TRAINING & TYPES Spirit of HR.in

Training and Development 7-24 Training and Development Training: It is process of imparting specific job related skills and behaviour. For E.g. Customer Service Training Development: It is an effort to develop overall personal growth of the employee. It is future oriented. Education: It involves the presentation of material by the faculty to students who are learning about the subject matter. Learning: It is a process of acquiring skill and knowledge through study, experience or teaching Selection

Training Training is a systematic process through which an organization’s human resources gain knowledge and develop skills by instruction and practical activities that result in improved corporate performance.

Training Planned effort by a company To facilitate employees’ learning of Job-related competencies, (including knowledge, skills, or behaviors ) that are critical for successful job performance and application to their day-to-day activities.

Scope of Training: It helps the new recruit to perform the tasks & responsibilities It helps the existing employees to acquire new skills thus increasing the job knowledge and skills of employees at each level. It helps the employee to achieve the organizational goals as well as their individual goals. Bridges the gap between the required competency & current competency It helps in increasing the productivity of the employees It helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps to develop and improve the organizational health culture & build a positive perception and feeling about the organization. It helps in creating the learning culture within the organization. Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. It is a way to create intellectual capital.

Types of Training: A) Soft Skills Behavioral Training Communication Training Personality Development Time Management Leadership Training Creativity Training Diversity Training B) Technical/Functional Skills Customer Service Training Product Training Cross Functional Training

Importance of Training Maintains qualified products / services Achieves high service standards Provides information for new comers Refreshes memory of old employees Achieves learning about new things; technology, products / service delivery Reduces mistakes - minimizing costs Opportunity for staff to feedback / suggest improvements Improves communication & relationships - better teamwork

Companies have lost money on training because: 1.It is poorly designed. 2.It is not linked to a performance problem or business strategy 3.Its outcomes have not been properly evaluated.

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Exercise Imagine you are the managing director of a full service restaurant. One day you receive a complaint letter from a guest reporting s/he was not satisfied with the service level and the price. Is there a training need?

The ASK Concept Training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results. This can be separated into 3 main themes Attitude Skills Knowledge

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Economic cycles – Multi-skilling Trimming of Training Costs Only Necessary trainings are given during Economic crisis

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Globalization – Cross-Cultural training to their global employees Expatriate Training

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Increased value placed on intangible assets – Human capital- the skills, knowledge, and experience possessed by an employee Intellectual capital - codified knowledge that exists in a company Social capital - relationships in the company Customer capital - relationships with persons or other organizations outside the company for accomplishing the goals of the company.

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Focus on link to business strategy– Sales Customer Service Innovation

Training and Business Strategy – Eg.

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Changing demographics and diversity of the work force– Communicating effectively with employees from a wide variety of backgrounds. Coaching, training, and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races. Providing performance feedback that is free of stereotypes based on gender, ethnicity, or physical handicap. Training managers to recognize and respond to generational differences. Creating a work environment that allows employees of all backgrounds to be creative and innovative.

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Talent management Attract Develop Motivate Retain

INFOSYS MYSORE - TRAINING CENTER

The rooms for trainees at Infosys Mysore.

The training center -Infosys Mysore.

There are four swimming pools in the Infosys Mysore campus.

The bowling alley at Infosys Mysore

Inside the four screen multiplex - Infosys Mysore campus.

The Infosys Pune unique egg-shaped building - like a descending spacecraft!

The Forces Influencing Working and Learning NEED FOR TRAINING!!! Customer service and quality emphasis– Total Quality Management (TQM) – Overall Quality ISO 9000:2000 Six Sigma - 3.4 defects per million Lean thinking - doing more with less effort, equipment, space, and time, but providing customers with what they need and want. ISO 10015 - quality management tool designed to ensure that training is linked to company needs and performance

The Forces Influencing Working and Learning NEED FOR TRAINING!!! New technology – Computerization In Banks E Banking M Banking ERP Systems Self-paced online learning

The Forces Influencing Working and Learning NEED FOR TRAINING!!! High-performance model of work systems– Virtual teams - teams that are separated by time, geographic distance Cross-training - training employees in a wide range of skills Work teams - involve employees with various skills who interact to assemble a product or provide a service

Types of Training A) Soft Skills Behavioral Training Communication Training Personality Development Time Management Leadership Training Creativity Training Diversity Training B) Technical/Functional Skills Customer Service Training Product Training Cross Functional Training

Presentation Methods Methods in which trainees are passive recipients of information, which may include: facts or information processes problem-solving methods It includes lectures and audio-visual techniques.

