Pradeep Saima Romeo Maruthi Pallavi

Pradeep Saima Romeo Maruthi pallavi

Training is expensive. Without training it is more expensive A

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J O B T R A I N I N G

J O B T R A I N I N G

L E A R N I N G P R I N C I P L E S

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A learning experience in that it seeks a relatively permanent change in an individual that will improve his/ her ability to perform on the job. It involves changing of  Skills  Attitude  Knowledge

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More future oriented and more concerned with education than is training. Management Development activities attempt to instill sound reasoning processes to enhance one’s ability to understand and interpret knowledge. It focuses on the personal growth & on Analytical Conceptual Skills Human

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Increases job skillsspecific skills Short term perspective Job centered The role of a trainer is very important

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It shapes attitude – overall growth Long term perspective Career Centered Internally motivated for self development

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No one is a perfect fit at the time of hiring and some training & development must take place. Planned development programs will return values to the organization in terms of : Increased productivity reduced costs Morale Flexibility to adapt to changing requirements

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‘Moulds employees’ attitude Helps them achieve better co-operation Creates greater loyalty to the orgn Reduces wastage and spoilage Reduces constant supervision Improves quality

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Train people to the point where you may lose them, and then you won’t lose them.

WHO IS RESPONSIBLE FOR TRAINING    

Top Management – Frames the Training policy HT Department – plans, establishes and evaluates Supervisors– implement and apply development procedure Employees – provide feedback, revision and suggestions

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ON THE JOB TRAINING

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OFF THE JOB TRAINING

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Definition Techniques Advantages Disadvantage

It is defined as an activity undertaken at the workplace which is designed to improve an individual’s skills or knowledge. OJT used to be colloquially called ‘sitting next to Nellie’ – learning through watching and observing someone with more experience performing a task.

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OJT is characterized by the following points: Trainers usually have no formal qualification or training experience for training Training is not carefully planned or prepared The trainers are selected on the basis of technical expertise or area knowledge Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique.

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The procedure of formal on the job training program is: The participant observes a more experienced, knowledgeable, and skilled trainer (employee) The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks When the trainee is prepared, the trainee starts performing on the work place The trainer provides continuing direction of work and feedback The trainee is given more and more work so that he accomplishes the job flawlessly.

Coaching: It is a pre-arranged agreement between an experienced manager and his or her employee. The role of the coach is to demonstrate skills and to give the employee guidance, feedback, and reassurance while s/he practices the new skill.

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Understand the participant’s job, the knowledge, skills, and attitudes, and resources required to meet the desired expectation.  Meet the participant and mutually agree on the objective that has to be achieved. Mutually arrive at a plan and schedule . At the job, show the participant how to achieve the objectives, observe the performance and then provide feedback. Repeat step 4 until performance improves

Mentoring: Mentoring is an ongoing relationship that is developed between a senior and junior employee. It provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

Some key points on Mentoring:  It focus on attitude development.  Conducted for management-level employees  It is done by someone inside the company.  It is one-to-one interaction.  It helps in identifying weaknesses and focus on the area that needs improvement.

Job Rotation On a temporary basis, employees can be given the opportunity to work in a different area of the organization. The employee keeps his or her existing job but fills in for or exchanges responsibilities with another employee.

 Some of the major benefits of job rotation are:  It provides the employees with opportunities to

broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries  Identification of Knowledge, skills, and attitudes (KSAs) required.  It determines the areas where improvement is required.   Assessment of the employees who have the potential and caliber for filling the position.

Job Instruction Technique (JIT)

JIT uses a strategy with focus on knowledge (factual and procedural), skills and attitude and development.

JIT consists of 4 steps

Advantages  Training can be delivered at the optimum

time: for e.g: immediately before a job is to be performed ‘for real’ in the workplace.  The trainee will have opportunities to practice immediately.  The trainee will have immediate feedback.  Training is delivered by colleagues and can go someway to integrate the trainee into the team.

