20PBAE4BN
TRAINING AND DEVELOPMENT
Training need analysis helps find out the training gap between your actual performance and standard performance set. On the other hand Training Need Assessment helps the training manager to identify the performance gap of an individual employee and arrange a proper training session for him.
Training Needs Analysis (TNA) is the process in which the company identifies training and development needs of its employees so that they can do their job effectively. It involves a complete analysis of training needs required at various levels of the organisation.
What are the objectives of training needs analysis?
· Maximize resources. ...
· Fill training gaps. ...
· Prioritize training. ...
· Boost chances of reaching learning goals. ...
· Align your business and training goals. ...
· Current vs desired practices. ...
· Rank your training needs. ...
· An analysis is just the beginning.
Objectives of Analysis of Training Needs
To ensure that resources reach the right priorities.
To provide a central plank in any effective development plan.
To help individuals and groups perform better, making positive contribution to job satisfaction, morale and motivation.
An appropriate process of analyzing training needs enhances the progress of organization towards investors in people.
Being a natural function of appraisal system it encourages discussions on what skills need to be improved or incorporated and how.
To provide a constructive base for enhancing performance and efficiency.
What are the objectives of training needs analysis?
Planning and developing training involves a lot. Your team needs to put in time and effort and your business needs to invest money and resources. So, let’s ensure it’s not wasted on the wrong training. Doing a training needs analysis gives you confidence that you’re investing in the most relevant training. You’ll be assured that it will benefit your learners and reach the important goals that you have set.
Training gaps are precarious things. Educational shortcomings make processes inefficient, hold your employees back, cost customers, and potentially lose your organization money. Examining your training needs plugs these gaps and saves you from potential weaknesses within your organization.
Within an organization, it’s likely that there a laundry list of training courses that would be awesome to create. But, you and your team can’t do it all straight away. Assessing the training needed points you in the direction of what courses are most important. You can rank what training should be done first and work on what you believe will deliver the most value to your business.
4. Boost chances of reaching learning goals
One of the most critical objectives of training assessments is that it improves your business’s chances of actually achieving goals, learning-wise and for the organization overall. The training you create and deliver is more targeted and tailored to what you actually want to achieve, thus increasing your chances of success.
logistical arrangements
• Who is the audience? • What are their needs?
• What is most appropriate date and time to conduct the training ?
• Where should the workshop be conducted ?
• How many people can be accommodated?
When planning for training consider the following:
ØWhat facilities do you have for training? ØWhat equipment? Projector? how many computers? With internet connection? ØEnough for hands – on work ? If not , how can you make training interactive?
Tips for successful training
Ø prepare beforehand ØCheck the venue ØFacilitate learning
ØIntroduce training and participants ØHandle question and discussion ØTroubleshoot
ØKeep participants focused ØAsk open questions
ØMake improvements for future training
Individual learning
Individual learning is a process involving a change in agent’s behavior or knowledge. So it determines a difference between a first and a second moment. Agent can learn a new information, or find a new strategy or develop a different representation of a situation. It might be the result of experience, reflection, trial and error, imitation, formal teaching, and it might be conscious or tacit. The change may make the agent more adapted to its environment or more capable of performing a task or just even more conscious of some realities. In such cases, learning implies an improvement as it allows better performances and decisions, or understandings. Usually this expression is, in fact, used as a synonymous of individual improvement. Yet, more generally (and especially in Psychology) individual learning has to be meant as a simple change between two moments, like in the case in which it determines...
Learning
In simple words, sharing is learning. You share more, you learn more. Learning is a continuous process where people everyday gather knowledge through sharing his or her experience, knowledge, information with others. Therefore, learning is a relatively permanent change in human capabilities that is not a result of growth processes.
Theories of Learning:Today’s business must face huge competition in the market. Therefore, the firm always focuses to get competitive advantages. In the past, People tried to get competitive advantages through the new development of technology, idea and vast marketing. But at present, people emphasis on human capital. Human capital refers to knowledge, advance skills, system understanding, and creativity and motivation to deliver high-quality products and services. The employee’s experience, knowledge, skills in an organization are different from others. So, these unique characteristics (called human capital) give the competitive advantage of a company. Therefore, an employer can enhance the capabilities of human capital through training and development programs. Several theories emphasize the importance of training and development in the organization and provide different alternative methods for training and development. Major theories of training and development are reinforcement, social learning, goal theory, need theory, expectancy, adult learning, and information processing theory.
