Training and Development-Human Resource Managment-Lecture Handout, Exercises for Human Resource Management. Gandhi Institute of Technology and Management
saami8 August 2012

Training and Development-Human Resource Managment-Lecture Handout, Exercises for Human Resource Management. Gandhi Institute of Technology and Management

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This course includes introductions and history of HRM, job analysis, selection, socialization, taxation, maximizing learning, career management, benefits, trade union, discipline, HR auditing, leadership. This lecture in...
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Human Resource Management (MGT501) VU

Copyright © Virtual University of Pakistan 95

Lesson 22

TRAINING AND DEVELOPMENT After studying this chapter, students should be able to understand the following:

A. Explain Learning B. Define Training

LESSON OVERVIEW We devote this lecture to explaining the learning and its importance in improving status of organization; we will also explore scope of Training and its relationship to organizational change. Next, the Training process is described along with how Training needs are determined and objectives established. Then, we look at the numerous Training methods. Effectiveness of training program depends upon the learning of trainees so first of all we should see what is meant by learning.

A. Learning Learning is a relatively permanent change in behavior that results from direct or indirect experience. • Learning organization

Learning organizations are firms that recognize the critical importance of continuous performance-related. Training takes appropriate action. They are one whose employees continuously attempt to learn new things & to use what they learn to improve product or service quality. The most important thing in learning is that all managers should understand the basic purposes and processes of both Training also recognize the role of learning theory in Training.

B. Training Defined: The heart of a continuous effort designed to improve employee competency and organizational performance. Training typically focuses on providing employees with specific skills or helping them correct deficiencies in their performance.

I. Challenges in Training Upgrading employees' performance and improving their skills through training is a necessity in today's competitive environment. The training process brings with it many questions that managers must answer. Included in these questions are: Is training the solution to the problems? Are the goals of training clear and realistic? Is training a good investment? Will the training work?

• Is Training the Solution? • Are the Goals Clear and Realistic? • Is Training a Good Investment? • Will Training Work?

II. The Training Process

Adjustments in external and internal environments necessitate change. Once the need for change is recognized and the factors that influence intervention are considered, the process of determining Training needs begins. Essentially, two questions must be asked: “What are our Training needs?” and “What do we want to accomplish through our TRAINING efforts?” After stating the TRAINING objectives, management can determine the appropriate methods for accomplishing them. Various methods and media are available; the selection depends on the nature of TRAINING goals. Naturally, TRAINING must be continuously evaluated in order to facilitate change and accomplish organizational objectives. Now we will discuss different phases of training process.

The Training Process

Needs Assessment Phase Organization Needs Task Needs Person Needs

Development and Conduct of Training Location Presentation Type


Human Resource Management (MGT501) VU

Copyright © Virtual University of Pakistan 96

Phases of Training:

a. Phase 1: Needs Assessment & Establishing Objectives In order to compete effectively, firms must keep their employees well trained. The first step in the Training process is to determine Training needs. The overall purpose of the assessment phase is to determine if training is needed and, if so, to provide the information required to design the training program. Assessment consists of three levels of analysis: organizational, task, and person. Organizational Analysis: It is an examination of the kinds of problems that an organization is experiencing and where they are located within organization. Task/Operational Analysis: An operational analysis identifies the kinds of the skills and behaviors required of the incumbents of a given job and the standards of performance that must be met. Personal Analysis: The objective of the personnel analysis is to examine how well individual employees are performing their jobs. Training should be given to those who need it. Assigning all employees to a training program, regardless of their skill levels, is a waste of organizational resources and create a unpleasant situation for employees who do not need training. The objectives of training must be clarified, related to the areas identified in the task analysis, and should be challenging, precise, achievable, and understood by all. Mostly when there is a performance gap i.e. the performance is not up to the specified standards training is required to improve the performance there are certain factors that should be kept in mind before conducting training ,lets consider these factors: • Number of employees experiencing skill deficiency: Number of employees supposed to be trained. • Severity of skill deficiency: What are the cons or advantages that are being faced by the organization

due to absence of that skill? • Importance of skill: How important is skill to be possessed by workforce. • Extent to which skill can be improved with Training: Would there be real difference in skill level in

case the training program is conducted. Determining Training Needs: Following sources can help organization to assess either there is a need for Training or not.

Self-assessments Company records Customer complaints New Technology Employee grievances Interviews with managers Customer satisfaction surveys Observation

Establishing Training Objectives Objectives are desired end results. In human resource, clear and concise objectives must be formulated

b. Phase 2: Delivering the Training The training program that results from assessment should be a direct response to an organizational problem or need. Approaches vary by location, presentation, and type. These are summarized below: 1. Location Options a. On the job: Training is at the actual work site using the actual work equipment b. Off the job: Training away from the actual work site. Training is at a Training facility designed specifically for Training.

Human Resource Management (MGT501) VU

Copyright © Virtual University of Pakistan 97

c. Phase 3: Training Methods Lecture

The Lecture is an efficient means of transmitting large amounts of factual information to a relatively large number of people at the same time. It is traditional method of teaching and is used in many training programs. A skilled lecture can organize material and present it in a clear and understandable way. How ever a lecture doesn’t allow active participation by learners.

Case method A Training method in which trainees are expected to study the information provided in the case and make decisions based on it.

Simulations Simulators are training devices of varying degrees of complexity that duplicate the real world. Simulation refers to creating an artificial learning environment that approximates the actual job conditions as much as possible.

