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Training
Edwin B. Flippo “ Training is the act of increasing the knowledge and skills in an
employee for doing a particular job”

Unit 3 DeCenzo & Robbins “ Training is a learning experience in that it seeks a relatively
permanent change in an individual that will improve the ability to perform on the job”

Training and Career Development Training is focuses on teaching operational skills to the technical persons .
It helps in bringing about positive changes in the knowledge, skills and attitude of
employees.

Training is imparted to new employees to acquaint with existing equipments, working

procedures and methods.

Training is given to existing employees to learn new skills, adapt to modern

technologies and changing environment.

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1. Analysis : In this phase, the focus is on understanding the training needs. This
involves:

A systems approach to training – Needs Assessment: Identifying the gap between current performance and
desired performance.
– Audience Analysis: Understanding who the trainees are, including their
A system approach to training is a structured method current skills, knowledge, and attitudes.
– Task Analysis: Breaking down the tasks that need to be learned into smaller
for designing, implementing, and evaluating training components.
– Setting Objectives: Defining clear, measurable learning objectives that the
programs. training aims to achieve.
2. Design : The design phase involves planning the training program's structure and
It ensures that training is aligned with organizational goals content. Key activities include:
and meets the specific needs of employees. – Creating a Training Plan: Outlining the overall structure of the training
program, including timelines and sequencing of activities.
– Instructional Strategies: Deciding on the instructional methods and media
One commonly used model for a systems approach to to be used, such as lectures, hands-on activities, e-learning, etc.
– Developing Content: Designing detailed lesson plans, learning activities, and
training is the ADDIE model, which stands for Analysis, materials that align with the training objectives.

Design, Development, Implementation, and Evaluation. – Assessment Design: Planning how learners will be assessed to determine if
the training objectives are met.

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4. Implementation
3. Development : During the development phase, the actual This phase involves delivering the training to the target audience:
– Scheduling and Logistics: Planning the logistics of the training sessions,
creation of training materials and resources takes place: including scheduling, venue, and equipment.
• Material Production: Developing and assembling the – Trainer Preparation: Ensuring trainers are well-prepared and familiar with the
training content and methods.
training materials, such as manuals, slides, videos, and e- – Delivery: Conducting the training sessions as planned, using the designed
materials and methods.
learning modules. – Support: Providing additional resources and support to learners as they go
through the training.
• Pilot Testing: Conducting a trial run of the training
5. Evaluation Evaluation is critical to determine the effectiveness of the
program to gather feedback and make necessary training program. This phase includes:
adjustments. – Formative Evaluation: Conducted during the development and
implementation phases to provide ongoing feedback for improvement.
• Revision: Refining and improving the training materials – Summative Evaluation: Conducted after the training to assess its overall
effectiveness and impact.
based on feedback from the pilot test. – Kirkpatrick’s Four Levels of Evaluation:
Reaction: Measuring participants' immediate reactions to the training.
Learning: Assessing the increase in knowledge or skills after the training.
Behavior: Evaluating changes in on-the-job behavior as a result of the training.
Results: Determining the impact of the training on organizational goals and performance.

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A System Approach of Training

A system approach to training is a structured method for designing,
implementing, and evaluating training programs.

A system approach to training is one that is planned, detailed, and consistent

which produces synergetic results in a defined period of time.

The success of training can be measured by the amount of learning that

occurs and is transferred to job.

Too often, unplanned, uncoordinated and haphazard training efforts significantly

reduce the learning that could have occurred.

Thus with a well designed, systematic approach to training, learning becomes

best for the organization. The model of system approach is presented below :

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• Principles of readiness: People learn best when they are

Psychological principles of learning ready to learn.
Understanding principles of learning enables to provide additional insight that helps people
to learn most effectively. The principles are as follow:
• Principles of readiness: • Principles of exercise: This principle says that “those things
• Principles of exercise: which are frequently repeated are best remembered
• Principle of effect: /learned.
• Principles of primacy (most important):
• Principles of intensity: • Principle of effect: It states that learning is strengthened
• Principles of regency (recent things):
when it is accompanied by a desirable or satisfying feeling.
• Principles of sensation: (information is received through more than one sense organs ).
• Principles of levels of learning: Level of learning can be in many ways. Generally four
basic level have been used: • Principles of primacy (most important): The first thing
• Level one (rote learning/ parrots learning) people encounter is often the most important and leaves a
• Level two (understanding) strong impression.
• Level three (application)
• Level four |(correlation)
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• Principles of intensity: Clear, dramatic or exciting learning experience

