TRAINING APPLICABILITY
CHAPTER NO. 2
Areas of training1.
2.
3.
4.
5.
Company policy and procedures.
Skill based training.
Human relations training-interpersonal skills, leadership
styles, Report writing skills, Communication skills, conflict
management, Dealing with difficult people, effective
meeting etc.
Problem solving training –from simple operational problems
to major decision making problems.
Supervisory training-to enable the person to perform
managerial and supervisory functions such as planning,
organizing, directing and controlling as employees move
ahead in their career paths to assume positions of increased
responsibility.
ETHICAL CONSIDERATION FOR TRAINING AND
DEVELOPMENT PROGRAMS-
1. Voluntary consent of participants-they
should not be forced to join these activities.
2. Discrimination-age, gender, race or related
factors should not be used as barriers to
determine who receives training.
3. Cost effectiveness
Philosophy of training
Training efforts must invariably follow certain
learning –oriented guidelines1.
Modeling-the selected model should provide the right kind
of behavior to be copied by others. if we want to change
people, it would be a good idea to have videotapes of
people showing the desired behavior.
2.
Motivation-when the employee is motivated, he pays
attention to what is being said, done and presented.
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3.Reinforcement –positive reinforcement consists of
rewarding desired behaviours.people avoid certain
behaviors that invite criticism and punishment.
4.feedback-people learn best if feedback is given as
soon as possible after training as every employee
wants to know what is expected from him and how
well he is doing.
5.Spaced practice-learning takes place easily if the
practice sessions are spread over a period of time.
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6.Whole learning-the employees learn better if the job
information is explained as an entire logical process,
so that they can see how the various actions fit
together into the big picture.
7.Applicability of training-training should be as real as
possible so that trainees can successfully transfer the
new knowledge to their jobs.
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8.enviornment-it is natural that workers who are
exposed to training in comfortable environments
with adequate ,well spaced rest periods are more
likely to learn than employees whose training
conditions are less than ideal.
TRAINING METHODS
TRAINING
METHODS
COGNITIVE
METHOD
BEHAVIORAL
MEHTHOD
Orientation
• Orientation is the formal introduction of the
new employees to the organization and to the
job. Orientation answers “what” questions
new employees have on the first day of the
work.
• Orientation is a specific taype of training
which is given to the new employee
Why Orientation Is Important
• Orientation explains basics – often provided in
an employee handbook
• Rules and policies are often discussed
• Makes new employee feel at ease
• Describes the organization – the big picture
• Defines expected work behavior
• Socializes new employee in company’s ways
• Cognitive methods provide verbal or written
information, demonstrate relationships among
concepts, or provide the rules for how to do
something. These stimulate learning through
their impact on cognitive processes and are
associated most closely with changes in
knowledge and attitudes. This training is provided
in another place for increase exposure of
employee. These types of methods can also be
called as off-the-job training methods.
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The Lecture
Computer Based Training
Vestibule Training: Simulation
Business Games
Case Studies
• The lecture is best used to create a general understanding of a
topic or to influence attitudes through education about a
topic.
• The most common form of off-the-job training is the oral
presentation of information to an audience.
• Computer based training can be defined as that any training that occurs
through the use of computer.
• E- Learning new ways of delivering training programs are constantly being
developed in the attempts to match the high speed at which businesses
are moving. One of the new methods of delivering training programs is
with online .
• Vestibule Training involves the virtual
duplication of work environment in an off-site
setting.
• Simulation exercises place the trainee in an
artificial environment that closely imitates
actual working conditions where the trainer
demonstrates on the same kind of machine
and using the same procedures that trainees
will use on the job.
• Business games are another form of simulations that attempt
to indicate the way in an industry, company, or subunit of
company functions. Generally, they are based on a set of
relationships, rules, and principles derived from the theory or
research.
• In this type of training, participants learn how to deal with a
variety of issues in a simulated business environment.
Trainees are provided with information describing a situation
and are asked to make decisions about what to do. (e.g.,
develop leadership skills, strengthen executive and upper
management skills)
• Details of series of events, either real or
hypothetical, which take place in a business
environment.
• When this method of training used,
participants asked to sort through data
provided in the case to identify the principal
issues and then propose solutions to these
issues
Each of the formats has particular types of
skills for, which is most appropriate
• Vestibule training obviously is best at teaching people how
to work with equipment.
• Business games are best for developing business decisionmaking skills and for exploring and solving complex
problems
• Case studies are most appropriate for developing analytic
skills, higher-level principles, and complex problem-solving
strategies. Its focus is more on the “what to do”(strategic
knowledge) than on the “how to get it done”(skills)
• Role plays provide a good vehicle for developing
interpersonal skills and personal insight, allowing trainees
to practice interacting with others and receiving feedback
• Behavioural methods allow trainee to practice
behaviour in real or simulated fashion. They
stimulate learning through behaviour an are
best for skill development and attitude
change. These methods can be called as onthe-job training methods.
