Behavioral training

Behavioral Training
– A key to enhance organization
climate
(A Study in Gabriel India Ltd.)
By –
Ms. Sapna Karia
UTU, Bardoli, Surat

INTRODUCTION TO THE TOPIC
Behavior:
“Any measurable response of an individual, including anything the individual does,
says or feels in response to external or internal events. In behavioral training,
‘Behavior’ is abroad term that covers the actions, responses and reactions of an
individual, team or organization”
- Suzanne Skiffington & Perry Zeus
An employee’s behavior is one of the major concerns in every organization, thus
behavioral training is gaining lot of importance these days.
Areas of Behavioral Training:
A) Organizational Training:
Behavioral Training
Organizational
Training
Life
Training
Business
Training
Management
&
Executive
Development
Enhancing
Performance
Personal &
professional
Skills
Development
Team &
Group
Training

Enhancing Performance:
Training around performance needs rather than development issues is an effective and
cost-efficient way of meeting these people’s training needs. Though performance is
enhanced through technical training, behavioral training plays a very vital role, as the
performance of an individual is hampered by the psychology of an individual.
Impact of Psychology on the performance of the employee:
Impact on technical knowledge
Management or executive development:
(Ref: Behavioral Coaching – Butler)
Technical
Skills
• Self-
Awareness
• Emotions
• Motivation
• Thinking
• Beliefs
• Focus
• Coping with
pressure
• Self-belief
• Mental tactics/
strategies
• Psychological
responses
Psychological
Readiness

This type of training is sometimes referred as “agenda training” or “training for
leadership”. The trainers define the objectives & strategies of the company, in this
type of training. This training is generally to train the executives to work on their
personal and business strategies, as well as, life balance, goal setting, career planning
and development needs. Various research-based competencies are enhanced like
cognitive capacities (planning, analytical skills, creativity); social capacities
(behavioral flexibility, negotiation skills, persuasion skills); personality (openness,
flexibility, adaptability, risk propensity, locus of control and self-discipline);
motivation (need for achievement, self-efficacy, socialized knowledge of
environmental elements).
Personal & professional Skills Development:
Skills’ training is a core component of the overall training process. It includes
enhancing the skill capabilities, which include planning skills, delegation, time
management, negotiation, dealing with difficult colleagues and enhancing individual
interpersonal skills. Line managers or supervisors in organizations are sometimes
trained to adopt a training style to enhance the skills of their staff. Balance between
individual’s personal needs and goals with those of the organization.
Team or group training:
This type of training is more cost-effective and time-efficient. It involves team-
building, developing a newly established team and working with top-performing
teams to meet demands for higher productivity.
B) Business Training:

This type of training includes business planning, marketing strategies, management
competencies and dealing more effectively with customers and staff or developing a
business. Other areas of business training include improving leadership skills,
managing transitions, establishing vision and mission, reducing workplace stress,
developing and motivating staff and strengthening management systems.
C) Life Training:
Life or personal training is a structured process of examining values and setting goals
and action plans to help individuals remove blocks and achieve measurable and
sustainable benefits in all aspects of their lives. This training also works during
transition periods, such as career preparation, career change, pre-retirement,
retirement, etc.
Characteristics of Behavioral Training:
• Behavioral Training is a multifaceted approach to learning and change.
• Behavioral training is based on established, scientific, psychological laws of
learning.
• It provides proven methods of instituting change and insures that these
changes are maintained.
• It recognizes and assesses environmental factors such as culture, values and
organizational and team dynamics.
• Behavioral training is specific and related to individuals’ required
competencies and areas of development. It identifies the requisite positional
knowledge, skills and abilities and targets specific behaviors within these.

