Concepts of Training and Development
Concepts of Training and Development
Concepts of Training and Development
what is training?
The term training denotes a systematic procedure for transferring technical know-how to the employees so as to increase their knowledge and skills for doing particular jobs. Training is the act of increasing the knowledge and skills of an employee for doing a particular job. It involves the development of skills that are usually necessary to perform a specific job. Its purpose is to achieve a change in the behavior of those trained and to enable them to do their jobs better.
The terms training, development and education are sometimes used synonymously. This is not correct as these terms have different connotations and scope. The term training is used to indicate the process by which attitudes, skills and abilities of employees to perform specific job are increased. But the term development means growth of the individual in all relation to operative employees. Training is a short-terms personnel learn technical knowledge and skill for the definite purpose. Development is a long-term educational process utilising a systematic and organised procedure by which managerial learns conceptual and theoretical knowledge for general purpose.
Objectives of Training
1. 2345. To impart job knowledge and skill to new employees. To improve and update the knowledge and skills of existing employees. To improve the attitude and behavior of employees. To prepare employees for other promotion: To mould personnel to adapt to organisational changes.
If the employees are given proper training, the responsibility of supervision is lessened .Training does not eliminate the need for supervision but it reduces the need for detailed and constant. 6. Uniform procedures With the help of training the best available methods of performing the work can be standardized and made available to all employees. 7. Reduction in accidents Since the workers are trained in handling machines and are taught various safety measures, the rate of accidents falls considerably. 8. High morale Training helps in reducing absenteeism, labor turnover and grievances among the employees. This will increase the morale of employees. 9. Better climate An endless chain of positive reactions results from training such as higher productivity, better quality ,efficient use of resources, more financial incentives, stress on promotion ,less conflicts and so on.
b. The need for and the depth and nature of training to be provided should be worked out from the job analysis. c.For effective motivation of trainees, suitable incentives must be provided. d.Both the executive and supervisors as well as the trainees must take active part in the training activities, so that all concerned evince genuine interest in the training. e) The trainers selected for imparting should undergo special training for the purpose. A well qualified trainer is one who not only has mastery of the technical details of the particulars job, but also knows how to train, i. e. coach.
2. Job Training :
Job training is given in different ways to make the worker proficient in handling machines, equipments and materials so that operations are smooth and faultless and accidents are avoided. Training for a job is the most common inplant training programme. Job training is necessary for new employees to acquaint them with the jobs they expected to perform. Various on the job training and off-the-job training techniques are adopted to educate the employees in handing the equipment and raw materials correctly and perform their jobs efficiently. The purpose of job training is to enable them to learn new techniques, skills and knowledge. Job training is also essential to create interest of the employees in their jobs and to keep the number of accidents as low as possible.
3. Craft Training:
Training for craftsmanship involves preparation, not for a single job but for the many types of related jobs which can be assigned to a competent craftsman. The extent and intensity of training vary from craft to craft. Apprenticeship training is the major method adopted for this type of training.
4. APPRENTICE SHIP:
Apprenticeship training is desirable in industries which require a constant flow of new employees expected to become all round craftsman. It is very much prevalent in printing trade, building and construction, and crafts like machinists, electricians, welders, etc. Under apprenticeship training, the trainee is placed under the supervision of an experienced person who teaches him the necessary skills and observes his performance. The advantages of apprenticeship training to the trainees are that they receive stipend while learning and acquire a valuable skill which command s a goods wage in the labour market.
5. Learner Training
Learner training programme is meant for those people who do not have sufficient vocational background and knowledge about the jobs for which they have been selected. Such employees are sent to vocational schools for some time where they get some education and learn machine operations. Thus, learner training is a programme of education plus training. Such trainees are placed on regular work assignments after they complete the training programme.
6. Internship Training:
Internship training has become quite popular these days because of cooperation between employees and vocational and professional institutional institutions. Under this method, the vocational or professional institute enters into arrangement with a big business enterprise for providing practical knowledge to it students through actual work experience.
Training Methods
Individual and Group Training Methods
Off-the-Job Training
On-the-Job Training
1.On-job training Cannell (1997:28) defines on-the-job training as: Training that is planned and structured that takes place mainly at the normal workstation of the trainee- although some instruction may be provided in a special training area on site - and where a manager, supervisor, trainer or peer colleague spends significant time with a trainee to teach a set of skills that have been specified in advance.
Advantages
1) 2) 3) 4) 5) 6)
Tailor-made course content with use of REAL company situations/examples. It is usually less expensive than off-job training Learning will take place using the equipment which will be actually used A method by which trainee learns by actual experience. Least expensive since no separate arrangement required. No stoppage in the regular activity.
Disadvantages
1) 2) 3) 4) 5) Possibility of poor instruction and insufficient time. Trainee may be exposed to bad work practices. A large amount of spoiled work and scrap material may be produced. Valuable equipment may be damaged. Training takes place under production conditions that are stressful, i.e. noisy, busy, confusing and exposing the trainee to comments by other workers 6) Costly if not implemented properly. 7) Chances of casualties and accidents 8) Damaged products or material.
On the Job Training Methods 1. Orientation training 2. Job-instruction training 3. Apprentice training 4. Internships and assistantships 5. Job Rotation
2. Off the job method Location of training may be company class room, an outside place owned by the organization, an education institution or association which is not a part of the company.
