Training & development Introduction

HUMAN RESOURCE DEVELOPMENT
CHAPTER I
INTRODCTION OF TRAINING AND DEVELOPMENT

STUDY OF TRAINING AND DEVELOPMENT
HUMAN RESOURCE DEVELOPMENT 1
INTRODCTION OF TRAINING AND DEVELOPMENT
The duration of my project was two months during these two months I did many things
regarding my project as I was also part of the operations I also understand how the Training
and Development works at the Mondovi Motors Private Limited
INTRODUCTION OF TRAINING AND DEVELOPMENT
TRAINING AND DEVELOPMENT is a subsystem of an organisation .It ensures that
randomness is reduced and learning or behavioural changes takes place in structured format.
TRAINING AND DEVELOPMENT DEFINED
It is concerned with structure and delivery of acquisition of knowledge to improve the
efficiency and effectiveness of organisation .It is concerned that improving the existing skills
and exploring potential skills of the individual upgrading the employee’s skills and extending
their knowledge .Therefore training is a key to optimising utilisation human intellectual
technological and entrepreneurial skills.
Training and Development referred to as;
 Acquisition and sharpening of employees capabilities that is required to perform
various obligations, tasks and functions.
 Developing the employees capabilities so that they may be able to discover their
potential and exploit them to their full their own and organisational development
purpose.

 Developing an organisational culture when superior – subordinate relationship ,team
work ,and collaboration among different sub units are strong and contribute to
organisational wealth ,dynamism and pride to the employees .
DEVELOPMENT DEFINED
It helps the individual handle the future responsibilities, with less emphasis on present
job duties
TECHNICAL & NON-TECHNICAL
The need for training and development is determined by the employee’s performance
deficiency, computed as follows.
Training and Development Need=standard performance-Actual performance .We can
make a distinction among Training, Development and Education.
 Training (TECHNICAL):
Training refers to the process of imparting specific skills. An employee
undergoing training is presumed to have had some formal education. No training
Training(TECHNICAL) Education(NON-TECHNICAL )
 Application oriented
 Job experience
 Specific Task in mind
 Narrow perspective
 Training is job specific
 Theoretical Orientation
 Classroom learning
 Covers general concepts
 Has Board Perspective
 Education is no bar

program is complete without an element of education. Hence we can say that
training is offered to operatives.
 Education (NON-TECHNICAL):
It is a theoretical learning in classrooms. The purpose of education is to teach
theoretical concept and develop a sense of reasoning and judgment. That any training
and development program must contain an element of education is well understood by
HR Specialists.
Any such program has university professors as resource persons to enlighten
participants about theoretical knowledge of the topics proposed to discuss. In fact
organizations depute or encourage employees to do courses on part time basis. CEOs
are known to attend refresher courses conducted by business schools. The education is
more important for managers and executives rather than low cadre workers. Anyways
education is common to all employees, their grades notwithstanding.
DEVEPOPMENT:
Development means those learning opportunities designed to help employees to grow.
Development is not primarily skills oriented. Instead it provides the general knowledge
and attitudes, which will be helpful to employers in higher positions? Efforts towards
development often depend on personal drive and ambition. Activities such as those
supplied by management development programs are generally voluntary in nature.
Development provides knowledge about business environment, management principles
and techniques, human relations, specific industry analysis and the like is useful for
better management of a company.

INTRODUCTION TRAINING AND DEVELOPMENT
Any training and development programme must contain inputs which enable the
participations to gain skills, learn theoretical concepts and help acquire vision to look into the
distant future
 Skills : Training is imparting skills to employees A worker needs to operate
machines, and use other equipment’s with least damage and scrap. This is a basic skill
without which the operator will not be able to function. Employers particularly
supervisors and executives need interpersonal skills.
 Education : The purpose of education is to teach theoretical concepts and develop
a sense of reasoning and judgement
 Development : It is less skill oriented but stress on knowledge .Knowledge about
business environment, management principles and techniques , human relations
,specific industry analysis is useful for better management of a company
 Ethics : There is need for imparting greater ethical orientation to a training
and development programme .Ethical attitude help management make better decisions
which are interests of the public, the employees and in the long term - the company
itself.
 Attitudinal Changes: Attitude represents feelings and beliefs of individual towards
others. Attitude must be changed so that employees feel committed to the organisation,
are we motivated for better performance, and derive satisfaction from their jobs and the
work environment.

