1. Training & Development
Tehzeeb Sakina Amir
HRM-session 7
Spring 2011-MBA

2. Main contents Orientation process The training process
Training methods
Managerial training (on-job and off-job)
Training evaluation

3. Before we proceed
Remember the last time you went for a training program/seminar/workshop/ classroom set up!
Write down the good points of that training program (any 5)
Write down the weaker areas in that program (any 5)
Suggest your ways of improvement (any 5)

4. Orienting Employees
New employees given basic information abut the organization, rules, policies etc
Duration of orientation – hours to week/month long
Four purposes:
Employee put at ease
Understand the organization
Learn key facts about the organization
Start of socializing
The result is Self-directed Behavior

5. Orienting Employees
Usually starts with HR department then to immediate supervisor and so on and so forth
Technology assisted orientation & booklets/handbooks with key information
Orientation checklist or report

6. The Training Process
The process of teaching employees basic skills they need to perform the jobs.
Includes: explanation, demonstration, classroom training etc
High potential employees must be trained to put their potential in right order & direction and improvisation

7. Training is in…..
Strategic Training - should be strategically outlined!!
Identify goals & objectives & identify skills and knowledge needed to achieve those goals….training needs identification
Performance management – a goal oriented approach to assign, train, assess and reward employees’ performance
Training efforts outlines what organization wants each employee to contribute in achieving the goals

8. Five-step training & Development process
Need Analysis
Identify – assess – develop
Instructional Design
Decide on – compile and produce
Validation
Implementation
Evaluation

9. Training – Learning & Motivation
Ability and learning
Make skills transfer easy
Maximize similarity
Provide practice
Label each step
Highlight important aspects
Provide ‘negative’ scenarios too
Motivation
Interest/drive
Meaningful material
Overview of content
Variety of examples
Organize logically
Use familiar terms
Use visual aids

10. Motivation Principles for Trainers
Have practical work…
Immediate feedback enhances learning
Let them learn at their pace
Create a need..
Schedule and duration of training

11. Analyzing Training Needs
Task Analysis
A detailed study of a job to identify the specific skills required.
JDs and JSs help here but emphasis is more on skills required
Performance Analysis
Checking whether some performance deficiency exist and determining if that can be corrected through training or some other means.
Methods are:
Performance appraisals
Job related performance
Observation
Interviews
Tests
Attitude surveys
Assessment techniques
Logs

12. Training Methods
On-the-job Training – training a person to learn a job while working on it
Types:
Coaching / Understudy method
Job rotation
Advantages of OJT
Inexpensive
No off-site facilities required
Beware
Success not guaranteed….

13. Training Methods
Apprenticeship Training – a structured process by which people become skilled workers through a combination of classroom instructions and on-the-job training
Formal learning + long term on-the-job training
Apprenticeship Ordinance Pakistan 1962
Informal learning – it occurs!!

14. Training Methods
Job Instruction Training – step by step learning of job sequence is JIT
List all basic tasks, key points in order to provide step by step training
Steps show – what to be done
Key points show – how to be done

15. Training Methods Lectures Quick, simple & easy
Larger groups in one time
Lecture skills & guidelines to be taken care of

16. Training Methods Programmed Learning or tutoring systems
Step by step, self learning method. It involves:
Presenting questions, facts, problems
Allowing response from the person
Providing feedback on the accuracy of the answers

17. Training Methods Audio-visual based Training Use of audio-visual aids
More expensive but more interesting
Illustrations & demonstrations are done more effectively
Expose trainers to events not possible otherwise
Organization wide training with no traveling cost of trainers

18. Training Methods Simulated Training or vestibule training
Training employees on special off-the-job (actual or simulated) equipment so training cost and hazards can be reduced

19. Training Methods Computer- based Training
Integrated use of text, sound, graphics, photos, animation make it interactive & realistic
Distance & Internet- Based Training
Distance learning methods- paper/pencil correspondence courses, tele-training, video conferencing, modern internet based courses

20. Management Development
To improve current or future management performance by imparting knowledge, changing attitudes or increasing skills

21. Management Development
It emphasis on long term development
It focuses on developing the capabilities of current or future managers
Management Development Process consists of:
Assessing company’s strategic needs
Appraising managers’ current performance
Developing the managers (and future managers)

22. Management Development
Succession Planning
A process through which senior level openings are planned for and eventually filled
Steps in succession planning:
Anticipate management needs
Review skills’ inventory
Create replacement charts
Train

23. Managerial ON-the-job training
Job Rotation
Coaching / understudy approach
Action learning
Trainees are allowed to work full time analyzing and solving problems in other departments
Team based working on real world business problems
Extend beyond their usual area of expertise

24. Managerial OFF-the-job training
Case Study Method – written problem to diagnose and solve
Management Games – group games, simulated but realistic situations, involved in problem solving, planning etc
Outside Seminars
University Related Programs
Role Playing – act out realistic situations

25. Managerial OFF-the-job training
Behavior Modeling –
Showing ‘right’ behavior
Let them practice
Giving feedback on performance
Encourage transfer of training
In-house Development Centers/Corporate Universities – learning portals
Executive Coaches – an outside consultant who act as a coach and identify strengths & weaknesses, counsel them to overcome the weaknesses and show their capabilities.

26. Evaluating Training
Crucial as it costs….

27. Training Effects to measure
Participants’ reactions
Learning
Behavior – changed on-the-job behavior
Results – training objectives

28. How to measure? Time series design Controlled experimentation
Measure pre training and post training behaviors
Provides initial scores on effectiveness of the program
Controlled experimentation
A controlled group (no training) and an experimentation group (receives training)
Determine the extent of change the training has brought (external factors controlled)

29. Training Evaluation Form
Training Evaluation forms has:
Basic information on the training
Information about trainee
Evaluation of the course
Evaluation of the trainer
Strengths and weaknesses of the course
Additional topics the trainee think should be covered in the course
Any recommendations

30. How to design better training programs?
Do not rely on ‘participants’ reaction’ on effectiveness of training
Ensure transfer of training, focus on behavior and result
Prior to training - Get supervisor and trainee input in designing the program
Encourage employees to participate (keep them motivated)
Provide the ‘right’ training environment
Post training reinforce the learning