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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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”

13. 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”

14. 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

15. 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.

16. 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