Reinforcement Theory
The reinforcement theory emphasizes that people are motivated to perform or avoid certain behaviors because of past outcomes that have resulted from those behaviors. If the trainer wants to increase the positive behavior of the trainee the trainer should give positive reinforcement every time to do that behavior. Behavior which is reinforced tends to be repeated; behavior which is not reinforced tends to die out-or be extinguished.
Examples:
1. A child will not go near the fire if he had an experience of burn, because of the experience he knows it is dangerous.
2. I joined the “supply chain management workshop” because I know in that program I will get a free bag. I know it from my previous experience of attending the “Total Quality Management” workshop arranged by the same institute.
Several processes in reinforcement theory are:
Positive reinforcement: Positive reinforcement strengthens a behavior of the employee. If he knows that he will be rewarded for the behavior, he must do it again and again. Different types of rewards the employer can offer such as bonuses, salary raises, promotion and awarding of certificate after the training program. These rewards will generate a positive outcome.
Example: If you know that you will be joining the foreign trips every year if you can achieve the yearly target. You must try hard to reach the target.
Negative reinforcement: Negative reinforcement also strengthens behavior because it stops the unpleasant experience of the employee. The employee performs well because he knows that if he does not finish the training program successfully and unable to execute the training on the job he or she will be not considered for promotion.
Extinction: It is the process of withdrawing positive or negative reinforcement to eliminate employee’s behavior.
Punishment: Punishment is the opposite of reinforcement. It is designed to weaken or eliminate the response of employees rather than increase it. Punishment is the final step the employer takes against the employee. It may be retrenched from the job.
Benefits of Reinforcement
If the employer rewards the employee for positive behavior he or she will be motivated to perform the behavior again and again. They also learn in the training within the easy ways and execute it in the job. These reinforcements increase the opportunity for the trainee to consider a new position in the company.
People learn by observing other persons whom they believe are credible and knowledgeable. They accept the person as their role model. Learning new skills or behavior by the employee may come from directly experiencing the consequences of using a behavior or the process of observing others and seeing the consequences of their behavior.
New behaviors can be acquired by observing and imitating others that call social learning theory. Social learning theory produces high responses from the trainee because they learn from their mentors. They observe others’ behavior and try to execute in their jobs. It highly motivates the employee. It is also helpful because most of the time the trainee learns with his pleasure. As a result, they learn attentively. It is also like a practical work that makes easy the task for the trainee.
According to social learning theory, learning also influenced by a person’s self-efficiency, which means the person can judge his or her learning skills and knowledge. High self-efficiency means the person ready to take the training. As a result, the trainee can finish the training and execute the training in the job successfully.
Goal influence a person’s behavior because he or she commits to attaining the goals. The trainee is being more motivated when he or she knows that they will be awarded after performing the task. The goal-setting theory involved establishing specific measurable achievable, realistic and time targeted(SMART) goals. The trainee here knows that what the trainer expects from the trainee. As a result, the trainee performs according to the target. It is important that the employee clearly understands and aware of the goal.
Specific SMART Goals
Goals that are specific have a significantly greater chance of being accomplished. To make a goal specific, the five “W” questions must be considered:
1. Who: Who is involved in this goal?
2. What: What do I want to accomplish?
3. Where: Where is this goal to be achieved?
4. When: When do I want to achieve this goal?
5. Why: Why do I want to achieve this goal?
For example, a general goal would be “I want to get in shape.” A more specific goal would be “I want to obtain a gym membership at my local community center and work out four days a week to be healthier.”
Measurable SMART Goals
A SMART goal must have criteria for measuring progress. If there are no criteria, you will not be able to determine your progress and if you are on track to reach your goal. To make a goal measurable, ask yourself:
1. How many/much?
2. How do I know if I have reached my goal?
3. What is my indicator of progress?
For example, building on the specific goal above: I want to obtain a gym membership at my local community center and work out four days a week to be healthier. Every week, I will aim to lose one pound of body fat.
