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Training and Development

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Introduction
 Orientation – orients, directs, and guides
employees to understand work, firm, colleagues,
and mission (socialization)
 Training – helps employees do their current
work
 Development – prepares individuals for the
future
 Focuses on learning and personal development
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Training & Development

Training & development are processes that
attempt to provide with an employee with
information, skills & an understanding of the
organization & its goals.
Training & Development are designed to help
a person continue to make positive
contributions in the form of good
performance.
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Orientation
Orientation is designed to start the employee
in the direction which is compatible with the
firm’s mission, goals & culture.
Before training & development occurs an
employee proceed through orientation to
learn what the organization stands for and the
type of work he or she is expected to perform.
Introduces new employees to the organization
and to the employee’s new tasks, managers,
work groups.
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Orientation
Walking into a new job – a lonely and
confusing event.
Newcomers usually don’t know what to say or
whom to say it to.
Feelings of anxiety, uncertainty, insecurity
about the future.
A good orientation programme can help,
make this time a positive experience.
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Orientation
 Different degrees of orientation depending
on:
1. Experience
2. Career path
3. Age of new employee
An orientation is designed to make a person
feel comfortable, knowledgeable, and ready
to work within the firm’s culture, structure &
employee mix.
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Orientation
Purpose of Orientation:
Orientation process is similar to socialization.
Socialization occurs when a new employee
learn a norm, values, work procedures and
patterns of behaviour that are expected in the
organization.
Organizations transmit to member’s
expectation associated with their roles.
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Orientation
People undergoing socialization respond
cognitively and emotionally. Employees
receive and attempt to understand the cultural
messages being sent to them by agents of
socialization (co-workers, superiors &
subordinates).
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Goals of Orientation

To reduce To reduce
anxiety turnover

To develop
realistic To save time
expectations
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Orientation
 Who orients new employees?
 In smaller organizations, the operating manager
usually does all the orienting.
 In the bigger organizations, HR managers help, train
the operating manager for more effective
orientation.
 Orientation programme help new hired out of college
to ease the transition from school to work,
accelerate productivity, encourage teamwork, build
a personal & professional network and install
corporate values. For eg; Maersk Sealand, Force
Motor (former Bajaj Tempo), NDDB)
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How Orientation Works (1 of 2)

1. Orientation should begin with the most
relevant and immediate kinds of information
2. The most significant part of orientation is
the human side
3. New employees should be “sponsored” or
directed in the immediate environment by
an experienced worker or supervisor
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How Orientation Works (2 of 2)

4. New employees should be gradually
introduced to the people with whom they
will work
5. New employees should be allowed
sufficient time to get their feet on the ground
before job demands on them are increased.
Few examples: Saarthi Programme
Common Errors which can be avoided.
Hotel Taj Residency & Reliance Infocomm.
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Orientation Follow up
 A feedback system for each and every
orientation program replete with a checklist.
 Induction / Orientation program to be
designed for each and every department
( rotation) and duly signed by the Department
Head.
 An appointment set up with the orientation
group and followed by presentations and
reports/ summaries.
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Training
 The systematic process of altering the behavior
of employees in a direction that will achieve
organization goals
 Training is related to present job skills and
abilities
 Training has a current orientation
 Helps employees master specific skills and
abilities needed to be successful
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Goals of Training (1 of 2)
Training validity
 Did the trainees learn skills or acquire knowledge
or abilities during the training?

Transfer validity
 Did the knowledge, skills, and abilities learned in
training lead to improved performance on the job?
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Goals of Training (2 of 2)
Intraorganizational validity
 Is the job performance of a new group of trainees
in the same organization that developed the
program comparable to the job performance of the
original training groups?

Interorganizational validity
 Can a training program that has been validated in
one organization be used successfully in another
firm?
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Learning Theory and Training (1 of 2)

The trainee must be motivated to learn

The trainee must be able to learn
The learning must be reinforced
The training must provide for practice of
the material
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Learning Theory and Training (2 of 2)

The
material presented must be
meaningful
The material must be communicated
effectively
The material taught must transfer to the
job
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Learning Organizations
Organizations that are proficient in:
A systematic approach to problem solving
 Experimentation with new approaches
 Learning from their own experience and history
 Learning from the experiences and best practices
of others
 Transferring knowledge quickly and efficiently
throughout the organization
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Managing the Training Program

1. Determining needs and objectives
2. Choosing trainers and trainees
3. Selecting training content and methods to be
used
4. Developing evaluation criteria
5. Evaluating the training
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Training Needs Assessment (TNA)

Organizational
Analysis

Person Analysis

Task Analysis
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Four Ways to Determine Employees’

Needs for Training:
1. Observe employees
2. Listen to employees
3. Ask supervisors about employees’ needs
4. Examine the problems employees have
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Steps to a Performance Analysis

1. Behavioral 6. Practice
discrepancy 7. Training
2. Cost-value analysis
8. Change the job
3. Is it a “cant do” or
“won’t do” situation? 9. Transfer or terminate

4. Set standards 10. Create a motivational

5. Remove obstacles climate
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On-the-Job Training
Case Method

Training and Role Playing

Development
Instructional Methods In-Basket Technique

Outdoor-Oriented Management Games

Programs
Behavior Modeling
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On-the-Job Training for Managers

 JIT (Job Instruction Training)
 Coaching and counseling
 Mentoring
 Job Rotation
 Apprenticeship Training
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Off-the-Job Training
Lecture-discussionapproach
Computer-assisted instruction (CAI)
 Internet
 Intranets
 Multimedia-based training (MBT)
 Virtualreality (VR)
 Distance learning
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Calculating ROI
 Return on Investment is calculated as:-
Results / Training costs
The Benefits of Training should exceed the
Costs incurred in conducting the training by a
factor of more than 1.