TRAINING AND DEVELOPMENT

PRESENTATION
GROUP 1 Members
Abina Valsalan
Anjana N Kumar
Aswathy Suresh
Dilma P T
Harishma Hari
Joji John
Neenu
Salihath
Tinu Yohannan
 Training Need Analysis
 Training Needs Analysis (TNA) is the process in which the company
identifies training and development needs of its employees so that they
can do their job effectively.

 It involves a complete analysis of training needs required at various

levels of the organisation.

 It helps to plan the budget of the company, areas where training is

required, and also highlights the occasions where training might not be
appropriate but requires alternate action.
Training Need arises at three levels:
 Organizational Level – focuses on strategic planning, business
need, and goals. It starts with the assessment of internal
environment of the organization such as, procedures, structures,
policies, strengths, and weaknesses and external environment such
as opportunities and threats.

 Individual Level - focuses on each and every individual whether an

employee is performing at desired level or the performance is below
expectation. If there is difference between the expected performance
and actual performance, then certainly there is a need of training.
 Operational Level - focuses on the work that is being assigned to
the employees. The job analyst gathers the information on whether
the job is clearly understood by an employee or not.
METHODS USED IN TNA
In different working situations the training managers observe the
working style of the employees. With the help of this observation, the
managers get information about the performance gaps. The observation
includes watching over the technical methodology followed to perform
the job, the functional aspects of the job, and the behavioral aspects of
the employee. It provides both qualitative and quantitative feedback
about the current performance of the employee. 
INTERVIEWS
 Interview is a face-to-face conversation about the way an employee
performs the job. It is an effective way to collect information about output
gaps by talking with each employee or a team. It can be a formal or
informal setting of the interview. The interview can be conducted in
person or through virtual means.
Surveys/assesments are an effective and simple way to identify the
performance deficiencies in a particular department. A well-designed
questionnaire is circulated among employees to understand the training
needs of the employees. The questionnaire can consist of a
combination of open-ended and closed-ended questions along with
some ranking and projective questions. To improve the credibility of
the survey the employees are allowed to submit the answers
anonymously.
In most of the service industry performance deficiencies are identified
using customer feedback. The direct feedback from the customer
indicates the specific work area which needs improvement.
FOCUS GROUPS
Focus group is a brainstorming process to understand the skill gaps
among the employee. The employees working in the organization
are encouraged to talk and discuss the ways to improve their work
performance. This conversation is closely observed by analyzed by
the training manager to understand the training requirement in the
organization.
DELPHI TECHNIQUE
 The Delphi technique is a group decision-making technique designed to provide
group members with each other’s ideas and feedback, while avoiding some of the
problems associated with interacting groups. The members of the group do not
have to be face – to – face but are asked to respond to a questionnaire and send
their responses to a coordinator. Once all questionnaire have been received from
the members the coordinator then sends them to every member for review. Each
member is allowed to comment and analyse the others comments and then
participants either vote for the best solution or the coordinator comes up with a
consensus of opinion based on all comments received from the participants.
 Output of TNA
Training Need Analysis (TNA):

 Training Need Analysis is the process in which the company identifies training and
development needs of its employees so that they can do their job effectively.
 It involves a complete analysis of training needs required at various level of the
organisation.
 Purpose:-
 This is an assessment of the gap between the knowledge, skills and attitudes that the
people in the organization currently posess and the knowledge, skills and attitudes that
they require to meet the organization's objective.
Output of TNA

 Assessment of skill GAP

 Three level analysis for the optimization
 Review of the current training system and performance level
 ROI and CBA helps to assess the financial benefits of training
 Assessment of the training options
 Helps to stream line the HRIS, find out feed back effectiveness, grievance systems.
 Highlight the training requirements and non training needs
Motivation for training
Motivation for Training

 Motivation for training (or Employee Motivation Training

Programs) provides managers with useful techniques and
skills in learning the best methods that fosters a
motivational work environment, ultimately creating a
successfully strong team of efficient and highly motivated
employees.
Get social
Running an online learning community can create an open environment where students feel
confident asking questions. Employees can use the community to motivate each other by sharing best
practices and discussing their progress.