Achievable SMART Goals
A SMART goal must be achievable and attainable. This will help you figure out ways you can realize that goal and work towards it. The achievability of the goal should be stretched to make you feel challenged, but defined well enough that you can actually achieve it. Ask yourself:
1. Do I have the resources and capabilities to achieve the goal? If not, what am I missing?
2. Have others done it successfully before?
Realistic SMART Goals
A SMART goal must be realistic in that the goal can be realistically achieved given the available resources and time. A SMART goal is likely realistic if you believe that it can be accomplished. Ask yourself:
1. Is the goal realistic and within reach?
2. Is the goal reachable, given the time and resources?
3. Are you able to commit to achieving the goal?
Timely SMART Goals
A SMART goal must be time-bound in that it has a start and finish date. If the goal is not time-constrained, there will be no sense of urgency and, therefore, less motivation to achieve the goal. Ask yourself:
1. Does my goal have a deadline?
2. By when do you want to achieve your goal?
For example, building on the goal above: On August 1, I will obtain a gym membership at my local community center. In order to be healthier, I will work out four days a week. Every week, I will aim to lose one pound of body fat. By the end of August, I will have realized my goal if I lose four pounds of fat over the course of the month.
Unit-5
Management Development
Objectives of Management Development
The objective of management development is in general, to improve the quality of managers/executives performance now and in future. Some main objectives of the management development ore as under:
1. To develop managers/executives for better performance on their present job or assignment
2. To provide a steady source of competent persons at different levels so as to meet the future requirements of the organisation.
3. To enable the managers to understand the problems of the business organisation in so far as they arise out of its policies and system of control.
4. To create conditions and a climate which contribute to the growth process.
5. To replace elderly executives, who have risen from low ranks, by highly competent and academically qualified professionals.
6. To increase morale of the managers.
7. To acquire knowledge about the problems of human relations.
8. To create the second line of defence in the organization so as to meet the emergencies.
9. To broaden the outlook of the various levels of management especially top management regarding their role, position and responsibilities.
10. To increase the versatility of the managers
11. To stimulate creativity in the thoughts of the managers.
12. To create a sense of inter-departmental coordination among managers.
13. To aid in encouraging and achieving self-development and self-confidence.
14. To provide an opportunity for managers to update their knowledge and skill.
15. And as a result, to promote progress, productivity and profits of the enterprise.
Characteristic of Management Development /Executive Development:
1. Development is a planned and organized process of learning rather than a haphazard or trial and error approach.
2. It is an ongoing or never ending exercise rather than a ‘one shot’ affair. It continues throughout an executive’s entire professional career because there is no end to learning.
3. 3. Executive development is a long term process as managerial skills cannot be developed over night.
4. Executive Development is guided self-development. An organisation can provide opportunities for development of its present and potential managers. Executive Development is possible only when the individual has the desire to learn and practice what he learns. No amount of coercion can lead to development.
5. Management development aims at preparing managers for better performance and helping them to realise their full potential.
6. The organisation can provide the environment for development or advancement but the initiative for development has to be taken by the individual himself. Unless the person has the required potential and urge, he cannot be considered fit for development. He can also be given the necessary guidance to help him face the present job’s problems or to prepare him for the higher jobs. Training is also necessary to prevent obsolescence of knowledge and skills of individuals.
7. Executive development programmes seek to develop the overall personality of the executives and not only the skills necessary to do the job efficiently. The job of executive is a very challenging one. So, the executive development programmes should be more concerned with conceptual and human skills of the executives. A comprehensive development programme uses various learning aids to increase the knowledge, decision making ability, skill in dealing with people and maturity of the managers.
8. It tends to see that workers perform their work effectively and efficiently according to the guidelines (blue prints) of the organization.
Career Development
Career Development – Introduction and Meaning
Career development is essential for implementation of career plan.
While career plan sets career path for an employee, career development ensures that the employee is well developed before he moves up the next higher ladder in the hierarchy.
Career development refers to a set of programmes designed to match an individual’s needs, abilities, and career goals with current and future opportunities in the organization. Since career development focuses on future opportunities, it has essentially a long-term orientation.