 Decision making and problem solving skills: It focus on methods and techniques
for making organisation decision making solving work related problems.
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objectives of training and development is to make sure the availability of a
skilled and willing workforce to a organisation, Functional and societal.
1. Individual Objectives - Help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organisation
2. Organisational Objectives – Assist the organisation with its primary objective by
bringing individual effectiveness
3. Functional Objectives - Maintain the departments contribution at a level substitute to
the organisation needs
4. Societal Objectives - Ensure that an organisation is ethically and socially
responsible to the needs and challengers of the society

IMPORTANCE OF TRAINING AND DEVELOPMENT
It helps to develop human intellect and an overall personality of the employees
 Productivity - Training and Development helps in increasing the productivity of the
employees that helps the organisation further to achieve in long term goal
 Team spirit - Training and development helps in inculcating the sense of team work
Team spirit, and inter team collaborations. It helps in creating the zeal to learn within
the employees
 Organisation Culture – Training and development helps to develop and improve the
organisation health culture and effectiveness. It helps in creating the learning culture
within the organisation
 Organisation Climate - Training and development helps building the positive
perception and feelings about the organisation. The employees get these feelings from
leaders , subordinates, and peers
 Quality - Training and development helps in improving upon the quality
of work and work life
 Health Work Environment – Training and Development helps in creating the healthy
working environment. It helps to build good employee, relationship so that individual
goals aligns with organisation goal
 Health And Safety - Training and development helps in improving the health and
safety of the organisation thus preventing obsolescence
 Morale - Training and development helps in improving the morale of
the work

 Image - Training and development helps in creating a better corporate
image
 Profitability - Training and development leads to improved profitability and
more positive attitude towards profit orientation
 Training and development aids in organisation development i.e. Organisation
gets more effective decision making and problem solving’s. It helps in
understanding and carrying out organisational goals
 Training and development helps in developing leadership skills, motivation,
loyalty, better attitudes other aspects that successful workers and managers
usually display
 Optimum Utilisation of Human Resources – Training and development helps in
optimising the utilisation of human resources that further helps the employee to achieve
the organisational goals as well as their individual goals
 Development of Human Resources - Training and Development helps to
provide an opportunity and broad structured for the development of human resources
technical and behavioural skills in an organisation .It also helps in attaining personal
growth.
 Development of skills of employees - Training and development helps in
increasing the job and skills of employees at each level. It helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of
human intellect and overall personality of the employee

MODELS OF TRAINING
Training is a subsystem of the organisation because the department such as, marketing and
sales, HR, production, finance, etc. depends on training for its survival. Training is
transforming process that requires some input in the form of knowledge, skills, and attitudes
(KSAS)
THE TRAINING SYSTEM
The three models of training are
I. System model
II. Instructional System Development Model
III. Transition Model
SYSTEM MODELTRAINING
The system model consists of five phases and should be repeated on a regular basis to make
further requirements. The training should achieve of helping employee to perform their work
to required standards. The steps involved in system
Model of Training are as follows
I. ANALYSE and identify the training needs i.e. to analyse the department, job,
employee’s requirement, who needs training, what do they need to learn, estimating
training cost, etc. The next step is to develop a performance measure on the basis of
which actual performance would be valued

II. DESIGN and provide training to meet identified needs .This step requires developing
objectives of training, identifying the learn steps , sequencing the structure the contents
III. DEVELOP this phase requires listing the activities in the training programme that will
assist the participants to learn , selecting the delivery method , examining the training
material , validating information to be imparted to make sure it accomplishes all the
goals and objectives.
IV. IMPLEMENTING is the hardest part of the system because one wrong step can lead to
the failure of whole training program
V. EVALUATING each phase so as to make sure it has achieved it aims in terms of
subsequent work performance. Making necessary amendments to any of the previous
stage in order to remedy to improve failure practices