Apprenticeship This type of training refers to the process of having new worker, called an apprentice, work alongside and under the direction of skilled technician.

Internships Internships and assistantships provide training similar to apprenticeship training; however’ assistantships and internships typically refer to occupations that require a higher level of the formal education than that required by the skilled trades. Many colleges and universities used to develop agreements with organizations to provide internships opportunities for students.

Coaching And Mentoring Some organizations assign an experienced to serve as a mentor for new employees. Effective mentors teach their protégés job skills, provide emotional support and encouragement. Coaching and mentoring are primarily on- the-job development approaches emphasizing learning on a one-to-one basis. Coaching is often considered a responsibility of the immediate boss who has greater experience or expertise and is in the position to offer sage advice. The same is true with a mentor, but this person may be located elsewhere in the organization or even in another firm. The relationship may be established formally or it may develop on an informal basis.

Discussions Conferences and group discussions, used extensively for making decisions, can also be used as a form of training because they provide forums where individuals are able to learn from one another. A major use of the group discussion is to change attitudes and behaviors.

Games Simulations that represent actual business situations are referred to as business games. These simulations attempt to duplicate selected parts of a particular situation, which are then manipulated by the participants

Role playing A Training method in which participants are required to respond to specific problems they may actually encounter in their jobs.

Computer-based Computer based training is a teaching method that takes advantage of the speed, memory, and data manipulation capabilities of the computer for greater flexibility of instruction.

Multimedia Multimedia is an application that enhances computer-based learning with audio, animation, graphics, and interactive video.

Virtual reality It is a unique computer-based approach that permits trainees to view objects from a perspective otherwise impractical or impossible.

Video Training The use ofvideotapes continues to be a popular Training method. An illustration of the use of videotapes is provided by behavior modeling. Behavior modeling has long been a successful Training approach that utilizes videotapes to illustrate effective interpersonal skills and how managers function in various situations.

Vestibule training Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job. Effective training programs are effective only if the trainers re able to effectively transfer to required knowledge to trainees but there are certain reasons due to which training programs transferring becomes ineffective. The reasons re as under:

Human Resource Management (MGT501) VU

Copyright © Virtual University of Pakistan 98

Why Transfer of Training Fails? • Don’t learn material • Don’t understand “real life” applications • Lack of confidence • Forgetting the material

d. Phase 4:Evaluating Training The credibility of training is greatly enhanced when it can be shown that the organization has benefited tangibly from such programs. Organizations have taken several approaches in attempting to determine the worth of specific programs. In this phase, the effectiveness of the training is assessed. Effectiveness can be measured in monetary or non-monetary terms. It is important that the training be assessed on how well it addresses the needs it was designed to address. • Participants’ Opinions: Evaluating a training program by asking the participants’ opinions of it is an

inexpensive approach that provides an immediate response and suggestions for improvements. The basic problem with this type of evaluation is that it is based on opinion rather than fact. In reality, the trainee may have learned nothing, but perceived that a learning experience occurred.

Extent of Learning: Some organizations administer tests to determine what the participants in training program have learned. The pretest, posttest, control group design is one evaluation procedure that may be used.

Behavioral Change: Tests may indicate fairly accurately what has been learned, but they give little insight into desired behavioral changes.

Accomplishment of Training Objectives: Still another approach to evaluating training programs involves determining the extent to which stated objectives have been achieved.

Benchmarking Benchmarking utilizes exemplary practices of other organizations to evaluate and improve training programs. It is estimated that up to 70 percent of American firms engage in some sort of benchmarking. • A Case for Simplicity: Value is the measure of impact and positive change elicited by the training.

The most common approaches used to determine the effectiveness of training programs are as under: Post Training Performance Method: In this method the participants’ performance is measured after attending a training program to determine if behavioral changes have been made. Pre-Post Test approach: Most commonly used approach towards measurement of effectiveness of training is Pretest Post test approach this approach performances the employees is measured prior to training and if required training is provided. After completion if the training again the performance is measured this is compared with performance before training if evaluation is positive e.g. increase in productivity that means that training is effective. Pre- Post Training Performance with control group Method: Under this evaluation method, two groups are established and evaluated on actual job performance. Members of the control group work on the job but do not undergo instructions. On the other hand, the experimental group is given the instructions. At the conclusion of the training, the two groups are reevaluated. If the training is really effective, the experimental group’s performance will have improved, and its performance will be substantially better than that of the control group.

Human Resource Management (MGT501) VU

Copyright © Virtual University of Pakistan 99

Key Terms Training: The process of teaching new employees the basic skills they need to perform their jobs. Task analysis: A detailed study of a job to identify the skills required so that an appropriate training program may be instituted. Performance analysis: Careful study of performance to identify a deficiency and then correct it with new equipment, a new employee, a training program, or some other adjustment. On-the-job training (OJT): Training a person to learn a job while working at it. Vestibule or simulated: Training employees on special off-the-job equipment, as in training airplane, whereby training costs and hazards can be reduced. Coaching/Mentoring: A method of on-the-job training where an experienced worker, or Method the trainee’s supervisor trains the employee. Action Learning: A training technique by which management trainees are allowed to work full-time analyzing and solving problems in other departments. Case study method: A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve. Business games: A development technique in which teams of managers compete with one another by making computerized decisions regarding realistic but simulated companies. Behavior modeling: A training technique in which trainees are first shown good management techniques in a film, are then asked to play roles in a simulated situation, and are then given feedback and praise by their supervisor. Learning organization: An organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights.

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