• Behavioral training recommends a variety of assessment tools and behavioral
change techniques to meet the unique needs of the individual and
organization.
• Behavioral training emphasizes on self-understanding on the part of
employees in order to achieve profound changes and to generalize learning
and skills to other situations.
• Behavioral training explores the individual’s life stage development and the
tasks associated with it. Self-concept, self-efficacy and self-esteem are
explored within validated frameworks.
• Behavioral training highlights the importance of unconscious elements and
offers guidelines for employees to explore and work with resistance and
psychological defense mechanisms.
• Behavioral training includes strategies to assess and manage thoughts, feelings
and behaviors, which are helpful in increasing the performance and
productivity.
• Behavioral training identifies broad training competencies, as well as specific
knowledge and skills required at each stage of the training process. It
emphasizes the importance of ongoing professional development by trainers.
• Unlike traditional training that focused on the extrinsic motivational factors
such as demands of the workplace and performance rewards, behavioral
training explores the individual’s values and works on the premise that real
motivation and change are situated in the individual’s intrinsic motivation.
OBJECTIVES OF THE STUDY:

• To understand the concept of behavioral training & how it is imparted
• To study the role of the trainer in delivering behavioral training in the
company
• To understand the importance of behavioral training in the corporate world &
its impact on the trainees
• To observe the impact of behavioral training in one of the renowned
companies i.e. “Gabriel India Ltd.”
• To analyze the data collected and give appropriate suggestions
RESEARCH METHODOLOGY:
A study on Behavioral Training was conducted in the company named “Gabriel India
Ltd” only on the managerial level, taking 30 employees as sample size (total
management employees are 41 in the company). Gabriel India is the flagship
company of USD 200 million Anand Group. Gabriel is a leading manufacturer of
wide range of ride control products in India. The Group consists of seventeen
companies spread in eight states of the country, employing 4000 people and
supplying components to virtually every vehicle and engine produced in the country,
apart from replacement market.
Method of Data Collection:
The information collected for the study is known as data. The data should be:
• Suitable
• Adequate

• Reliable
The task of Data collection begins when the topic of the project & the company in
which the project is to be done, are finalized. The data collected is classified as
primary data & secondary data.
Primary data:
Primary data is the information which is collected afresh or for the first time & thus
happens to be original in character. The following sources are used for collecting this
type of data:
• Observation Method
• Questionnaires/ surveys
• Interviews & Discussions with: HR Manager, HR department people & the
employees.
Secondary Data:
This includes information already collected by somebody else and which has been
passed through the statistical process. The following sources are used for collecting
this type of data:
• Books
• Magazines
• Journals
• Websites

Research
Methodology
Identification of Topic
Identification of Industry
Collection of Literature
Primary Data Secondary Data
Collection of Data
Editing of Data
Analysis of Data
Suggestions

Trainer’s Role:
Although each training specialty demands specific abilities and knowledge, trainers
generally perform the following generic roles:
• Increasing the individual’s self-awareness:
The trainer has to strive to enhance trainees’ awareness of their strengths,
weaknesses, cognitive style, ways of relating to others, motivational factors,
values and long-term objectives.
• Modeling desired behaviors:
Excellent communication skills are a requisite for all trainers. Clear thinking
and speaking and active listening and empathetic responding are central to the
trainer’s role. How the trainer deals with conflict, either through avoiding it,
maximizing it or dealing with it openly and effectively, sets a standard for the
employees. The degree of openness, assertiveness, sincerity and humor the
trainer brings to the training dialogue establishes the basis for ongoing
communication between the two parties. Similarly, the degree of trust,
collaboration and commitment exhibited by the trainer helps to establish a
relationship between the employees and the organization.
• Getting to the core of the issue:
The trainers should express concern about their ability to diagnose or get to
the core of an issue quickly & effectively, for this knowledge and experience
play a key role. Training is a partnership, and if the trainer is unsure of the
core issue, the employee’s assistance can be invoked.
• Giving instructions:
As the emphasis of behavioral training for the employees is on finding the
answers within, the trainers are reluctant to give instructions or teach even if

this may be appropriate. Employees can learn new techniques, like problem-
solving and models for challenging self-limiting beliefs and regulating
negative emotions, as well as more effective methods of planning and goal
setting. If instructions are not provided, it appears that the trainer either does
not have knowledge or is withholding it as a power play. It is true that the
trainer has to first exhaust the employee’s knowledge and suggestions, but
having established the need for information, it should be given without
restraint.
• Targeting behaviors to be changed:
One of the core principles of behavioral training is that specific behaviors
have to be targeted and evaluated if they are to be either increased or
decreased.
• Giving Feedback:
Giving feedback can be subject to difficulty. Most people do not like to
receive negative feedback. Yet, giving both positive and negative feedback is
a central role of trainers. Thus, the feedback should be delivered
constructively and with minimal harm to the receiver.
• Insuring practice and rehearsal:
New skills and ways of behaving are not learned overnight. They require
rehearsal and ongoing practice until they become automatic.
• Keeping the employees focused and on track:
The trainer should discuss and plan the session with relevance to the training
objectives and goals. The trainer should take care that the employees are not
distracted during the training session.

