1. Training & Development

2. A few random terms  Learning  Training  Strategy  Open System  Knowledge  Skills  Attitudes  Abilities  Competencies

3. DCA  Strategy of DCA – Link?  Selection  Orientation  Training Needs Analysis?

4. Training, Development and Learning  Strategic Context of Training  Role in the performance management process  Linking Training to Strategy through PMS  Training influences organizational effectiveness (more than appraisal and feedback, and just below goal setting in its effect on productivity)

5. TermMeaning TrainingA planned and systematic effort to modify or develop KSA through a learning experience, to achieve effective performance in an activity or range of activities LearningThe process whereby individuals acquire KSAs through experience, reflection, study or instruction EducationA process and a series of activities which aim at enabling an individual to assimilate and develop Knowledge, skills, values and understanding that are not simply related to a narrow field of activities DevelopmentThe general enhancement and growth of an individual’s skills and abilities through conscious and unconscious learning

6. Classification of Learning Outcome Skill-Based Learning  Compilation  Automaticity Cognitive Knowledge  Declarative Knowledge  Procedural Knowledge  Strategic Knowledge Attitudinal Learning  Affect/Feelings Learning

7. General Open Systems Model OPEN SYSTEM INPUT PROCESS OUTPUT Systems External Environment

8. Training as a Subsystem within the Organizational System TRAINING SUBSYSTEM Organizational NeedsAnalysis Knowledge Employee NeedsDesignSkills BudgetDevelopment Attitudes EquipmentImplementation Motivation StaffEvaluation Job Performance INPUTPROCESSOUTPUT TRAINING’S ORGANIZATIONAL ENVIRONMENT MissionStrategyStructurePoliciesProcedures FinancesResourcesPeopleProductsTechnology

9. Performance Gap

10. The 5 Step Process (ADDIE and SAT)  Needs Analysis  Instructional Design  Developing the Programme  Implement the program  Evaluation and follow-up.

11. 11 ADDIE “Model” Analysis Design Development Implementation Evaluation

12. 12 Analysis Design Development Implementation Evaluation Needs Assessment Project Plan Goals ADDIE Model

13. 13 Analysis Design Development Implementation Evaluation Audiences Objectives Task Analysis Strategy Prototypes ADDIE Model Needs Assessment Project Plan Goals

14. 14 Analysis Design Development Implementation Evaluation Outline Content Select Delivery “Programming” ADDIE Model Needs Assessment Project Plan Goals Audiences Objectives Task Analysis Strategy Prototypes

15. 15 Analysis Design Development Implementation Evaluation Delivery Integration ADDIE Model Needs Assessment Project Plan Goals Audiences Objectives Task Analysis Strategy Prototypes Outline Content Select Delivery “Programming”

16. 16 Analysis Design Development Implementation Evaluation Evaluation Plan Testing Reviews ADDIE Model Needs Assessment Project Plan Goals Audiences Objectives Task Analysis Strategy Prototypes Outline Content Select Delivery “Programming” Delivery Integration LMS

17. Training Needs Analysis New Employee Training Needs (Task Analysis) Current Employee Training Needs (Performance Analysis?) Organizational Need (Strategic, Technological Shift) Performance Analysis Methods: Performance Appraisals Job Related Performance Data (productivity, absenteeism, wastage, quality, late deliveries, downtime, customer complaints, machine utilization) Observations by Supervisors Tests of job knowledge, skills Assessment Center results

18. Training Needs Analysis Organizational IndividualTask Strategy Technology Market etc. Task List, Frequency, Standards, Conditions, KSA Requirements Assessing current Needs, 360 degs, PRPs, Feedback, On the job performance etc Alternatively, Competency Models

19. Training Methods  On-the-Job Training (OJT)  Apprenticeship Training  Job Instruction Training  Classroom Training  Programmed Learning  Simulated Training  Computer-Based Training  Distance Training, Virtual Classroom, Internet based training etc……training is getting creative! Any which way….

20. Management ‘Development’  Broad based, future oriented, used more in managerial context (though not exclusively)  Training could be ‘one of the means’ of Management Development  Training is more skill focused  ‘On the Job’ Methods :  Job Rotation  Coaching/Understudy Approach  Action Learning

21. Management ‘Development’  ‘Off the Job’ Methods:  The Case Study  Management Games  Outside Seminars  University-Related Programs  Role Playing  Behavior Modeling  Corporate Universities/ Training Colleges  Executive Coaches

22. Evaluation of Training Effectiveness  ‘Best Method? Controlled experimentation  Four Levels of Evaluation: 1.Reaction 2.Learning 3.Behavior 4.Results  ROI  Important to design a training keeping evaluation parameters in mind