Definitions of Career development
Followings are the main definitions of Career development:
According to Schuler, "It is an activity to identify the individual needs, abilities and goals and the organization’s job demands and job rewards and then through well designed programmes of career development matching abilities with demands and rewards".
In the words of Mansfield, "Career development is a process in which personnel experience, concept and publicly observable aspect of career interact to precipitate each successive stage of occupational statuses".
According to Middlemist, Hill and Greer, "Career development is a process of planning the series of possible jobs one may hold in an organization over time and development strategies designed to provide necessary job skills as the opportunities arise".
· According to Edwin Flippo, “A career is sequence of separate but related work activities that provide continuity, order and meaning to a person’s life.”
Career Development – Role of HRM: As Elaborated by Snell and Bohlander
The role of HRM in career development and management is elaborated by Snell and Bohlander (2007).
A. The Employee’s Role:
Employees are more responsible for initiating and managing their own career planning than their organization.
1. Employees must identify their knowledge, skills, abilities, interests and values.
2. They must seek out information about career options to set career goals and develop career plans.
B. The Organization’s/Manager’s Role:
If career development is to succeed, the senior level managers and HR managers must work together to design and implement a career development system.
1. Managers should encourage employees to take responsibility of their own career.
2. They must offer assistance in the form of feedback on individual, performance.
3. They must make available information about the organization, the job and career opportunities in the organization.
4. The organization is responsible for supplying information about its mission, policies and plans for providing support for employee self- assessment, training and development.
5. One of the important supports comes in the form of mentoring. Receiving advice and counsel from someone who has gone through similar experiences will be invaluable to employees.
Career-Impacted Life Stages
According to Biiehler, the five definite stages of development from the career guidance point of view are:
Each person’s career goes through stages that influence an individual’s knowledge of, and preference for, various occupations. People change constantly and, thus, view their careers differently at various stages of their lives. Some of these changes result from the aging process and others from opportunities for growth and status. The main stages of the career cycle include the growth, exploration, establishment, maintenance, and decline.
a. Growth Stage: The growth stage is roughly from birth to age 14 and is a period during which an individual develops a self-concept by identifying and interacting with other people. Basically, during this stage an individual establishes his or her identity.
b. Exploration Stage: The exploration stage is the period roughly from ages 15 to 24, during which an individual seriously explores various occupational alternatives. The person attempts to match these occupational alternatives with his or her own interests and abilities resulting from education, leisure activities, and work.
c. Establishment Stage: The establishment stage is roughly from ages 25 to 44 and is the primary part of most people’s work lives. Hopefully, during this period, a suitable occupation is found and the person engages in those activities that help earn a permanent career. During this period, the individual is continually testing personal capabilities and ambitions against those of the initial occupational choice.
d. Maintenance Stage: Between the ages of 45 to 65, many people move from the stabilization sub stage into the maintenance stage. During maintenance, the individual has usually created a place in the work world, and most efforts are directed at maintaining the career gains earned.
e. Decline Stage: As retirement becomes an inevitable reality, in the decline stage, there is frequently a period of adjustment, where many begin to accept reduced levels of power and responsibility.
Employee career development cannot take place without support from the top management. Commitment of top management is crucial. Employees also need to be given feedback about their career development efforts. It is difficult for an employee to sustain years of preparation to reach career goals unless they receive feedback. Career development does not guarantee success but without it employees would not be ready for a job when the opportunity arises.
Preparing a Training Budget
training budget explained
A good training budget definition is comprehensive, includes all costs related to training and acts as a road map for how funds should be used for training throughout the year. This helps ensure that you get the most bang for your buck and do not end up overspending on fancy lunches or dinners while not providing the best possible trainers and materials.
Your training budget fits into the overall budget of your organization and should typically comprise only 1 to 5 percent of your overall expenditures on salary. A simple web search for training program budget examples will help you see what most companies in your industry include as important expenses.
training budget development
Training budget development involves communicating with the heads of every major department in your organization. Make sure to ask important questions like:
Where do you see gaps in training?
On what areas of training do you spend the most time?
How often do you meet for training and with whom?