teaches more than routine or boring and artificial experience.
Training as a tool for developing work culture
• Principles of regency (recent things): This principle of learning states most Work culture refers to the shared values, beliefs, practices, and
recently learned things are best remembered behaviors within an organization, influencing how employees interact,
• Principles of sensation: Learning occurs most rapidly/clearly when work, and collaborate. Work culture is a part of organizational culture.
information is received through more than one sense organs.

• Principles of levels of learning: Level of learning can be in many ways. It shapes the collective mindset, behavior, and expectations of both the
Generally four basic level have been used: organization and its employees. Thus a training program not only
• Level one (rote learning/ parrots learning) provides valuable skills to staffs but to improve their work culture too.
• Level two (understanding)
• Level three (application)
• Level four |(correlation)

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Managers have to establish and implement work culture

training in the organization. It is because it brings :
Designing training programs
While designing training program following factor should be considered:
Positive changes in the behavior of employees : • Setting training objectives:
Need for training and its expected outcomes.
It sets employee expectations:
• Managing training budget:
It reduces errors and accidents .
To covers direct and indirect costs.
It encourages a positive learning culture
• Designing training content and method:
It reduces staff turnover rates -that addresses the specific needs of employees and the
organization.
It boosts team morale
- that addresses "On the job" or "Off the job method".

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• Setting training objectives:

All training programs are designed on the basis of objectives to be
Training Needs Assessment
attained after completing the training. It starts wiith stating the need Training need is a gap between the existing capabilities of
for training and its expected outcomes.
an employee and the capabilities required by job.
• Managing training budget:
Develop a budget for the training program that covers direct and
indirect costs. The budget will influence the scope and design of the Training Need Assessment helps to determine what
training. training and development programs are needed to
• Designing training content and method: address these gaps
Create relevant training content that addresses the specific needs
of employees and the organization. Consider whether the content
should be developed in-house or outsourced. TNA is done at organizational level, task level/operational
Choose appropriate training methods based on the content, level and at individual level.
participants, and budget.

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Training needs exists at three levels :

2. Task Level : It assesses the knowledge, skills and attitudes
1. Organizational Level : Training needs at organizational level is created
by : to perform tasks. Training needs at task level is created by
• Projected growth and expansion : It can be through mergers, • Job redesign
acquisitions, diversification and new ventures etc. • Changes in work methods, processes and procedures
• Changes in environment, objectives, structures and technology
• Upgrading of job functions.
• Changes in products and productivity
• Changes in performance standards
• High absenteeism, High turnover, high reject rate and accidents etc

• Employee mobility like transfer, death, resignation etc.

3. Individual Level : It assess present deficiencies in specific skills, Training needs can be analyzed at three levels
knowledge and attitudes of individual employee. Training need at Level of Analysis What it Does
this level is created by Organizational Analysis Analyzes organization-wide goals and
problems to find out where training is
• Supervisory recommendation needed

• Poor motivation Operations/Task Analysis Examines jobs/tasks actually performed

and the KSAs employees need to attain
organizational objectives
• Skill deficiencies

• Job description and job specifications Individual/Personal Analy Analyzes the actual knowledge, skills, and
sis current performance of each employee
• Changes in technology needs while performing tasks. It is to
determine who needs training and in
which areas.
• Changes in human resource plans, policies and practices.
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Methods of determining training need assessment TRAINING NON-MANAGERIAL EMPLOYEES

Few of the popular methods for determining training needs assessment are :
• Surveys and Questionnaires: Employees can provide input on their training needs
(Employee Training Methods )
through surveys or questionnaires. These self-assessments are a valuable source A] On the Job training methods :
of information. The On-the-Job Training is a technique wherein the workers, i.e., operative
staff, is given the direct instructions to perform their jobs on the actual work
• Performance Appraisals: Managers can assess employee performance and identify floor.
areas where training is required during regular performance appraisals. It is learning by doing under the supervision of an experienced employee.
They earn while learning.
• Observation: Observing employees in their workplace can help identify gaps in
their skills and knowledge. It's a more direct method of assessment. Common OJT methods are
• Job Analysis: Analyzing job roles and responsibilities can reveal the required skills 1. Apprenticeship training
and knowledge for specific positions. This method is especially useful for 2. Job Instruction training
developing job-specific training programs. 3. Internship
4. Job rotation
• Focus Groups: Conducting focus group discussions with employees can provide
valuable insights into their perceived training needs and preferences.
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A] Apprenticeship Training : B] Job Instruction Training:

