2. TRAINING
Training is a learning process that involves
the acquisition of knowledge, sharpening of
skills, concepts, or changing of attitudes and
behaviours to enhance the performance of
employees.
Training is an activity which deliberately
attempts to improve a person’s skill at task
(Oately)
Training is a systematic procedure for
transferring technical know-how of
employees so as to increase their skills for
4. KNOWLEDGE – The attributes required to
perform a job. (Intellectual or theoretical
aspect)
SKILLS – the proficient manual, verbal, or
mental manipulation of data or things.
(Physical aspect)
ABILITIES – the power or capacity to
perform an activity or task. ( Analytical and
decision making aspect)
Training is provided to improve KSA
The quest for knowledge is universal,
knowledge needs to be transformed into skills
5. DEVELOPMENT
Development refers to those activities and programs which
have substantial influence in changing the capacity of an
individual to perform better and increase his potential
Long term effect of training is development, training is
subset of development
6. DIFFERENCE
TRAINING DEVELOPMENT
1. Focus on technical, mechanical Focus on theoretical skills and
and operative functions. conceptual ideas
2. Focuses on current job Prepares for future job
3. Concerned with specific job Concerned with enhancement of
skills and behavior general knowledge and
understanding of non-technical
organization functions.
4. Mostly for non-managerial Usually meant for managers and
posts executives
5. Focus on short term gains Focus on long term benefits
6. It is job oriented process and It is general in nature and strives to
vocational in nature inculcate enterprise creativity,
dedication and loyalty among
employees
7. It is one shot deal It is continuous ongoing process
7. DIFFERENCE
TRAINING DEVELOPMENT
8. Results in enhancement of a Results in personal growth and
particular job skill. overall personality development
9. It can be divided into mainly on No such classification is possible
the job and off the job
10. It is a result of extrinsic It is a result of intrinsic motivation
motivation
11. Training programs are usually Development activities are usually
compulsory voluntary
12. Staff members do not have a Staff members are experienced
clear idea regarding the and know about relationship b/w
relationship b/w training and development and career success
career development
13. Evaluation for training is usually Evaluation of development is
conducted usually not possible
8. OBJECTIVES OF TRAINING
Enhancing skills and knowledge of
employees
Increase in Communication Skills
Personality Development
Enhancement of Efficiency and
Effectiveness of work performed
Minimizing Faults in Operation
Lower Turnover Rate and reduce
Absenteeism
Enhancing Quantum of Work Done by
Employees
Reducing the Stress Level of employees
9. OBJECTIVES OF TRAINING
To make employees learn the culture and
ethics of an organization
Prepare new and existing employees for
present and future jobs
Prevent employee obsolescence
Facilitate succession planning(create next
level of competent employees)
Reduce supervision required to avoid
wastage and accidents
Develop Interpersonal Relation
Foster individual and group morale with
positive attitude and cordial relations
11. TO EMPLOYEE
Increase in efficiency
Higher motivation
Scope for promotion
Higher level of confidence
Increase in KSA
Enhancement in problem solving skills
Higher productivity
Higher incentives and salary
Increased capacity to adopt new
technologies and methods
12. TO ORGANISATION
Reduced cost due to reduced wastage
Increased production
Reduction in conflicts
Lower attrition rate and absenteeism
Reduction in supervision cost
Proper utilization of resources
Organization gets equipped with competent
employees
Higher profits and overall development of
organization
Better inter personal relationship and customer
satisfaction
13. TO SOCIETY
Increase in standard of living
Better quality products
Economic growth of country
14. TRAINING CYCLE
EVALUATION PRE PLANNING
IDENTIFY
LEARNING
REQUIREMENTS
ASSESS SET LEARNING
RESULTS OBJECTIVES
MONITOR
AND
REVIEW
DESIGN AND
TRAIN PLAN
STRATEGY
PLANNING
IMPLEMENTATION
16. TRAINING NEED
ANALYSIS/ASSESSMENT
It is an assessment of the gap between the
knowledge, skills and attitudes that the
people in the organization currently possess
and the knowledge, skills and attitudes that
they require to meet the organization’s
objectives.
The training needs assessment is best
conducted up front, before training solutions
are budgeted, designed and delivered. The
output of the needs analysis will be a
document that specifies why, what, who,
17. OUTPUT OF TNA
Why do people need the training?
What skills need to be imparted?
Who needs the training?
When will they need the new skills?
Where may the training be
conducted?
How may the new skills be imparted?
18. Training analysis as a process
often covers:
Review of current training
Task analysis (of new or modified
system)
Identification of training gap
Statement of training requirement
Assessment of training options
Cost benefit analysis of training
options
19. COMPONENTS OF TNA / TNA
AT VARIOUS LEVELS
PERSON
ANALYSIS
TASK ANALYSIS ORGANISATION
ANALYSIS
TRAINING
NEED
ANALYSIS
20. ORGANISATIONAL LEVEL
Organizational Level - At
organizational level, training need
analysis focuses on strategic planning,
organizations goals and needs. It
involves assessment of both the internal
and external environment of the
organization. Internal environment
includes procedures, policies, strengths
& weaknesses, while the external
environment account for the
opportunities and threats.
21. INDIVIDUAL LEVEL
Individual Level - At individual level, training need
analysis focuses on each and every individual in
the organization. The organization scrutinizes
whether the performance of an employee is at par
with the desired performance level or not. Here we
aim to identify the gap between actual
performance and expected performance. If this
gap is positive then there is a need for training.
Few of the methods that are used to analyze
individual needs are:
Self Assessment
Performance Appraisal Review
Peer Appraisal
Subordinate Appraisal
Client & Customer Feedback
22. OPERATIONAL/TASK LEVEL
Operational Level - At operational level, training
need analysis focuses on the work assigned to the
employees. Here a job analyst gathers the
information to assess whether a job role has been
understood by the employees at the organization.
The information could be collected by various
means like through interviews, psychological tests,
questionnaires etc. Looking into the change in the
nature of jobs and organizational structures, the
jobs today are on a go-ahead. Hence the
employees need to prepare themselves for these
jobs. It is the role of the job analysts to identify the
current and future task needs.
23. SIGNIFICANCE OF TNA
Helps align training activities and strategies
of firm
Ensures effective use of time and money
spent on training
Helps in diagnosing the cause of
performance deficiency
Helps to reduce the perception gap b/w
trainers, trainees and organizational
administration
Helps to determine benchmark for
evaluation of training
24. METHODS OF DATA
COLLECTION OF TNA
1. Questionnaire
2. Performance appraisal
3. Interviews
4. Group Discussion
5. Technical and Manual Records
6. 360 Degree Feedback
25. COMPONENTS OF TNA
CONTEXT
ANALYSIS
COST BENEFIT PARTICIPANT’S
ANALYSIS ANALYSIS
COMPONENTS
SUITABILITY CONTENT
ANALYSIS ANALYSIS
WORK
ANALYSIS