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MANAGEMENT TRAINING
AND DEVELOPMENT




               AVI ANAND
TRAINING
 Training is a learning process that involves
  the acquisition of knowledge, sharpening of
  skills, concepts, or changing of attitudes and
  behaviours to enhance the performance of
  employees.
 Training is an activity which deliberately
  attempts to improve a person’s skill at task
  (Oately)
 Training is a systematic procedure for
  transferring     technical   know-how       of
  employees so as to increase their skills for
ASPECTS OF TRAINING




Characteristics that enables a job holder to accomplish the activities
described in a task statement.
 KNOWLEDGE – The attributes required to
  perform a job. (Intellectual or theoretical
  aspect)
 SKILLS – the proficient manual, verbal, or
  mental manipulation of data or things.
  (Physical aspect)
 ABILITIES – the power or capacity to
  perform an activity or task. ( Analytical and
  decision making aspect)

Training is provided to improve KSA

    The quest for knowledge is universal,
    knowledge needs to be transformed into skills
DEVELOPMENT
   Development refers to those activities and programs which
    have substantial influence in changing the capacity of an
    individual to perform better and increase his potential
   Long term effect of training is development, training is
    subset of development
DIFFERENCE
       TRAINING                         DEVELOPMENT
  1.   Focus on technical, mechanical   Focus on theoretical skills and
       and operative functions.         conceptual ideas
  2.   Focuses on current job           Prepares for future job
  3.   Concerned with specific job      Concerned with enhancement of
       skills and behavior              general knowledge and
                                        understanding of non-technical
                                        organization functions.

  4.   Mostly for non-managerial        Usually meant for managers and
       posts                            executives
  5.   Focus on short term gains        Focus on long term benefits
  6.   It is job oriented process and   It is general in nature and strives to
       vocational in nature             inculcate enterprise creativity,
                                        dedication and loyalty among
                                        employees

  7.   It is one shot deal              It is continuous ongoing process
DIFFERENCE
        TRAINING                           DEVELOPMENT
  8.    Results in enhancement of a        Results in personal growth and
        particular job skill.              overall personality development

  9.    It can be divided into mainly on   No such classification is possible
        the job and off the job

  10.   It is a result of extrinsic        It is a result of intrinsic motivation
        motivation

  11.   Training programs are usually      Development activities are usually
        compulsory                         voluntary

  12.   Staff members do not have a        Staff members are experienced
        clear idea regarding the           and know about relationship b/w
        relationship b/w training and      development and career success
        career development
  13.   Evaluation for training is usually Evaluation of development is
        conducted                          usually not possible
OBJECTIVES OF TRAINING
   Enhancing skills and knowledge of
    employees
   Increase in Communication Skills
   Personality Development
   Enhancement of Efficiency and
    Effectiveness of work performed
   Minimizing Faults in Operation
   Lower Turnover Rate and reduce
    Absenteeism
   Enhancing Quantum of Work Done by
    Employees
   Reducing the Stress Level of employees
OBJECTIVES OF TRAINING
   To make employees learn the culture and
    ethics of an organization
   Prepare new and existing employees for
    present and future jobs
   Prevent employee obsolescence
   Facilitate succession planning(create next
    level of competent employees)
   Reduce supervision required to avoid
    wastage and accidents
   Develop Interpersonal Relation
   Foster individual and group morale with
    positive attitude and cordial relations
BENEFITS OF TRAINING


              TO EMPLOYEE


                 TO
             ORGANISATION


              TO SOCIETY
TO EMPLOYEE
   Increase in efficiency
   Higher motivation
   Scope for promotion
   Higher level of confidence
   Increase in KSA
   Enhancement in problem solving skills
   Higher productivity
   Higher incentives and salary
   Increased capacity to adopt new
    technologies and methods
TO ORGANISATION
   Reduced cost due to reduced wastage
   Increased production
   Reduction in conflicts
   Lower attrition rate and absenteeism
   Reduction in supervision cost
   Proper utilization of resources
   Organization gets equipped with competent
    employees
   Higher profits and overall development of
    organization
   Better inter personal relationship and customer
    satisfaction
TO SOCIETY
 Increase in standard of living
 Better quality products
 Economic growth of country
TRAINING CYCLE
  EVALUATION                                                   PRE PLANNING
                                      IDENTIFY
                                     LEARNING
                                   REQUIREMENTS




                 ASSESS                                 SET LEARNING
                 RESULTS                                 OBJECTIVES
                                   MONITOR
                                     AND
                                   REVIEW



                                                  DESIGN AND
                           TRAIN                     PLAN
                                                   STRATEGY
                                                                  PLANNING
IMPLEMENTATION
TRAINING POLICY
ORGANISATION
PHILOSOPHY