How can we improve our training program?
The answers to these questions will help you assess your current training program in order to make a plan for strengthening it going forward. Perhaps weekly training calls are not producing much fruit, but a quarterly company training day in a large company-owned conference room would pack more bang for the buck with a lower per-head cost.
Maybe your managers are spending too much money on a large catered meal when that money would be better allocated toward securing a well-known speaker to train your workers. Instead of you supplying the entire meal, your workers could bring a bag lunch while you supply the beverages. The small sacrifice would be well worth the higher caliber training.
considering the costs
With a general idea of your current training costs in mind as well as how you would like to change your training initiatives, it is time to consider the budget in more detail. Look at how much you are spending on salaries to determine how much of your overall budget is available for training. For instance, if you spend $500,000 on salaries per year and stay within the 1 to 5 percent range for training, your training budget could range from $5,000 to $25,000 per year, which is a pretty wide range.
If you can afford the full $25,000 training budget, consider creating a budget for a bit less than that in order to give yourself some financial wiggle room. Keep in mind where you want to spend the most money on training:
New hires just learning job skills and protocols
New skills training for existing employees moving into new positions
New systems training for all employees
Upper management who can pass on knowledge without additional cost
When considering expenses to be included in your company's training budget plan, make sure to consider every detail, including:
Manuals, brochures and other training materials
Lodging
Travel and mileage expenses
Instructional and outreach materials
Postage
Office or space rental
Equipment costs
Internet and communications needs
Conferences
Research
drafting a training budget plan
The answer to a better training program is not an ever-expanding budget but rather a budget well used. According to Capterra, half of your overall training budget should be used for high-caliber training staff to teach your employees. Another 25 percent should be allocated toward training tools and technologies, while only 20 percent is needed for training content and 5 percent for miscellaneous items like food and drinks. A basic training budget sample for a company with a $22,000 training budget would look like this:
Training staff, including travel and meals: $11,000
Training tools and technology: $5,500
Training Content: $4,400
Miscellaneous: $1,100
Each broad category of your budget can be broken down further into subcategories. For instance, a training budget sample for the staff category might look like this:
Training staff honorarium: $8,000
Training staff lodging: $800
Training staff meals: $500
Training staff travel expenses: $1,700
For every category in your training budget sample, compare receipts from past years and strategically plan with your team about how you can reduce or increase costs in order to better your program. Get everyone's input on your initial draft and allow adequate time for edits to be made back and forth between departments. At the same time, set a deadline for when the training budget needs to be finalized.
finalizing the training budget
When you are ready to finalize the training budget, your team needs to check and double check the numbers to make sure they line up. Have your accountant run the numbers again to make sure you are on the right track. If budgeting has been a major concern for you in the past, contracted consultants can also review your final budgets and help you make adjustments before it is set in stone.
If your organization has a board of directors, they will also need to approve your projected spending. Before you show them the final product, make sure to have a professional presentation of the numbers. Your accountant likely has software that can do this for you through a spreadsheet program. However, you can also look at other training program budget examples to see how other companies have done it.
Your finalized training budget will be stored within the overall budget of the organization. A good accounting program will make department heads aware of how much money has been spent for the year and what remains for their use.
reducing your training budget
You might encounter a bit of sticker shock during the process of drafting a formal training budget. As you look at other training program budget examples, you might see that your company is overspending on certain budget items when compared with other companies. You might begin following your budget but get off track during the year and need to cut corners. Here are some ways you can reduce your training costs while still adequately preparing your employees for high performance:
Use your own office space instead of rented space.
Use digital materials instead of printed materials.
Offer webinars instead of conferences.
Make use of apps for training new protocols.
Start a mentoring program to train new employees and managers.
Cut down on miscellaneous expenses like food and beverages.
Offer one large, in-person training instead of multiple smaller training events.
Preparing a Training Budget
training budget explained
A good training budget definition is comprehensive, includes all costs related to training and acts as a road map for how funds should be used for training throughout the year. This helps ensure that you get the most bang for your buck and do not end up overspending on fancy lunches or dinners while not providing the best possible trainers and materials.