Disadvantages  There is a tendency to fit OJT in when it is

convenient for office routine rather than at the optimum time for learning.  The training may be given piecemeal and not properly planned, and the trainee gains a fragmented picture of the organization.  Too much training can be delivered in one session leading to ‘information overload’ and trainee fatigue.  The trainer may not have sufficient knowledge of the process or expertise in instructional techniques (a ‘train the trainer’ course may be appropriate).  If immediate practice is not accompanied by feedback the trainee can feel abandoned after the

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There are many management development techniques that an employee can take in off the job. The few popular methods are:

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SENSITIVITY TRAINING

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TRANSACTIONAL ANALYSIS

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STRAIGHT LECTURES/ LECTURES

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SIMULATION EXERCISES

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It is about making people understand about themselves and other reasonably, which is done by developing in them social sensitivity and behavioral flexibility. Social sensitivity is one word is empathy . It is ability of an individual to sense what others feel and think from their own point of view. Behavioral flexibility is ability to behave suitably in light of understanding.

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UNFREEZING THE OLD VALUE

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DEVELOPMENT OF NEW VALUES

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REFREEZING THE NEW VALUES

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It provides trainees with a realistic and useful method for analyzing every social interaction, there is motivation provided by one person a reaction to that motivation given by another person. This motivation reaction relationship between two person is a transaction.

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It can be done by the ego states of an individual.

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Three ego states: CHILD PARENT ADULT

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Lecture is a verbal presentation of information by an instructor to a large audience. It is given to enhance the knowledge of listener or to give him the theoretical aspect of topic. A virtue of this can be used for very large groups, and hence the cost per trainee is low. It is mainly used in colleges and universities.

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Low popularity.

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Violates the principle of learning principle

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One way communication

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No feedback from audience

SIMULATION 

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A simulator is any kind of equipment or technique that duplicates as nearly as possible the actual conditions encountered on the job. Simulation is an attempt to create a realistic decision making environment for the trainee. The more widely held simulation exercise are as follows: 1) Case study 2) Role playing 3) vestibule training

CASE STUDY 

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Is a written description of an actual situation in business which provokes, in the reader the need to decide – What is going on? What is the real situation? What the problems are? What can and should be done?

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It focuses on emotional (mainly human relations) issues rather than actual ones. Promotes interpersonal relations and attitude change.

E.g.. A male worker may assume the role of his female supervisor and vice versa, and then both are given a typical work situation.

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It utilizes equipment which closely resemble the actual ones used on the job. However training takes place away from the work environment.

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Learning has occurred when people demonstrate a difference in behavior or ability to perform a task

1).Trainee must be Motivated to learn 2).Information must be Meaningful 3).Learning must be Reinforced 4).Organization of Material 5).Distribution of Learning Period 6).Feedback on Learning

1).Employee motivation 

An employee must see a purpose in learning the information presented and have a clear understanding of what is presented.

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The training material must relate to the purpose of the training program. The material must be presented in a sequential manner, from the simple to the more complex. Further training should provide variety to prevent boredom and fatigue.

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New ideas and skills need to be practiced as soon as they are learnt. Unfortunately as humans we tend to forget 50% of what we learn within 48h unless we recall the things learnt.

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The trainer must remember that well organized material will help the trainees to remember the things. Presenting an overview of the material in a logical order will help the employee to understand everything.

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The instructor must remember that learning takes time. And teaching in segment, over a time span, rather than all at once may be desirable. An employee must learn, reinforce and review.

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People like to know how much they have learnt or how well they are doing. The sooner employees know the results of a quiz or test, the sooner they can assess their program.

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Aids in organizational development.

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Helps in understanding and carrying out organizational policies in a more enhanced manner.

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Develops leadership skills, motivation, loyalty, better attitudes among the employees.

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Optimum Utilization of Resources

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Development of skills of employees

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Organization Climate

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Image

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Healthy work-environment

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Health and Safety

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Morale

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Profitability

 Productivity  Team Spirit  Organization Culture  Quality

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Increased job satisfaction and morale among employees.

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Better inter personal relationship and customer satisfaction.

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Increased employee motivation.

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Increased efficiencies in processes, resulting in improved financial gain.

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Increased capacity to adopt new technologies and methods.

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Increased innovation in strategies and products.

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Better Risk management and staff safety consciousness.

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Increase in productivity.

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REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT: When needs arise as a result of findings from the outcome of performance appraisal. As part of professional development plan. As part of succession planning to help an employee be eligible planned change in role in the organization.

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To imbibe and inculcate a new technology in the system.

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Changes in the attitudes of the employees

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Employee effectiveness in handling various techniques.

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