TRAINING AND DEVLOPMENT

UNIT -3
TRADITIONAL AND MODERN APPROACH OF
TRAINING AND DEVLOPMENT

Traditional Approach –
Most of the organizations before never used to
believe in Training. They were holding the
traditional view that managers are born and not
made. There were also some views that training is a
very costly affair and not worth. Organizations used
to believe more in executive pinching. But now the
scenario seems to be changing.
• The modern approach of training and
development is that Indian Organizations
have realized the importance of corporate
training. Training is now considered as more
of retention tool than a cost. The training
system in Indian Industry has been changed
to create a smarter workforce and yield the
best results
• Training and development is important to
ensure that people continue to learn skills, etc.
to help the company be successful. Employee
training is a learning experience that seeks a
relatively permanent change in employees
such that their ability to perform at their
current job improves. This may mean
changing what employees know, how they
work, or their attitudes toward their jobs, co-
workers, managers, and the organization.
 TRAINING AND DEVELOPMENT
OBJECTIVES
• The principal objective of training and
development division is to make sure the
availability of a skilled and willing workforce
to an organization.
• In addition to that, there are four other
objectives: Individual, Organizational,
Functional, and Societal.
• Individual Objectives – help employees
in achieving their personal goals, which in
turn, enhances the individual contribution
to an organization.

Organizational Objectives – assist the

organization with its primary objective by
bringing individual effectiveness.
• Functional Objectives – maintain the
department’s contribution at a level
suitable to the organization’s needs.

Societal Objectives – ensure that an

organization is ethically and socially
responsible to the needs and challenges of
the society.
• Training - Designed to provide learners with
knowledge and skills needed for their present jobs.
• Development - Involves learning that goes beyond
today's job; it has more long-term focus.
• Career development - Formal approach used by
organization to ensure that people with proper
qualifications and experiences are available when
needed.
• Organization development - Planned process of
improving organization by developing its structures,
systems, and processes to improve effectiveness and
achieving desired goals.
 Employee Training

What deficiencies, if any,

What are
does job holder have in
Is there a the strategic
terms of skills, knowledge,
need for goals of the
abilities, and behaviours?
training? organization?

What tasks must

be completed
What behaviours are
to achieve
necessary?
goals?
 Classification by methods of training

(1) On the Job Training (OJT)

Training through everyday working
(2) Group Training
Training within companies
Participation in courses organized by
professional organizations
(3) Self-reliant Development
 (1) On the Job Training

Strong Points of OJT

1) More time, less costs
2) Practical knowledge, skills
3) Personal training
4) Long-term development planning
 Problem Areas of OJT

1) Sometimes short-sited
2) Limited accumulation of knowledge/skills
3) Only limited number of trainees
4) Quality depending on trainers’ ability
5) Reliance between trainers and trainees
needed
 Group Training
Strong Points of Group Training
1) Training by professional trainers
2) Training more participants at the same time
3) Systematic training contents
4) Choice of necessary training courses
5) Exchange of information by participants
How to collect needs of (potential) participants
1) Questionnaire for participants
Right after the whole training course finished
Asking about good and bad points, future
training needs, etc.

2) Survey on companies’ needs

Asking participants about present problem areas
Company visits – follow-up, interview, consulting
Processes of Training Planning

Collection of Training Needs

Questionnaire for participants
Survey on companies’ needs

Decision of Training Theme

and Training Purposes

Making-up Training Contents

Making-up the Whole Training Courses

Scheduling, time allocation, etc.
Textbooks, teaching materials, trainers’ guidebooks, etc.

Carrying Out Training Courses

Collection of Training Needs

Limitation of training opportunities to
Employees by companies because of costs,
availability of necessary training courses, etc.

Development of abilities, skills is directly

connecting to better treatment by companies

Self-reliant efforts for development become

more and more important.
 360 DEGREE FEEDBACK

It is a development technique used for the

confidential assessment of the employees by all
their stakeholders. Stakeholders are their boss,
staff, team members, internal or external
customers, family and friends. It is a systematic
feed back collection on performance of an
individual or a group often co-ordinated by an
external agent with scientific tools like the
questionnaire.
• Feedbacks of the stakeholders are confidentially
collated by the facilitator and anonymously made
available to the feedback seeker. In this technique the
feedback givers judge what they perceive as behaviour
and not the intentions behind it. A mixture of
strengths and areas for development, expectations
etc. are made known to the feedback seeker through
this development process. Once the feedback is
received, the concerned person works on him for
further improvement and development.
 ASSESSMENT CENTER TECHNIQUE

• This technique is used to assess individuals or teams.