Keep things simple

Encourage employees to take it one step at a time. Concentrate on the current stage they’re
working on and highlight any key learning milestones they’re close to. This way they’ll feel confident
they’re making good progress without getting overwhelmed

Create a support network

Identify high performing learners and ask them to become official mentors. They can
share their positive experiences with peers and provide additional motivation and support when required
Creating a support network comprising of team mentors or peers can provide learners with additional
guidance and the chance to ask questions as their training progresses.
Link a difficult task to a reward
Another important way to boost employee’s motivation is by looking at ways to reward your learners
when they reach key milestones in their learning journey. This will help to instill a sense of achievement
and motivate them to reach the next milestone.
Rewards could include small prizes for achieving learning milestones or a mini graduation ceremony
where learners are presented with a certificate upon completion of their program.

Schedule polite reminders

Sending regular training reminders and prompts will help your learners to stay on track.
It can be beneficial to tailor these messages depending on your learner’s behavior. For example, if a
learner has not attended any conversation classes, you may wish to send them a message outlining the
benefits of starting. You can also encourage them to get in touch if they have any questions or concerns

Link training with daily tasks and activities

Linking training to your employees’ day-to-day tasks and goals can help incentivize learning.
For example, they could think about how their studies will come in useful for upcoming meetings,
conference calls or events.
Assess progress
Recognizing your employees’ training progress can be a key driver of maintaining employees’ motivation.
Organize regular catch-ups with employees and consider getting their supervisor involved too. That way
they’ll be aware of what their employee has achieved and how to encourage the learner to reach their next
training milestone.

Incentivize your team

Incentivizing employees to reach specific goals or targets throughout the training program can be a great
source of motivation. Incentives can include prizes, certificates or financial bonuses.

Consider penalties
Penalties can be used to encourage staff to focus on completing their training, but we recommend these be
used sparingly.
Creating a penalty structure which is overseen by line managers which includes performance reviews for
low usage or missed targets can be an effective way to increase engagement.
Provide reassurance
Some learners can find the jump between independent learning and joining a conversation class daunting.
Offering your learners reassurance can help make the jump less scary. One method would be to allow
learners joining a conversation class for the first time to just listen into the class. This will enable them to
familiarize themselves with the format and feel confident in future classes.
Trainee readiness
Training means the process of increasing the knowledge and skills of an employee for doing a particular
job. It seeks to improve the job performance and work behavior of the Trained.
Trainee readiness Refers to whether employees have the personal characteristics necessary to acquire
knowledge from a training program and apply it to the job.
Prerequisites
Trainability Test - Assess trainees aptitude prior to training
■ Provides realistic expectations of necessary job KSAS
■ Assesses trainees' functional level (baseline)
■ Used to assess training effectiveness
■ Motivation
■ Trainees must believe assessment of their current state is accurate
■ Ensure self-efficacy and internal locus of control
■ Ensure relevance of training outcomes
Trainee must value improved performance
Training and Development
Training and development is one of the main function of the human resource management.
Training refers to a systematic setup where employees are instructed and taught matters of
technical knowledge related to their jobs.it focuses on teaching employees how to use
particular machines or how to do specific tasks to increase efficiency.
Whereas, development refers to the overall holistic and educational growth and
maturity of people in managerial positions .the process of development is in relation to
insights, attitudes, and adaptability, leadership and human relations.
Thus, Training and development is any attempt to improve current or future performance of
employee 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.
 METHODS OF TRAINING
 On- the- job training is considered to be most effective method of training the
operative personnel. Under this method, the worker is given training at the
workplace by his immediate supervisor.
(I) Coaching :
Under this method, the supervisor imparts job knowledge and skills to his
subordinate. The emphasis in coaching or instructing the subordinate is on
feeling by doing.
(II) Understudy :
The superior gives training to a subordinate as his understudy or assistant.
The subordinate learns through experience and observation
(III) Position/job rotation
Job rotation is used by many organizations to develop all round
workers. The employees learn new skills and gain experience in handling
different kinds of jobs .they also came to know the interrelationship
between different jobs
(IV) Apprenticeship training:
Apprenticeship training is a process by which people become skilled
workers, usually through a combination of formal learning and long term
on the job training, often under the tutelage of a master craftsmen. The
apprentice learns the by observing the manner of doing the job by the
master craftsman or else he may be allowed to work on the job under
his supervision.
 OFF THE JOB TRAINING METHODS:
Off the job training requires the workers, to undergo training for a specific period
away from the work place .off the job methods are concerned with both
knowledge and skills in doing certain jobs.
 Special lecture cum discussion :
Lecturing is a quick and simple way to present knowledge to large
groups of trainees, as when the sales force needs to learn a new
product’s features.
 Behavior modeling:
A training technique in which trainees are first shown good management techniques in a film , are asked
to play roles in a simulated situation and are then given feedback and praise by their supervisor .
(a) Modeling : First ,trainees watch live or video examples showing
models behaving effectively in a problem situation .Thus the
video might show a supervisor effectively disciplining a
subordinate ,if teaching ‘’ how to discipline ‘’ is the aim of the
training program.
(b) Role -playing: Next, the trainees get roles to play in a simulated
situation; here they are to practice the effective behaviors
demonstrated by the models.
(c) Social reinforcement: The trainer provides reinforcement in the
form of praise and constructive feedback.
(d) Transfer of training: Finally, trainees are encouraged to apply
their skills when they are back on their jobs.
 Modeling : First ,trainees watch live or video examples showing
models behaving effectively in a problem situation .Thus the
video might show a supervisor effectively disciplining a
subordinate ,if teaching ‘’ how to discipline ‘’ is the aim of the
training program.
 Role -playing: Next, the trainees get roles to play in a simulated
situation; here they are to practice the effective behaviors
demonstrated by the models.
 Social reinforcement: The trainer provides reinforcement in the
form of praise and constructive feedback.
 Transfer of training: Finally, trainees are encouraged to apply
their skills when they are back on their jobs.
Criteria for method selection
The Trainer