TYPES OF TRAINING
 INDUCTION TRAINING
Induction training is important as it enables a new recruit to become productive as
quickly as possible. It can avoid costly mistakes by recruits not knowing the
procedures or techniques of their new jobs. The length of induction training will
vary from job to job and will depend on the complexity of the job, the size of the
business and the level or position of the job within the business.
The following areas may be included in induction training:
 Learning about the duties of the job
 Meeting new colleague
 Seeing the layout the premises
 Learning the values and aims of the business.
 ON-THE JOB TRAINING
On the job training occurs when workers pick whilst working alongside
experienced workers at their place of work. E.g. this could be the actual assembly
line or offices where the employee works. New workers may simply shadow or
observe fellow employees to begin with and are often given instruction manuals
or interactive training programs to work through.
On the job method
On the specific job Apprenticeship training job rotation

 OFF - THE JOB TRANING
This occurs when workers are taken away from their place of work to be
trained. This may take place at training agency or Local College, although many
larger firms also have their own training centres. Training can take the form of
lectures or self-study and can be used to develop more general skills knowledge
that can be used in variety of situations, e.g. management skills programmer.
 Learn from specialists in that area of work who can provide more in depth study.
 Employees respond better when taken away from pressure of working
environment
 Workers may be able to obtain qualifications or certificates.
ON THE JOB TRAINING:
 Job rotation:
This type of training involves the movement of the trainee from one job to
another. Thought this method of training is common in training managers in for
general management positions this gives an opportunity to the trainee to
Understand the problems of employees on the jobs and respect them and to gain
knowledge.
 Coaching:
The trainee is under a particular supervisor who functions as a coach in training
the individual. The supervisor provides feedback to the trainee on his
performance and offers some suggestions for improvement.

Apprenticeship training:
More employees are implementing apprenticeship programs, an approach that began in
the middle ages. Apprenticeship training is a structured process by which people become
skilled workers through a combination of class room training and the job training. It is
widely used to train individuals for many occupations. It traditionally involves have the
leaner/apprentice study under the tutelage of a master craft person.
OFF THE JOB TRAINING:
Under this method of training trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job
performance. Since the trainee is not distracted by job requirements, he can place
his entire concentration on learning the job rather than spending his time in
performing it. There is an opportunity for the freedom of expression for the trainees
 Vestibule training:
In this method, actual work condition is stimulated in class room. Materials,
files and equipment’s those are use actual job performances are also
Used in training. This type of training is commonly used for training personnel
for clerical and semi-skilled jobs.
 Role playing:
It is defined as a method of human interaction that involves realistic
behaviour in imaginary situation. This method is mostly for developing
interpersonal interactions and relations.
 Lecture method:
The lecture method is a traditional and direct method of instruction. The
instructor organizes the materials and gives it to the group of trainees in the form

of talk. An advantage of lecture method is that it is direct and used for a large
group of trainees.
 Conference/Discussions:
It is a method in training the clerical, professional and supervisory personnel.
This method involves a group of people who pose ideas, examine and share facts,
ideas and date, test assumptions and draw conclusion, all of which contribute to
the improvement of job performance. The success of this method depends on
leadership qualities of the person who leads of group.
The 5 steps Training and development process:
1. Evaluation step, in which management assess the program success or the failures.
2. Need analysis step, identifies the specific job performance skills needed, assesses
the prospective trainees skills needed, and develops specific, measurable
knowledge and performance objectives based on any deficiencies.
3. Instructional design, you decide on, compile and produce the training program
content including workbooks, exercise and activities; here you will probably use
techniques such as on-the-job training and computer based training.
4. Validation step, in which the bugs are worked out of the training program by
presenting it to small representative audience.
5. Implement the program actually training employee group.
Task analysis:Assessing new employee’s training needs particularly with lower
level workers, it’s common to heir inexperienced personal and train them. Your aim
here is to give these new employees the skill and knowledge they need to be the job.
Task analysis to determine the new employees training needs.

