UNIT II
TRAINING AND DEVELOPMENT
Training is viewed as a short term learning process by which employees acquire the technical knowledge and skills necessary to perform effectively their tasks and responsibilities. Wayne Cascio defines, "Training consists of planned programs undertaken to improve employee knowledge, skills, attitudes and social behaviour so that the performance of the organization improves considerably."
Development is viewed as a long term learning process by which managerial personnel acquire conceptual and theoretical knowledge and skills for enhancing general administrative abilities.
Importance of Training and Development
Training serves various purposes. Training is important to their employees as well as to the organisation. The importance of training is explained as follows:
1. Innovation:
Training facilitates innovation in the organisation. Due to training, the employees come up with innovative ideas in respect of:
Innovation gives competitive advantage to the organisation in the market.
2. Corporate Image:
Training enhances corporate image of the organisation. Due to training, the performance of the organisation improves greatly. Therefore, the image of the firm improves in the minds of various stakeholders: Customers, Employees, Suppliers. Shareholders, Dealers, etc.
3. Efficiency:
Efficiency is the ratio of returns to costs. Training enables the organisation to improve efficiency of its employees. Training helps to improve the performance of the employees. Therefore, the company gets higher returns at lower costs. The returns are in the form of:
4. Team Work:
Training helps to improve knowledge, skills as well as attitude. Therefore, training facilitates team work in the organisation. Team work brings success to the organisation.
5. Optimum Use of Resources:
Training ensures optimum use of resources such as:
Optimum use of resources generates higher productivity to the organisation.
6. Motivation:
Training facilitates motivation of the employees in the organisation. Due to training, there is higher performance in terms of sales and profits. Therefore, employees are motivated by giving incentives: Monetary Incentives (salary, bonus,
incentives) and Non-Monetary Incentives (working conditions welfare facilities).
7. Competitive Advantage:
Training generates competitive advantage to the organisation Due to training there can be:
Therefore, the organisation can gain competitive advantage in the market.
8. Customer Satisfaction:
Training may result in customer satisfaction. Customer satisfaction takes place when product performance matches with customer expectation. Due to training, the overall performance of the employees improves in terms of product quality, delivery of product, service performance, etc.
9. Absenteeism Reduction:
Training helps to reduce absenteeism. It takes place when employees remain absent without prior performance. Absenteeism creates problems to organisation as well as the co-workers. Training helps to develop positive attitude in workers and therefore, the absenteeism may get reduced.
10. Employee Turnover Reduction:
Training facilitates reduction in employee turnover. Employee turnover takes place when employees leave the organisation Due to training, employees become loyal to the organisation which in turn may reduce employee turnover.
11. Benefits to Employees:
Apart from benefits to the organisation, the training programmes benefit the employees in several ways:
Training and development is provided to improve work related knowledge, attitude, skills and social behaviour, so that the performance of the trained employees and that of the organization improves considerably.
Training is provided for newly appointed employees so that they perform the tasks as expected by the organization. Training is also provided to the existing employees when they are assigned new tasks or projects. Generally, a training need arises when there is a gap between expected performance of an employee (or a group of employees) and the actual performance. Training needs can be identified through performance reviews and appraisal system, feedback from the supervisors or employees, customer satisfaction surveys, etc.
For example, a sales executive is expected to achieve a target sale of 1000 units in a given period, but the sales executive actually achieves only 600 units; the gap between expected performance and actual performance is 400 units. This situation may require motivation and training to the sales executive.
Process of Identifying Training Needs:
An organization needs to identify its training and development needs so as to provide the right training (qualitative and quantitative) to the right employees and maximise the return on investment in training.
The following are the steps in identifying training needs of an organization:
1. Analyze Organizational Needs:
An organization must analyze the need for training its employees. The need for training the employees arises as new knowledge and skills may be required due to changes in:
An organization must conduct SWOT analysis to identify the organizational needs, so as to plan for its training needs.
2. Analysis of Strategies and Tasks:
Management must frame effective strategies in all functional areas (marketing, production, finance, HR, etc.). Clear goals and targets must be set for all strategies. Also, tasks or activities must be listed to achieve the goals.
At this stage, the tasks requirements must be compared with the existing employee knowledge and skills. This comparison enables to identify the potential gaps. The potential gaps will indicate that there is a need for training to improve the knowledge and skills so as to cope up with the tasks requirement.
