2. Change is a “constant” today.
Developing trust is critical to reducing
employee resistance.
open communication
employee participation
acting consistently
demonstrating integrity
showing concern
3. Coaching
"Coaching is any discussion between you and a
subordinate where the aim is to help him/her maintain
and/or improve his/her performance. Coaching takes
place on the job and assumes that people can learn from
everything they do. Coaching is not issuing instructions,
telling someone what to do or prescribing how to do it. It
is about helping, guiding, encouraging, allowing space to
perform and do things differently." (Peter Honey)
4. "Mentoring is a power-free partnership between two
individuals who desire mutual growth. One of the
individuals usually has greater skills, experience and
wisdom." (Weinstein)
Mentoring
5. "Demonstrating and practicing ways of performing tasks
using tools, processes and techniques to achieve required
levels of knowledge and skills." (Priority Management)
Training
7. Q: Just what do we mean by training and
development?
any planned efforts designed to facilitate the
acquisition of job-relevant skills, knowledge,
and/or attitudes by organizational members.
Q: What makes training a strategic investment?
8. Training is “big business”!
More money is spent in the U.S. on training and
development than on all higher education.
Over $52 billion spent by employers in 1995.
Adding in indirect costs, estimates of employer
expenditures on training and development raise
to over $200 billion annually
9. Training:
Efforts to improve employee competency levels
and narrowly focused & oriented towards short
term performance .
Development:
Oriented more towards broadening an individual
skills for future responsibilities and long term
performance.
10. We need a systematic approach to training
Goldstein’s Systems Model of Training :
ADImE
Assessment
Design
Implementation
Evaluation
13. Needs Assessment
Assessment works best with three types of analyses:
1. Organization analysis
2. Task/KSA analysis
3. Person analysis
14. Organization Analysis
Where is training needed in this organization?
Uses information from strategic and HR planning
(about org, goals, objectives, vision, mission)
Task/KSA Analysis
What must a trainee be taught in order to perform effectively?
Use information from job analysis
(type of training, who required which training)
Person Analysis
Who needs training, and what kind?
Use information from performance appraisal and selection techniques
(attitude of person, which person required)
15. Phase 1
Need Assessment
Organization Analysis
Task Analysis
Person Analysis
Phase 2
Design
Instructional Objectives
Trainee readiness
Learning principles
16. Training Design
Three important issues:
1. On Vs off the job training
2. What is the best training media to use?
3. What are the most important learning principles
to incorporate in our training efforts?
19. “Instant Quiz”
To study for your next test, which study
schedule would be most effective?
A. one day, eight hours, non-stop
B. 4 hours a day for 2 days
C. 2 hours a day for 4 days
D. 1 hour a day for 8 days
20. “Instant Quiz”
To study for your next test, which study schedule
would be most effective?
A. one day, eight hours, non-stop
B. 4 hours a day for 2 days
C. 2 hours a day for 4 days
-> D. 1 hour a day for 8 days
21. Summary of Key Learning Principles
For skills learning:
Goal setting
Modeling
Practice
Feedback
Transfer
For knowledge:
• Goal setting
• Meaningfulness
• Practice
• Feedback
• Transfer
22. Phase 1
Need Assessment
Organization Analysis
Task Analysis
Person Analysis
Phase 2
Design
Instructional Objectives
Trainee readiness
Learning principles
Phase 3
Implementation
On-the-Job
Off-the-Job
Management
Development
23. Training Implementation
A. Management vs. line employees
B. Many techniques available!
1. Case studies
2. Videotape/CD-ROM
3. Distance Learning
4. Behavior Modeling
26. Training Evaluation
B. DESIGN for evaluation:
1. Why is it valuable to pretest trainees?
2. Why do the best-conducted training efforts
include a “control” group?
28. On the Job Training
Off the Job Training
Apprenticeship Training
Internships
Audio Visual Method
Vestibule Training
Class Room Instructions
Case Studies
E-Learning
Seminars and Conferences
Management Games
Role Plays
29. Why does training programs fail?
The benefits of training are not clear to the top
management
The top management hardly rewards supervisors for
carrying out effective training.
The top management rarely plans for budgets
systematically for training.
Lack of awareness of the importance of training to the
trainees.
(benefit-top, superiors-rewards, budgets, importance-trainees)
30. Development refers to skills and knowledge attained for
both personal development and career advancement.
Development encompasses all types of facilitated learning
opportunities, ranging from college degrees to formal
coursework, conferences and informal learning
opportunities situated in practice.
It has been described as intensive and collaborative,
ideally incorporating an evaluative stage.
DEVELOPMENT
31. Consultation
Coaching
Communities of practice
Lesson study
Mentoring
Reflective supervision
Technical assistance.
(ccclmrt)
32. Training need Assessment
Annual Training Plan
Conduct of Training
Review Training Activities
Identifying Competence Gaps
Organizational Objectives
Organizational strategy
Competitive Environment
Career PlanningCompetency Mapping
Internal Training Programs
External/Outsourced Training
Customized Training Programs
33. Sl.No Competency Development Area Method
1 Decision Making Skills In – Basket
Business Games
Case Study
2 Interpersonal Skills Role Play
Sensitivity Training
3 Job Knowledge On The Job Experience
Coaching
4 Organizational Knowledge Job Rotation
Multiple Management
5 General Knowledge Special Courses
Special Meetings and readings
6 Specific Individual Needs Special Projects
Committee Assignments
34. Wrap-Up
1. The value of a systematic approach to training
“The person who fails to plan, plans to fail.”
35. Wrap-Up
2. The need for life-long learning
“Richard Bolles”,
“The Three Boxes of Life”:
School Work Retirement
Learning Work Play