Task analysis is a detailed study of the job to determine what specific skills like java (in
case of web designer) or interviewing (in case of a supervisor) the job requires. Job
description and job specification are helpful here. This list of jobs specific duties and
skills and thus provides the basic reference point in determine the training required.
You can also uncover the training needs by reviewing performance standards,
performing the job description and specification with the task analysis record form.
Performance analysis:assessing current employee training needs:
For current employees performance analysis is the process of verifying that there is a
performance deficiency and determining if such deficiency should be corrected through
training or through some other means (like transferring the employees)
There are several methods you can use to identify a current employees training needs.
These include supervisor, peers and self-performance reviews, job-related performance
data (including productivity, absenteeism and tardiness, accidents, shorter sickness,
grievance, waste, late delivers, product quality, downtime, repairs, equipment’s
utilization and other specialists; interviews with the employees or his her supervisor;
test things like job knowledge, skills
And attendance, attitude survey; individual employee’s daily dairies; and assessment
centres.
The first step here is usually to compare the person actual performance to what is
should be examples of specific performance deficiencies include:
“I expect each sales person to make ten new contracts per week but john averages to
only six”
“Other plants our size averages no more than two serious accidents per month; we’re
averaging five”
Distinguishing between can’t do and won’t do problems is the heart of performance
analysis. First, determine whether it is can’t do and won’t do problems and if so, its

specific causes. On the other hand, it may be won’t do problems. Here employees could
do a job if they wanted to
TRANSTIONALMODEL
Transitional model focuses on the organisation as a whole. The outer loop describes the
vision mission and values of the organisation on the basis of which training model i.e. inner
loop is executed
 VISION - focusses on the milestones that the organisation would like to achieve
after the defined point of time .A vision statement tells that the organisation sees itself
few years down the line .A vision may be include setting a role model, or bringing
some internal transformation or may be promising to meet some other dead lines
 MISSION - explain the reason of organisation existence. It identifies the position in
the community .The reason of developing a mission statement is to motivate, inspire
and inform the employees regarding the organisation. The mission statement tells
about the identity that how the organisation would like to be reviewed by the
customers, employees, and all other stake holders
 VALUES - It is the translation of vision and mission into communicable ideals. It
reflects the deeply held value of the organisation and is independent of current
industry environment. For example, values may include social responsibility excellent
customer service, etc.

The mission vision and values precede the objective in the inner loop. This model considers
the organisation as a whole. The objective is formulated keeping these three things in mind
and then the training model is further implemented
INSTRUCTIONALSYSTEM DEVELOPMENT(ISD)MODEL:
Instructional system Development was made to answer the training problems. This model is
widely used now a days in the organisation because it is concerned with the training need on
the job performance. Training objectives are defined on the basis of job performance.
Training objectives are defined on the basis of job responsibilities and job description and on
the basis of defined objectives individual progress is measured .This model also helps in
determining and developing the favourable strategies, sequencing the content, and delivering
media for the types of training objectives to be achieved. The instructional development
system model comprises of five stages
I. ANALYSIS - This phase of training need assessment need assessment , job analysis ,
and target audience analysis
II. PLANNING - This phase consists of setting goal of the learning outcome ,
instructional objectives that measures the behaviour of participant after the training
,types of training material , media selection , methods of evaluating the trainee , trainer

and the training programme , strategies to impart knowledge i.e. selection of content ,
sequencing of content
III. DEVELOPMENT - This phase translates design decisions into training material It
consists of developing course material for the trainer including hangouts work books ,
visual aids, demonstration props etc., course material for the training including hand-
outs of summary
IV. EXECUTION -This phase focuses on logistical arrangement, such as arranging
speakers , equipment’s, benches , podium, food facilities , clothing , lightning, parking
and other training accessories
V. EVALUATION - The purpose of this place is to make sure that training programme
has achieved its aim in terms of subsequent work performance .This phase consists of
identifying strength and weaknesses making necessary amendments to any of the
previous stage in order to remedy or improve failure practices ,

