CHAPTER 5; TRAINING AND DEVELOPMENT

Training and Development:

1
Learning Objectives

1. Describe why training is important and distinguish amongst

training, education and development

2. Define the ASK concept, and comment upon the relative

difficulty in developing people’s attitudes, skills and knowledge

3. Have an overview of the training process

4. Recognize environmental factors that have changed traditional

training in organizations.

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 What Is Training and Development?
2
 Training:

 It is a planned efforts by organizations to increase employees’

knowledge, skills and abilities.

 Training refers to the method used to give new or present

employees the skills they need to perform their jobs.

 Training: enhances the capabilities of an employee to perform his

or her current job

 Focuses on the current job/short term oriented

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 Contd…
3

It should be related to present job skills and abilities

A training program is an opportunity for employees to

acquire skills, attitudes, and knowledge

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 Development:
4
Definition: it is the activity of enhancing the
capabilities of an employee to be ready to perform
possible future jobs.

Focuses on future jobs and career development

It can be ensured through:

 Formal education, job experiences, relationships
and assessments of personality and abilities that help
employees prepare for the future.
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 Objectives of T&D
5

To provide the knowledge skills and attitudes

for individuals
To help employees become capable of assuming

other responsibilities with in an organization

(developing their potentials)
To reduce wastage and increase efficiency

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 Contd…
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To lower turnover and absenteeism and increase

employees’ job satisfaction.

To lessen supervisors from close supervision.

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 Importance of training
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 Maintains qualified products / services

 Achieves high service standards

 Provides information for new comers

 Achieves learning about new things; technology, products /

service delivery
 Reduces mistakes - minimizing costs

 Opportunity for staff to feedback / suggest improvements

 Improves communication & relationships - better teamwork

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 Types of training
on the job training & off the job training
8

 OJT is the most widely used method of training.

 Training can be conducted either on the job; that is with in the

actual work environment or

 off the job; that is out side the actual work.

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 Training methods
9
 OJT is simple and relatively inexpensive

 Regardless of the types of training there an ample of training

techniques/methods.

 Position rotation Video conference

 Apprenticeship Distance learning
 Internship Tradition lecture methods
 Vestibule training Team building
 Coaching Case study
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Training process
10

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 Levels of Needs Analysis/Assesment:
11

 Organizational analysis
 Job and task analysis
 Individual analysis

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 1. Do Organizations Need Training?
12

 The answer is “YES”

 Training should not be undertaken

for its own sake. It must be geared to

the objectives of the particular
organization.
 However, we must know the purpose

and functions of training before we

can use it.

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 The Gap Concept
13

Expected Curve

1,000 Cars Gap

Performance/ 200 Cars
Actual Curve
Results
800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
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 Training Needs
14

The reasons for not As training experts we

making the 1,000 must analyze the
cars: situation to determine
Not enough resources if:
Poor machines Expected result too high

Poor staff skills Target achievable

Is training the only way to
make it happen
Are there other factors.

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 Job and task analysis
15

What are the training needs of each job in the

organization?
 Examine the job descriptions:
 What tasks & duties are performed in each job?

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 Individual analysis
16

 What are the training needs of each individual

employee in the organization?
 Examine each employee’s performance appraisal
 Do certain employees, or groups of employees,
have job performance that might be improved by
training that is cost-effective?

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 Summary of need ass.
17
 In general, there are different methods of gathering information to

determine the need for training and development of human

resources.
 Performance analysis

 Supervisory recommendations

 Employee suggestions

 Observations

 Management requests

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 Exercise 1
18

 Imagine you are the managing director of a full service

restaurant. One day you receive a complaint letter from a

guest reporting s/he was not satisfied with the services
provided and their criticism of being overcharged in one of
your restaurants.
 Why was the complaint made?
 Is there a training need?

