TRAINING & DEVELOPMENT

BY
Shefali S
Sakina
Hamsa
Niven
 New technologies have made it possible to:
 Reduce the costs associated with delivering training
 Increase the effectiveness of the learning environment
 Help training contribute to business goals
 Employees can choose the type of media (print, sound,
video) they want to use in a training program.
 Course enrollment, testing, and training records can be
handled electronically, reducing the paperwork and time
needed for administrative activities.
 Employees’ accomplishments in training in progress can
be monitored.
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Digital collaboration refers to the use of
technology to enhance and extend employees’ abilities to
work together regardless of their geographic proximity
 Digital collaboration can be:

 Synchronous

 asynchronous

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Technology has allowed learning to become a more
dynamic process.
The learning environment has expanded to include

greater interaction between learners, instructor and

the training content.
Instruction is primarily delivered to the learners

online using the internet.

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Learning occurs through:

communicating with other learners

working on virtual team projects

exchanging ideas

interacting with experts

discovering ideas and applications using hyperlinks

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Multimedia training combines audiovisual
training methods with computer-based training.
 These programs integrate text, graphics,
animation, audio, and video.
 Because this training is computer-based, the
trainee can interact with the content.
 Can be delivered using the Internet or intranets .

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 Advantages Disadvantages
 Self-paced  Expensive to develop
 Interactive  Ineffective for certain
 Consistency of delivery
training content
 Unlimited geographic  Trainee anxiety with
accessibility
using technology
 Immediate feedback
 Difficult to quickly
 Built-in guidance
system update

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Computer-based training (CBT) is an interactive training
experience in which:

 The computer provides the learning stimulus,

 The trainee must respond, and
 The computer analyzes the responses and provides
feedback to the trainee

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A personal computer enables
animation, video clips, and graphics to
be integrated into a training session.

The user can interact with the training

material through using a joystick or
touch-screen monitor.

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 E-learning or online learning refers to instruction and
delivery of training by computer online through the
Internet or the Web.
 Characteristics of e-learning:
Involves electronic networks that enable information
and instruction to be delivered, shared, and updated
instantly.
Delivered to the trainee using computers with Internet
technology.
Focuses on learning solutions that go beyond traditional
training.

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 It is accessible at any time and any place.
 Training can be delivered to geographically dispersed
employees.
 Training can be delivered faster and to more employees in a
shorter period of time.
 Updating is easy.
 Paperwork related to training management can be
eliminated.
 It can link learners to other content, experts, and peers.

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 ITS has the ability to match instruction to
individual student needs.
 ITS can communicate and respond to the
student.
 ITS can model the trainee’s learning
process.
 ITS can decide, on the basis of a trainee’s
previous performance, what information to
provide to him.
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ITS can make decisions about the
trainee’s level of understanding.

ITS can complete a self-assessment

resulting in a modification of its
teaching process.

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 Distance learning is used by geographically dispersed
companies
 It provide information about new products, policies,
procedures, skills training and expert lectures to field
locations.
 Features two-way communications between people.
 Involves two types of technology:
Teleconferencing
Individualized, personal-computer-based
training

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 Legal Issues

Welfare-to-Work Cross-Cultural
Programs Preparation

School-to-Work Managing Work Force

Transition Diversity

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 Language
Training

Key
Key Elements
Elements Cultural Training
Needed
Needed to
to
Prepare
Prepare Career
Employees
Employees to
to Development and
Work
Work Overseas
Overseas Mentoring

Personal and
Family Life

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 Basic Skills Training Melting the Glass Ceiling

Joint Union-Management
Programs

Succession Planning

Developing Managers
with Dysfunctional
Training and Pay Systems Behaviors

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Development refers to formal
education, job experiences,
relationships, and assessments of
personalities and abilities that help
employees prepare for the future.

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Training Development
Focus Current Future
Use of work Low High
experiences

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

Employee development is a necessary
component of a company’s efforts to:
Improve quality
Retain key employees
Meet the challenges of global
competition and social change
Incorporate technological advances
and changes in work design

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 Assessment

Formal Education Job Experiences

Interpersonal
Relationships

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 Myers-Briggs Type
Indicator (MBTI)

Benchmarks Assessment Center

Performance
Appraisals & 360-
Degree Feedback
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 An emerging trend in development is that the employee
must initiate the development planning process.

 The development approach used is dependent on the

needs and development goal.

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Level Criteria Focus

1 Reactions Trainee satisfaction

2 Learning Acquisition of knowledge, skills, attitudes,

behavior
3 Behavior Improvement of behavior on the job

4 Results Business results achieved by trainees

 Recipe for Retention

R –EMUNERATE COMPETITIVELY
E -NCOURAGEMENT AND EXPECTATIONS
T – RAINING AND DEVELOPMENT
A -NNUAL REVIEW CYCLES
I - NFORM AND INVOLVE
N -URTURE
THE RETENTION STRATEGIES
Training

Good
Monitory Work-life
package

THE RETENTION
STRATEGIES
Good Effective
Relationships mentoring

Autonomy Challenges
Examples :-
Infosys
Wipro
TCS
Is Retention Your Competitive Advantage?
“Relationship with Immediate Manager” is considered the
single most important job attribute by high-value talent.
Corporate Leadership Council
Employee Retention Study
Recent studies have shown that
“limited praise and recognition”
was ranked as a primary reason
employees leave their jobs -
not money!