TRAINING AND DEVELOPMENT

Topic: Meaning, definition, importance, objectives,

design, & factors of Training,

SUBMITTED BY

Shravan Shetty

REG NO:2116166

UNDER THE GUIDANCE OF

Mrs. Anetta

Assistance Professor

St. Aloysius college (Autonomous)

Aloysius Institute of Management and Information
Technology (AIMIT)

Mangalore-575022

2022-2023
Training Meaning
Training refers to a planned effort by a company to facilitate learning of job-related
competencies, knowledge, skills, and behaviours by employees. The goal of training is for
employees to master the knowledge, skills, and behaviours emphasized in training and apply
them to their day-to-day activities. Traditionally, companies have relied on formal training
through a course, program, or “event” to teach employees the knowledge, skills, and behaviours
they need to successfully perform their job.

Training often has been referred to as teaching specific skills and behaviour. Training is an
organized procedure which brings about a semi-permanent change in behaviour, for a definite
purpose. The three main areas involved are skills, knowledge, and attitudes but always with a
definite purpose in mind. It differs from education in many ways, for all practical purposes
training is aimed at specific, job-based objectives rather than the broader society-based aims of
education. Historically, trainees were expected to learn their jobs by ‘exposure’, i.e. by picking
up what they could from experienced fellow employees.

It is usually reserved for people who have to be brought up to performing level in some specific
skills. The skills are almost always behavioural as distinct from conceptual or intellectual

Development Meaning

Development is similar to training, except that it tends to be more future-focused. Development

refers to training as well as formal education, job experiences, relationship, and assessments of
personality, skills, and abilities that help employees prepare for future jobs or positions.

Development, in contrast, is considered to be more general than training and more oriented to
individual needs in addition to organisational needs and it is most often aimed toward
management people. There is more theory involved with such education and hence less concern
with specific behaviour than is the case with training. Usually, the intent of development is to
provide knowledge and understanding that will enable people to carry out non-technical
organisational functions more effectively, such as problem solving, decision-making and
relating to people.
Definitions

According to Dale S. Beach, "Training is the organised procedure by which people learn
knowledge and skills for a definite purpose."

According to Edwin B. Flippo, "Training is the act of increasing the knowledge and skills of
an employee for doing a particular job."

According to Dale S. Beach, "Management Development is a systematic process of training

and growth by which individuals gain and apply knowledge, skills, insights, and attitude to
manage orientation effectively."

According to Edwin B. Flippo, "Management Development includes the process by which

managers and executives acquire not only skills and competency in their present job but also
capacities for future managerial tasks."

Importance of Training

1. Benefits to the business

 Trained workers can work more efficiently.
 They use machines, tools, materials in a proper way. Wastage is thus eliminated to a
large extent.
 There will be fewer accidents. Training improves the knowledge of employees
regarding the use of machines and equipment. Hence, trained workers need not be put
under close supervision, as they know how to handle operations properly.
 Trained workers can show superior performance. They can turn out better performance.
They can turn out better quality goods by putting the materials, tools and equipment to
good use.
 Training makes employees more loyal to an organisation. They will be less inclined to
leave the unit where there are growth opportunities.

2. Benefits to the employees

  Training makes an employee more useful to a firm. Hence, he will find employment
more easily.
 Training makes employees more efficient and effective. By combining materials, tools
and equipment in a right way, they can produce more with minimum effort.
 Training enables employees to secure promotions easily. They can realise their career
goals comfortably.
 Training helps an employee to move from one organisation to another easily. He can
be more mobile and pursue career goals actively.
 Employees can avoid mistakes, accidents on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs. Their morale would be high.
Thus, training can contribute to higher production, fewer mistakes, greater job
satisfaction and lower labour turnover. Also, it can enable employees to cope with
organisational, social and technological change. Effective training is an invaluable
investment in the human resources of an organisation

Objectives

1. Meeting manpower needs:

When skills of a specific order are required, it is often impracticable for a concern to
recruit skilled personnel from the open market. So do-it  yourself is the only way.
2. Reduced learning time:
When skills and knowledge are systematically taught, the trainees are brought to
efficient performance more quickly than if they had to proceed by trial and error.
3. Improved performance:
The elimination of incorrect working procedures and poor work habits by skilled
trainees ensure that only the best methods are taught.
4. Reduced wastage:
Material and equipment costs can be often cut by the implementation of an efficient
training scheme.
5. Less absenteeism:
A major cause of staying at home from work, particularly with new staff, comes from
not a clear knowledge of one’s duties and how to perform them.
6. Fewer accidents:
 Accidents among untrained persons are three times more than those among the trained
staff.
7. Benefits to employees:
Any increase in job skills adds to the market value of the trainee, and can lead
advancement both within and outside the company. There is also the opportunity for
the employee of increased earnings in some instances, and a job satisfaction that results
from being performed correctly for the first time.

