TRAINING AND DEVELOPMENT

Q 1. Write Note on Training & Development

Today Human Resources are significant factor of any organization. Mostly
service organization like Bank & Insurance companies success depends upon quality
& quantity of Human resources because people have taken on an even more central
role in building a firm's competitive advantage. Organization can achieved sustained
competitive advantage through providing appropriate training & education to their
employees. Therefore Training & Development programmed is very significant to
any organization.

Origin: The beginning of training could trace to the Stone Age when people started
transferring knowledge through signs and deeds to others. Vocational training started
during the Industrial Revolution when apprentices were provided direct instructions in
the operation of machines. Training and development is increasingly recognized, now,
as a most important organizational activity. Rapid technological changes require
newer skills and knowledge in many areas. Training has to be continuously offered to
keep employees updated and effective.
There are some who believe that training has necessarily been given undue
importance and that the experience on-the-job is good enough to develop necessary
skills and efficiency to perform the job. It is true that training cannot entirely
substitute experience, but it has certain definite advantages over it.
1. Training unlike experience can shorten the time required to reach maximum
efficiency.
2. Cost of training is much less than the cost of gaining experience particularly if
one is dealing with expensive equipment.

3. The results of experience can sometimes be accidental, particularly when

experience depends solely on trial and error.
4. The element of predictability is far less when compared to the outcome of a
well conceived and conducted training programme.
5. Clear description of performance problem.
6. Frequent feedback to measure the progress of learners/participants.

Definition:
"It is attempt to improve current or future employee performance by increasing an
employees ability to perform through learning usually by changing employees attitude
or increasing his or her skill & knowledge"
-Shirley Bosky

"Training & Development is a one of the significant technique to encourage employee

to take interest in his work by developing skill & knowledge which will definitely
reflects in organizational profits."
"Training & Development refer to those specific learning opportunity designed to help
employees grow."
Training & development need arise to fulfill the gap between standard
performance of employee & actual performance. Where the employee is lacking or
behind in his work. Extreme supervision on employees works help to decide degree
of training & Development programmes.

People often confuse with the Training and Education. But both are different in some
points as follows.

Training
Application Method.
Job Experience.
Specific Task.
Narrow Perspective

Education
Theoretical Orientation.
Classroom Training
General Concept.
Broad Perspective.

Q.2 What are the objectives of Training?

The objectives of training according to the employees belonging to different
levels of organizations. The basic objective of training, however, is to establish a
match between employee and his job. This training is designed to improve
knowledge, skills, and attitude and, thus equip the individual to be more effective in
his present job or prepare him for a future assignment. However, individuals growth
should not be taken as an end. From the point of view of an organization individual
growth is a means to organizational effectiveness. The viability depends on the
efficiency that an organization achieves in meeting its goals.

Induction

Training constitutes a significant step in the induction of the individual into the
companys way of life. Its helps the employee to know the companys culture,
structure, relationships role, policies and rules of the organizations. The basic idea
is to take relatively young people and expose them to the various departments and
functions of the organization to help them to know the organization better. At the
end of this period, either the trainees are placed in a specific department or they
are allowed to choose.
Updating

A significant objective of training is to prevent the obsolescence of the employees

by updating their skills and knowledge. The jobs that employees have been doing
are not static. They change, sometimes, without the necessary awareness. For
example, introduction of computers has changes job substantially. So the training
becomes necessary to update them, to reach the newer skills and their efficiency
does not suffer because of lack of understanding of the new technology.
Preparing for Future Assignments
One of the objects of the training is to provide an employee an opportunity to
climb up the promotional ladder. There are two ways to do this, One, people with
potential can be identified and sent to appropriate training programmes to prepare
them for future positions. The other could be to train them for the next level and
wait for the opportunity to absorb them. Another variation of this could be that an
employee is promoted and then sent for training. In all cases, it helps an
organization to have trained manpower available as and when needed.
Competence
Organizations, which have stagnated for long, need to identify certain individuals
who are creative and show potential for innovation and sent them to special
training programmes designed to realize the new competencies. These
programmes do not necessarily meet the job related requirements but are designed
to induce certain special talents. Programmes on creativity, innovativeness, and the
like are now offered by many agencies.
Other objectives
Employees will definitely learn best when objectives of the training program were
clearly stated to them, objective means the purpose and expected outcome of training
activities.

1.

To impart basic knowledge and skill to new entrants required for intelligent
performance of definite task in order to induct them without much loss of time.

2.

To assist employees to function more effectively by exposure of latest concepts

information and techniques and development of skills required in specific fields
including production, purchase, marketing, logistics, information technology etc.

3.

To broaden minds of supervisors. Sometimes, narrowness of outlook may arise

in supervisors because of specialization. In order to correct this narrowness they are
provided with opportunities and interchange of experience.

