1. TYPES OF
TRAINING

2. TYPES OF TAINING
1. Induction or Orientation Training
2. Job Training
3. Safety Training
4. Promotional Training
5. Refresher Training
6. Remedial Training
7. Internship Training

3. INDUCTION/ORIENTATION
 Introducing a new employee to the organization
and its procedures, rules and regulations.
 Every new employee needs to be made familiar
with his job, his superiors and subordinates and
with the rules and regulations of the
Organization.
 It is short and informative
 Given immediately after recruitment
• Eg. Induction programme at the Marriot Hotel is
a two day event which includes - Presentation
Sessions and Interaction with Top management,
games, team building approach etc.

4. ORIENTATION
 The primary reason for orientation programs is
that the sooner employees know basic
information related to their job, the sooner they
can become productive.
 It also reduces their nervousness and uncertainty,
and leads to more satisfaction so they are less likely
to quit
 Orientation training is used to develop a positive
attitude in employees.
 The time spent conducting a session shows that the
organization values the new employees.

5. USE OF HANDBOOK
 Employee Handbook: A document that
describes an organization’s
conditions for employment
 (such as attendance, behavior on the job, performance
of duties),
policies regarding employees
 (time off, hours of work, benefits),
administrative procedures
 (filling out timesheets and travel expense reports),
and
related matters.

6. JOB TRAINING
 To increase the knowledge and skills of an
employee for improving performance on the job.
 It may include
 Informing about machine and its handling
 Process of production
 Methods to be used
 The purpose is to reduce accidents, waste, and
inefficiency in performance

7. SAFETY TRAINING
 Training provided to minimize accidents and
damage to the machinery
 It involves instruction in the use of safety devices
and in safety consciousness.

8. PROMOTIONAL TRAINING
 It involves training of existing employees to
enable them to perform higher level jobs.
 Employees with potential are selected and are
given training before their promotion.

9. REFRESHER TRAINING
 Also called Retraining
 Purpose is to acquaint the existing employees
with the latest methods of performing their jobs
and improve their efficiency further i.e. to avoid
personnel obsolescence
 It is essential because-
 To relearn
 To keep pace with the technological changes in
the field
 When newly created jobs are given to existing
employees

10. REMEDIAL TRAINING
 To overcome the shortcomings in the behavior
and performance of old employees
 It may include unlearning certain inappropriate
methods and techniques
 Should be conducted by Psychological experts

11. INTERNSHIP TRAINING
 Under this educational or vocational institutes
enter in an arrangement with an industrial
enterprise for providing practical knowledge to
its students
 The organization providing the training may
even absorb the candidates post training
 Eg Engineering and MBA students undergo such
training

12. TRAINING AT INFOSYS
 Infosys Technologies Limited, one of India’s
biggest IT & software companies provided IT
services, solutions and consultation globally and
employed over 49,000 employees worldwide
 Infosys has remained successful over the years in
keeping the attrition rate lower as compared to
the industry average and has been recognized
world over for its efforts in training its
employees.
 The 14 ½ week rigorous training module for
freshers which Infosys conducts at Infosys U, one
of the largest corporate training centers in the
world has been described. The training module
encompasses both technical and soft skills
training and gears the fresher for a challenging
career.

13. INFOSYS TRAINING…
 Infosys imparts continuous training to its
employees based on specific requirements as they
progress in their career paths. It was rated as the
‘Best Employer in India’ in 2001 and 2002 by
leading Indian business magazines and as the
world’s best in employee training and
development by The American Society for
Training and Development for consecutive three
years 2002, 2003 & 2004. These and various such
recognitions have been the testimony of Infosys’s
commitment towards its employees.

14. THE GLOBAL BUSINESS
FOUNDATION SCHOOL: INFOSYS
TRAINING PROGAMME
 The American Society for Training and
Development (ASTD) has rated Infosys
Technologies Ltd as the world's best in employee
training and development.
 The Global Business Foundation School is a
structured programme to enhance technical and
behavioural competencies of fresh engineering
graduates.
 The one-year programme equips freshers for the
challenging software career ahead of them.

15. CONT.
 "The programme requires participants to
integrate technology, methodology, people and
process elements. In addition to technical
courses, fresh entrants are exposed to courses on
communication skills, interpersonal skills,
management development and quality systems to
absorb the company's corporate culture

16. SIEMENS TRAINING PROGRAMS
 . In keeping with this dynamic development, the
educational activities of Siemens Aktienge-
sellschaft-a universal electrotechnical enterprise
with general offices in Munich and 300 000
employees in more than 100 countries-have been
replanned and fundamentally reorganized.
 General and staff-oriented knowledge is
administered by central or corporate education
departments; product or line-oriented knowledge
is administered by decentralized or regional
departments.

17.  Proposals for desired courses of study are
solicited from both supervisory and non-
supervisory personnel. Education centers in
Erlangen and Munich and one management
center are presently under construction or in the
planning stages.
 The current investment in training of some
10,000 future employees amounts to 22-million
dollars per year.
 50 000 employees are currently enrolled in intra-
company post-experience education programs,
encompassing approximately 3-million
enrollment hours and outlays of 18-million
dollars per year.

18. METHODS OF TRAINING
ON THE JOB TRAINING –
The development of a manager’s abilities can
take place on the job. The four techniques for on-
the job development are:
COACHING
MENTORING
JOB ROTATION
JOB INSTRUCTION TECHNIQUE (JIT)

19. COACHING
 Coaching is one of the training methods, which is
considered as a corrective method for inadequate
performance.
 A coach is the best training plan for the CEO’s
because
It is one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-
mails, chat
It provides an opportunity to receive feedback
from an expert
It helps in identifying weaknesses and focus on
the area that needs improvement

20. MENTORING
Mentoring is an ongoing relationship that is
developed between a senior and junior employee.
Some key points on Mentoring
 Mentoring focus on attitude development
 Conducted for management-level employees
 Mentoring is done by someone inside the
company
 It is one-to-one interaction
 It helps in identifying weaknesses and focus on
the area that needs improvement

21. JOB ROTATION
 This approach allows the manger to operate in diverse
roles and understand the different issues that crop up.
Benefits of Job Rotation
Some of the major benefits of job rotation are:
 It provides the employees with opportunities to broaden
the horizon of knowledge, skills, and abilities by working in
different departments, business units, functions, and
countries
 Identification of Knowledge, skills, and attitudes (KSAs)
required
 It determines the areas where improvement is required
 Assessment of the employees who have the potential and
calibre for filling the position

22. JOB INSTRUCTION TECHNIQUE (JIT)
 Job Instruction Technique (JIT) uses a strategy
with focus on knowledge (factual and
procedural), skills and attitudes development.

23. MOTOROLA CASE STUDY
 The innovative training programs of Motorola
turned training into a continuous learning
process. In the 1980s, the training initiatives of
the company culminated in the setting up of the
Motorola Education and Training Center, an
exclusive institute to look after the training and
development requirements of Motorola's
employees.
 The institute was later elevated to the status of a
university - Motorola University - in 1989. These
training experiments became such a resounding
success that employee productivity improved
year after year and quality-wise Motorola's
products became synonymous with perfection.

24. MOTOROLA CONT…
 Leading companies all over the world visited
Motorola's headquarters to study the high-
performance work practices of the company. They
discovered that Motorola's success was built on
the strong foundations of corporate-wide learning
practices and that Motorola University was the
cornerstone of corporate learning.
 In recognition of its excellent training and
development practices, the American Society for
Training and Development (ASTD) named
Motorola the ‘Top Training Company'