Basically all training methods are effective in imparting skill, provided the trainer is
capable of using them effectively. Many a time participatory lecture is used by the
trainers. This method requires skill in selection of content and its logical presentation,
followed by opening the session for the participation of trainees either through
problem solving or discussion. Simply choosing and noting down the method in
programmed schedule may not help.
Nature of participants

Selection of training method depends on the nature of participants in terms of personal factors
like age, literacy and education qualification, nature of job or profession or vocation or
occupation, language and dialect etc. In case of employees, it varies based on their
designations and objectives of the working organization
Objectives of training programme:

Any objective of training, addresses three domains- increase in knowledge, or enhancement in skill or
change in the attitude. Hence the method has to be chosen based on the objective either as single or in
combination.
Method Strength Domain

Lecture presentation of factual content and logical way knowledge skill

Discussion participants express independent interest and opinion attitude knowledge
Subject area:

Method for delivery of messages vary based on its nature. If messages are to develop new skills
participative demonstration is more effective. Similarly if it is to improvise the existing skill,
field trip is ideal as it provides direct experience. Total switch over to new methodology should
be through participative lecture, followed by participative demonstration and practical. Case
study method is suitable for problem solving
Time and material availability:
Time refers to preparation time, length of training course and the time of day. Sometimes a situation
may arise for conducting of training urgently. In such situations there may not be much time for
preparation visual aids or organize field trips or to invite guest speaker. The trainer needs to create similar
environment by organizing role plays or screening films. If duration of training course is longer, more
time can be devoted for practical exercises. Lecture sessions or best methods for morning sessions and
role plays, mock sessions for afternoon. Similarly availability of material to conduct practical, to access
electronic devices etc. are also to be considered.
Designing training programs
Designing training program is an essential part where all
components exist in planning and implementation of training
programs
The design framework gives the direction for the whole program,
logical flow of subject matters to help training designer to select and
apply appropriate methods and materials when delivering training
programs.
Training Design refers to a systematic approach for developing training
programmes. It is a detailed sketch for what will be done, why it is being done,
and the beat ways to reach the training objectives.
 Importance of designing a training program

 Framework for analyzing a training program

 Outcome from training problems
 Presentation of content
 Defining training objectives
 Helps to identify learning activities
 Solution of performance or compliance problems
Principles of designing a training program