Management can conduct this analysis by setting up assessment centres, aptitude and ability tests, observation of employees undertaking key tasks, etc.
3. Analysis of Training Needs of Individual Employees:
Management needs to find out the training needs of individual employees. This is because; some employees may be fully equipped with the knowledge and skills to cope up with tasks requirements, whereas, others may lack the required knowledge and skills. This information can be obtained through l performance reviews and appraisal systems, Observation of employee performance by superiors, feedback from employees, etc.
4. Develop a Training Plan:
The HR manager needs to prepare a training plan. The training plan should indicate:
5. Decision on Training Method:
Training method is an important element of training plan. The HR manager must select the right training method depending upon the tasks requirement and the existing level of knowledge and skills of the employees. There are various methods of training which include:
6. Communication with Employees:
The HR manager needs to inform the employees of the reasons for attending certain training programmes. The findings of training needs analysis must be communicated to the employees. Also training plans need to be informed to the employees. The FR manager may invite suggestions from the employees to make training programmes more effective.
7. Implementation of Training Programme:
There must be effective implementation of training programme. Implementation of training programme involves:
8. Review of Training Outcome:
The HIR manager needs to review the outcome of the training programme. The impact of the training programme must be evaluated in terms of knowledge and skills gained by the employees, productivity outcomes, customer/client satisfaction level, and so on.
The HR manager may evaluate impact of the training on the employees by comparing their performance before and after the training. The HR manager needs to provide feedback to the top management regarding the effectiveness of the training programme.
Based on the review, necessary changes can be incorporated in the future training programmes.
The methods of training and development can be broadly divide into two groups:
I. ON-THE JOB METHODS
The training is provided on the job. Generally, the training is done with the help of experienced managers within the organisation. There is no disruption of actual work. Special training costs are not incurred by the management.
The following are some of the on-the-job methods of training:
1. Job Rotation:
Employees are transferred from one job to another. For example: a cashier in a bank may be transferred to the accounts department.
Advantages:
2. Understudy:
The subordinate is trained to perform the duties and responsibilities of the superior. This is because, the subordinate is likely to take the position of the superior because the superior is likely to be transferred, retired or promoted.
The understudy person is generally asked to do the following:
3. Mentoring:
Mentoring can be used for training and developing managers. A mentor is a coach or a guide who counsels and guides the mentee. For instance, a senior manager can act as a mentor to the junior manager.
The mentor is probably someone who had "been there, done that" before. A mentor may use variety of approaches in training the mentee such as coaching, counselling, etc. The mentee may be trained with failure and success stories. The mentor may tell "This is where went wrong This is how achieved success. " Both failure and success stories are powerful lessons that provide valuable insights to the learners.
Advantages:
4. Coaching:
Under coaching, the superior plays an active role in training the subordinate. The superior may assign challenging task the subordinate for the purpose of training. The superior manages, assists and advice the subordinate to complete the assigned task. In this case, the superior acts as a coach in training the subordinate.
Counselling:
In counselling, the superior plays a passive role in training the subordinate. The superior may assign challenging task to the subordinate for the purpose of training. The superior may provide advice to the subordinate in the completion of task i so required. In this case, the superior acts as a guide rather than a coach in training the subordinate.
6. Apprenticeship Training:
Apprenticeship is a method of job training by which a person learns and craft, trade or job under another person who has already mastered that craft or job. For example, a person may be under apprenticeship to master the knowledge and skill of an automobile mechanic or a carpenter or a plumber, etc. The main advantages of apprenticeship training include:
7. Planned Progression:
It is similar to job rotation, except that every movement from one job to another involves higher pay, position and duties. In job rotation, every movement involves more or less same pay and position.
Planned regression is more likely to occur at higher managerial levels, whereas, job rotation occurs mainly at lower level positions.
Advantages:
II. OFF-THE- JOB METHODS
Generally, the training is provided outside the area of actual work. The training can be provided by experienced managers/superiors as well as by experts from outside the organisation. Special training costs may be incurred by the management.
The following are some of the off-the-job methods of training:
1. Management Games:
Executives can be trained with the help of management games. Trainees can learn by analyzing problems or situations and by making trial-and-error decisions.
