ITC – Training & Development
Training Process
The steps to be followed in ITC in conducting the training process are:
Setting Evaluation Criteria
Assessing the knowledge prior to training
Training or developing Workers
Assessing the knowledge after training
Transfer to the Job
Follow-up Studies
Management Development Methods Used in ITC
On The Job Experience:
Coaching
Multiple Management
Understudy
Formal Training:
Incident Method
Conference
In-Basket Method
Sensitivity Training
Methods Used in Training Needs Assessment:
The following methods are used to assess training needs:
Group or Organizational Analysis:
Organizational goals and objectives
Personnel/skills inventories
Organizational climate indices
Efficiency indices
Exit interviews
Quality circles
Customer survey/satisfaction data
Consideration of current and projected changes
Individual Analysis:
Performance appraisal
Work sampling
Interviews
Questionnaires
Attitude surveys
Rating scales
Observation of behavior
Training Methods:
The training programs commonly used to train operative and supervisory personnel
in the organization are classified into On-the-job and Off-the-job programs.
Training Methods:
On-the-job Method:
Job Rotation
Coaching
Job Instruction
Training through Step-by-step
Committee Assignment
Off-the-job Method:
Vestibule Training
Role Playing
Lecture Method
Conference or Discussion
Programmed Instruction
On-the-job Training Methods:
This type of training involves the individual being placed on a regular job and
taught the skills necessary to perform the job. It provides firsthand knowledge and
experience under actual working conditions.
Job Rotation: Involves moving the trainee from one job to another to
receive job knowledge and gain experience from different supervisors.
Coaching: The trainee is placed under a supervisor who functions as a
coach, providing guidance and suggestions for improvement.
Job Instruction: Known as training through step-by-step, the trainer
explains the job procedures and allows the trainee to practice.
Committee Assignment: A group of trainees is given a real organizational
problem to solve jointly, developing teamwork.
Off-the-job Training Methods:
This type of training separates the trainee from the job situation, focusing on
learning the material for future job performance without job distractions.
Vestibule Training: Simulates actual work conditions in a classroom using
the same materials and equipment.
Role Playing: Involves realistic behavior in imaginary situations,
emphasizing action and practice.
Lecture Method: A traditional method where the instructor organizes
material and presents it as a talk to the trainees.
Discussion: Involves a group sharing and examining ideas, facts, and data to
improve job performance.
Programmed Instructions: Presents subject matter in sequential units,
requiring trainees to answer questions or fill in blanks. Though expensive
and time-consuming, it is effective.
Training Procedure:
The following steps outline the training procedure:
1. Preparing the Instructor: The instructor must know the job, how to teach
it, and the best techniques for each part.
2. Preparing the Trainee: The trainee should be put at ease and introduced to
the task step-by-step.
3. Getting Ready to Teach: Includes planning the program, preparing the
instructor's outline, and ensuring logical and engaging sessions.
4. Presenting the Operation: Uses explanations, demonstrations, and various
training aids to present the operation.
5. Trying Out the Trainee's Performance: The trainee practices the job
under supervision, acquiring skill through repetition.
6. Follow-up: Ensures that training is reinforced and effective, with a follow-
up plan to improve future programs.
Training Needs Identification:
Training needs are identified by HODs or top management during performance
appraisals or updates to the skill/competency matrix.
Preparing a Training Plan:
The HR Manager prepares an annual training plan based on identified needs and
backlog from the previous year, reviewed and updated as necessary.
Preparing a Training Calendar:
The HR Manager categorizes participants into batches and prepares a calendar,
making necessary adjustments and informing participants.
Execution of Training as per the Training Calendar:
Internal and external training programs are coordinated by the HR Manager, with
the venue and course material arranged, and dates finalized based on availability.
Training Feedback from Employees:
Employees complete feedback forms after training, which are reviewed by the HR
Manager.
Evaluation of the Training Imparted:
The HR Manager evaluates training effectiveness through HOD feedback,
updating the skill matrix if satisfactory, or recommending re-training if not.
Training Needs Assessment:
Training needs are assessed annually based on factors like recruitment, transfers,
promotions, and capacity expansions. Methods include performance appraisals, job
description forms, recommendations from HODs, and probationary evaluations.
Procedure for Sponsoring Employees for Training Programs:
Detailed discussions with employees about program content and desired
outcomes.
Post-training discussions and action plans for implementing learned points.
Submission of reports and action plans by employees.
Dissemination of learned points to colleagues.
HR follow-up for smooth implementation.
Recent Developments in Training:
Employee Self-Initiative: Employees proactively identify and undergo training
programs organized by various organizations.
Online Training: Companies provide online training, allowing trainees to
participate from their workplace using different media.
Management Development: Organizations offer managerial skills development
programs, focusing on growth and development for current and potential
managers. The role of the organization is to establish and encourage management
development opportunities.
Objectives of Management Development:
Improve manager performance
Equip specialists with a comprehensive understanding of organizational
functions
Identify and prepare potential senior managers
Enhance versatility, analytical skills, and morale
Address conceptual issues in economic, social, and technical areas
Keep executives updated with changes and developments in their fields