• On-the-job training places employees in actual
work situation and makes them immediately
productive.
• On-the-job training involve learning by doing,
relies on demonstration and coaching.
• This form helps particularly to develop the
occupational skills necessary to manage an
organization, to fully understand the
organization’s products and services and how
they are developed and carried out.
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Job Rotation
Coaching
Apprenticeship Training
Internships
• Job rotation is the systematic movement of employees from
job to job or project to project within an organization, as a
way to achieve many different human resources objectives.
• Excellent job rotation program can decrease the training cost
while also increasing the impact of training, because job
rotation is a hands on experience. Make individuals more selfmotivated, flexible, adaptable, innovative, eager to learn and
able to communicate effectively and better understanding of
strategic issues.
• One of the possible problems with the rotation programs will
be the cost, because job rotation increase amount of
management time to spent on lower level employees.
• Coaching is the process of one-on-one
guidance and instruction to improve
knowledge, skills and work performance.
• Coaching is becoming a very popular means
of development, and often includes working
one-on-one with the learner to conduct a
needs assessment, set major goals to
accomplish, develop an action plan, and
support the learner to accomplish the plan.
• Apprenticeship is another form of on-the-job
training, is one of the oldest forms of training.
Apprenticeship are designed to provide
planned, practical instruction over a
significant time span. Apprenticeship were the
major approach to learning a skill.
• Internship are opportunities for students to
get real world experience, often during
summer vacations as a part of fulfilling
requirements for degree programs. Internship
are offered usually by organization to college
students wanting to find work experience. The
internship offer precious, real life job
experience and the organization often get
skilled, highly dedicated service.
Thus either behavioural or cognitive learning methods can
effectively be used to change attitude, though they do so
through different means.
Cognitive methods are best for knowledge development and
behavioural methods for skill development. The decision
about what approach to take to training depend on several
factors that include; as,
• the amount of funding available for training,
• Specificity and complexity of the knowledge and skills needed,
• timeliness of training needed, and the capacity and
• motivation of the learner.
On-the-Job Training
Advantages and Disadvantages to the Employer
Advantages
Disadvantages
Doesn’t have to pay a training
company/college
Productivity can be interrupted
Senior highly skilled and
experienced staff can teach
new staff the exact skills they
need for a particular job
Senior highly skilled and
experienced staff have to leave
their job to ‘teach/train’
Relationships/bonds are forged Skills learned are ‘job specific’
between learner/teachers in
leaving staff less flexibly to
the workplace
changing roles
The business can acquire an
experienced ‘in-house’ training
team
A business can be isolated –
failing to keep up-to-date with
new methods and ideas
On-the-Job Training
Advantages and Disadvantages to the Employee
Advantages
Disadvantages
Doesn’t have to pay a training
company/college for own
training
Productivity can be interrupted
– he/she may have to catch up
later with work
Senior highly skilled and
experienced staff can teach
him/her the exact skills he/she
needs for their own job
Senior highly skilled and
experienced staff have to leave
their job to ‘teach/train’
Relationships/bonds are forged Skills learned are ‘job specific’
between learner/teachers in the leaving him/her less flexible to
workplace
changing roles and therefore
less likely to change job
The business can acquire an
experienced ‘in-house’ highlyskilled employee specific to
their needs.
Off-the-Job Training
Advantages and Disadvantages to the Employer
Advantages
Disadvantages
The employee can leave his/her
Productivity can be interrupted as
desk or workplace and fully focus on employees have to leave their own
and commit themselves to learning
work and have to catch up later.
new skills.
Senior highly skilled staff do not
have to cease their own work to
train.
Their employees will feel highly
motivated and valued knowing that
his/her employer has PAID to send
him/her on an expensive training
course.
Staff can become qualified in a
nationally recognised qualification.
Skills learned are NOT ‘job specific’
leaving him/her less flexible to
changing roles and therefore less
likely to be able to be moved to
another job or department.
Off-the-Job Training
Advantages and Disadvantages to the Employee
Advantages
Disadvantages
Can leave their desk or
workplace and fully focus on
and commit themselves to
learning new skills.
Productivity can be interrupted
– he/she may have to catch up
later with work
Senior highly skilled
tutor/lecturers can train
him/her to achieve ‘national
qualifications’ – eg. SQA
Skills learned are NOT ‘job
specific’ leaving him/her less
flexible to changing roles and
therefore less likely to change
job and progress or be
promoted.
Employee can feel highly moti
vated and valued knowing that
his/her employer has PAID to
send him/her on an expensive
training course.
Perhaps he/she may be asked
to contribute an amount of
money towards his/her training.