1、,TRAINING,What is Training ?,Training is the act of increasing the knowledge and skills of an employee for doing particular job. Its purpose is to achieve a change in the behavior of those trained and to enable them to do jobs better. Training is a continuous process.,2,Index,Introduction Organizati
2、onal Training Structure Of Training Departments. Employee Training Methods Executive Training Methods Training infosysADD PRINCIPLES OF LEARNING,3,Types OF TRAINING,On the basis of purpose several types of training programmes are offered to employees. Induction or Orientation Training Job Training A
3、pprenticeship Training Internship Training Refresher Training or Retraining Training for Promotion,4,Introduction,The term training refers to the acquisition of knowledge, skills, and competencies as a result of practical skills and knowledge that relate to specific useful competencies.,5,Organizati
4、onal Training,The purpose of Organizational Training (OT) is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.,6,Organizational Training,An organizational training program involves the following: Identifying the training needed by theorganizat
5、ion . Obtaining and providing training to addressthose needs . Establishing and maintaining training capability Establishing and maintaining training records. Assessing training effectiveness.,7,Structure Of Training Department:,In deciding what structure is appropriate, it is helpful to revisit wha
6、t has to be done when delivering a training service. A training service normally has the following roles: Training manager: Leads, manages, and integrates with organizations strategy. Trainer/facilitator: Delivers, presents and facilitates the learning. Instructional designer: Designs the documents
7、the training program. Administrator: Organises venue, printing, logistics, training records etc. Internal consultant: Diagnoses, facilitates change and meetings, liases with consultants. Training broker: (Both internal and external role) Finds external providers.,8,Types Of Structures Of Training De
8、partment:,Exclusive Internal Structure. Exclusive External Structure. The Eclectic Structure.,9,What Drives the Choice of Structure?,Economics. Ideology. Head count reduction. Quality. Preparedness.,10,Employee Training: Methods,11,Lecture,Merits More direct. Large no. of people can be instructed at
9、 a same time. Time factor Controlled by the instructorDemerits: Minimum active involvement Less motivation Ability of learners Lectures cannot be remembered,12,Statement Discussion,Merits: improvement over lecture great value in modifying attitude members can defend their viewsDemerits: size should
10、be small individuals may not appreciate will give rise to heated arguments,13,Group discussion,Merits Criticism from peers Participation LoyaltyDemerits Tension and enmity May hurt a member,14,Communication exercise,Merits Amusing and Practical approach.Demerit Lot of merriment hence seriousness may
11、 be lost. Observer may not be convinced of his bad communication.,15,Role Playing,Merits Opportunity to develop insight. Imp of feelings and emotions Observation FeedbackDemerits Time consuming Boring,16,Management Games,Merits Active involvement Practise decision making Exchange ideas Instant feedb
12、ackDemerits Cost is more Intense emotions Artificial Not universally applicable,17,Executive Training,Executive people are those who have authority over others in the operations of the enterprise. The caliber and performance of managers will largely determine the success of any business.,18,Objectiv
13、e of management training,Knowledge management. Behavior change Attitude change Performance change,19,Organization aims,Improvement in technical performance Improvement in conceptual performamce Improvement in human skills Stimulate juniors,20,Importance of Executive training,To develop all those who
14、 are under him. Providing for future and present needs of the firm. Provide opportunity for every manager to take an active part in his own development.,21,Methods,ON JOB TECHNIQUEOFF JOB TECHNIQUE,22,ON JOB,COACHING METHODSYNDICATE METHOD,23,OFF JOB,CASE STUDY INCIDENT METHOD ROLE PLAYING IN BASKET
15、 MANAGEMENT GAMES SIMULATION T-GROUP,24,Coaching method,Advantages: Superior can guide the employee even though there is no management programs. Evaluation and feedback.Disadvantages: Superior may be authoratian. Coaches ability . Superior should not be dominant.,25,Syndicate method,Advantages: Disc
16、ussions, recommendations, criticism, comments.Disadvantages: Waste of time. Frustration if participants dont understand this method.,26,Case study,Merits: Provides stimulating discussion. Employee can defend his analytical and judgemental views. Systematic way of thinking.Demerits: Time consuming. R
17、ushing towards a solution.,27,Incident method,Group members address questions such as what ,when,where ,how of situation in which an which an incident developed.Clues are trackled down if they seem to offer reliable insight into why of the situation.And then decision is taken accordingly.,28,In-bask
