10. Training and Development
1. Meaning and Importance of Training
- Training is the process of making employees capable of performing a specific job.
- It is a planned effort to improve knowledge, skills, and attitudes of employees.
- Importance:
- Improves job performance and productivity.
- Helps in adapting to new technology and work methods.
- Reduces accidents and wastage.
- Increases employee motivation and morale.
- Supports career development and succession planning.
2. Principles of Training
A sound training programme should be
- Goal-oriented (clear objectives).
- Economical (cost-effective).
- Inclusive (for all levels).
- Well-planned and organised.
- Flexible to suit organisation size, nature, and finances.
- Conducted by experienced supervisors.
- Balanced (theory + practical).
- Interesting (considering trainee interests).
- Multi-method (using more than one technique).
- Reward-based (followed by incentives).
- Practice-oriented (sufficient time for practice).
3. Areas of Training
Organisations provide training in:
- Company policies and procedures.
- Specific job skills.
- Human relations (interpersonal skills).
- Problem-solving skills.
- Managerial and supervisory skills.
- Apprenticeship training.
4. Steps in Training Programme
- Identifying training needs.
- Getting ready for the job.
- Preparing the learner.
- Presenting operations and knowledge.
- Performance try-out.
- Follow-up and evaluation.
- Training Methods
On-the-Job Methods:
- Experience: Learning by doing (but can be wasteful if used alone).
- Coaching: Supervisor gives feedback and guidance; limited by boss-subordinate relationship.
- Understudy: Trainee works as assistant to current job holder; learns by observation and imitation.
- Job Rotation: Moving trainee across jobs to broaden experience; may disrupt work.
- Special Projects: Assigning specific tasks to develop skills and teamwork.
- Selective Reading: Encouraging reading of professional journals and books.
- Apprenticeship: Formal training under a master craftsman; combines classroom and practical work.
- Vestibule Schools: Training in simulated work environment; expensive but effective for large groups.
Off-the-Job Methods:
- Special Courses and Lectures: Formal classroom teaching by internal or external experts.
- Conferences: Guided discussions to solve common problems; includes buzz sessions.
- Case Studies: Analysing real-life situations to improve observation and decision-making.
- Brainstorming: Generating many ideas without criticism; encourages creativity.
- Laboratory Training:
- Simulation: Role-playing and business games to simulate real organisational situations.
- Sensitivity Training (T-Group): Small-group interaction to improve self-awareness, empathy, and group dynamics.
6. Causes for Failure of Training
- Lack of top management support and faith in HRD.
- Unclear or vague training objectives.
- Poor training policy and weak linkage with other HR policies.
- Inadequate resources (budget, staff, facilities).
- Lack of seriousness in need assessment, trainee selection, and follow-up.
- Poor trainer expertise and methods.
- Unfavourable work environment for applying new skills.
- No proper evaluation of training outcomes.
7. Evaluation of Training
Dimensions:
- Contextual factors (before and after training).
- Training inputs (curriculum, trainers, facilities).
- Training process (climate, interaction, methods).
- Training outcomes:
- Reaction (trainee feedback).
- Learning (knowledge/skill gained).
- Behaviour (change in on-job behaviour).
- Results (impact on performance, productivity, cost, etc.). Principles of Evaluation:
- Planned, objective, and verifiable.
- Cooperative and continuous.
- Specific, quantitative, feasible, and cost-effective.
8. Key Concepts
- Education: Knowledge attainment that develops both incidentally and through deliberate policy; more than just information sharing.
- Learning: Process of knowledge acquisition; complements development.
- Peak Proficiency: Operating at optimum capacity in a given area.
Questions asked
Topic: Training, Learning and Development Approaches
- Define Training and discuss important training methods. (2012)
- Discuss the concept of learning and development and bring out the elements in the process of learning. (2010)
- Write a note on Training and discuss important training methods. (2012)
- Describe off-the-job training methods. (2016)
- What do you understand by Training? Examine the training methods with examples. (2015)
- Write a note on the training methods. (2021)
- Analyse in brief, the important approaches to management development. (2011)
- Explain the concept of learning and development and also highlight the elements in the learning process. (2012)
- Define Learning and Development and highlight major elements in the process of Learning. (2013)
- Discuss the meaning and relevance of Learning and Development. (2014)
- Highlight the importance of learning and development. (2015)
- Write a note on on-the-job and off-the-job training methods. (2023)
- Examine the nature of on-the-job and off-the-job training methods. (2018)
- 'Management Education and Training form the core components of Management Development.' Explain. (2014)
- Discuss the different approaches to Management Development. (2014, 2018, 2019)
- Examine the various approaches of Management Development. (2015)
- Define management development and discuss its approaches. (2013)
- Analyse the various approaches to Management Development. (2015)
- 'The use of concepts of learning and development are essential for organisational efficiency.' Elaborate. (2014, 2021)
- Discuss the meaning and need for learning and development. (2021)
- Elucidate the approaches and elements of the learning process. (2022)
- Elucidate the approaches and elements of learning process. (2023)
- Explain the meaning and importance of training. (2024)