It is a systematic step by step approach to on the job training to
Employees learn by working with those already skilled teach new skills. It is designed for supervisors to train operatives.
in thier jobs. For example : A senior manager shows how to create financial
reports.
The craftsmen job, mechanic, electrician, accountants,
plumber, tool maker, etc. have to undergo this type of It consists of four steps.
training. 1. Preparation : materials, curriculum, trainees, training program
required.
This training is a blend of classroom and on-the-job 2. Present : Demonstration of task by supervisor to trainees.
training and is conducted under the close supervision. 3. Trainee performance : Learner does the job
4. Follow up : Checking progress on job made.
The duration for apprenticeship varies from job to job-
generally two to five years. A master worker guides the It is based on the principle " If the learner has not learned , the
trainee. teacher has not taught."

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C] Internship: Under this method, the trainee employee a Merit of OJT

student or recent graduates works in organization to get  Trainee learn and earn while working
practical, real-world experience in their field of interest  Employees are trained in the real job situation.
or profession.  The trainee is motivated and productive as they gets first hand
experience on the actual equipment and materials.
Interns learn skills on the job by doing work in actual
 The training is less costly to deliver.
work environment under the guidance of experienced  . The transfer of training to job is of high degree.
professionals. An internship can last 2-12 months.
Interns may have a stipend/allowance Demerit of OJT
 Equipment can be damaged during training.
D] Job Rotation: Moving between different jobs to learn  The productivity of trainee will be low while they develop skills.
various skills. It is suitable for mid-level managers and  The trainee makes errors while they learn.
management trainees , engineers, and staff of hotels ,  Scrap and reject rates can be high. Quality can be low.
health care , schools as grade teachers etc

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B] Off the Job training methods : Lecture/ Conference Method : Lecture is based on
Under this method, training takes place outside the job situation. It talking and showing by the training specialist.
is basically classroom based. such training programs are either
organized in the firm’s own training institute outside the workplace A conference is a group meeting based on trainee
or in any other technical school.
participants guided by a leader.
The methods available are :
1. Lecture / Conference
2. Simulation Method
3. Vestibule Training
4. Computer Modelling
5. Programmed Instruction Method
6. Role Play Method
7. Case Study Method.

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Simulation Method : Under this method, trainees are Programmed Instruction Method : This is a self
placed in an artificial environment that closely resembles instruction method. It can be in the form of programmed
actual working environment. texts or manuals. Trainees learn from it and provide
Vestibule training : Vestibule training involves training feedback .
employees in a simulated environment with actual
equipment to prepare them for their roles. Role Play Method : Under this method, trainees learn by
acting or role play the assigned roles in a given situation.
Computer modeling : Trainees learn and analyze
the situation with the help of computer modeling. Case Study Method : Under this method, the trainees are
given a problem to discuss and apply his/her knowledge to the
solution of realistic problems

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Merit of off the job training

 Large group can be trained simultaneously at low cost.
EVALUATION OF TRAINING PROGRAM
 Costly errors and injuries can be avoided during training. Evaluating is an integral part of the training process. It provides
 Training time is reduced compared to on the job training. feedback on the effectiveness of training activities.
 The opportunity to use the ability of the best instructor and the best planned materials.
 Large amount of information can be covered. The extent to which training objectives have been achieved.
 Trainees develop useful contacts.
Helps to control and improve the quality of training programs
Demerit of off the job training and to judge their value.
 It involves training a larger number of trainee’s. it is difficult to meet specific job of the
trainee. IVerifies the program success in terms of learner outcomes
 Trainee may not utilize or transfer all knowledge and skills acquired from the training. and cost effectiveness.
 It is not useful to develop interpersonal skills.