Management games help to develop:
Example: Management Game for Setting Goals. The trainees may be divided into two or more groups to generate competitive spirit. The members of each group are given rings to toss over a over a small pole from a distance. Each member can toss over the rings thrice. The tossing of rings can be done from a distance of say 5 feet to 15 feet. A successful toss from the shorter distance gets lower points and from longer distance higher points (say 5 points from 5 feet, and 10 points from 10 feet).
The points of successful tossing are totaled up and the team that gets the maximum points is declared as the winner. Initially, a member may start rom shorter distance (lower goals or targets), if successful can move to longer distance (higher goals). This means one can initially settle for lower targets, and if successful in achieving the lower targets may go for higher targets.
2. Role Playing:
The trainees play the role of someone (manager, subordinate. or employee) in a simulated situation. Role playing as a development technique involves human interaction in imaginary situation.
For instance, in a drama or movie, actors play the different roles. While playing the roles, they assume themselves as the persons whose role they play. In training, the trainees are given the roles of different managers who are required to solve a problem or to arrive at a decision. At the end of role playing session, there is a critique session in which trainees are given feedback about their role playing.
Advantages:
3. Vestibule Training (VT):
In the early 1800, vestibule training was introduced for factory workers to train them in a training centre close to the actual work place. VT is provided to factory workers to handle machines and tools in a simulated environment. Nowadays, vestibule training can be used for training junior managers. It combines on-the-job training with classroom training. Junior managers can be trained with the help of simulated management decisions supported by expert views of the experienced managers who act as trainers.
4. In-basket Training:
It is also called as in-tray training technique. It involves simulation of a series of decisions, which a trainee may have to perform at the job at a future date.
The trainees are presented with a pack of papers and files in a tray containing simulated management problems. Nowadays, due to the popularity of computers, the simulated management problems are e-mailed to the trainees.
The trainees are required to take decisions within a specified time limit. The decisions taken by several trainees are recorded and compared with one another.
Learning takes place when the trainers or experts present their views on the solutions given by the trainees. The experts present their own views relating to problem solutions, which can enrich the participants.
5. Case Study Method:
It is a technique of class room method of learning. Managers can be trained with the help of a case study. Case studies are analyses of persons, events, decisions, periods, projects, policies, institutions, or other systems that are studied holistically by one or more method.
The main objectives of case study method are:
6. Readings and References:
Planned reading of relevant and current management literature is one of the best methods of management development. It is essentially a self-development programme. A manager may be aided by training department, which often provides a list of valuable books. The manager can discuss the relevant articlesi with the senior manager and get necessary clarifications. A manager can also learn from the internet training material.
7. Conferences:
It is a large gathering representing various sections or divisions of the organisation. At times, the participants may be from different organisations. Experts may present their views on certain topics or latest developments. For instance, a conference can be called to discuss latest implications of new foreign trade policy. Participants can gain insights based on the expert views.
8. Brainstorming Sessions:
In a brainstorming session participants can learn from their views/ ideas expressed by different members of the group. In brainstorming session, multiple ideas are generated to solve problems. The idea expressed by one participant would stimulate another participant to come up with a modified idea or a completely new idea.
The following are the essentials of a brainstorming session:
The seven main steps involved in designing a training programme for employees. The steps are: 1. Responsibility for Training 2. Selection and Motivation of the Trainees 3. Preparation of Trainer 4. Training Material 5. Training Period 6. Performance Tryout 7. Follow Up.
Step 1. Responsibility for Training:
To be effective, a training programme must be properly organised. Training is quite a strenuous task which cannot be undertaken by a single department.
The responsibility for training may be shared among the following:
(a) The Top Management:
It should frame and authorise the basic training policy, review and approve the training plans and programmes and approve training budgets.
(b) The Personnel Department:
The Personnel Department should plan, establish and evaluate instructional programmes.
(c) The Line Supervisor:
The Line Supervisor should implement and apply various developmental plans.
(d) The Employees:
The Employees should provide feedback, revision and suggestions for improvements in the programme.
Step 2. Selection and Motivation of the Trainees:
Proper selection of trainees is of great importance to obtain permanent and gainful results. It is necessary to decide who is to be a trained-new or old employee, unskilled or semi-skilled workers, supervisors or executives.
Selection of candidates for training should be made only after careful screening of the prospective employees for the effectiveness of the programme. It is also necessary to create a desire for learning. The employees will be interested in training if they believe that it will benefit them personally.