Steps to be followed by the trainer:
(Ref: Training &
Development – P.L. Rao)
Before Training
During Training1. Analyze material &
learner information
2. Prepare
site
3. Establish &
maintain creditability
4. Manage learning
environment
5. Communication
skills
6. Presentation skills
7. Questioning skills
8. Provide clarification
& feedback
9. Provide
reinforcement &
incentives objectives
10. Use training
methods appropriately
11. Use media
effectively
12. Evaluate
learner
performance
After Training
13. Evaluate delivery
14. Report evaluation
information

Explore the
learning options
Initiate the
programme
Sequence the
learning
Designing the Training Session:
D
E
N
G
S
I
Define the
learning needs
Now review &
rehearsal
Go live (Use
available resources)

STAR training design
Stimulate Interest
• Arouse people’s interest
• Give positive suggestions
• Remove barriers to learning
• Create a stimulating environment’
Transfer ideas or concepts
• Overview first, then the detail
• Use models, metaphors & analogies
• Stimulate all the senses
• Appeal to all learning styles
Apply the learning
• How to transfer the ideas, into reality
• Games, projects, tasks, exercises
• Individual and team-based practice
• Provide for a variety of learners
Review what’s changed
• Review what happened- good & bad
• What are the key learning points?
• How can I use it back at work?
• Make a personal commitment to change
(Ref: The training design manual – Tony Bray)
S
Stimulate
T
Transfer
A
Apply
R
Review

Benefits from Behavioral Training:
• Increased job satisfaction and morale among employees
• Increased employee motivation
• Increased efficiencies in processes, resulting in financial gain
• Increased capacity to adopt new technologies and methods
• Increased innovation in strategies and products
• Reduced employee turnover
• Enhanced company image, e.g., conducting ethics training
• Risk management, e.g., training about sexual harassment, diversity
training
Evaluation of Behavioral Training:
Evaluation of training means assessment of the impact and effects of training on the
employee. A training programme is devised for an employee with some specific
objectives in view. These learning objectives can serve as the evaluation criteria for
evaluating a training programme and also find out whether the training has helped the
employee improve his/ her behavior.
Methods of Evaluation:
• Questionnaires (feedback forms) or ‘happiness sheets’ are a common way of
eliciting trainee responses to courses and programmes.
• Different types tests (attitude test/ psychological tests)
• Structured exercise and case studies
• The opinions of those who deliver the training are important
• Interviews
• Observation
• Participation and discussion during training

Success factors of Behavioral training

DATA ANALYSIS & INTERPRETATION
1. Identification of Training Needs
Various Needs Priority (%)
Organizational Needs 50
Group Needs 30
Individual Needs 20
Identification of training needs
50%
30%
20%
Organizational
Needs
Group Needs
Individual Needs
(Ref: Q.3 of the questionnaire)
Interpretation:
Behavioral training is a key to enhance organization climate, thus the organization
needs are given more priority, followed by the group needs and then the individual
needs.

2. Aspects of training programs
Aspects of training program
20%
35%10%
20%
15%
Time constraint
Trainer
Venue of
training
Tools & aids for
training
Number of
employees
(Ref: Q.18 of the questionnaire)
Interpretation:
The HR department has to consider various aspects while designing the training
program. The very important aspect is the trainer. The training program should be
conducted in an appropriate time span and with the help of essential tools and aids.
The venue of training and the batch of employees are also to be previously decided.
Aspects Priority (%)
Time constraint 20
Trainer 35
Venue of training 10
Tools & aids for training 20
Number of employees 15