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Criteria for evaluating training effectiveness Methods for evaluating training effectiveness
The criteria used for evaluating training effectiveness are • Test-re-test method: In this method, participants have to give a
as follows: test before they begin the program. After the program is
completed participants again have to give the test. The change in
• Reaction of the participants: test scores indicates the changes in the level of knowledge
• Changes in participant’s knowledge and skills: resulting from training.
• Changes in participant’s attitudes (behavior):
• Pre-post performance method: In this method each participant
• Changes in job performance:
is evaluated before the training start. After the training is
• Organizational performance: completed they are again evaluated in the real performance.
This method is very useful to examine the effect of training on
changing participant’s knowledge skills and their attitudes in the
real job situation.
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• Experimental-Control group method: Under this method • Observation method: In this method trainee is observed
two groups are created. regularly during training period by trained staff. The changes in
Control group are the group which have no clear instructions trainee knowledge, skills and attitudes towards the job is monitored.
and guidelines to perform on the job i.e. they are without
training. • Trainee survey: This refers to direct questioning to trainee to
On the other hand, for the Experimental group there are clear gather reactions about training programs. In this method
instruction and guidelines at work i.e. they undergo training. questionnaire is provided to trainee after training period and asked
the various direct question regarding training program.
Using this method if the performance of the experimental
group improved on the job, the training would be • Cost-effectiveness analysis: It asses total value of training
successful. On the other hand, if performance of control and benefits against total costs of training. It measures value of
experimental groups remains unchanged the training will be money in training. The training is effectiveness if benefit exceeds
unsuccessful. costs.

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Process of Evaluating training program

Major steps used in evaluations are given below : Career
1. Setting training objectives [ Standards] DeCenzo and Robbins defines “ Career as the sequence
of employment position that a person has held over his or
2. Developing evaluation criteria her life.”
3. Pre-testing trainees existing skills/ knowledge

4. Monitoring training sessions

It may mean as advancement or profession or long
sequence of jobs
5. Evaluating training

6. Feedback for future programs

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Career Planning Process of Career Planning

According to Werther and Davis “Career planning is Career planning is the process of predetermining career goals
the process by which one selects career goals and the and the paths to those goals. It matches individual career needs with
the career opportunities provided by the organizations.
path to those goals”
The steps involved in career planning are :
As defined by Gary Dessler Employee Self- Assessment
“ Career Planning is the deliberate process through which an Environmental Assessment
employee becomes aware of his/her personal skills, interests, Selection of Career Goals
knowledge, motivations, and other characteristics and establishes
Selection of Career Paths
action plans to attain specific goals”

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a] Employee Self- Assessment c] Selection of Career Goals:

It is understanding own strengths and weaknesses. Identifying Interest It is concerned with setting clear career goals. They are the desired
and Aptitudes, Skills and Abilities. They provide occupational orientation to future positions an employee strives to reach as a part of career.
an employee. They are based on the analysis of employee's strengths and weakness,
b] Environmental Assessment: and opportunities and threats in the environment.
After self assessment, employee explore opportunities within or outside It could be Aim to become a project manager within five years or
the organization. aspiring to become a manager in your department within the next three
Opportunities and threats are based on economic condition, labor market years.
position , demography composition and other factors of the country. d] Selection of Career Paths and Implement
Many organizations provide information on career opportunities to their
employees. This helps them to take advantage in the short, intermediate Choose specific routes to reach your goals.
and long terms in an organization.. Generally, High potential occupations For example An employee enters into the organization as Assistant and
are identified for career goals. gradually aspires for Branch Manager to Department Manager to General
Manager.

Career Development Comprehensive Career development process follows following

steps:
According to Byars and Rue “Career development is on-going
1. Integrating CD and HRP
formalized efforts that focus on developing and enriching HR in
the light of both the employees and the organization needs” 2. Dissemination of Career Option Information
3. Job Posting
4. Use of Assessment Center
Career development is required to implement career plans. It
5. Career Counseling Programs
comprises personal improvements undertaken by an employee to
6. Career Development Workshops
achieve career plan as well as HRM assisted efforts designed to
7. Continuous education and Training
assist employees in developing their careers.
8. Periodic Job Changes
9. Sabbaticals and others
10. Career oriented performance appraisal.