Your training budget fits into the overall budget of your organization and should typically comprise only 1 to 5 percent of your overall expenditures on salary. A simple web search for training program budget examples will help you see what most companies in your industry include as important expenses.
training budget development
Training budget development involves communicating with the heads of every major department in your organization. Make sure to ask important questions like:
Where do you see gaps in training?
On what areas of training do you spend the most time?
How often do you meet for training and with whom?
How can we improve our training program?
The answers to these questions will help you assess your current training program in order to make a plan for strengthening it going forward. Perhaps weekly training calls are not producing much fruit, but a quarterly company training day in a large company-owned conference room would pack more bang for the buck with a lower per-head cost.
Maybe your managers are spending too much money on a large catered meal when that money would be better allocated toward securing a well-known speaker to train your workers. Instead of you supplying the entire meal, your workers could bring a bag lunch while you supply the beverages. The small sacrifice would be well worth the higher caliber training.
considering the costs
With a general idea of your current training costs in mind as well as how you would like to change your training initiatives, it is time to consider the budget in more detail. Look at how much you are spending on salaries to determine how much of your overall budget is available for training. For instance, if you spend $500,000 on salaries per year and stay within the 1 to 5 percent range for training, your training budget could range from $5,000 to $25,000 per year, which is a pretty wide range.
If you can afford the full $25,000 training budget, consider creating a budget for a bit less than that in order to give yourself some financial wiggle room. Keep in mind where you want to spend the most money on training:
New hires just learning job skills and protocols
New skills training for existing employees moving into new positions
New systems training for all employees
Upper management who can pass on knowledge without additional cost
When considering expenses to be included in your company's training budget plan, make sure to consider every detail, including:
Manuals, brochures and other training materials
Lodging
Travel and mileage expenses
Instructional and outreach materials
Postage
Office or space rental
Equipment costs
Internet and communications needs
Conferences
Research
drafting a training budget plan
The answer to a better training program is not an ever-expanding budget but rather a budget well used. According to Capterra, half of your overall training budget should be used for high-caliber training staff to teach your employees. Another 25 percent should be allocated toward training tools and technologies, while only 20 percent is needed for training content and 5 percent for miscellaneous items like food and drinks. A basic training budget sample for a company with a $22,000 training budget would look like this:
Training staff, including travel and meals: $11,000
Training tools and technology: $5,500
Training Content: $4,400
Miscellaneous: $1,100
Each broad category of your budget can be broken down further into subcategories. For instance, a training budget sample for the staff category might look like this:
Training staff honorarium: $8,000
Training staff lodging: $800
Training staff meals: $500
Training staff travel expenses: $1,700
For every category in your training budget sample, compare receipts from past years and strategically plan with your team about how you can reduce or increase costs in order to better your program. Get everyone's input on your initial draft and allow adequate time for edits to be made back and forth between departments. At the same time, set a deadline for when the training budget needs to be finalized.
finalizing the training budget
When you are ready to finalize the training budget, your team needs to check and double check the numbers to make sure they line up. Have your accountant run the numbers again to make sure you are on the right track. If budgeting has been a major concern for you in the past, contracted consultants can also review your final budgets and help you make adjustments before it is set in stone.
If your organization has a board of directors, they will also need to approve your projected spending. Before you show them the final product, make sure to have a professional presentation of the numbers. Your accountant likely has software that can do this for you through a spreadsheet program. However, you can also look at other training program budget examples to see how other companies have done it.
Your finalized training budget will be stored within the overall budget of the organization. A good accounting program will make department heads aware of how much money has been spent for the year and what remains for their use.
reducing your training budget
You might encounter a bit of sticker shock during the process of drafting a formal training budget. As you look at other training program budget examples, you might see that your company is overspending on certain budget items when compared with other companies. You might begin following your budget but get off track during the year and need to cut corners. Here are some ways you can reduce your training costs while still adequately preparing your employees for high performance:
Use your own office space instead of rented space.
Use digital materials instead of printed materials.
Offer webinars instead of conferences.
Make use of apps for training new protocols.
Start a mentoring program to train new employees and managers.
Cut down on miscellaneous expenses like food and beverages.
Offer one large, in-person training instead of multiple smaller training events.