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 Differences between Training, Education & Development
19

Training is short term, task oriented and targeted on

achieving a change of attitude, skills and knowledge in

a specific area. It is usually job related.
Education is a lifetime investment. It tends to be

initiated by a person in the area of his/her interest

Development is a long term investment in human

resources (Dcenzo,2005).
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 The ASK Concept
20

 If we follow the GAP concept, training is simply a means to

use activities to fill the gaps of performance between the
actual results and the expected results.
 This GAP can be separated into 3 main themes

1. Attitude

2. Skills

3. Knowledge

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 Exercise 2
21

Rank ASK by difficulty to develop in people

Attitude
Skills
•Easy
Knowledge
•Moderately difficult
•Most difficult

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 Five Principles of Learning
22

Participation: involve trainees, learn by doing

Repetition: repeat ideas & concepts to help
people learn
Relevance: learn better when material is
meaningful and related
Transference: to real world using simulations
(application)
Feedback: ask for it and adjust training
methods to audience.
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 Exercise 3
23

Imagine you are the manager of a factory with 500

workers making ice cream for export to Europe.

What information and evidence do you need before you

can say the employees need training?

Try to list 5 ideas.

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 Response to exercise 3
24

 Accidents report
Staff discipline report
 Sick leave report
 Employee compensation Guests complaints
statistics Refusal of orders made
 Product quality control Quality of product
report report
 Wastage report Market needs & trends
 Efficiency report Demographic data &
 Machinery out-of-order background of
report employees

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 Training methods
25

 Position rotation: this is a formal, planned program that involves

assigning trainees to various jobs in different parts of the

organization.
 Coaching: the trainee is placed under a close guidance and

supervision of the trainer (immediate supervisor)

 Internship: refers to a joint program of training where schools

and different organizations cooperate to train students.

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 Contd…
26

 Distance and internet-based training: firms today use various

forms of distance learning method for training. It includes video

conferencing and Internet based classes.

 Vestibule training: setting up a training area very similar to the

work area in equipment , procedures, and environment ,but

separated from the actual one
 Role-play, Discussion/debate formats, Experiential exercises

 Self evaluation

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 Exercise 4
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 Imagine you are the HRD manger of a hotel that will open next

year. Your GM asks you to develop a training program that aims to

boost the team spirit of the newly formed Executive Committee
Members.
 Your GM suggests you organize a two-day course in a resort

location from 9 to 5 for both days.

 Your task is to suggest 3 training methods that suit the training

theme described above.

Hint: this is attitude, not skills nor knowledge training adebahun@yahoo.com

 Response to exercise 4
28

Remember your training theme Suitable training methods you

was to change the individuals might have listed:
attitudes  Role-play

Employ exercises that trainees  Discussion/debate formats

can:  Experiential exercises

 Participate in  Self evaluation (e.g. video tape

 React to
trainees performance & let
them evaluate their own
 Provide feedback in
behaviors).
 Receive inspiration to move on

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 Evaluating the Training programs
29

There are four basic reasons why you should assess the program’s
success:
 Justifying expenses:

 Making decisions about future programs

reject, modify or repeat it

 Making decisions about individual trainees

 Reducing professional liability: organization might be held

legally responsible if a trainee subsequently become injured or

killed
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 Knowledge Management
30

 Knowledge is increasingly being recognized as one of the

strategic imperative in organizations.

 The most established paradigm is that knowledge is power.

 It has been shown that the organization that develops, maintain,

and shares knowledge among its management and staff grows

stronger and becomes more competitive(Filmon A. et.,all.,2008)

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 What is knowledge?
31

Definitions of knowledge

 knowledge is "the fact or condition of knowing

something with familiarity gained through experience or

association".

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 What is knowledge management?

 knowledge management is the translation

32 of tacit knowledge

into explicit knowledge and sharing it within the organization.

 It is activity concerned with the process of identifying, acquiring,

distributing and maintaining knowledge that is essential to the

organization.

 In general, there are two types of knowledge

1. Tacit knowledge and

2. Explicit/overt knowledge.
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 Tacit knowledge
33

 Is stored in the brain of a person.

 Tacit knowledge is personal.

 It is accumulated through study and experience.

 It is developed through the process of interaction with

other people.
 Tacit knowledge grows through the practice of trial and

error and the experience of success and failure.

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 Cont…
34

It is difficult to formalize, record, or articulate.

It includes subjective insights/imminent, intuitions

(feelings) and conjectures (imagination). As intuitive

knowledge, it is difficult to communicate and articulate.
The sharing of tacit knowledge is a great challenge to

many organizations.

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 Managing tacit know….
35

 The challenge is identifying the tacit knowledge that is useful to

the organization.
 Is a competitive advantage for organizations b/c it is a unique

asset that is difficult for other organizations to replicate.

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 36

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