Training: Definition, Steps in Training Process

Training is an activity leading to skilled behavior, teaching employees the basic skills
they need to perform their jobs. The heart of a continuous effort designed to improve
employee competency and organizational performance.

Training typically focuses on providing employees with specific skills or helping

those correct deficiencies in their performance.

It is a short-term learning process that involves acquiring knowledge, sharpening

skills, concepts, rules, or changing attitudes and behaviors to enhance the performance
of employees.

After an employee is selected, placed, and introduced to an organization, he must be

provided with training facilities to perform his job efficiently and effectively.

So, Training is a social and continuous process of increasing the skills, knowledge,
attitudes, and efficiency of employees for getting better performance in the
organization.

Definition and Meaning of Training

Training is the act of increasing the knowledge and skills of an employee for
performing the job assigned to him. Different scholars of management have defined
training. Some important definitions of training are as under.

According to Garry Dessler, “Training is the process of teaching new employees the
basic skills they need to perform their jobs.”

According to Jack Halloran, “Training is the process of transmitting and receiving

information related to problem-solving.”

Edwin B. Flippo Said, “Training is the act of increasing the knowledge and skills of
an employee for doing a particular job.”

In the words of Dale S. Beach, “Training is the organized procedure by which people
learn knowledge and improve skill for a definite purpose.”
 In the words of Michael J. Julius, “Training is a process by which the aptitudes, skills,
and abilities of employees perform specific jobs are increasing.”

According to Edwin B. Flippo, “Training is the act of increasing the knowledge and
skill of an employee for doing a particular job.”

In simple words, providing the employee’s ability to perform a specific job is called
training. Thus, the art, knowledge, and skill to accomplish a specific job in a specific
way are called training. In simple words, providing the employee’s ability to perform
a specific job is called training.

Thus, the art, knowledge, and skill to accomplish a specific job in a specific way are
called training. At all levels of the organization, training and development programs
are needed to make qualitative improvements in the employees’ work.

Objectives of Training program

The chief aim of formal education for the manager is to increase his ability to learn
from experience. The second aim is to increase his ability to help his subordinates to
learn from experience.

According to McGregor, there are three different purposes for training.

1. Acquiring Intellectual Knowledge.

2. Acquiring Manual Skills.
3. Acquiring Problem Solving Skills.

Acquiring Intellectual Knowledge

An electrical engineer may need more knowledge than he now possesses about circuit
design. A new employee may require knowledge about company policies.

A supervisor may require information about the new provisions in the labor
agreement. The acquisition of knowledge is a fairly straightforward process, provided
the individual wants the new knowledge. It can be made available to him in several
ways.

However, if he does not want the knowledge, there is considerable difficulty getting
him to learn it. In industry, attempts should be made to create a ‘felt need’ for new
knowledge.
 Acquiring Manual Skills

The acquisition of a manual skill requires practice or experience accompanied is

feedback.

Pure trial and error method learning can be speeded up by guidance, but the individual
cannot learn unless he performs and receives cues that tell him about the success of
his efforts. The necessary effort will be expended only if there is a felt need on the
part of the learner.

Acquiring Problem Solving Skills

Much of the manager’s work is solving problems. These include organizing his own
and his subordinate’s activities, planning, and a wide- range of other decision-making
activities.

In the words of Michael J. Julius, “Training is a process by which the aptitudes, skills,
and abilities of employees perform specific jobs are increasing.”

According to Edwin B. Flippo, “Training is the act of increasing the knowledge and
skill of an employee for doing a particular job.”

In simple words, providing the employee’s ability to perform a specific job is called
training. Thus, the art, knowledge, and skill to accomplish a specific job in a specific
way are called training. In simple words, providing the employee’s ability to perform
a specific job is called training.

Thus, the art, knowledge, and skill to accomplish a specific job in a specific way are
called training. At all levels of the organization, training and development programs
are needed to make qualitative improvements in the employees’ work.

Objectives of Training program

The chief aim of formal education for the manager is to increase his ability to learn
from experience. The second aim is to increase his ability to help his subordinates to
learn from experience.

According to McGregor, there are three different purposes for training.

1. Acquiring Intellectual Knowledge.

2. Acquiring Manual Skills.
3. Acquiring Problem Solving Skills.

Acquiring Intellectual Knowledge

An electrical engineer may need more knowledge than he now possesses about circuit
design. A new employee may require knowledge about company policies.