  ORGANISATION POLICY


    HRM POLICY


      TRAINING POLICY
TRAINING NEED
     ANALYSIS/ASSESSMENT
 It is an assessment of the gap between the
  knowledge, skills and attitudes that the
  people in the organization currently possess
  and the knowledge, skills and attitudes that
  they require to meet the organization’s
  objectives.
 The training needs assessment is best
  conducted up front, before training solutions
  are budgeted, designed and delivered. The
  output of the needs analysis will be a
  document that specifies why, what, who,
OUTPUT OF TNA
 Why do people need the training?
 What skills need to be imparted?
 Who needs the training?
 When will they need the new skills?
 Where may the training be
  conducted?
 How may the new skills be imparted?
Training analysis as a process
often covers:
 Review of current training
 Task analysis (of new or modified
  system)
 Identification of training gap
 Statement of training requirement
 Assessment of training options
 Cost benefit analysis of training
  options
COMPONENTS OF TNA / TNA
AT VARIOUS LEVELS
                  PERSON
                  ANALYSIS


TASK ANALYSIS                ORGANISATION
                               ANALYSIS




                TRAINING
                  NEED
                ANALYSIS
ORGANISATIONAL LEVEL
   Organizational       Level       -    At
    organizational level, training need
    analysis focuses on strategic planning,
    organizations goals and needs. It
    involves assessment of both the internal
    and external environment of the
    organization.   Internal    environment
    includes procedures, policies, strengths
    & weaknesses, while the external
    environment      account      for    the
    opportunities and threats.
INDIVIDUAL LEVEL
   Individual Level - At individual level, training need
    analysis focuses on each and every individual in
    the organization. The organization scrutinizes
    whether the performance of an employee is at par
    with the desired performance level or not. Here we
    aim to identify the gap between actual
    performance and expected performance. If this
    gap is positive then there is a need for training.
    Few of the methods that are used to analyze
    individual needs are:
   Self Assessment
   Performance Appraisal Review
   Peer Appraisal
   Subordinate Appraisal
   Client & Customer Feedback
OPERATIONAL/TASK LEVEL
   Operational Level - At operational level, training
    need analysis focuses on the work assigned to the
    employees. Here a job analyst gathers the
    information to assess whether a job role has been
    understood by the employees at the organization.
    The information could be collected by various
    means like through interviews, psychological tests,
    questionnaires etc. Looking into the change in the
    nature of jobs and organizational structures, the
    jobs today are on a go-ahead. Hence the
    employees need to prepare themselves for these
    jobs. It is the role of the job analysts to identify the
    current and future task needs.
SIGNIFICANCE OF TNA
   Helps align training activities and strategies
    of firm
   Ensures effective use of time and money
    spent on training
   Helps in diagnosing the cause of
    performance deficiency
   Helps to reduce the perception gap b/w
    trainers, trainees and organizational
    administration
   Helps to determine benchmark for
    evaluation of training
METHODS OF DATA
COLLECTION OF TNA
1.   Questionnaire
2.   Performance appraisal
3.   Interviews
4.   Group Discussion
5.   Technical and Manual Records
6.   360 Degree Feedback
COMPONENTS OF TNA
                  CONTEXT
                  ANALYSIS



  COST BENEFIT                PARTICIPANT’S
    ANALYSIS                    ANALYSIS




                 COMPONENTS



   SUITABILITY                  CONTENT
    ANALYSIS                    ANALYSIS



                   WORK
                  ANALYSIS

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Management Training and Development