18、et,Merits Decisions are rapid. Feedback is objective. Promising managers get a prospective of the company as a whole. Inexpensive Can be easily organized.,29,In-basket,Demerits: Discourages originality. Logical solutions suggested tends to be abstracted from compulsions .,30,Simulation,Merits: Less
19、cost.Demerits: Difficult to duplicate the pressures and realities of actual decision making on the jobs Individuals act differently in real life situations.,31,T-group / Sensitivity / Laboratory,Merits: Emplyee can learn more about their own weakness and strengths develop insight into how they react
20、 to others and vice versa.Demerits: Trainers often create stressful situations.,32,33,Global Education Center,Training in Infosys,Training at Infosys is an ongoing process. New recruits from colleges are trained through fresher training courses. They were trained then on new processes and technologi
21、es. As they reached the higher levels, they were trained on project management management development programs, followed by leadership development programs.,34,Training New Recruits,Infosys conducts a 14.5 week technical training program for all new entrants. The company spent around Rs 200,000 per
22、year on training each new entrant. The new recruits are trained at the Global Education Center (GEC) in Mysore, which had world class training facilities and the capacity to train more than 4500 employees at a time.,35,Training Programs for Employees,Infosys also conducts training programs for exper
23、ienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients.,36,Infosys Leadership Institute,The Infosys Leadership Institute (ILI) was set up in 2001. At the Institute, the executives were gr
24、oomed to handle the changes in the external and internal environment. Internal Synergy Model,37,DIFFICULTIES IN CONDUCTING TRAINING PROGRAM,BY: KASTURI DIMPLE (PGM07060532),38,contents,What is Training? Distinction between Training and Development Why Training is necessary? What can Training do for
25、Employees? Types of Training Methods of Training Difficulties in various Training Programs Why Training Fails? How to make Training Effective?,39,Distinction between training & Development,40,Why training is Necessary?,Increase Productivity Quick Learning Higher Productivity Standardization of Proce
26、dures Less Supervision Economical Operations Higher Morale Preparation of Future Managers,41,WHAT CAN TRAINING DO FOR EMPLOYEES?,Training helps the employees or work-force in the following ways: Confidence New Skills Promotion Higher Earnings Adaptability Increased Safety,42,Difficulties in various
27、training programs,On the Job TrainingInstruction is highly disorganized and haphazardand not properly supervised. Lack of motivation. Low productivity when he is unable to fully develop. Skilled trainer Learners are often subjected to distractions of a noisy shop floor or office. Mostly used for uns
28、killed and semiskilled jobs.,43,Continue,Vestibule Training The splitting of responsibilities leads to organizational problems. Additional investment in equipment is necessary This method is of limited value for the jobs which utilize equipment which can be duplicated. The number of trainees are lar
29、ge. Mostly used for semiskilled jobs.,44,continue.,Off the Job Training Minimum active involvement of trainees. One-way Communication. Can raise arguments. Some individuals may tend to dominate. Time consuming to arrive at an any decision . Effectiveness depends on the skill of leader. Mostly used f
30、or development of higher level employees and executives.,45,WHY training fails?,Benefits of training are not clear to top management. The top management hardly rewards supervisors for carrying out effective training. The top management rarely plans and budgets systematically for training. Trainers p
31、rovide limited counseling and consulting services to rest of the organization.,46,Continue,The middle management without proper incentives from top management ,does not account for training in production scheduling. Without proper scheduling from above, first line supervisors have difficulty product
32、ion norms if employees are attending training programmes. Training external to the employees unit sometimes teaches techniques on methods contrary to the practices of the participants organization.,47,Essentials of good training program,Contents of training program be chalked out after identifying t
33、he training needs or goals. Training should be job relevant. Should be conducted by well qualified and experienced trainers. Should recognized that all the trainees do notprogress at the same rate.,48,Continue,Regular constructive feedback concerning his progress in training and implementation of th
34、e newly acquired abilities.,49,METHODS OF EXECUTIVE TRAINING,Presented By :-Anita A. Ramteke PGM07060530,50,About executive trainingWho are the executives in organizationsTheir functions of executives in organizationPurpose and objective of executive trainingImportance of executive training,51,Metho