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6. Career Development Workshops: Conducting Workshops

1. Integrating CD and HRP (Human Resource Planning):
Aligning career development with organizational goals. and training sessions to enhance skills for career growth.

7. Continuous Education and Training: Supporting ongoing

2. Dissemination of Career Option Information: Sharing learning opportunities
information on various career paths within the
organization.
8. Periodic Job Changes: Encouraging employees to take on
new roles.
3. Job Posting: Announcements for job opportunities to
existing employees. 9. Sabbaticals and Others: A company offering a six-month
sabbatical for employees to travel pursue higher education, or
4. Use of Assessment Center: Evaluating employees' skills work on personal projects, with the guarantee of returning to
and potential. their position afterward.

5. Career Counseling Programs: Offering one-on-one 10. Career-Oriented Performance Appraisal: Evaluating
guidance for career decisions with professional career performance with a focus on career goals.
counselors.
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Objectives of Career Development Stages of Career Development

a) Exploration : Exploring involves figuring out what you enjoy and
what careers interest you.
A long-term career development has many important
b) Establishment : In this stage one begins to search for work and
objectives to attain to both individual staff and orgn. finds a first job. It usually starts at the age of 25 and lasts till 35.
• Ensuring needed talents are in the org. c) Mid- Career : This stage 35 and continues till 50. Mid-career is
the stage when one has gained experience and may take on more
• Assisting in attracting and retaining good employees: responsibilities or consider new opportunities and sometimes even
starts deteriorating work performance
• Ensuring growth opportunities for all employees:
d) Late Career : Late career is a phase where individuals have
• Reducing employee frustration: substantial experience and might focus on mentoring or leadership
roles . One starts looking forward to retirement and the
• Providing challenging jobs opportunities of doing something different.

• Offering job rotation and job assignment e) decline stage : Decline stage begins when when individuals may
reduce work responsibilities or retire due to factors like age or
health.
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Management Development Methods of Management Development

Management Development is a systematic process of improving On the job methods
managerial performance by imparting knowledge, increasing Learning by doing takes place in the real work
skills, changing attitudes and developing experiences.
environment.
Management development is given to managerial employees who 1. Coaching
supervise the activities of others. It develops managerial potential
2. Understudy Assignments ( Attachment Method )
by increasing conceptual , interpersonal and decision making skills.
3. Job Rotation Method
Above all, it develops managerial capability to manage effectively.
4. Committee Assignments ( Junior Board/ Multiple Mgmt )
5. Internship

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Coaching Method : It is actively guiding managers by their

experienced immediate supervisors. The coach gives the Job Rotation Method : It involves shifting managers from position to
guidance through directing, advising, criticizing, & position. Managers broaden their knowledge & experience and become
suggesting. familiar with variety of jobs.
If the coaching is done by someone other than immediate
supervisor, it is called mentoring. Committee Assignments ( Junior Board/ Multiple Mgmt )
Understudy Method [Attachment Method]: A junior board or committee is formed, consisting of employees who are
potential candidates for future managerial positions.
Junior managers work under the guidance of immediate
This board or committee is tasked with analyzing and providing
upper level supervisor/manager with "Assistant to " title recommendations on specific issues or projects within the organization.
He is generally assigned a project which is closely related This enables them to Learn about leadership, communication, and
to the work in his section. teamwork by working alongside experienced managers and executives.

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Internship : Merit of on the job mgmt. development

• It increases career opportunity inside the organization.
An internship is a temporary job opportunity where
students or recent graduates work at a company or • Gives the employees exposure on the real job.
organization to get practical, real-world experience • Facilitates transfer of knowledge in the job situation
in their field of interest. from one to the other manager to take future
responsibility.
Learn on-the-job skills by doing actual work tasks
under the guidance of experienced professionals. • There is rapid feedback of performance.
• Managers gain insights into the working of organization.