The ISD model is continuous process that lasts throughout the training programme. It
also highlights that feedback is an important phase throughout the entire training
programme .In this model, the output of one phase is an input to next phase.
PROCESSOF TRAINING
TRAINING NEED ANALYSIS (TNA) / TRAINING NEED
IDENTIFICATION (TNI)
An analysis of training needs an essential requirement to the design of cost effective training
.The purpose of training need analysis is to determine whether there is a gap between what is
required for effective performance and the present level of performance
TRAINING NEED ARE AT THREE LEVELS
 Organisation level
 Individual level
 Operational Level

Corporate need and training are interdependent because the organisation
performance of its individual employee and its subgroup
ORGANISATION LEVEL - Training needs analysis at organisation level focuses on
strategic planning, business need, and goals. It starts with the assessment of internal
environment of the organisation such as, procedures, structures, policies, strengths, and
weaknesses and external environment such as opportunities and threats. After doing the
SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can
be further strengthened with continues training. Threats can be reduced can further be
strengthened with continued training .Threats can be reduced by identifying the areas where
training is required and opportunities can be exploited by balancing it against costs .For this
approach to be successful , the HR department of the company requires to be involved in
strategic planning , In this planning , HR develops strategies to be sure that the employees in
the organisation have the required knowledge , skills, and attributes ( KSAS ) based on the
future KSAs requirement at each level
INDIVIDUAL LEVEL - Training need analysis at individual level focuses on each and
every individual in the organisation. At this level, the organisation checks whether an
employee is performing at desired level or the performance is below expectation. If the
difference between the expected and the actual performance comes out to be the positive,
then certainly there is a need of training. However, individual competence can also be linked
to individual need. The methods that are used to analyse the individual need .The methods
that are used to analyse the individual need are

 Appraisal and performance review
 Peer appraisal
 Competency assessments
 Subordinate Appraisal
 Client Feedback
 Self - Assessment or Self - Appraisal
Operation Level - Training need analysis at operational level focuses on the work that is
being assigned to the employees. The job analyst gathers the information on whether the job
is clearly understood by an employee or no. He gathers this information through technical
interview observation physiological test; questionnaires asking the closed ended and as well
as open ended questions etc. Today jobs are dynamic and keep changing over time.
Employees need to prepare for these changes, the job analyst also gathers information on the
task that will be required in the future .based on the information collected, and Training Need
Analysis (TNA) is done.
BENEFIT OF NEED ASSESMENT
Training programs are designed to achieve specific goals ate the meet felt needs .They are
many benefits of the need assessment:
A. Trainees may be informed about the broader need of the trainees
B. Trainees are able to pitch their course inputs closer to the specific needs of the trainees
C. Assessment makes training department more accountable and more clearly linked to
other human activities. Which make the training programmes easier to sell to line
managers
TRAINING DESIGN

The design of the training programme can be undertaken only when a clear training objective
has been produced .The Training objective clears what a goal has to be achieved by the end
of the training programme i.e. what the trainers are expected to be able to do at the end of
their training . Training objective assist trainers to design the training programme.
 THE TRAINER - Before starting a training programme, a trainer analyses his
technical, interpersonal, judgemental skills in order to deliver content to trainers.
 THE TRAINEES - A good training design requires close scrutiny of the trainees and
their profiles .Age, experience, needs, and exceptions of the trainees are some of the
important factors that affect the training design.
 COST OF TRAINING - It is one of the most important considerations in designing a
training programme. A training programme involves cost of different types. These
may be in the form of direct expenses incurred in a training, cost of training material
to be provided, arrangement of physical facilities and refreshment, etc. Besides the
expenses the organisation has to bear indirect cost in the form of loss of production
during training period. Ideally, a training programme must be able to generate more
revenues than the cost involved
 TRAINING CLIMATE – A good training climate comprises of ambience, tone,
feeling, positive perception for training programme, etc. Therefore, when the climate
is favourable nothings goes wrong but when the climate is unfavourable, almost
everything goes wrong.

TRAINING - DESIGN

Training & development Introduction

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Training & development Introduction