A supervisor may require information about the new provisions in the labor
agreement. The acquisition of knowledge is a fairly straightforward process, provided
the individual wants the new knowledge. It can be made available to him in several
ways.

However, if he does not want the knowledge, there is considerable difficulty getting
him to learn it. In industry, attempts should be made to create a ‘felt need’ for new
knowledge.

Acquiring Manual Skills

The acquisition of a manual skill requires practice or experience accompanied is

feedback.

Pure trial and error method learning can be speeded up by guidance, but the individual
cannot learn unless he performs and receives cues that tell him about the success of
his efforts. The necessary effort will be expended only if there is a felt need on the
part of the learner.

Acquiring Problem Solving Skills

Much of the manager’s work is solving problems. These include organizing his own
and his subordinate’s activities, planning, and a wide- range of other decision-making
activities.

Conclusion

In the age of globalization, knowledge is becoming a reliable source of sustained

competitive advantage. It is becoming a basic capital and the trigger of development.
Modern organizations, therefore, use their non-HR resources (money, time, energy,
information, etc.) for permanent training and development of their human
resources.

Since organizational knowledge is largely located inside the human mind, i.e., the
head of employees, human resources are becoming the key factor of business success
as carriers of knowledge and activities.

Organizational development is always conditioned by human knowledge and skills.

This is why; contemporary organizations pay more and more attention to the
development of their employees.

Thus, employee education and training are becoming an optimal answer to complex
business challenges, and human resources management is taking a central role
in modern management.

Employees are hired based on their current knowledge. New employees may not be
able to perform their assigned job satisfactorily. As time goes on, knowledge becomes
obsolete.

Often they must be trained to the duties they are expected to do. Even the experienced
employees in a new job need the training to improve their performance.

Through employee training and development, the management of human resources

provides constant knowledge innovation, creates conditions for mutual knowledge and
experience exchange, and proactive behavior- in this way contributing to competitive
advantage and satisfaction of all participants in business procedures.

Training is not a luxury; it is necessary if companies are to participate in the global

electronic marketplaces by offering high-quality products and services.

Training is providing required skills to the employee for doing the job effectively,
skillfully, and qualitatively. Training of employees is not continuous, but it is
periodical and given in specified time. Generally, training is given by an expert or
professional in a related field or job.

Thus, training is a process that tries to improve skills or add to the existing level of
knowledge. The employee is better equipped to do his present job or mold him to be
fit for a higher job involving higher responsibilities. It bridges the gap between what
the employee has& what the job demands.
Training is required at every stage of work and for every person at work. Training
plays a vital role in keeping one updated with the fast-changing technologies,
concepts, values, and environment.

Training programs are also necessary for any organization to improve the quality of
the employees’ work at all levels. It is also required when a person is moved from one
assignment to another of a different nature. Considering this context, this chapter aims
to provide insight into the concept, need, and methods of training, areas of evaluation
of training, retraining, and dimensions of organizational learning.

Attribute Education Training Determining Factors

Do 1 want to be
Purpose of the Acquire or deepen Acquire new skills transformed into a
Learning Experience mindset or profession and knowledge different person or just
be more skillful?

Testing,

How will others and I

Evidence of Learning know I was successful
Success
Course grades, GPA   with my learning
experience?
Certification, Job
Performance

Degrees, Graduate Certificates and Do I want to get a

Credentials
Certificates Licenses degree or a certificate?

Am 1 ready to
undertake a lengthy and
Difficulty to Learn Harder Easier hard learning process, or
can I just do something
quickly?
Typically from one to How long do I expect
Length of the
One to three years five days or several the learning process to
Learning Process
weeks take?
How long should I
Persistence of the Short half-life, five expect the results of this
Lasts a lifetime
Learning Outcome years on average learning to last or
remain current?
What can 1 expect my
Draw out, mentoring Drill in, developing
Style of Learning by an instructor skills, habits, practice
educational experience
to be like?
Acting after deep Acting out of new How will I behave after
Behavior After
thought and analysis; habits and skills, this learning
Learning Took Place
broad narrow experience?
Skillful at thinking Skillful at doing,
What kind of change am
Change Transformational shallower, more
I looking for?
deeper, more radical superficial
Skillful at thinking Skillful at doing,
What kind of change am
Change Transformational shallower, more
I looking for?
deeper, more radical superficial
 Institutions, In-house seminars,
Colleges and Where can I obtain this
Providing, Learning, training companies,
Universities learning experience?
Experience self-taught
What are some
Colleges courses and Training seminars,
Examples examples of education
degree programs job training
and training?