4.

To build second line of competent employees and enable them to occupy more
responsible positions as situation emerge.

5.

To prepare employees to undertake different jobs in order to enable

redeployment and maintain flexibility in workforce so that ever changing
environment of market can be met and downturns can be managed without loosing
experienced employees.

6.

To provide employees job satisfaction, training enables an employee to use

their skill, knowledge and ability to fullest extent and thus experience job
satisfaction and gain monetary benefits from enhanced productivity.

7.

To improve knowledge, skills, efficiency of employees to obtain maximum

individual development.

8.

To fulfill goals of organization by securing optimum co-operation and

contribution from the employees.

Q.3 Identifying Training Need Assessment :

Identifying training needs is a process that involves establishing areas where

employees lack skill, knowledge, and ability in effectively performing the job and
also identifying organizational constraints that are creating road blocks in the
performance.
Organizational Analysis
The analysis would help identify deficiencies and mechanisms that would be
needed to make adjustments in those deficiencies. This analysis begins with an
understanding of short-term and long-term goals of the organizations, as a whole,
and for each department specifically. This would help to identify what capacities
are needed to fulfill these goals.
Task Analysis
This involves a detailed analysis of various components of jobs, and how they are
performed. Analysis of tasks would indicate whether tasks have changed over
period of time and whether employees have adequate skill in performing these
tasks.
Man Analysis
The focus is on employees skills abilities, knowledge, and attitude. Of the three,
this is a more complex component because of difficulties in assessing human
contribution. Generally such indicators as production data, meeting deadlines,
quality of performance, personal data such as work behaviour, absenteeism, latecoming provide input for man analysis.
Analysis of Equipment
Change in equipment or modification of existing machines and equipment calls for
new skills and abilities. An analysis of changing technology, therefore, becomes a
handy mechanism to identify the kind of training that would be required.
Brainstorming

It is a helpful way to determine training needs especially of a group. The technique

consists of involving professionals with different backgrounds, assigning them a
task and fixing a time limit. At the end of the time limit, the ideas generated are
closely scrutinized to see what kind of training would help them in performing
tasks.
Problem Clinic
In this case a homogeneous group meets informally to discuss a common problem
and develop a solution. So, a group of engineers can get together and discuss a
problem say machine maintenance, which is bothering all of them. Their solution
would help in identifying the nature of training that would facilitate better machine
maintenance.
Simulation
Simulation or business games are useful techniques to identify training needs.
Some structured exercises are developed and individual or teams are asked to
compete with each other on these exercises. The exercises require the possession
or lack of certain skills like problem solving, communication, information
processing, and so on. Performance, on these games, highlights areas where
training may be useful.

Q 4. Benefits Of Emplooyee Training .

To Organization
1. Leads to improved profitability and /or more positive attitudes towards profit
orientation.
2. Improves the job knowledge and skills at all levels of the organization
3. Helps people identify with organizational goals
4. Improves relationship between boss and subordinate
5. Creates an appropriate climate for growth, communication

6.

Helps keep costs down in many areas, e.g. production, personnel,

administration, etc.

To the Individual
1. Helps the individual in making better decisions and effective problem solving.
2. Aids in encouraging and achieving self-development and self-confidence
3. Helps a person handle stress, tension, frustration and conflict
4. Moves a person towards personal goals while improving interactive skills
5. Helps a person develop speaking and listening skills; also writing skills when
exercises are required
6. Helps eliminate fear in attempting new tasks

Q.5 Steps in Training Process

Steps in the Training Process

1. Organizational objectives
2. Assessment of Training needs
3. Establishment of Training goals
4. Devising training programme
5. Implementation of training programme
6. Evaluation of results
Let us go through the steps in training process in detail:
I. Organizational Objectives and Strategies:
The first step in the training process in an organization is the assessment of its
objectives and strategies. What business are we in? At what level of quality do we
wish to provide this product or service? Where do we want to be in the future? It is
only after answering these related questions that the organization must assess the
strengths and weaknesses of its human resources.
II. Needs Assessment:
Needs assessment diagnosis present problems and future challenges to be met through
training and development.
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.
Needs Assessment Methods
How are training needs assessed? Several methods are available for the purpose. As
shown below some are useful for organizational-level need assessment and others for
individual need assessment.

III. Training and Development objectives

Once training needs are assessed, training and development goals must be established.
Without clearly set goals, it is not possible to design a training and development
programme and, after it has been implemented there will be no way of measuring its
effectiveness. Goals must be tangible, verifiable, and measurable. This is easy where
skills training is involved. For example, the successful trainee will be expected to
type 55 words per minute with two or three errors per page. Nevertheless, clear
behavioral standards of expected results are necessary so that the programme can be
effectively designed and results can be evaluated.
IV. Designing Training and Development Programme
Every training and development programme must address certain vital issues
1. Who participates in the programme?
2. Who are the trainers?
3. What methods and techniques are to be used for training?
4. What should be the level of training?

