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TRAINING AND DEVELOPMENTPresented By:

Mounika Rao Paladugu 31

Siddhant Kotak 47

Sundar Ganesh Kumar - 51

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Employee orientation is a procedure for providing new

employees with a basic background information aboutthe firm.

To feel comfortable and part of the team.

To know the basic information to function effectively. To understand organization in broad sense.

To socialize into firms culture, values and way ofdoing it.

PURPOSE OF EMPLOYEE

ORIENTATION

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ORIENTATION PROCESS

Employee Handbook

Informal Orientation Orientation Technology

Just asking the employee,

How are you doing? willgo a long way towardsmaking your orientation agreat one

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Training is a change in skills. Training means giving new or current employees the skills

they need to perform their jobs.

It can help people learn the new skills that are required tomeet new expectations, both formal and informal.

Training can help people accept the challenge of theirevolving jobs.

Build a common understanding of the organization'spurpose.

Show management's commitment and loyaltyto employees

Develop people so they can increasetheir responsibilities and contribute to the

organization in new ways.

TRAINING PROCESS

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1. Need analysis step-identify the knowledge and skills of the job.

2. Instructional design step- review training program andestimate budget.

3. Implement step- training the employee group.

4. Evaluation step- to assess the programs success or

failures.

FOUR STEP TRAINING PROCESS

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Make the learning meaningful- provide a birds eye view,

present the information logically and use a variety offamiliar examples.

Make skills transfer easy- transfer new skills and behaviorsfrom training site to job site.

Reinforce the learning- make sure the learner gets plenty offeedback.

TRAINING, LEARNING AND

MOTIVATION

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Training Needs Analysis (TNA) is defined as the

Identification of training requirements and the mostcost effective means of meeting those requirements.

Analyzing training needs depends on whether you aretraining new or current employees.

Current employee training need is more complex. TASK ANALYSIS is detailed study of job to determine

what specific skills required to perform that particularjob.

ANALYZING TRAINING NEEDS

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It is the process of verifying that there is a performance

deficiency and determining whether the employer shouldcorrect such deficiencies through training.

Ways to identify how a current employee is doing

1. Performance appraisals

2. Job related performance data

3. Observations by supervisors

4. Test of things like job knowledge, skills etc

5. Individual employee daily diaries.

PERFORMANCE ANALYSIS

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Training budget plays an important role in determining theactual design of the program.

The budget includes development costs, direct and indirectcosts and cost of evaluating the program.

DESIGNING THE TRAINING

PROGRAM

Trainingmethods

Trainingbudget

Trainingobjectives

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ON THE JOB TRAINING

OJT means training the person to learn the job while working

on it.Types of OJT:-

a. Coaching or Understudy Method:- Experienced worker ortrainees supervisor trains the employee.

b. Job Rotation:- Employee moves from job to job at plannedintervals

c. Special assignments:- Gives experience to lower levelexecutives in working on actual problems

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1. Prepare the Learner

2. Present the Operations

3. Do a tryout

4. Follow Up

STEPS IN ON THE JOB TRAINING

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APPRENTINCESHIP TRAINING

People becomes skilled workers, usually through a

combination of formal learning and long term on the jobtraining.

The Apprenticeship Act, 1961 was enacted by the GOI whichintends to achieve:-

1. Promotion of new skills

2. Improvement/Refinement of old skills through theoretical andpractical training in number of trades and occupations.

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JOB INSTRUCTION TRAINING

Many jobs consists of a logical sequence of steps that has to

be learnt step by step. This step by step training is called JIT.

List all the necessary steps in the job in the proper sequence

Then list a corresponding key point beside each step.

The steps in JIT sheet show trainees what to do, and the keypoints show how its to be done and why.

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LECTURES

Lecturing is the quick and the simple way to present theknowledge to large group of trainees, as and when the sales

force needs to learn a new products features.

PROGRAMMED LEARNING

Step by step self learning method that consists

of :-1. Presenting the questions, facts or problems to the learner

2. Allowing the person to respond

3. Providing the feedback on the accuracy of the answers.

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AUDIOVISUAL BASED TRAINING

It includes the use of DVDs, films, PowerPoint etc to trainthe employees is a widely used technique.

Some firms use real incidents for audiovisual training like

Thomas Cook India Limited and Jet Airways; they record thecalls made by the customers for complaints and use the samefor training purposes.

More expensive compared to lectures but gives advantage

when there is a need to expose the trainees to the situationwhich is not easily demonstrable in live lectures

Organization wide Training and its too costly to move thetrainers from one place to another.

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VESTIBULE TRAINING

Trainees learn on the actual or simulated equipmentwhich they will use in the job, but are trained off thejob in a separate room or vestibule.

Necessary when training is too expensive or

dangerous to train employees on the job.

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A trainee in a central location teaches groups of

employees at a remote locations via televisedhookups. E.g. is Honda America.

Videoconferencing allows people to communicate livewith people in another city or country or with groupsin several cities.

TELETRAINING AND

VIDEOCONFERENCING

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EPSS

Electronic performance support systems (EPSS) are sets of

computerized tools and displays that automate training,documentation and phone support.