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Off the job Management Method

Demerit of on the job mgmt. development
Most management development takes place off the job.
• It may interfere in the regular performance by Managers are removed from the stresses and demands of the
work place to focus on learning experience.
damaging goodwill of the firm.
1. Sensitivity Training ( Laboratory or T-Group Training)
• Does not involve full responsibility 2. Transactional Analysis
• The chances for errors are high. 3 Action Learning
4.Special Courses
• Trainee managers may lack serious. 5. Management Games Method.
6. Behaviorial Modeling
7. Role Playing
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Management Games Method : • Sensitivity Training ( Laboratory or T-Group Training)

In this method , the real business situations are simulated
through computer.
In this method, an unstructured group is created where
participants communicate and discuss with one another
Teams of participants analyze the situation and make about themselves and each other’s behavior in a open and
decisions. The computer programs calculate outcome and free environment.
provide feedback. Participants learn to group dynamics
and consensus. They express their ideas, beliefs and attitudes and share
impressions. In such a way, they become sensitive to the
Special Courses : In this method of management behavior of self and others. It provides with increased
development , the trainee executives may be required to awareness of own behavior and how others perceive them.
attend special courses which are formally organized by the
enterprise with the help of experts.
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Action Learning
• Behavior Modeling : Behavior modeling is part of social
Action learning is a process where a group of managers and
learning theory. In this method, trainee managers learn
trainee managers work together to tackle an actual
work related behaviors by observing managers, organizational issue or problem that they are facing.
supervisors, seniors, co-workers who serve as role model
It promotes learning from peers and taking responsibility for
• Transactional analysis: team success.
Transactional analysis is a method in which trainee Role Playing
managers try to understand and analyze his or her ego Role playing means practicing management situations by
status. This will help them to correct their behavior while acting them out.
transacting with their counterpart. Managers take on different roles like employee, customer, etc.
. and act out scenarios.

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Merits of off the job development method De-Merits of off the job development method
• Useful to develop self-insight in manager to take more • Many parts of learning might not be useful in the real job
responsibility in the future. situation.
• Opportunity to interact with different managers in • Chances of coping the behavior of a bad trainer or a
course of development. misleading case.
• Easy transfer of knowledge and skills. • Plenty of theoretical instructions and data can be
• Large amount of information can be covered in short- confusing or boring.
time. • No computer games can completely simulate an actual
• It improves decision making abilities of managers business situation.
through group process.
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Leadership Development:
Emerging concepts of HRD
Leadership is basically an art of human skill. Leadership is the
The leading emerging concept of HRD are as follows:
process of influencing people and providing an environment for
1. Leadership Development
them to achieve team or organizational objectives.
2. Talent Management
3.Employee empowerment. Leadership Development is defined as the expansion of a
3. Mentoring person’s capacity to be effective in leadership roles and
processes.

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Talent management
Components of leadership development: Talent management encompasses various HR activities and processes to ensure
The components of leadership development programs of successful companies that the organization has the right people in the right positions at the right time.
are :
Prospects of Talent Management
• Value based: It states that organization’s philosophy is oriented towards
1. Sustainable organizational effectiveness.
inspiring leaders. This acts as a motivation to lead forward toward the desired
vision. 2. Higher levels of innovation
3. Improved employee motivation and commitment.
• Promotion based performance evaluation: It states that promotion are 4. Low turnover and consequently less recruitment costs.
made based on individual performance which is a part of career
development. This leads to attraction of qualified candidates towards Problems of Talent Management
organization. 1. Frequent restructuring of organization.
2. Flatter organizations with fewer growing options
• Leadership pipeline: This is having a pool of prepared leaders across all 3. HR fishing and head hunting
organizational levels to fill vacancies in key positions when needed. This
4. Ageing workforce
leads to commitment and retaining of competent force in organization.
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Talent Management System ( Process)

Employee’s empowerment: .
According to Robbins & Coutler “ Empowerment is a managerial
approach in which employees are given substantial authority and
place to make decisions on their own”

K . Awastahappa “ Empowerment is the process of enhancing

feeling of self –efficiency and sense of owning a job”

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Some important aspect about empowerment is:  Mentoring

• HRM practices such as performance mgmt. , training, work design and Mentoring is a relationship between two people in which one of them offers
compensation are the important for the success of employee advice and guidance to help the other develop in a particular area. Mentoring
empowerment. is helpful in career development.
• Benefits of mentoring
• Employees must be properly trained to show their wider ability and It helps in :
authority to produce outputs.
– Employee Retention
• Show trust provide vision, offer encouragement motive and coach – Develop Leadership Skills
employees.
– Support for career growth
• Employee feedback to help them evaluate their success. – Improve employee Productivity
– Creating Synergic effects
• Visible and equitable linkage between performance and rewards
– Reduce frustration
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– Develop Stronger Internal Compiled
professional network.
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The Requirement for Effective Mentoring