Advantage
1) 2) 3) 4) 5)
A specialist instructor enables delivery of high quality training. Wider range of facilities and equipment are available. The trainee can learn the job in planned stages. It is free from the pressures and distractions of company life. It is easier to calculate the cost of off-job training because it is more self-contained
Disadvantages
1) Can result in transfer of learning difficulties when a trainee changes from training equipment to production equipment. 2) No training can be entirely off-job as some aspects of the task can only be learned by doing them in the normal production setting, with its own customs and network of personal relationships. 3) Can be more expensive. 4) Carrying out the training
These methods are: 1. Vestibule 2. Lecture 3. Special study 4. Films 5. Television 6. Conference or discussion
1. Vestibule Training:
This training method attempt to duplicate on-the-job-situation in a company classroom. It is a classroom training that is often imported with the help of the equipment and machines, which are identical with those in use in the place of work. This technique enables the trainees to concentrate on learning new skill rather than on performing on actual job. This type of training is efficient to train semi-skilled personnel, particularly when many employees have to be trained for the same kind of work at the same time. Often used to train bank tellers, inspectors, machine operators, typists etc. In this, training is generally given in the form of lectures, conferences, case studies, role-play etc. An example is the training of airline pilots in a simulated cockpit. This type of training is generally used when the use of actual equipment by untrained employees would be too risky or when the actual work setting would be unconducive to learning (e.g. because of noise levels).
doubts for clarification. Further, there is no flexibility of presentation from audience to audience.
5. Programmed Instruction (PI): This is method where training is offer without the
intervention of a trainer. Information is provided to the trainee in blocks, either in a book form of through a teaching machine. PI involves: 1. Presenting questions, facts, or problems to the learner 2. Allowing the person to respond 3. Providing feedback on the accuracy of his or her answers 4. If the answers are correct, the learner proceeds to the next block. If not, he or she repeats the same.
10. Case Studies: This method is developed in 1800S At the Harvard Law School. The
case study is based upon the belief that managerial competence can best be attained through the study, contemplation and discussion of concrete cases. When the trainees
are given cases to analyse, they are asked to identify the problem and recommend tentative solution for it. The case study is primarily useful as a training technique for supervisors and is especially valuable as a technique of developing discussion-making skills, and for broadening the prospective of the trainee. In case study method the trainee is expected to master the facts, should acquainted with the content of the case, define the objective sought in dealing with the issues in the case, identify the problem, develop alternative courses of action, define the controls needed to make the action effective and role play the action to test its effectiveness and find conditions that may limit it.
11. Role Playing: In role-playing trainees act out the given role as they would be in
stage play. Two or more trainees are assigned parts to play before the nest of the class. Here role players are informed of a situation and of the respective roles they have to pay. Sometimes after the preliminary planning, the situation is acted out by the role players. This method primarily involves employee-employer relationship Hiring, firing, discussing a grievance procedure, conducting a post appraisal interview etc.
12. Programmed Instructions: This method involves a sequence of steps that are
often set up through the central panel of an electronic computer as guides in the performance of desired operation or series of operations. This method involves breaking information down into meaningful units and then arranging these in a proper way to form a logical and sequential learning. The programme involves presenting questions, facts or problems to trainees to utilize the information given and the trainee instantly receive feedback on the basis of the accuracy of his answers.
PHASES OF TRAINING
start
Organizational Objective Identifying training Needs Training And Development objective Designing Implimentation Evaluation
End
3. 4. 5. 6.
Establishment of Training goals Designing training programme Implementation of training programme Evaluation of results
Needs assessment occurs at two levels- group and individual. An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, improving quality of supervision, or discharge will solve the problem.
Performance standards
Actual Performance Level
Deficiency
The Need
or
Expected Performance
Individual analysis Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating scales.
c. Poor quality d. High wastage/scrap e. Falling standard or performance f. Increase in time to perform tasks g. Time taken to learn how to perform tasks is to long h. Low utilization of machines and equipment i. High machine breakdown time j. High accident rates k. High labor turnover l. Low motivation m. High absenteeism n. Poor staff and management relationship o. Frequent delay p. Frequent dispute and strikes q. Customer complaints about staff inefficiency r. Lack of cooperation s. Recruitment problems t. Declining profits
D-Training Inputs:
A text or some written material is usually desirable as a basis for instruction, review and references. A complete outline of the whole course should be made available with the main topics included under each heading. The training material should be distributed among the trainees well in advance so that they may come prepared to the lecture class and may be able to understand the operation s quickly and may remove the doubts by asking questions from the instructor.
Instruction should be clear and complete. Audio visual aids should be used to demonstrate.
a)Skill:
Change of skill may be measured by a change in production/output
b)Knowledge: c)Attitude:
Testing the conceptual clarity on the subject matter can assess change of knowledge. Here trainer deals with concepts or principle Attitude change is the most difficult of behavioral change. There are three ways to evaluate attitudinal changes in an individual: I) By the subjective evaluation of others about the person; II) By the individual verbalization of his or her family III) By the individuals total productivity
9. Resistance from unions 10. Resistance from trainees An effective characteristics training programme should possess the following
Training programme should be chalked out after identifying the training needs or goals. It should have relevance to the job requirements. An effective training programme should make due allowance for the difference among the individuals with regard to ability, aptitude, learning capacity, emotional make-up etc. A good training programme should prepare the trainees mentally before they experienced trainers. An effective training programme should be conducted by well qualified and experienced trained. An effective training programme should have the top managements support which can greatly influence the quality of training in the organization by the policies it adopts and the extent to which it supports the training programme. An effective training programme should be supported by a system of critical appraisal of the outcome of the training efforts.
Mentoring Ongoing relationship that can last for a long period of time Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support More long-term and takes a broader view of the person
Mentoring Mentor is usually more experienced and qualified than the mentee. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-ofreach opportunities Focus is on career and personal development Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles Mentoring resolves more around developing the mentee professional
Coaching Coaching is generally not performed on the basis that the coach needs to have direct experience of their clients formal occupational role, unless the coaching is specific and skills-focused Focus is generally on development/issues at work The agenda is focused on achieving specific, immediate goals Coaching revolves more around specific development areas/issues