2. “Tell me and I forget, teach me and I remember, involve me and I learn” - Benjamin Franklin THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP. THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP. Mark Twain

3. Introduction Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees. On-going process It is an attempt to improve current or future employee performance by increasing an employee’s ability to perform thru learning, usually by changing the employee’s attitude or increasing his or her skills & knowledge.

4. The need for training. & dev. is determined by the employee’s performance deficiency,computed as Training & dev. need= Standard performance – actual performance Plays a vital role in developing & strengthening core competencies Challenges of change are met mainly by T & D Training plays a vital role in developing and strengthening the core competencies.

5. Definitions It is defined as the ‘use of specific means to specific learning, often with the use of techniques that can be identified and continually improved’. It is defined as the ‘use of specific means to specific learning, often with the use of techniques that can be identified and continually improved’. It is a sequence of experiences or opportunities designed to modify behaviour in order to attain a stated objective. It is a sequence of experiences or opportunities designed to modify behaviour in order to attain a stated objective.

6. Training Process Model I. Needs Assessment II. Developing & Conducting Training III. Evaluating Training

7. Training vs. Development Training is the acquisition of concepts, theories, knowledge, skills and attitudes, whereas, development is the application of acquired knowledge, theories, skills and attitudes to the job for increasing organizational effectiveness. Training is the acquisition of concepts, theories, knowledge, skills and attitudes, whereas, development is the application of acquired knowledge, theories, skills and attitudes to the job for increasing organizational effectiveness.

8. Training vs. Development cont…. Training focuses on technical, mechanical oriented operations. Development focuses on theoretical skill and conceptual ideas. It is concerned with specific job skills and behaviour. Development is concerned with related enhancement of general knowledge and understanding of non-technical organization functions. Training may result in enhancement of a particular job skill. Development may result in personal growth and development of overall personality. Training is the result of organizational initiative and hence motivation is extrinsic. In development, motivation is intrinsic.

9. Objectives of Training To train the employees in the companies’ culture and ethos. To train the employees in the companies’ culture and ethos. To prepare the employees, both newly recruited and already employed, to meet the present as well as the future requirement of the job and the organization. To prepare the employees, both newly recruited and already employed, to meet the present as well as the future requirement of the job and the organization. To train the employees in order to improve the work methods and skills so as to increase quality and quantity of output. To train the employees in order to improve the work methods and skills so as to increase quality and quantity of output. To prevent obsolescence. To prevent obsolescence. To prepare employees for higher level responsibilities. To prepare employees for higher level responsibilities. To reduce supervision wastage and accidents. To reduce supervision wastage and accidents. To develop interpersonal relations. To develop interpersonal relations. To facilitate succession planning. To facilitate succession planning. To ensure economical output with high quality. To ensure economical output with high quality.

10. The Benefits of Training Gives the supervisor more time to manage, standardized performance, less absenteeism, less turnover, reduced tension, consistency, lower costs, more customers, better service Gives the supervisor more time to manage, standardized performance, less absenteeism, less turnover, reduced tension, consistency, lower costs, more customers, better service Gives the workers confidence to do their jobs, reduces tension, boost morale and job satisfaction, reduces injuries and accidents, gives them a chance to advance. Gives the workers confidence to do their jobs, reduces tension, boost morale and job satisfaction, reduces injuries and accidents, gives them a chance to advance. Gives the business a good image and more profit. Gives the business a good image and more profit.

11. Then why is training often neglected? Urgency of need Urgency of need Training time Training time Costs Costs Employee turnover Employee turnover Short-term worker Short-term worker Diversity of worker Diversity of worker Kinds of jobs (simple- complex) Kinds of jobs (simple- complex) Not knowing exactly what you want your people to do and how Not knowing exactly what you want your people to do and how

12. Role and Responsibilities of Training No organization has a choice of whether to train its employees or not; the only choice is that of methods. No organization has a choice of whether to train its employees or not; the only choice is that of methods. Three factors which necessitate continuous training in an organization are: Three factors which necessitate continuous training in an organization are:  Technological advances  Organizational complexity  Human relations

13. List of roles and responsibilities of a training could be as follows…… Increase in efficiency. Increase in efficiency. Increase in morale of employees. Increase in morale of employees. Working with the management to produce corporate plans and business strategies. Working with the management to produce corporate plans and business strategies. Increased organizational viability and resilience. Increased organizational viability and resilience. Introduction of new strategies and working methods in the organization. Introduction of new strategies and working methods in the organization. Advancement in technologies. Advancement in technologies. Better human relations. Better human relations. Reduced supervision. Reduced supervision.

14. Problems of Training Mismatch between objectives and needs may make the training programme useless Mismatch between objectives and needs may make the training programme useless Sometimes, training is conducted on what’s “nice to know”. Instead training should be focused on what learners must learn and use on the job. Sometimes, training is conducted on what’s “nice to know”. Instead training should be focused on what learners must learn and use on the job. Sometimes programmes that no longer meet work related needs are conducted for the sake of numbers. Such programmes are to be avoided. Sometimes programmes that no longer meet work related needs are conducted for the sake of numbers. Such programmes are to be avoided. Trainer’s competencies are not properly assessed while mounting a training programme. This may defeat the very purpose of the training programme, as delivery may not lead to learning. Trainer’s competencies are not properly assessed while mounting a training programme. This may defeat the very purpose of the training programme, as delivery may not lead to learning.