3. Aspects related to trainer
Aspects related to trainer
30%
25%
25%
20%
Creating learning
environment
Facilitating
discussions
Proper Postures &
Communication
Audio visual
support
(Ref: Discussion with HR Manager)
Interpretation:
The trainer plays the most important role in the training process. The trainer needs to
keep in mind the aspects such as facilitating discussions, use of proper postures &
communication, use of audio-visual support; and the most important is creating a
learning environment.
Aspects related to trainer Priority (%)
Creating learning environment 30
Facilitating discussions 25
Proper Postures & Communication 25
Audio visual support 20

4. Learning Skills Blockage
Blockage being faced Number of employees
Employees facing this blockage 25
Employees not facing this blockage 5
Total 30
Learning Skills Blockage
83%
17%
Employees facing this
blockage
Employees not facing
this blockage
(Ref: Self-assessment questionnaire)
Interpretation:
There are four blockages in then learning process of the person; Learning Skills
Blockage is one of them and it is generally faced by maximum employees in every
company. This is a blockage which we can overcome very easily, through counseling
sessions.

5. Distractions/Concentration Blockage
Total 30
Interpretation:
Half of the employees find it difficult to concentrate or we can say they are easily
distracted; this kind of blockage can be avoided by using maximum audio-visual
means of training.
Distraction/ Concentration Blockage
50%
50%
Employees
facing this
blockage
Employees not
facing this
blockage

6. Worries & fears about learning blockage
Total 30
Interpretation:
Worries & fears are one of the major barriers in the learning process. But as the
company has an open door policy, this kind of blockage is faced only by few
employees.
Worries & fears about learning
blockage
70%
30%
Employees facing
this blockage
Employees not
facing this
blockage

7. Learning from others blockage
Total 30
Learning from others blockage
53%
47%
Employees facing
this blockage
Employees not
facing this blockage
Interpretation:
Generally, the employees find it difficult to learn from others, hence this blockage of
learning from others is faced. This blockage can be avoided by creating a friendly
environment in the company.

8. Combinations of Learning Blockages
Combination of
blockages
No. of
employees
Learning Skills & Learning from others 10
Learning skills & Worries & fears 5
Learning skills & Distractions/ Concentration 5
Worries & fears & Distractions/ Concentration 4
Distractions/ Concentrations & Learning from others 6
Total 30
Interpretation:
After evaluating the combinations of learning blockages , maximum employees are
facing the combination of learning skills & learning from others.
Combination of Learning Blockages
10 5 5 4 6
0 5 10 15 20 25 30 35
Various blockages
Number of Employees
Learning Skills & Learning from others
Learning skills & Worries & fears
Learning skills & Distractions/ Concentration
Worries & fears & Distractions/ Concentration
Distractions/ Concentrations & Learning from others

9. Leadership styles of the employees
Leadership Styles Number of Employees
Supporting 5
Coaching 11
Delegating 8
Directing 6
Total 30
0
2
4
6
8
10
12
Leadership styles of the employees
Supporting
Coaching
Delegating
Directing
Interpretation:
There are four leadership styles, and every employee falls in one of the category.
Maximum employees have the coaching approach to leadership in the company. Rest
of the employees either believe in delegating the work or directing the employees,
and few of them are supporting.

10. Aspects considered for evaluation of training programme
Aspects Priority (%)
Objectives 40
Methods used 12
Training atmosphere 8
Trainers 25
Time management 15
0
10
20
30
40
Aspects considered for evaluation of
training programme
Objectives
Methods used
Training
atmosphere
Trainers
Time
management
(Ref: Discussion with HR manager)
Interpretation:
Evaluation of training program is a very important issue for every company and
various aspects are considered to evaluate it. To check whether the objectives of the
training are achieved or not are to be checked, this is followed by the trainer giving
the training, then the methods used and the training atmosphere and to see whether
the time management was proper or not.

11. Methods of Evaluation
Methods used Priority (%)
Observation 30
Discussion 20
Questionnaires 40
Interviews 10
Tests 0
Methods of Evaluation
30
20
40
10
00
5
10
15
20
25
30
35
40
45
O
bservation
D
iscussion
Q
uestionnaires
Interview
s
Tests
(Ref: Q.16 of questionnaire)
Interpretation:
Questionnaires are the most commonly used method for evaluating the training
program, observation; discussion and interview methods are also used.

