to others may work against
administer needs and preferred
learning styles
Can be conducted when
convenient for employee

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E-Learning
E-learning provides a one-year, unlimited subscription to over 500+ dynamic,
continually added courses on a wide-variety of HR topics. These courses include
sessions from SHRM live events, webcasts and conferences. Purchase a
subscription to have all-inclusive access to the courses you need to:

Meet training requirements

Improve your knowledge of topics relevant in your day-to-day role.

Earn recertification credits for SHRM-CP/SHRM-SCP and other HR credentials.


Sarker Tajkir Ahmed
15163201072
37/1
Evaluation
Integral part of overall training program
Provides feedback on effectiveness of
training program
Evaluation criteria should be established in
tandem with and parallel to training
objectives

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Evaluation
After the training has been delivered, it needs to be evaluated. This evaluated
should be an integral part of the overall training program. The organization
needs to receive feedback on the training. Evolution techniques that are not
developed when objectives are set will usually have little value to the
organization.
There are four levels of training evaluation
1. Reaction
2. Learning
3. Behavior
4. Results
Exhibit 9-3

Four Levels of Training Evaluation

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Evaluation
1. Reaction: Reaction measures whether the employees liked the training, the trainer and the

facilities. It is usually measured by a questionnaire.

2. Learning: Learning measures whether the employees know more than they did prior to

undertaking the training. Knowledge based training can be measured by written tst or

performance test. Skill based training can be measured through demonstrations.

3. Behavior: Behavior measures what employees do on the job after the training. Behavior

impact is usually measured through performance appraisal.

4. Results: Evaluation of results looks at the overall outcomes of the training. Results of training

programs are often not immediate; it may be takes time to achieve employees developing.
Saddam Mollah
16171201051
38/2
Exhibit 9-4
Links Between Training, Performance Management, &
Compensation

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Reading 9.1 (Brower et al.)
Types of International Work Reported by Federal
Executives
Collaborating with other agencies/organizations on international projects (37%)

Travel abroad (37%)

Managing programs that provide good/services to other nations (20%)

International negotiations (16%)

International policy development (14%)

Managing programs that receive/inspect people, goods, & services from other nations (10%)

Supervising government workers/contractors abroad (8%)

Living abroad (3%)

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Reading 9.1

Interculturally Effective Person


Adaptation skills

Attitude of modesty and respect

Understanding of concept of culture

Knowledge of host country and culture

Relationship-building skills

Self-knowledge

Intercultural communication

Organizational skills

Personal and professional commitment

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Development System for Global Leaders
Seven Recommendations
1. Build business case for global leadership competence

2. Build support for developing global leaders among government agencies and in broader society

3. Develop model of global leadership competence

Broad-based leadership knowledge

Generic leadership skills

Agency-, sector-, or country-specific knowledge and skills

4. Integrate global competencies into leadership selection and development programs

5. Strengthen interagency and public/private partnerships to provide for global leadership development

6. Create certification programs for developing global leaders in government

7. Develop center of excellence

Gathers, offers, and spreads best programs, tools, and resources


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Reading 9.2 (Olian et al.)
Training & Development Framework: Best Practices
Elements

Strategic role of T&D Contents of T&D


T&D value and T&D methods and
administrative policies approaches
Establishing T&D
needs
T&D evaluation
Building transfer into strategy
T&D

Sustaining and
advancing T&D
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Reading 9.2
Tying T&D to Strategic Business Plans

Intimate and structured linkage between strategic mission and goals of T&D
program
T&D goals and processes reviewed and updated annually around changing strategic
needs
T&D executives integrated into strategic planning process

Reading 9.2
Policies & Values to Support T&D Systems

-Structural
e.g., linkages between organizations planning process and T&D operation
-Policies
Formal means of communicating T&D expectations
-Value Statements
Informal and decentralized means of pushing managers to develop appropriate
attitudes
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Asma Ul Husna Oyshi
16172201062
39/2
Reading 9.2
Linking Business Strategy with T&D

Establishment of T&D needs driven most often by mission and strategy


Build transfer into T&D
Overlap T&D and job contexts
Integrate T&D & other elements of HR management system
Integrate management into T&D process

Reading 9.2
Determining Content of T&D

Derive content from:

Strategic objectives

Culture and values

Present and predicted competency and skill needs

Most commonly addressed T&D area is leadership training


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Reading 9.2
Choosing the Best T&D Method

Choice of delivery method depends on:


Organizational culture and values
T&D objective and content
Profiles of trainees and trainers
Financial and technological resource availability
Time
Location
Political constraints
Developments occurring with regard to delivery methods
Shift toward on-the-job training
Increased efficiency
Exploitation of technology to aid learning
Increased emphasis on teams
Focus on mentoring

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Conclusion
Training and development is a key strategic issue for a organization.

Some organization thinks their employees are valuable assets, so they

arrange training program and try to develop their skill. So they invest a

large amount of the training and development program .sometimes

organization arrange shortly training program for their employees.

Finally training and development is a continuous successful program

for employees.
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