Called as modern job aids. A job aid is the set of instructions,diagrams, or similar methods available t the job site to guide

the workers. It works particularly well on the complex jobs thatrequire multiple steps or where its dangerous to forget a step.

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SIMULATED LEARNING

Means different things to different people.

It includes virtual reality in which the trainee is put in anartificial three dimensional environment that simulatesevents and situations that might be experienced in the job.

Sensory devices transmit how the trainee is responding tothe computer and what the trainee hears, feels and sees

US Armed Forces; IBM at Play

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LIFELONG TRAINING TECHNIQUES

It means providing employees with the

continuing learning experiences over theirtenure with the firm, with the aims of ensuringthey have the opportunity to learn the skills theyneed to do their job and to expand theirhorizons. It may include from basic remedial skillsto college

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Also called demand learning means deliveringlearning content on demand over mobile devices like

cell phones, laptops and I-pads; whenever andwherever the learner has the time and desire toaccess.

IBM uses it to deliver just in time information

MOBILE LEARNING

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CREATING YOUR OWN TRAININGPROGRAM

Set the training objectives

Use a detailed job descriptionDevelop an abbreviated task analysis record form

Develop a job instruction sheet

Compile training program for the job

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Imparts knowledge

Changes attitudes

Increases skills

Dual aim

Useful for succession planning

On-the-job / Off-the-job

Long-term development

Future managers

MANAGEMENT DEVELOPMENT

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ON THE JOB MANAGERIAL

TRAINING

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JOB ROTATION

Broaden understanding

Test abilities Identify strengths & weaknesses

COACHING/UNDERSTUDY

Work with senior manager

Phase of succession planning

Relieves executive of certain responsibilities

Gets a chance to learn

MANAGERIAL ON-THE-JOB

TRAINING

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MANAGERIAL ON-THE-JOBTRAINING

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ACTION LEARNING

5-25 member teams

Assigning real world business problems

Situations extend beyond their usual area of expertise Prof. Reginald Revans, (Revans, 1980) described the

formula:

L = P + Q

where L is learning,P is programming (or programmed knowledge withsimulations) and

Q is questioning to create insight into what people see,hear or feel.

MANAGERIAL ON-THE-JOB

TRAINING

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PHASES IN AL:

Framework - 6-8 weeks

planning Action forum 2-3 days -

discussion & action plandevelopment

Accountability sessions - everymonth for 3 months to reviewimplementation of action plan

MANAGERIAL ON-THE-JOB

TRAINING

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ACTION LEARNING:

It is about solving problems and getting things done

Increase awareness

Enables to identify personal developmental challenges

More disciplined ways of working in powerful teams

Peer support

Creativity flexibility and PS skills

Innovation

MANAGERIAL ON-THE-JOB

TRAINING

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OFF THE JOB MANAGERIAL

TRAINING

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CASE STUDY METHOD:

Written description of organizational problem

Analyze case Diagnose problem

Present findings or solution

Popular in business schools

and training academies Detailed theme, background stories, personal histories

Participants familiarize themselves with relevant learningthemes and decision support situations

MANAGERIAL OFF-THE-JOB

TRAINING

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MANAGEMENT GAMES:

"The best way to learn is to get involved"

form 5-6 person groups

compete to get solutions for a simulated marketplace

participative decision making

OUTSIDE SEMINARS

UNIVERSITY RELATED PROGRAMS:

executives go back to school

refresher courses

programs like leadership and supervision

MANAGERIAL OFF-THE-JOB

TRAINING

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ROLE PLAYING:

Situation based activity

Create situation

Trainees assume roles or parts to be played

One can experiment in role playing, which may not bepossible in real life

BEHAVIOUR MODELLING

Modeling Role playing

Social reinforcement

Transfer of training

MANAGERIAL OFF-THE-JOB

TRAINING

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CORPORATE UNIVERSITIES & IN-HOUSE DEVELOPMENT

COURSES Useful for very large firms

Collaboration with academic institutions

Web portals for e-learning

Catalogue of courses

Programs from professional associations

MANAGERIAL OFF-THE-JOB

TRAINING

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The only thing constant is CHANGE

Culture, strategy, vision & mission, structure,technologies, attitudes, skills - what to change?

Definite failure without employees support

Getting this support is easier said than done

Skepticism and apprehension Lewins Change Process

MANAGING ORGANIZATIONAL

CHANGE

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LEWINS CHANGE PROCESS

Unfreezing

Establish a sense of urgency

Mobilize commitment through joint diagnosis

Moving

Create a guiding coalition

Develop & communicate a shared vision

Consolidate gains and produce more change

Help employees make the change

Refreezing

Reinforce the new way of doing things

Monitor & assess the progress

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Usually involves action research.

Improves organizational effectiveness by applyingbehavioral science

Initiates improved problem solving

Gives rise to empowerment

Gets employees to formulate solutions themselves:

Human Process Applications

Technostructural interventions

HR Management Applications

Strategic OD Applications

ORGANIZATIONAL DEVELOPMENT

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TRAINING EVALUATION KIRKPATRICKS FOUR LEVELS

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Learning objectives

Begin Slowly Set Goals

Flexible schedule

Quality & not Quantity

Evaluate, and update

UNIVERSAL TRANINING RULES

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Thank You!!