Presentation Methods (cont.) Lecture Trainers communicate through spoken words what they want the trainees to learn. Least expensive and least time-consuming ways to present a large amount of information. It is easily employed with large groups of trainees. Supports training methods such as behavior modeling and technology-based techniques.

Who provides training? In most companies training and development activities are provided by trainers, managers, in-house consultants, and employee experts. They can also be outsourced. Training and development can be the responsibility of professionals in human resources, human resource development, or organizational development.

Hands-on Methods Training methods that require the trainee to be actively involved in learning. On-the-job training (OJT) - new or inexperienced employees learning in the work setting and during work by observing peers or managers performing the job and trying to imitate their behavior. Can be useful for training newly hired employees, upgrading experienced employees’ skills, cross-training employees, and orienting transferred or promoted employees to their new jobs.

Hands-on Methods (cont.) Advantages Disadvantages On-the-job training (OJT) Customized to the experiences and abilities of trainees. Training is immediately applicable to the job. Save costs. Can be offered at any time, and trainers will be available because they are peers. Managers and peers may not use the same process to complete a task. Overlooks that demonstration, practice, and feedback are important conditions for effective on-the-job training. Unstructured OJT can result in poorly trained employees.

Hands-on Methods (cont.) Advantages Disadvantages Self directed learning – employees take responsibility for all aspects of learning including when it is conducted and who will be involved. Allows trainees to learn at their own pace and receive feedback about the learning performance. Requires fewer trainers, reduces costs associated with travel and meeting rooms, and makes multiple-site training more realistic. Provides consistent training content. Makes it easier for shift employees to gain access to training materials. Trainees must be motivated to learn on their own. Higher development costs. Development time is longer.

Hands-on Methods (cont.) Advantages Disadvantages Apprenticeship work-study training method with both on-the-job and classroom training. Learners can earn pay while they learn. Involves effective learning about “why and how.” Results in full-time employment for trainees when the program is completed. Meets specific business training needs and help attract talented employees. High development costs. Increased time commitment required of management and journey workers. Limited access for minorities and women. No guarantee of full-time employment. Training results in narrow focus expertise.

Hands-on Methods (cont.) Simulation - training method that represents a real-life situation, with trainees’ decisions resulting in outcomes that mirror what would happen if they were on the job. - virtual medium Is used to teach production, process skills, management, and interpersonal skills.

Hands-on Methods (cont.) Case studies - description about how employees or an organization dealt with a difficult situation. Trainees are required to analyze and critique the actions taken, indicating the appropriate actions and suggesting what might have been done differently. Assumes that employees are most likely to recall and use knowledge and skills if they learn through a process of discovery.

Hands-on Methods (cont.) Business games - require trainees to gather information, analyze it, and make decisions. Is primarily used for management skill development. Stimulates learning because participants are actively involved and games mimic the competitive nature of business.

Hands-on Methods (cont.) Role plays - have trainees act out characters assigned to them. For role plays to be effective, trainers need to engage in several activities before, during, and after the role play. Role plays differ from simulations on the basis of response choices available to the trainees, the level of detail of the situation given to trainees, and the outcomes of the trainees’ response.

Group Building Methods Training methods designed to improve team or group effectiveness. Involve experiential learning. Four stages of this are: gain conceptual knowledge and theory. take part in a behavioral simulation. analyze the activity. connect the theory and activity with on-the-job or real-life situations.

Group Building Methods (cont.) Adventure learning - focuses on the development of teamwork and leadership skills through structured activities. Includes wilderness training, outdoor training, drum circles, and even cooking classes. Best suited for developing skills related to group effectiveness such as self-awareness, problem solving, conflict management, risk taking.

Group Building Methods (cont.) Team training involves coordinating the performance of employees who work inter-dependently to achieve common goals. The three components of team performance: knowledge, attitudes, and behavior.

Choosing a Training Method Identify the type of learning outcome that you want training to influence. Consider the extent to which the learning method facilitates learning and transfer of training. Evaluate the costs related to development and use of the method. Consider the effectiveness of the training method.

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