12. Impact of Behavioral training on employee skills
(Ref: Discussion with HR manager)
Interpretation:
Behavioral training has impact on various skills in an employee like analytical skills,
communication skills, creative skills, social skills, application skills and so on.
Impact of Behavioral training on
Employee skills
25%
20%
15%
15%
10%
15%
Analytical skills
Application skills
Creative skills
Communication
skills
Social skills
Self-analysis
skills

FINDINGS
1. Behavioral training – a key to enhance the organization’s climate:
Behavioral training is a very essential tool to enhance the organizational climate as it
focuses on the improvement of the employees’ attitude.
2. Behavioral training focuses on various objectives:
Successful training programs focus on individual, team and organizational business
objectives and goals.
3. Self-assessment & learning is the base of Behavioral training:
Through self-assessment, the employees are able to understand their learning
blockages and can work on them.
4. Scope for individual differences:
Behavioral training provides lot of scope for the individual differences like
personality, values, belief systems and philosophy.
5. Proper evaluation is the base for the next training program:
Evaluation is a very important part in the process of training, on the basis of the
evaluation, the next training program can be designed.

SUGGESTIONS:
1. Use of maximum audio-visual aids for training:
It is said that whatever a person sees remains in his/ her mind for longer time as
compared to what the person hears.
2. Organization of workshops:
Various workshops should be organized for the betterment of the employees on
various aspects like positive attitude, job satisfaction, co-operation, stress
management, etc.

CONCLUSION:
Behavioral training gives a platform to the employees to assess themselves and
understand their positives and negatives well. As, Confucius has quoted,
“What I hear, I forget; what I see, I remember;
But what I do, I understand.”
Behavioral training facilitates this aspect of every employee, as he/she can enhance
their abilities through it.
The effectiveness of Behavioral training also depends on the trainer, and generally
this role is of HR manager. Therefore Behavioral training is the most important tool
to enhance the organization climate as it leads to an environment of satisfaction in
each and every employee.

ANNEXURE:
Questionnaire on Training & Development
Covering Letter
The enclosed questionnaire is to be filled by the HR manager of the company. The
questionnaire is a part of the study on “The process of training and development in
Gabriel” and to evaluate its effectiveness. In the present competitive and dynamic
environment, it has become essential for organizations to build and sustain
competences that would provide them sustainable competitive advantage. Despite a
focus on efficiency and cost control, overall spending on training and development
continues to rise. Companies clearly subscribe to believe that smarter, better-trained
workers increase the chances of success. Observers also say that companies are
working to get more efficiency, more effectiveness and better alignment out of
training. Thus, it becomes a necessity to know the details of training and development
in Gabriel India Ltd.
The information provided is only for the purpose of project analyses. I request you to
please spare some time and give a genuine feedback on the questionnaire enclosed.
Yours sincerely,
Ms. Sapna Karia
Q1. What according to you is the purpose of training in the company? (Please mark
the options as 1, 2, 3, …and so on as per your priorities)
A. Induction _____
B. Updating _____
C. Preparing for future assignments _____
D. Competency development _____
Q2. Is training provided at employees at all level? (Lower level/ middle level/ higher
level)
A. Yes _____
B. No _____
Q3. Which of the following needs are considered while identifying training needs?
A. Organizational needs _____
B. Group needs _____
C. Individual needs _____

Q4. What are the sources of training need identification? (Please mark the options as
1, 2, 3, …and so on as per your priorities)
A. Job Description _____
B. Performance Standards _____
C. Supervisor’s needs _____
D. Request of employees _____
E. KSA (Knowledge, Skill, Attitude) Analysis _____
Q5. Which type of training plays a vital role in the company? (Put a tick mark)
A. Technical Training _____
B. Behavioral Training _____
C. Both _____
Q6. What is the average number of technical training programs organized in one
year?
A. 5 to 10 _____
B. 10 to 20 _____
C. 20 to 30 _____
D. 30 above _____
Q7. What is the average number of behavioral training programs organized in one
year?
A. 5 to 10 _____
B. 10 to 20 _____
C. 20 to 30 _____
D. 30 above _____
Q8. In which of the following cases do you think, a training program plays an
important role? (Please mark the options as 1, 2, 3, …and so on as per your priorities)
A. Entry of new employees _____
B. Promotions _____
C. To increase productivity _____
D. To meet organizational objectives _____
E. To prevent accidents _____
F. To avoid boredom _____
G. To improve organizational climate _____
Q9. Are employees availing themselves of training opportunities?
A. Yes _____
B. No _____