A trainee should be given proper background information before he starts learning new job skills and gets knowledge. The trainer should explain to the trainee the importance of the job, its relationship with the work flow and the importance of learning. The trainer should not forget the newness of the trainee to the training programme.
Step 3. Preparation of Trainer:
The success of the training programme depends upon the trainer or the instructor. Trainer must be well qualified and may be obtained from within or outside the organisation. It should be decided before hand what is to be taught and how. He should be able to divide the job into logical parts so that he may teach one part at a time without losing his perspective of the whole.
As training is based upon the needs of the organisation, the trainer must have a clear cut picture of the objectives of training in mind. Trainer needs professional expertise in order to fulfill his responsibility.
If he is ill informed about the training process or knows little about possible connection between training and management, he deserves the casual treatment. The trainer should explain and wherever necessary, demonstrate the operations step by step and should allow the trainees to repeat these operations. He should also encourage questions from the trainees.
Step 4. Training Material:
Training material may include study notes, case studies, pamphlets, charts, brochures, manuals, movie slides etc. The material may be prepared in the training section with the help of the supervisors. The written material should be distributed among the trainees so that they may come prepared in the lecture class and may be able to understand the operation quickly and remove their doubts, if any.
Step 5. Training Period:
The length of the training period depends upon the skill of the trainees, purpose of the training, trainees’ learning capacity and the training media used. The time of training, whether before or after or during working hours, should be decided by Personnel Manager taking in view the loss of production and benefits to be achieved by training.
Step 6. Performance Tryout:
The trainee is asked to do the job several times slowly. His mistakes are corrected and if necessary the complicated steps are explained again. As soon as the trainee demonstrates that he can do the job rightly he is put on his own and training is over.
Step 7. Follow Up:
In this step, the effectiveness of the training programme is assessed. The feedback generated through follow up will help to reveal weaknesses or errors, if any. The supervisor should have a constant vigil on the person and his performance.
If he is still facing any difficulty on the job, he must be given full guidance by the immediate supervisor and should be initiated to ask questions to remove the doubts. If necessary, instruction may be repeated until the trainee learns whatever has been taught to him. Follow up action reinforces the learning process. It also helps in designing future training programmes.
The Methods of Executive Development may broadly be divided into two parts:
I. Methods to be adopted on the job; and
II. Methods to be adopted off the job.
The details are as follows:
I. Methods to be Adopted on the Job:
On the job Methods of Executive Development may be as follows:
1. Coaching:
This is a method of training by which an executive learns by doing the job. He is trained by a senior officer who continuously guides him and instructs him. The trainee serves as an assistant to the senior officer so that he may fill up the vacancy which may arise in future.
2. Committee Assignment:
Under this method, the executive is placed on a committee which is to make the recommendations, on a particular aspect. The executives may learn by the discussions in the committee meeting.
3. Position Rotation:
This is the method under which the executive under training is transferred from one job to another so that he may get the knowledge and experience of different types of jobs. This rotation improves his ability and capability. In the words of Bennett, “Job rotation is a process of horizontal movement that widens the experience of manager beyond limited confidence of his own.”
II. Methods to be Adopted off the Job:
Off the job methods adopted for Executive Development Programme are as follows:
1. Lectures:
Under this method, the lectures of experts and scholars of different fields are organised from time to time. Executives of the enterprise are asked attend these lectures and if they have any problems are any point, these problems are also solved by these experts and scholars.
2. Sensitivity Training:
Sensitivity training involves the division of managerial personnel into small groups so as to increase the sensitivity of managerial personnel to the feeling of one another. It provides an opportunity to the managerial personnel to study the impact of their behaviour upon others. It enables them to develop their feeling and spirit of group activity.
3. Meetings and Conferences:
This is a very popular method adopted in India for executive development. Under this method, the meetings and conferences are organised. The problems related to a particular field of managerial activities are discussed and all the efforts are made to find out a solution to these problems.
4. Case Study Method:
Under this method, the managerial executives are assigned the particular cases to study. They study these cases and learn to face the particular situations. This method increases the power of observation among managerial executives.
5. Special Courses:
Under this method, some special courses are administered for the development of executives. These programmes may be arranged by the company itself or by the Universities or by any management institute. Some executives are sponsored to attend these courses. They attend the classes in which a particular field of activity is taught to them and group discussions on the topics are also organised.
References:
