Human Resource Training & Developing Model by Weschool,Bangalore

1. Training
& Development
Models Group Number 01
Members:
Mufeed Sayyed (24)
Adhish Kumar Sinha (01)
Harshal Koli (18)
Krunal Desai (21)
Suneet Sharma (44)
Vivek Guntnur (48)
Prin LN Welingkar Institute Of Management Development & Research, Bangalore

2. The purpose of a training needs assessment is to identify performance
requirements and the knowledge, skills, and abilities needed by an
agency's workforce to achieve the requirements. An effective training
needs assessment will help direct resources to areas of greatest
demand. The assessment should address resources needed to fulfil
organizational mission, improve productivity, and provide quality
products and services. A needs assessment is the process of identifying
the "gap" between performance required and current performance.
When a difference exists, it explores the causes and reasons for the gap
and methods for closing or eliminating the gap. A complete needs
assessment also considers the consequences for ignoring the gaps.
Professional
Equipping employ with required
knowledge & skills for the job
Simple

3. The purpose of a training needs assessment is to identify performance
requirements and the knowledge, skills, and abilities needed by an agency's
workforce to achieve the requirements. An effective training needs assessment will
help direct resources to areas of greatest demand. The assessment should address
resources needed to fulfil organizational mission, improve productivity, and provide
quality products and services. A needs assessment is the process of identifying the
"gap" between performance required and current performance. When a difference
exists, it explores the causes and reasons for the gap and methods for closing or
eliminating the gap. A complete needs assessment also considers the
consequences for ignoring the gaps.
Professional
Equipping employ with required
knowledge & skills for the job
Simple

4. The goal of training and
development is to enhance
employee quality and
motivation so as to improve
productivity and meet future
needs of the organization. Objectives
How it is
related to
HRM
activities
Goal

5. Defining training objectives in
both qualitative and
quantitative terms helps in
evaluating and monitoring the
effectiveness of training.
Involvement of top
management is necessary in
order to integrate training
objective with organizational
objectives.
How it is
related to
HRM
activities
Goal
Objectives

6. A. Task analysis: the basis for
developing training programs,
strategies and materials.
B. HR planning: guidelines for
training and development
programs.
C. Performance appraisals:
identifying training needs.
D. Organization development:
identifying training needs.
Goal
Objectives
How it is related to HRM activities:-

7. Training Needs
 Organization analysis: identify training
needs
 Job analysis: identify training needs
according to job descriptions
 People analysis: identify people that
need training

8. Training
Needs
Instructional Design
 Set training goals.
 Determine what to train.
 Identify trainees.
 Choose training materials
 Select trainers

9. Training
Needs
Instructional
Design Validation
A. Validate the training program before
implementation.
 Pilot study: conduct the program with
a small number of trainees to test its
effect.
 Consultation: consult the trainees
and their supervisors on the
appropriateness of the program.

10. Training
Needs
Instructional
Design Validation Implementation
A. Appoint manager of the training
program.
B. Develop managing guidelines for the
program.
C. Provide logistic supports.
D. Conduct concurrent evaluation of the
program

11. Training
Needs
Instructional
Design Validation Implementation Evaluation and follow-up
Types of evaluation:
Concurrent evaluation: evaluate training
effects during training.
Immediate evaluation: evaluate training
effects at the end of the training.
Follow-up evaluation: evaluate training effect
by evaluating trainee performance over time

12. Training
Needs
Instructional
Design
Validation Implementation Evaluation and
follow-up

13. Types
On-The Job
Off-The Job

14. Types
On-The Job
Off-The Job

15. Types
On-The Job
Off-The Job

16. On – The Job Off – The Job
1.
2.
3.
4.
Coaching Vestibule – Training
Mentoring
Job – Rotation
Job – Instruction Technique
Role - Play
Management - Games
Out – Door Training

17. 1. Instructional Systems Design (ISD)
2. Systematic ModelTraining
3. Transitional Model

18. ▪ ISD model was made to answer the training problems.
▪ The systematic approach to the Analysis, Design, Development,
Implementation, and Evaluation of learning materials and activities.
▪ Widely used now-a-days because it is concerned with training need
on the job performance.
▪ ISD is the process to determine the 5W1H of Learning
(Who,What,When, Where,Why, and How)
▪ Training objectives are defined on the basis of Job Responsibilities
and Job Description.

19. ▪ There is a genuine need for learning.
▪ The learning events are well designed.
▪ Quality learning materials are developed.
▪ Learning events are implemented using the appropriate strategies
and approaches.
▪ Learning events are evaluated to ensure learning has actually taken
place.