HRD Practices in Nepalese Organizations
1. The status and characteristics of the mentor There are four categories of organizations in Nepal. They are
 Senior to protégé, experienced and probably age, governmental organizations, public organization, private
 Should not have line relationship organization and global companies.
 People developing skills

2. The protégé ( Mentee)

 Should have potential and be hungry to learn and develop to realize it. The training and development is regarded as a perimeter of overall
3. The relationship efficiency and productivity of the organizations.
 Mutual trust and will develop over time. However, in our country most of the organizations seems reluctant
4. The activities towards conducting training and development practices.
 Stimulate , encourage, guide, support, cautions and give realistic feedback
 Try out the new behaviors, take risks, apply formal learning practice.
 Act as a role model, nurture learning to learn and encourage to adopt
future orientation.

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HRD has remained an area of low priority in Nepal. Training Institutions :

Training is not regarded as an investment in human capital.  In Nepal, there are very few training institutions involving in training
It is a practice in Nepalese organizations to make training programs.
the first victim of budget cuts.
 Some of them are Nepal Administrative Staff college, Management
Association of Nepal(MAN), Centre for Economic Development and
Need Assessment : Training Needs are not properly Administration (CEDA) etc .
assessed by Nepalese organizations at organizational, task
and individual levels. Most Nepalese lack training need  Public Sector Enterprises like banks, airlines, electricity authority
have their own training schools. But they remained underfunded and
surveys and need surveys and performance analysis to
mismanaged. And they tend to repeat same course year after year.
identify training needs.

Compiled by Fred Nepal Compiled by Fred Nepal

 Training and Development methods used in Nepalese Organizations Effectiveness of Training

 Training for operational/ technical type of work is provided at the actual work floor,
whereas training for managerial level job and administrative works is provided The effectiveness of training is evaluated in terms of reaction and
outside the working environment.
learning criteria.
 Apprenticeship and Internship are common on the jon methods used whereas Off the
job methods are lecture oriented are popular.
But behavioral and result criteria of evaluation are not in use;
 Overall Nepalese organizations use a mix of on the job and off the job training
methods
therefore, it fails to fill the gap of training.

 Similarly, the popular methods of management development are coaching and

understudy assignments. Job Rotations is not effectively used. Planned work
assignments are little used.

 Off the job management development methods are largely lecture and seminar
oriented.
Compiled by Fred Nepal Compiled by Fred Nepal

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Problems in training and management development are: Career Management and Retention Issues
Career development helps the employees to be effective and
– HRD has remained an area of low priority in Nepal
efficient in performing organizational activities.
– Views as cost burden activities
Nepalese organizations are little concerned about facilitating career
– Show unwillingness to conduct
planning of employees. Formal career information, education and
– High labor turnover counseling to employees is poor.
– Lack of training institution
Nepalese organizations lacks succession planning to aid career
– Lack of implementation planning.
– Don’t know about career development Etc.
Individual career development efforts are lacking. Lack of
opportunities have employees retention

Compiled by Fred Nepal Compiled by Fred Nepal

The major issues in both the areas are as follows : Training:

– Except in govt. services, police and army orgn. most of the orgn lack career mgmt.
policy. • Focuses on specific skills and tasks
• Short-term in nature, usually for immediate job needs
– In many cases there is mismatch between HRD practices and career mgmt.
practices. • Typically standardized and uniform for all employees
• Emphasizes immediate performance improvement
– Most of the HRD practices are either budget based or donor driven so a lot of
mismatch have been seem between HRD practices and career mgmt. practices. • Often conducted through workshops or courses
Management Development:
– Undue transfer of employees from one place to another has harmed both career
mgmt. and output to be realized from given training. • Focuses on broader leadership and managerial abilities
• Long-term perspective, aiming for career advancement
– Due to above scenario employees retention has become a great challenge or issue to
many orgn. • Tailored to individual needs and career aspirations
– Employee retention issue is more severe in case of private sector orgn. as compared • Aims at enhancing long-term strategic thinking
to govt. and semi-govt. orgn. • Involves mentoring, coaching, and experiential learning

Compiled by Fred Nepal Compiled by Fred Nepal

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