 It should be learned focused

 It should be based on identified needs
 It has measurable objectives
 It is goal oriented
 It is time bounded
 It has taken in to identified methods
 Process of Designing a training program

 Perform a training needs assessment:

Identifying the business goal that can be supported by a training program. Determining the
task that workers should to perform to make the company reach its goals. To conducting the training
activities that will help in enhancing the learning of the workers to perform the tasks more effectively
.Determining the learning characteristics of the workers that will make the training effective.
 Developing training objectives
 Design training materials
Focus on the learning needs of your employees. Create training assessments that can
directly relate to the learning objectives.
Defining evaluation criteria
 Implement the training
 implementation can take different forms by moving forward to the training. It can be classroom
instructions, the completion of e-learning modules or more.

 Evaluate the training

This method involves evaluating the training at four levels. Those four levels of evaluation
are:
Employee reaction to training
Employee leaning through the training
Employee job behavior post training
Beneficial business result
Qualities of a good trainer
 GOOD COMMUNICATION SKILLS :
The ability to communicate effectively is a quality seen in the most
successful trainers. Communication is not just about language or vocabulary;
it is also about engaging the learners in the discussion and developing a two-
way communication path. This enables a trainer to convey information easily
and accurately and properly respond to questions or comments from learners
 STRONG ORGANISATION SKILLS :
For a trainer to be successful, good organizational and planning skills are
necessary. Training involves preparing lesson plans, setting targets and
helping the learners achieve them. Trainers must always be organized and
we’ll prepared for training delivery
 . DESIRABLE PERSONALITY :
The ability to listen, to be patient and to care about the learner and the job at
hand are essential traits of a good trainer. Learners respond to characteristics
such as kindness and empathy as they believe it makes the trainer more
approachable.
 ADAPTABLE :
With the development of technology and particularly training tools and
software, there are more means than ever to make training more innovative. A
good trainer quickly adapts to the changes and can utilize the technology to
create impactful lessons. The ability to think on their feet and improvise their
training methods are qualities that make a good trainer.
 FOCUSES ON THE LEARNER :
For a trainer to successfully understand the requirements of those that they
train, developing a relationship is essential.

 CONTINUOUS LEARNER
Learning should never stop for a trainer. Great trainers are always open to new
learning to ensure participants receive their maximum effort and the latest
information. A continuous habit of learning is a trait shared by the best
USE OF AUDIO AND VEDIO
VISUALS
IN TRAINING AND DEVELOPMENT
Implementing a cost effective employee training program through
video is in most cases, an ideal solution. If the budget is a constraint,
there are a number of training video solutions available. It is
typically a money saver to use a consulting firm for the creation and
installation of video equipment for this purpose. Companies such as
Data Projections have been in the business of developing and
implementing comprehensive training room video and audio
equipment supporting a variety of presentation types, including
formal and interactive. This allows a company to consistently
present materials that are easy for the trainees to absorb and to
collaborate with others on the data presented.
What Are Some Options for Employee Training Programs Using
Video?
Improving the onboard process –
New hires need time to get up to speed. Providing video training can
make the transition expedient and manageable. This time saved
hastens productivity and reduces costs.
Offer comprehensive training anytime and anywhere –
24/7 access to training videos allows coaching new management,
as well as teaching new employees fundamentals and core
competencies. Long-time personnel can stay current with best
practices and acquire new operation techniques and strategies.
Demonstrate products or services in-house –
This capability allows everyone in a company to have a thorough
understanding of goods or services that the firm offers. This can
make it easier for an employee whose function is not directly
related to a particular product to have better insight and knowledge
about the overall organization.
General compliance training –
Human Resources departments can use video training as a
powerful method for touching on sensitive and vital compliance
issues, such as sexual harassment laws, fire and safety policies, and
emergency procedures.
Video conferencing –
High-quality video technology can transform a conference call into an
opportunity to communicate and collaborate with teams, remote
professionals, and management. This type of system is independent of
locale, so personnel from around the world can take part in a meeting
almost as if they were in the same room with everyone else.
Establishing an effective training program that uses current video and
audio technology and software is the first step in building a
knowledgeable staff. Employees that are well-trained and have the
opportunity to engage in ongoing training programs tend to be both
confident and competent.
Thankyou