Training - Human Resource Management HRM

Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training

Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.

Essential for job success

It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover

Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments

Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005

1. Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training Deva Pramod V B M.Sc. Psychology Department of Psychology Bharathiar University, India [email protected] Human Resource Management

2. TRAINING : Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees. Essential for job success It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover Human Resource Management HRM 2

3. FEATURES OF TRAINING Increases knowledge and skills Focuses attention on the individual job Concentrates on individual employees Gives importance to short term performance Human Resource Management HRM 3

4. Training is needed to serve : New recruits to perform assigned tasks effectively To prepare existing employees to for higher level jobs(Promotion) Helps the existing employees to keep in touch with latest developments Permits employees to cope to move from one job to another (transfers) To make employees more versatile, mobile, flexible To gain acceptance from peers Human Resource Management HRM 4

5. Training Vs. Development Training Concerned with teaching specific job related skills and behaviour One shot deal Result of Management initiative Development Future oriented training, focusing on the personal growth of the employee Aims at improving the total Personality of an individual Ongoing, continuous process Result of Internal Motivation Human Resource Management HRM 5

6. Training Vs. Education Training is job oriented (skill) learning, practice based and company specific Education A process of increasing the General Knowledge A person-oriented, theory-based knowledge whose main purpose is to improve the understanding of a particular subject (a kind of conceptual learning). Human Resource Management HRM 6

7. Checklist to avoid Training Pitfalls Here is a checklist to avoid training pitfalls Attempting to teach too quickly Trying to teach too much Viewing all trainees as the same Not providing time to practice Providing a pat on back Not frightening the employee Human Resource Management HRM 7

8. Learning Principles: The Philosophy of Training Training efforts are invariably based on certain learning oriented guidelines: Modelling Motivation Reinforcement Feedback Spaced practice Whole Learning Active Practice Human Resource Management HRM 8

9. Applicability of Training Training should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs Training situations should be set up so that trainees can visualize and identify with the types of situations they can come across on the job Human Resource Management HRM 9

10. Environment Plays a major role in Training Workers who are exposed to training in comfort environments with adequate, well spaced rest periods are more likely to learn than employees whose training conditions are less than ideal Employees learn faster in comfortable environments Human Resource Management HRM 10

11. Areas Of Training Training is generally offered in the following areas Human Resource Management HRM 11

12. Types Of Training There are many approaches to Training. The various types of training that are commonly employed in present-day organisations include : Skills Training Refresher Training Cross-Functional Training Team Training Creativity Training Breaking away Generate new ideas Delaying Judgement Diversity Training Literacy Training Human Resource Management HRM 12

13. A S ystematic Approach to Training A systematic approach to training would consist of three phases: training needs assessment, implementation and evaluation Assessment Implementation Evaluation Determining Training Needs Identifying Training Objectives Select training methods Conduct training Compare or evaluate training Outcomes against Criteria Human Resource Management HRM 13

14. Training Needs Assessment Training needs can be identified through the following types: Human Resource Management HRM 14

15. Training Methods Usually by the location of instruction On the Job Training is provided when the workers are taught relevant knowledge, skills and abilities at the actual work place. Off the Job Training requires the trainees learn at a location other than the real work spot. W idely used training method includes: Job Instruction Training (JIT) Coaching Mentoring Job Rotation Apprenticeship Training Committee Assignments Human Resource Management HRM 15

16. Job Instruction training (JIT ) Developed during World War II Four step instructional process Training directly received on the job Trainee receives an overview of the job Trainer actually demonstrates the job and the trainee is asked to copy the trainer’s way. The trainee, finally, tries to perform the job independently Human Resource Management HRM 16

17. Merits and demerits of JIT Merits includes: Trainee learns fast through practice and observation. E conomical as it does not require any special settings. Also mistakes can be corrected immediately. The trainee gains confidence quickly as does the work himself in actual setting with help from supervisor. It is most suitable for unskilled and semi-skilled jobs where the job operation are simple; easy to explain and demonstrate with in a short span of time . Demerits includes: The trainee should be as good as the trainer. If the trainer is not good, transference of knowledge and skills will be poor. While learning, trainee may damage equipment, waste materials, cause accidents frequently. Experienced workers cannot use the machinery while it is being used for training. Human Resource Management HRM 17

18. Coaching Continuous process of learning by doing Here the supervisor explains things and answers questions; throws light on why things are done the way they are; offers a model for trainees to copy, conducts lot of decision making meetings, and allows trainees freedom to commit mistakes and learn Coaching , thus, requires lot of teaching skills. Human Resource Management HRM 18

19. Mentoring Mentoring is a relationship in which a senior manager in an organization assumes the responsibility for grooming a junior person Technical, interpersonal and political skills are generally conveyed in a relationship from the more experienced person. Main objective of mentoring is to help an employee attain psychological maturity and effectiveness and get integrated with the organization Human Resource Management HRM 19

20. Merits and Demerits of Mentoring Merits include: There is an excellent opportunity to learn. Constant guidance helps the mentee to be on track, using facilities to good advantage . Demerits include: It may be create feelings of jealousy among quickly through continuous interaction. Other workers, who are not able to show equally good performance. If members from overly strong bonds with trainees, unwarranted favouritism may result. This can have a demoralizing effect on other workers, affecting their work performance in a negative way. Human Resource Management HRM 20

21. Job Rotation Training involves the movement of trainee from one job to another Helps to understand a general idea about functions in an organization As a measure of relieving boredom Helps to develop rappot among individuals in an organization Human Resource Management HRM 21

22. Merits of Job Rotation: Improves participant’s job skills, job satisfaction Provides valuable opportunities to network within the organization Offers faster promotions and higher salaries to quick learners Lateral transfers may be beneficial in rekindling enthusiasm and developing new talents Demerits of Job Rotation: Increased workload for participants. Constant job change may produce stress and anxiety. Mere multiplication of duties do not enrich the life of a trainee. Development costs may shoot up when trainees commit mistakes, handle tasks less optimally Human Resource Management HRM 22

23. Apprenticeship Training An internship is a kind of on-the-job training that usually combines job training with classroom instructions in trade school, colleges and universities Committee Assignments I n this method, trainees are asked to solve an actual organizational programme working along with other trainees. Human Resource Management HRM 23

24. Off-the-Job Methods Off-the-Job Methods include: Vestibule Training Role Playing Lecture Method Conference or Discussion Method Programmed Instruction Human Resource Management HRM 24

25. Evaluation of a Training Programme The process of Training Evaluation can be defined as “ any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information” Five levels of Evaluation : Reactions Learning Job Behavior Organization Ultimate Value Human Resource Management HRM 25

26. Methods of Evaluation Various methods can be used to collect data on the outcomes of training. Some of the commonly used methods are: Questionnaires Tests Interviews Studies Human Resource Factors Cost Benefit Analysis Feedback Human Resource Management HRM 26

27. Keywords Training Need For Training Areas of Training Types of Training Methods of Training A Systematic Approach To Training On The Job Training Methods Off The Job Training Methods Evaluation of A Training Programme Human Resource Management HRM 27

28. REFERENCES Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005 Human Resource Management HRM 28

29. Thank You Human Resource Management HRM 29