TRAINING, DEVELOPMENT AND CAREER MANAGEMENT Chapter 9 TRAINING, DEVELOPMENT AND CAREER MANAGEMENT

Lecture Overview - Training and Development - Training and Education - Inputs in Training - Benefits of Employee Training - Training Process - Need of Training (Performance Gap Model) - Steps in Training Program - Training Methods - Reason of Ineffective Training - Career Development

Steps in Training Program Who are the trainees? Who are the trainers? What methods and techniques? Where to conduct the program? What principles of learning? What should be the Level of training? Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 220

Training Methods Training Method Orienting new employees, introducing innovation Special skills training Safety education Creative technical and professional education Sales, administrative and managerial education On the job Orientation training Yes - Job Instruction training Apprentice training Internship Job rotation Coaching Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 221

Training Methods Training Method Orienting new employees, introducing innovation Special skills training Safety education Creative technical and profession eduction Sales, administrative and managerial education Off the job Lecture Yes Films Conference - Case Study Role Playing Simulation Programmed Instructions Laboratory Training Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 218

Relative Effectiveness of Training Method Knowledge acquisition Changing Attitude Problem Solving skills Interpersonal Skills Participant acceptance Knowledge retention Case study 2 4 1 Conference 3 5 Business games 6 Lecture 9 8 Programed Instructions 7 Role Playing Television lecture Films Rank 1 is highest relative effectiveness Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 222

Training Process - Level of Learning: a) Acquire fundamental knowledge b) Skill development c) Operational Proficiency : Advancement in skills and obtaining experience of doing thing with excellence - Learning Principles: - Employee motivation - Recognition of individual differences - Practice opportunities - Reinforcement - Knowledge of results - Schedule of learning - Meaning and material - Transfer of learning - Goals Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 226

Training Process - Conduct of Training a) At the job b) in training room available on site c) outside in university, hotel or conference center - Implementation of Training Program - Deciding the location and arranging other facilities - Scheduling of training program - Conducting the training - Monitoring the trainee progress - Evaluation of the Program - Training objectives have been achieved or not - To ascertain that change in behavior and skills are due to training or because of other reasons - Cost effectiveness of training program - Credibility of training program is enhanced when it is proved that performance linked with training

Training Process - Principle of Evaluation - Evaluation specialist must have clarity about objectives and goals of training - Evaluation must be continuous - Evaluation must be specific - Evaluation must provide means to trainer to appraise themselves of their method and practices - Realistic target dates for each phase of evaluation process - Criteria for Evaluation Training Validity: Did the trainees learn from training Transfer Validity: What learnt in the training has been transferred on job Intraorganizational Validity: Interorganizational Validity: Can training program be replicated successfully in other organizations

Training Process Measures Level Four Levels of Training Evaluation Accidents Quality Productivity Cost Morale Profits Turnover Result Is the organization is better because of training? Are trainees behaving differently in the job after training? Are they using knowledge and skills learned in the training? Performance, appraisal by supervisor, peer, subordinate, customers Behavior To what extent the trainees have greater knowledge of skills after the training program? Written Tests, Performance tests Learning Did the trainees like the program, trainer, facilities, timing? Did they think that training was usefull? What improvement they suggest? Questionnaires Reaction Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 230

Reasons of Ineffective Training - Lack of management support - Spending on training is not enough - Large scale job switching of trained staff - Improper design and development of training programs - Training needs assessment exercise was not conducted

Career Development Career is defined as “progress or general course of action of a person in some profession or in a organization” (p. 231) “Career includes the specific jobs that a person performs, the kind of responsibilities and activities that comprise jobs, movements and transition between jobs, and in individual's overall assessment of and feelings of satisfaction with these companies of his or her career”

Career Development Career planning is defined as “a process whereby an individual sets career goals and identifies the means to achieve them” (p. 232) - When organization helps to plan career of individual it becomes organizational career planning Organizational Career Planning “is the planned succession of jobs worked out by organization to develop its employees” Career Development is defined as “a formal approach used by organization to ensure that people with proper qualification and experiences are available when needed”

Career Development Career Development Initiatives Career Planning Workshops: Workshops to guide employees and help to identify their strengths and weaknesses, career opportunities, means and steps to achieve personal goals, and self assessment of values, abilities, interests, goals and personal development plan Career Counseling: In one to one session with career counselor with employees to discuss their performance, career goals, capabilities, interests. Mentoring: Mentor (supervisor) coaches and advises employee (subordinate) to motivate and encourage them to improve their performance It is also tool to increase job involvement and satisfaction of mentor Sabbaticals: Leave granted to employee to increase their learning

Career Development Personal Development plans: Employee set long term personal development plans such as development needs and means and action plan to achieve them in written form. These personal development plans can be discussed with supervisor to assist them in guiding and achieving them Career Workbooks: Questions and exercises that identify the strengths weaknesses of employee, career opportunities, and requisite steps to achieve them Work book contains organization policy, available career options in organization, organization structure Career Plateau: The chance of career growth is blocked or no possibility of future growth in the organization.

Summary - Training and Development - Training and Education - Inputs in Training - Benefits of Employee Training - Training Process - Need of Training (Performance Gap Model) - Steps in Training Program - Training Methods - Reason of Ineffective Training - Career Development