Training Design Process

1. Conducting Needs 3. Creating a Learning

2. Ensuring Employee’s
Assessment Environment
Readiness for Training
Organizational Analysis Attitudes and Learning Objectives
Person Analysis Task Analysis Motivation Basic Skills Meaningful Material Practice
Feedback Community of
Learning Modeling Program
Administration
5. Developing an Evaluation 4. Ensuring Transfer of Training
Plan Self-Management Peer and
Identify Learning Outcomes Manager Support
Choose Evaluation Design
Plan Cost-Benefit Analysis

7. Monitoring and Evaluating

6. Selecting Training Method the Program
Traditional
Conduct Evaluation and Make
E-learning Changes to Improve the
Program

The training design process refers to a systematic approach for developing training programs.

Step 1 is a need assessment, which is necessary to identify whether training is needed.

Step 2 is to ensure that employees have the motivation and basic skills necessary to master the
training content.
Step 3 is to create a learning environment that has the features necessary for learning to occur.

Step 4 is to ensure that trainees apply the training content to their jobs. This step involves
having the trainee understand how to manage skill improvement, as well as getting co-worker
and manager support.

Step 5 is to develop an evaluation plan. Developing an evaluation plan includes identifying

what types of outcomes training is expected to influence, choosing an evaluation design that
allows you to determine the influence of training on these outcomes, and planning how to
demonstrate how training affects the “bottom line”.

Step 6 is to choose the training method based on the learning objectives and learning
environment. This step may include a traditional training method of face-to-face interaction
with a trainer or e-learning using web-based training or mobile learning.

Step 7 is to evaluate the program and make changes to it or revisit any of the earlier steps to
improve the program so that learning, behavior, change, and other understanding objectives are
obtained.

Forces Influencing Working and Learning

1. Economic cycles

During an economic upswing, employment opportunities tend to increase, and the demand for
skilled workers in various industries may rise. This can provide more opportunities for
individuals to enter the workforce, improve their job prospects, and increase their earning
potential. In contrast, job opportunities may be scarce during an economic downturn or
recession, and businesses may implement cost-cutting measures such as laying off employees,
reducing work hours, or freezing hiring.
 2. Globalization

Globalization has led to the growth of international trade, investment, and communication,
which has created new job opportunities and markets for goods and services. Globalization has
also created challenges for workers, as competition for jobs has intensified, and some industries
and occupations have become vulnerable to outsourcing or automation.

3. Increased value placed on intangible assets and human capital

the increased value placed on intangible assets, such as intellectual property, brand reputation,
and customer relationships, has created new opportunities for workers to develop skills in areas
such as marketing, branding, and customer service. On the other hand, the increased value
placed on human capital, which refers to the knowledge, skills, and creativity of individuals,
has created a need for workers to continuously develop their skills and knowledge to remain
competitive in the job market.

4. Focus on link to business strategy

Given the important role that intangible assets and human capital play in a company’s
competitiveness, managers are beginning to see a more important role for training and
development as a means to support a company’s business strategy; that is, its plans for meeting
broad goals such as profitability, market share, and quality

5. Changing demographics and diversity of the workforce

Given the important role that intangible assets and human capital play in a company’s
competitiveness, managers are beginning to see a more important role for training and
development as a means to support a company’s business strategy; that is, its plans for meeting
broad goals such as profitability, market share, and quality

6. Talent management

Talent management refers to the systematic, planned, and strategic effort by a company to use
bundles of human resource management practices, including acquiring and assessing
employees, learning and development, performance management, and compensation to attract,
retain, develop, and motivate highly skilled employees and managers.

7. Customer service and quality emphasis

A company’s customers judge its quality and performance. As a result, customer excel  lence
requires attention to product and service features, as well as to interactions with customers.
Customer-driven excellence includes understanding what the customer wants, anticipating
future needs, reducing defects and errors, meeting specifications, and reducing complaints.

8. New technology

Technology has reshaped the way we play, communicate, plan our lives, and work. Many
company’s business models include e-commerce, which allows consumers to purchase
products and services online. The Internet is a global collection of computer networks that
allow users to exchange data and information.

9. High-performance work systems

New technology causes changes in skill requirements and work roles and often results in
redesigned work structures. For example, computer-integrated manufacturing uses robots and
computers to automate the manufacturing process. The computer allows the manufacture of
different products simply by reprogramming the computer. As a result, labor, material handler,
operator/assembler, and maintenance jobs may be merged into one position.