Training & Development

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

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

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)

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

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

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

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

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

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 Training – Learning & Motivation

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

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 Analyzing Training Needs

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….

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!!

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

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

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

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

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

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

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

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)

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

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

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

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.

Evaluating Training Crucial as it costs….

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

How to measure? • Time series design • 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)

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

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

Training & Development