20. 1. Analysis- training need assessment, job analysis
2. Planning- setting goals of learning outcome, instructional
objectives, media selection, strategies to impart knowledge,etc
3. Development-developing course material for training like
workbooks, visual aids, hand-outs, etc.
4. Execution- focuses on logistical arrangement of
speakers,equipment,benches,podium, etc.
5. Evaluation- to make sure that training program has achieved its aim
in terms of work performance

21. • Developed by Florida State
University
• Was used by Armed Services as the
primary means for developing
Training programs
• Term ‘ADDIE’ was changed to ISD
(Instructional System Design)
• It’s a continuous process that lasts
throughout the training program.
• Output of one phase is input of next
phase.

23. 5 Phases
1.Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who
needs training, what do they need to learn, estimating training cost, etc The next step is to develop a
performance measure on the basis of which actual performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires developing objectives of
training, identifying the learning steps, sequencing and structuring the contents.
3.Develop- Requires listing the activities in the program. Assist the participants to learn delivery method,
examining the training material, validating information to be imparted to make sure it accomplishes all
goals and objectives.

24. 4.Implementing is the hardest part of the system because one wrong step
can lead to the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in
terms of subsequent work performance. Making necessary amendments
to any of the previous stage in order to remedy or improve failure
practices.

25. ▪ Focusses on the organization as a whole.
▪ The outer loop describes the vision, mission and values of the organization on
the basis of which training model i.e. inner loop is executed.
▪ Vision-Focuses on the milestones that the organization aims to achieve.
▪ Mission-The reason for developing a mission statement is to motivate, inspire,
and inform the employees regarding the organization.
▪ Values-It reflects the deeply held values of the organization and is independent
of current industry environment. For example, values may include social
responsibility, excellent customer service, etc.

28. World's Largest Corporate
University
340Acre Campus ,500
Instructors , 200 Classrooms
115,000 Engineers
4000 Employees for 4
Months Each

29. Induction
CulturalTraining & Assessment
TechnicalTraining

30. Induction
• 7 Day Induction
Process
• Meet with Senior
Management
• Company policies
• Security and Safety
Drills
Culture and
Assessment
• 7 Days Cultural
Training
• Soft SkillsTraining
• Initial AssessmentTest
• Divide

31. Technical Training
•3-4 Days
•50%
Modules
•Basics
•1-2 Month
General
•Specific
•3-4 Months
Platform

32. Consistently 50%
Passing 60% in final test
Clear : Bench or Project
Fail : RetrainingWith next batch

33. ▪ Methodology
There are various methods which can be used for training & development ofAngels:
(a) E-Learning:
 E-Learning is a general team used to refer to computer-enhanced learning.
 It provides self-learning across the organization.
 It helps in reaching out to outstation Regions/Branches but can also be in conjunction with face-to-face
teaching with the help of a facilitator.
 The training contents available are in the form of PPT, text documents etc.
(b) On-Job-Training:
 Every Angelite undergoes this type ofTraining.
 It facilitates learning new processes / skills on the job through peers / supervisors.

34. ▪ Learning programs helps in gaining knowledge.
▪ Success in implementing new learnings is not likely to be fully achieved,
managers take effort to constantly coach team members, as they learn faster
by observing their supervisors.
▪ To ensure and maintain the seriousness about theT & D among team
members: the Supervisors & the team members are expected to adopt the
below mention practices;

35. ▪ The content for the Induction & all FunctionalTraining programs is
designed & developed with the help of process owners at CSO.
▪ Contents for all specialized training programs is designed & developed by
theTrainingTeam at CSO.
▪ Standardized contents for all training programs are available with theT & D
team at CSO and some of them are available on the E-Learning interface on
Angel Harmony.

36. ▪ Angel
provides
for a
minimum
of seven
days of
formal
training
which
includes
Induction,
Functional
& CRM to
all new
joinees.

37. ▪ The opportunity for special learning programs are offered to performers as
a reward.

38. ▪ During employment phase Angelites are constantly nurtured to acquire new skills that
will help plan their career progression and put them on fast track to career growth.
▪ T & D programs are aimed to honed their skills and improve the effectiveness of
Angelites to apply the learnings on the job.
▪ All training programs are linked to assessment tests which are ultimately linked to
performance on the job.
▪ The assessment test are administered through the Test Centre on Angel Harmony.
▪ The ratings of the various tests are captured in Angel Harmony and form an important
part of performance reviews.
▪ The Performance Management System is also a platform to capture further training &
developmental needs for each Angelite.