This is a project for achieving a specific purpose in a
specified period of time in a planned manner. It is a
method to evaluate employees on specified
competencies using multiple tools by multiple
assessors. It focuses on assessing individuals for
their ability for performing roles.
 BRAINSTORMING

• Brain storming is a tool to generate ideas on a

particular topic under discussion. It is a group
creativity technique facilitating spontaneous
discussions in search of new ideas.
• Three steps involved are :
• The group leader states the problem very
clearly. Members facilitate as many ideas as
possible (no criticism is allowed). Later these
ideas are discussed and analysed and the most
appropriate solution is selected.
 CAREER COUNSELING

• It is a method that aids for the development of

the career of an employee. In this method,
matching of aspirations of an employee and
opportunities available are checked up and next
steps are identified and planned that would
help in further career growth.
 CAREER DEVELOPMENT WORKSHOPS

• These workshops facilitate the career development of

an employee.

• Entry-workshops provide the opportunity for groups

of new employee’s and their supervisors to share their
separate expectations and focus on the areas of
mismatches. Mid-workshops include self-diagnostic
activities for employees, diagnosis of the organisation
and alignment of the separate diagnosis to identify
potential mismatches (frustration of employee’s, etc.).
Later- workshops are useful for the employee’s
preparing for retirement.
FILMS :

• Film is a technique to enhance the knowledge of

employees. It is a useful training technique
whether purchased or produced internally by the
organization. It can provide information and
explicitly demonstrate skills that are not easily
presented by other techniques. It is often used in
conjunction with conference, discussion to clarify
and amplify those points that film emphasized.
INBASKET :
It is a form of simulating reality and training an
individual in near reality situations. It exposes
an employee to a series of situations he is likely
to face in short period and tests his ability to
handle the situations. Advantages and
disadvantages of decisions taken, the way he
went about understanding the problem,
information, planning action, etc, are analyzed.
• The inbasket or intray uses day-to-day
decision making situations, which a
manager is likely to face in a written form
from various sources.

• On the basis of testing, feedback is given to

the individual and action plan is worked
out.
 INDIVIDUALISED TRAINING

• The greatest advantage of individual training is that it

enables each participant to determine the speed with
which training can proceed.

• Tutoring, individual practice of specific skills and

reading and written assignments are traditional
methods of individual training. For many tasks that
involve a senior and a junior together, and for others
involving just one person, this method simulates the
work situation. The tutor adapts activities to the
specific need of the individual. In the process, not
only competence is tested but also motivation will be
exposed.
 INTERACTIVE COMPUTER BASED
TRAINING:
• It is used to explain different concepts to the
employees. Most of the developers claim that this
helps users to understand better and retain more.
• It is not only interesting and educative, its multilingual
versions will be beneficial for workers, most of who
can’t follow English. It was used for the first time by
Bayer’s India Ltd., to educate 1000 odd shopfloor
workers.
• Tele-education and Internet based training are also
similar. Though they are expensive, they are
productive while CBT’s may need to be updated from
time to time; the Internet could solve the problem.
 JOB INSTRUCTION TRAINING:

Job instruction training is a part of the training within

the Industry programme. It proved highly effective and
became extremely popular. It consists of four steps :
Preparing the trainees by telling them about the job and
overcoming their uncertainties.
Presenting the instruction, giving the essential
information in a clear manner.
Having the trainees try out the job to demonstrate their
understanding.
Placing the workers into the job, on their own with a
designated resource person to call upon should they
need any assistance.
 LECTURE COURSES:

• Formal lecture courses offer an opportunity for

potential employees to acquire knowledge and
develop their conceptual and analytical abilities.
In large organisations, these lecture courses may
be offered “In-house” by the organization itself
and supported by outside college course work.
Small organisations will utilise courses offered in
development programmes at Universities and
 ROLE PLAYING :

• In this development tool, participants are assigned

roles and are asked to act out as to what they would
do in that particular situation.

• Role playing, when combined with modeling as

presented in social learning theory, has become
increasingly popular as a development technique.
The trainees attempt, with the assistance of
videotapes, to improve their role abilities by
imitating models who have successfully mastered the
learning points.
 APPRENTICESHIP PROGRAMMES

It is training undergone by the novices before they

are actually placed on the job. Apprenticeship period
can be any where from one year to five years.
During the Apprenticeship period, the trainee is paid
less than a fully qualified employee.

• Apprenticeship put the trainee under the guidance of

a more experienced person. The argument for
Apprenticeship programmes is that the required job
knowledge and skills are so complex that it needs
comparatively a long duration to pick up the job and
perform like any other regular employee.