Q10. Are new technologies, processes, products, services, market changes and
community needs considered in assessing training needs?
A. Yes _____
B. No _____
Q11. Are organizational issues, such as mission, objectives, cultural changes and
customer orientation, considered in training needs?
A. Yes _____
B. No _____
Q12. Is cost considered in the selection of training resources?
A. Yes _____
B. No _____
Q13. What is the duration of on- the- job training of a new employee?
________________________________________________________
Q14. Which of the following methods of on-the-job training are used in the company?
(Please rank the following, on the basis of company’s preference)
A. Job Instruction Training _____
B. Vestibule training _____
C. Job Rotation _____
D. Training by experienced person _____
E. Training by supervisor _____
F. Demonstrations _____
G. Apprenticeship _____
Q15. Which of the following methods of off-the-job training are used in the
company? (Please rank the following, on the basis of company’s preference)
A. Lectures _____
B. Conference _____
C. Group Discussions _____
D. Case Studies _____
E. Role Playing _____
F. Games _____
Q16. How do you evaluate the effectiveness of training programs?
A. Observation _____
B. Discussions _____

C. Questionnaires _____
D. Interviews _____
E. Tests _____
Q17. Are ice-breaking and brain storming sessions conducted?
A. Yes _____
B. No _____
Q18. Rate the following aspects of training percentage wise, with a total coming to
100%
A. Time Constraint _____
B. Trainer _____
C. Venue of Training _____
D. Tools and aids used for training _____
E. Number of employees _____
F. Type of training imparted _____
Q19.Name the tools/ aids used for giving training
_____________________________________________________________________
_____________________________________________________________________
Q20. Are subscriptions to professional training and development journals maintained
and circulated among department members?
A. Yes _____
B. No _____
Q21. Is there a reference library of training and development material for employee
use?
A. Yes _____
B. No _____
Q22. Is there a policy that states the organization’s philosophy on employee training
and development?
A. Yes _____
B. No _____
Q23. To whom are the organization’s immediate and future training and development
needs communicated? How often?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Q24. How are all training programs and opportunities communicated to employees?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Q25. Give your views on “Training & Development” in the Company.
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

BIBLIOGRAPHY
Books Referred:
Sr.
No.
Name of the book Author
1. Behavioral Sciences Abha Singh & Rajni
Arya
2. Improving employee performance
through workplace training
Earl Carter & Frank
McMahon
3. Training & Development Steve Truelover
4. Effective training – systems,
strategies & practices
Nick Blanchard &
James Thacker
5. Training & Development P L Rao
6. Evaluating Management
development, training & education
Mark
Easterleysmith
7. Coaching skills – guide for the
supervisors
Robert Lucas
8. Human Resource Training Biswajeet
Pattanayak
9. Developing managerial skills in
Organizational behavior
Lisa Mainiero &
Cheryl Tromby
10. Human Resource Development R. Krishnaveni
11. Behavioral Training Suzanne Skiffington
& Perry Zeus
12. Organize Effective training - How
to plan & run successful courses &
seminars
James Chalmers
13. Managing Human Resources –
productivity & quality of work life
Wayne Cascio
14. Facilitating Learning (A sourcebook
of activities)
Tony Spinks & Phil
Clements
15. Planning & Managing Human
Resources
William Rothwell &
H. C. Kazans
16. Human Resource Management P. Jyothi & D. N.

Journals & Magazines:
• HRM Review
• Human Capital
Websites:
www.gabrielindia.co.in
www.anandgroupindia.com
www.lifestrategies.ca/training
www.mindtools.com
www.slideshare.net/hrmanagement
www.emraldinsight.com/journal
Venkatesh
17. A handbook of training &
development
N. Ramaswami
18. The training design manual Tony Bray
19. A handbook of Human Resource
Management practices
Michael Armstrong
20. The power of employee
empowerment
Sujata Belgaonkar
21. Creative training techniques
Handbook
Robert Pike
22. Business Research Methods ICFAI Centre of
Management

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