  • 2. TRAINING  Training is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, or changing of attitudes and behaviours to enhance the performance of employees.  Training is an activity which deliberately attempts to improve a person’s skill at task (Oately)  Training is a systematic procedure for transferring technical know-how of employees so as to increase their skills for
  • 3. ASPECTS OF TRAINING Characteristics that enables a job holder to accomplish the activities described in a task statement.
  • 4.  KNOWLEDGE – The attributes required to perform a job. (Intellectual or theoretical aspect)  SKILLS – the proficient manual, verbal, or mental manipulation of data or things. (Physical aspect)  ABILITIES – the power or capacity to perform an activity or task. ( Analytical and decision making aspect) Training is provided to improve KSA The quest for knowledge is universal, knowledge needs to be transformed into skills
  • 5. DEVELOPMENT  Development refers to those activities and programs which have substantial influence in changing the capacity of an individual to perform better and increase his potential  Long term effect of training is development, training is subset of development
  • 6. DIFFERENCE TRAINING DEVELOPMENT 1. Focus on technical, mechanical Focus on theoretical skills and and operative functions. conceptual ideas 2. Focuses on current job Prepares for future job 3. Concerned with specific job Concerned with enhancement of skills and behavior general knowledge and understanding of non-technical organization functions. 4. Mostly for non-managerial Usually meant for managers and posts executives 5. Focus on short term gains Focus on long term benefits 6. It is job oriented process and It is general in nature and strives to vocational in nature inculcate enterprise creativity, dedication and loyalty among employees 7. It is one shot deal It is continuous ongoing process
  • 7. DIFFERENCE TRAINING DEVELOPMENT 8. Results in enhancement of a Results in personal growth and particular job skill. overall personality development 9. It can be divided into mainly on No such classification is possible the job and off the job 10. It is a result of extrinsic It is a result of intrinsic motivation motivation 11. Training programs are usually Development activities are usually compulsory voluntary 12. Staff members do not have a Staff members are experienced clear idea regarding the and know about relationship b/w relationship b/w training and development and career success career development 13. Evaluation for training is usually Evaluation of development is conducted usually not possible
  • 8. OBJECTIVES OF TRAINING  Enhancing skills and knowledge of employees  Increase in Communication Skills  Personality Development  Enhancement of Efficiency and Effectiveness of work performed  Minimizing Faults in Operation  Lower Turnover Rate and reduce Absenteeism  Enhancing Quantum of Work Done by Employees  Reducing the Stress Level of employees
  • 9. OBJECTIVES OF TRAINING  To make employees learn the culture and ethics of an organization  Prepare new and existing employees for present and future jobs  Prevent employee obsolescence  Facilitate succession planning(create next level of competent employees)  Reduce supervision required to avoid wastage and accidents  Develop Interpersonal Relation  Foster individual and group morale with positive attitude and cordial relations
  • 10. BENEFITS OF TRAINING TO EMPLOYEE TO ORGANISATION TO SOCIETY
  • 11. TO EMPLOYEE  Increase in efficiency  Higher motivation  Scope for promotion  Higher level of confidence  Increase in KSA  Enhancement in problem solving skills  Higher productivity  Higher incentives and salary  Increased capacity to adopt new technologies and methods
  • 12. TO ORGANISATION  Reduced cost due to reduced wastage  Increased production  Reduction in conflicts  Lower attrition rate and absenteeism  Reduction in supervision cost  Proper utilization of resources  Organization gets equipped with competent employees  Higher profits and overall development of organization  Better inter personal relationship and customer satisfaction
  • 13. TO SOCIETY  Increase in standard of living  Better quality products  Economic growth of country
  • 14. TRAINING CYCLE EVALUATION PRE PLANNING IDENTIFY LEARNING REQUIREMENTS ASSESS SET LEARNING RESULTS OBJECTIVES MONITOR AND REVIEW DESIGN AND TRAIN PLAN STRATEGY PLANNING IMPLEMENTATION
  • 15. TRAINING POLICY ORGANISATION PHILOSOPHY ORGANISATION POLICY HRM POLICY TRAINING POLICY
  • 16. TRAINING NEED ANALYSIS/ASSESSMENT  It is an assessment of the gap between the knowledge, skills and attitudes that the people in the organization currently possess and the knowledge, skills and attitudes that they require to meet the organization’s objectives.  The training needs assessment is best conducted up front, before training solutions are budgeted, designed and delivered. The output of the needs analysis will be a document that specifies why, what, who,
  • 17. OUTPUT OF TNA  Why do people need the training?  What skills need to be imparted?  Who needs the training?  When will they need the new skills?  Where may the training be conducted?  How may the new skills be imparted?
  • 18. Training analysis as a process often covers:  Review of current training  Task analysis (of new or modified system)  Identification of training gap  Statement of training requirement  Assessment of training options  Cost benefit analysis of training options
  • 19. COMPONENTS OF TNA / TNA AT VARIOUS LEVELS PERSON ANALYSIS TASK ANALYSIS ORGANISATION ANALYSIS TRAINING NEED ANALYSIS
  • 20. ORGANISATIONAL LEVEL  Organizational Level - At organizational level, training need analysis focuses on strategic planning, organizations goals and needs. It involves assessment of both the internal and external environment of the organization. Internal environment includes procedures, policies, strengths & weaknesses, while the external environment account for the opportunities and threats.
  • 21. INDIVIDUAL LEVEL  Individual Level - At individual level, training need analysis focuses on each and every individual in the organization. The organization scrutinizes whether the performance of an employee is at par with the desired performance level or not. Here we aim to identify the gap between actual performance and expected performance. If this gap is positive then there is a need for training. Few of the methods that are used to analyze individual needs are:  Self Assessment  Performance Appraisal Review  Peer Appraisal  Subordinate Appraisal  Client & Customer Feedback
  • 22. OPERATIONAL/TASK LEVEL  Operational Level - At operational level, training need analysis focuses on the work assigned to the employees. Here a job analyst gathers the information to assess whether a job role has been understood by the employees at the organization. The information could be collected by various means like through interviews, psychological tests, questionnaires etc. Looking into the change in the nature of jobs and organizational structures, the jobs today are on a go-ahead. Hence the employees need to prepare themselves for these jobs. It is the role of the job analysts to identify the current and future task needs.
  • 23. SIGNIFICANCE OF TNA  Helps align training activities and strategies of firm  Ensures effective use of time and money spent on training  Helps in diagnosing the cause of performance deficiency  Helps to reduce the perception gap b/w trainers, trainees and organizational administration  Helps to determine benchmark for evaluation of training
  • 24. METHODS OF DATA COLLECTION OF TNA 1. Questionnaire 2. Performance appraisal 3. Interviews 4. Group Discussion 5. Technical and Manual Records 6. 360 Degree Feedback
  • 25. COMPONENTS OF TNA CONTEXT ANALYSIS COST BENEFIT PARTICIPANT’S ANALYSIS ANALYSIS COMPONENTS SUITABILITY CONTENT ANALYSIS ANALYSIS WORK ANALYSIS