5. What learning principles are needed?

6. Where is the program conducted?
Who are the trainers: Trainers should be selected on the basis of self-nomination,
recommendations of supervisors or by the HR department itself. Whatever is the
basis, it is advisable to have two or more target audience. For example, rank-and-file
employees and their supervisors or by the HR department itself.
Several people, including the following may conduct training and Development
programmes:
1. Immediate supervisors
2. Co-workers, as in buddy systems,
3. Members of the personnel staff,
4. Specialists in other parts of the company,
5. Outside consultants,
6. Industry associations, and faculty members at universities.
V. Methods and Techniques of training
A multitude of methods of training is used to train employees. Training methods are
categorized into two groups (i) on the job training and (ii) off-the job methods.
On the job training: refers to methods that are applied in the workplace, while the
employees is actually working.
A variety of training methods are available and used by training agencies and
organizations. The choice of a method or a mix of methods is a function of a number
of considerations.
1. The purpose of training is an important consideration in the choice of
methodology. Knowledge can be provided by traditional methods of training
like lectures, and discussions. Skills and attitudes have to be developed by
experiential methods or training like in-basket, T-group etc.

2. The natures of contents often determine the nature of methodology. A concept

can be clarified through a lecture the operation of machine may best be
demonstrated.
3. Finally, all organizations have to be concerned with cost factors. Cost
considerations have to be taken into account while deciding on methods of
training. However, cost considerations should not override the quality
considerations.
Everyone involved in the training should be informed well in advance of the training
session(s). It is equally important that the person(s) delivering the training whether
in-job or off-job training - are well versed in what has to be achieved and the most
suitable techniques to adopt.
On the Job Training
Orientation training
Job-instruction training
Apprentice training
Internships and assistantships
Job rotation
Coaching
Off-the job training: are used away from workplaces.
Vestibule
Lecture
Special study
Films
Television
Conference or discussion
Case study

 Role playing
Simulation
Programmed instruction
Sensitivity Training
At this point, it is worthwhile to elaborate on important techniques of training. Let us
go through the following for better understanding - lectures, audio-visuals, on-the
job training, programmed instruction, computer-aided instruction, simulation

VII. Conduct Of Training :

A final consideration is where the training and development programme is to be
conducted. Actually, the decision comes down to the following choices:
1. At the job itself
2. On site but not the job-example, in a training room in the company.
3. Off the site, such as in a university or college classroom, hotel, a resort, or
conferences center.
Typically, basic skills are taught at the job, and basic grammar skills are taught on
the site. Much of interpersonal and conceptual skills are learnt off the site.
Implementation of Training Programme
Once the training programme has been designed, it needs to be implemented.
Programme implementation involves action on the following lines:
1. Deciding the location and organizing training and other facilities.
2. Scheduling the training programme.
3. Conducting the programme.
4. Monitoring the progress of trainees.
VIII.Evaluation of Programme

The last stage in the training and development process is the evaluation of
results. Since huge sums of money are spent on training and development, how far the
programme has been useful must be judged/determined. Evaluation helps determine
the results of the training and development programme. In practice, however,
organizations either overlook or lack facilities for evaluation.
Methods of Evaluation
Various methods can be used to collect data on the outcomes of
training. Some of these are:
1.Questionnaires: Comprehensive questionnaires could be used to
obtain opinion reactions, views of trainees.
.
2.Tests: Standard tests could be used to find out whether trainees
have learnt anything during and after the training.
3.Interviews: Interviews could be conducted to find the usefulness of
training offered to operatives.
4.Studies: Comprehensive studies could be carried out eliciting the
opinions and judgments of trainers, superiors and peer groups about
the training.
5.Human resource factors: Training can also be evaluated on the
basis of employee
satisfaction, which in turn can be examined on the basis of decrease
in employee
turnover,

absenteeism,

dismissals, etc.

accidents,

grievances,

discharges,

6.Cost benefit analysis: The costs of training (cost of hiring trainers,

tools to learn
training centre, wastage, production stoppage, opportunity cost of
trainers and trainees) could be compared with its value (in terms of
reduced learning time improved learning, superior performance) in
order to evaluate a training programme.
7.Feedback: After the evaluation, the situation should be examined
to identify the probable causes for gaps in performance. The training
evaluation information. (about costs, time spent, outcomes, etc.)
should be provided to the instructors trainees and other parties
concerned for control, correction and improvement of trainees'
activities.
The training evaluator should follow it up sincerely so as to ensure
effective implementation of the feedback report at every stage.
Please note that no training is complete without its evaluation. That
is, the follow up of a training programme is very essential.