Training & Development

Topic- Training & Development

Q1- Explain various steps in training programme?
Ans 
Need for Training
• To perform the assigned task more efficiently
• Help the employees to handle jobs competently, without any wastage.
• Enables employees to cope up with the latest technological changes
• Helps employees to improve their performance levels and achieve career goals
comfortably
• It help employees mobile and versatile.
• Its bridges the gap between what the employee has and what the job demands.
Training Process
Training is not a one sort affair; rather it is a step-by-step process that will completed only after
successful completion of given sequential activities.
1. Identifying Training Needs:
Training need is a difference between standard performance and actual performance. Hence, it tries to
bridge the gap between standard performance and actual performance. The gap clearly underlines the
need for training of employees. Hence, under this phase, the gap is identified in order to assess the
training needs.
2. Establish Specific Objectives:
After the identification of training needs, the most crucial task is to determine the objectives of training.
Hence, the primary purpose of training should focus to bridge the gap between standard performance
and actual performance. This can be done through setting training objectives. Thus, basic objective of
training is to bring proper match between man and the job.
3. Select Appropriate Methods:
Training methods are desired means of attaining training objectives. After the determination of training
needs and specification of objectives, an appropriate training method is to be identified and selected to
achieve the stated objectives. There are number of training methods available but their suitability is
judged as per the need of organizational training needs.
4. Implement Programs:
After the selection of an appropriate method, the actual functioning takes place. Under this step, the
prepared plans and programs are implemented to get the desired output. Under it, employees are
trained to develop for better performance of organizational activities.
5. Evaluate Program:
It consists of an evaluation of various aspects of training in order to know whether the training program
was effective. In other words, it refers to the training utility in terms of effect of training on eﾏployees’
performance.
6. Feedback:
Finally, a feedback mechanism is created in order to identify the weak areas in the training program and
improve the same in future. For this purpose, information relating to class room, food, lodging etc., are
obtained from participants. The obtained information, then, evaluated, and analyzed in order to mark
weak areas of training programs and for future improvements.
A training process involves the following steps:
1. Assessment of Training needs
2. Preparing the Training Programme
3. Preparing the Learners
4. Implementing Training Programme
5. Performance Try Out
6. Evaluation of the Training Programme.
This process is explained as follows:
1. Assessment of Training Needs:
Before training someone, it obviously makes sense to know whether the person really requires training
and if so, what the training should achieve. Training, therefore, traditionally starts with determining
what training is required. How you analyse training needs depends on whether you’re training new or
current employees.
The main task in analysing new eﾏployees’ training needs is to determine what the job entails and to
break it down into subtasks, each of which you then teach to the new employees. Analysing current 
eﾏployee’s needs can be more complex, since you have the added task of deciding whether training is
the solution.
The training needs are analysed with the help of following types of analysis:
(i) Organisational Analysis:
In this analysis, the entire organisation is studied in terms of its objectives, resources, resource
allocation and utilisation, growth potential and the environment. The reason for this analysis is to
determine where training emphasis should be placed within the organisation.
Under organisational analysis the following elements are studied:
(a) Analysis of Objectives and Strategies:
In this, the long-term and short-term objectives at different levels and the strategies used for the
achievement of these objectives at different levels are analysed. This is done due to the reason that it is
necessary to review and revise the objectives according to the changing environment. For this purpose,
the general objectives are converted into specific and detailed operational targets.
(b) Resource Utilisation Analysis:
The main purpose of this analysis is to study how the organisational resources are put to use. This
analysis examines the contributions of the various departments by establishing efficiency indices for
each unit and these indices help in determining the contribution of the human resources.
(c) Environmental Analysis:
This analysis studies the economic, social, political, and technological environment of the organisation.
The main purpose of this analysis is to identify the controllable and uncontrollable factors affecting the
organisation.
(d) Organisational Climate Analysis:
In this analysis, the attitude of management and the employees is studied, as for developing and
implementing the training programme, the support of the management and their attitude towards
employees is to be studied necessarily.
(ii) Role or Task Analysis:
It is a detailed examination of the aspects involved in the job. It studies the various operations and the
conditions under which these operations are to be performed.
Following procedure is involved in the task analysis:
(a) Using the job description as a guide, the duties and responsibilities of the task under consideration
are listed.
(b) Making the list of the standards of performance of the job.
(c) Comparing the actual performance with the standard performance.
(d) If there is a gap between the two, identifying the parts of the job which are making trouble in the
effective performance of the job.
(e) Determining the training needs to overcome the troubles.
(iii) Manpower Analysis:
The primary purpose of this analysis is to study the abilities, skills and the growth and development of
the individual. The manpower analysis helps in analysing the strengths and weaknesses of the individual.
It also helps in determining that if he requires training or not.
 Preparing the Training Programme:
The second step after determining the training needs in the training process, is to prepare the training
programme for meeting these needs.
The training programme should be such that it should address the following issues:
(i) Type of trainees both new and old
(ii) Type of training material that is required
(iii) Resource person who will provide training
(iv) On-the-job or off-the-job training programme
(v) Duration of the training programme
(vi) Method of training.
3. Preparing the Learners:
It is necessary that the trainees who are going to attend the training programme should be wellprepared for the program. If they are not prepared, they will not take interest in learning the important
aspects of the training programme. Therefore, there should be preparation for the learners so that they
may derive maximum benefit out of the training programme.
Following steps are required for the preparation of learners for the training programme:
(i) Putting the learners at ease particularly if they are newcomers so that they do not feel nervous at the
job.
(ii) Making the learners understand the importance of the job and its relationship to total workflow.
(iii) Making the learners understand the needs and objectives of training in relationship to their job.
(iv) Arousing motivation among the learners to learn by creating interest among the learners about the
training programme.
(v) In the case of on-the-job training, placing the learners as close to their workplace as possible.
(vi) Making the learners familiar with the equipment, materials, tools, etc.
4. Implementing Training Programme:
This is the action phase of the training programme. In this phase, the trainer demonstrates and
illustrates the new methods and knowledge to the learners. The learners at this stage are exposed to the
various training activities. The key points are stressed upon and one point is explained at one time for
making the training an effective learning experience for the employees.
Audio-visual aids are used to demonstrate and illustrate and the trainer encourages the trainees for
questions in order to maintain the interest of the learners in the training programme.
5. Performance Try Out: 
In this stage, the trainee is asked to perform the job several times, slowly. The mistakes of the trainees
are corrected and if necessary, the complicated and difficult aspects are explained again.
6. Evaluation of the Training Programme:
Evaluation of training is an attempt to obtain information (feedback) on the effects of a training
programme and to access the value of the training in light of that information. While organisations may
be devoting a lot of money and efforts towards designing and conducting training programmes, due
attention is often not paid to the evaluation part. This may be vested in the belief that measurement of
effectiveness of training, if not impossible, is difficult.
Real effectiveness of training and development efforts can be judged only from a systematic study of the
actual change in the behaviour and performance on the job, over an extended period of time. The
primary function of training is therefore to provide new knowledge, new skills and bring about change in
attitude and behaviour.
Training is absolutely meaningless if it fails to bring about changes in any of these areas. Therefore,
evaluation of training is made only in relation to change in skills, knowledge, attitude and behaviour.
References:
1. ASWATHAPA, K. 2013. Human Resource Management. Tata McGraw Hill, 2013.
2. DESSLER, Gary. 2004. Human Resource Management. Prentice Hall,2004.
3. FRENCH, WENDELL. L. 2006. Human Resource Management. Houghton Mifflin,2006
4. SUBBA RAO, P. 2009. Personnel and Human Resource Management. Himalaya Publishing
House, 2009.