35、ds of executive trainingON-THE-JOB TECHNIQUESOFF-THE-JOB TECHNIQUES,52,ON-THE-JOB TECHNIQUEThe Coaching or guided Method. Job Rotation or Channel Method of Development. Participation in deliberation of the Boards and Committees.,53,The Coaching Method thinking processes and operative skills.guide an
36、d instructor.follow up suggestions and corrects errors.objective of coaching.,54,Advantagesleast centralized staff co-ordination.feedback and evaluationDisadvantages authoritarian.relies on coaches abilityno training atmosphere.Effectiveness of the method,55,Job rotation or channel method of develop
37、mentmovement of executives for beginning level managersfrom 6 months to 24 monthsgreat deal of job experienceoverall knowledge and familiarityhorizontal or lateral on a planned basison a situational basis,56,AdvantagesDevelops inter-departmental co-operationBoredom and monotony are reducedChance to
38、step into a higher positionEqual chance for advancementBest utilization DisadvantagesUpsets family and home lifeDifficult to adjustDemotivate intelligent and aggressive traineesA highly competitive gameEstablished operations are disturbed,57,Participation in Deliberation of the Junior Board and Comm
39、ittees or the Multiple Management techniqueFor middle and senior level managersReal life actual problems Opportunity for managers to shareMake a recommendationExposure to other members,58,AdvantagesOpportunity to gain knowledgeIdentify those who have executive talentPractical experience of group dec
40、ision makingInexpensiveBetter human relations climate DisadvantagesOnly for middle and senior level managersDoes not permit any specific attention Tend to be discursive lacking authority,59,OFF-THE-JOB TECHNIQUE The Case Study Incident Method Role Playing In Basket Method Business games Sensitivity
41、Training Simulation Grading Training u can read description from above slides,60,OFF-THE-JOB TECHNIQUESThe Case StudyActual business situationAppraise and analyzeSuggest solutionsActual decision known to the executives onlyCompared with the various solutionsStimulating discussionImproving decision m
42、aking abilities,61,Incident MethodStimulate self-developmentIntellectual abilityPractical judgementSocial awarenessStudies a written incidentShort term decisionsFind out what, when, where, how of the situation,62,Grid TrainingSeveral possible leadership stylesTwo basic orientationConcern for people
43、and concern for productionLasts for 3 to 5 years Weekend conferenceDiscussion, analysis and solution,63,Training Evaluation and Methods of Training Evaluation,By Radhika Mor MBA-IT,What is training evaluation? Methods to evaluate training. Purpose of evaluation Why training evaluation? Benefits of e
44、valuation. Evaluation process. Evaluation Methods1.Expert and Peer Review2.Quality Review3.One-to-one observation test4.Pilot Test,Objectives:,Evaluation Conclusion Example and final Review.,continued,Assessing the effectiveness of the training program in terms of the benefits to the trainees and th
45、e company. It is a process of collecting outcomes to determine if the training program was effective from whom, what, when, and how information should be collected,What is Training Evaluation?,It is a process of establishing a worth of something.The worth, which means the value, merit or excellence
46、of the thing,Evaluation,Evaluation is a ,State of mind, rather than a set of techniques,Why evaluate training?,Importance of Evaluation,Formative evaluation evaluation conducted to improve the training process.Summative evaluation evaluation conducted to determine the extent to which trainees have c
47、hanged as a result of participating in the training program.,Training evaluation involves:,Feedback - on the effectiveness of the training activities.Control - over the provision of training.Intervention - into the organizational processes that affect training,Purpose of Evaluation,Companies are inv
48、esting millions of dollars in training programs to help gain a competitive advantage.Training investment is increasing because learning creates knowledge which differentiates between those companies and employees who are successful and those who are not.,Reasons for Evaluating Training,Because compa
49、nies have made large dollar investments in training and education and view training as a strategy to be successful, they expect the outcomes or benefits related to training to be measurable.,Reasons for Evaluating Training (continued),Improved quality of training activities Improved ability of the t
50、rainers to relate inputs to outputs Better discrimination of training activities between those that are worthy of support and those that should be dropped Better integration of training offered and on-the job development Better co-operation between trainers and line-managers in the development of staff Evidence of the contribution that training and development are making to the organization,
