TRAINING & Prof Venkatesh Naga
DEVELOPMENT
PLACEMENT BYTES
Not getting short-listed due to experience & what can I do ?
Don’t worry, as they are preferences of some recruiters
Form teams of 2-3 and look for top 20 start-ups in your area ?
Reach out to them and seek projects
Send CVs & position your appropriately
Use your Christmas break to meet them personal and close the deal
Does it impact me in Final placements as well ?
It will not hit you during final placements.
Exp gets your extra fitment, if found relevant to the organization & job
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PM – LEARNING REVIEW
Performance cycle & stage
Stretch Goals
Linkage between performance & learning goals
Bell Curve – Pros & cons
Agile PMS
Critical incident method – PM linkage
Appification of PM – Payoffs
PM challenges & how to overcome them ?
BSC & Components – how does it help ?
( Strategy alignment/ balancing goals)
Feedback Methods : Sandwich & GROW Model
SMART Goal – What & how ?
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FEEDBACK HOW ?
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FEEDBACK METHOD –
SANDWICH METHOD
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FEEDBACK METHOD –
GROW MODEL
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FEEDBACK DO’S &
DON’TS – EMPLOYEE
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SMART GOAL
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QUICK LEARNING
Write one of your previous job goal in SMART format
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TOPICS
How can Training strategy help organization strategy
How do organizations arrive at training needs?
What & how of training needs analysis (TNA) ?
Types & trends in Employee training
Training Effectiveness – why & How?
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EXERCISE 1
Imagine you are the managing director of a full service restaurant.
One day you receive a complaint letter from a guest reporting s/he
was not satisfied with the follow up regarding their criticism of being
overcharged in one of your restaurants.
Why was the complaint made?
How will you approach the complaint resolution ?
Is there a training need?
If Yes, what kind of training is needed?
How do you want to train
How will assess if the training is effective ?
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STRATEGY & TRAINING
LINKAGE
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LINKAGE OF
ORGANIZATION, HR &
TRAINING STRATEGY
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EMPLOYEE LEARNING
JOURNEY
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TNA - PROCESS
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TRAINING
PROCESS/CYCLE
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LEARNING THEORIES
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TRAINING METHODS
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TECH BASED TRAINING
METHODS
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TRAINING DESIGN ?
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EXERCISE
1) Pl go through and prepare a PPT responding to questions in the
Asian paints Digital Transformation case
Analyse the corporate strategy of Asian Paints
Analyse the strategy impact on employee skills
Identify the skills required by employees to execute the strategy
Prepare a Training strategy & execution plan
Indicate the training effectiveness metrics
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ON THE JOB TRAINING
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TRAINING OVERVIEW
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TRAINING STRATEGY
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LEARNER & LEARNING
STYLE
Do all the learners similarly ?
Microsoft Word
Document
Is there a need for the trainer to adapt based on the learner ?
Pl take the LSQ (Learning Style Questionnaire) and analyse your
past learning experience. Discuss within the group and identified
group to present the learning style of group members and learning
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TNA – METHODS
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OFF THE JOB TRAINING
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TRAINING
EFFECTIVENESS
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TRAINING KPIS
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TRAINING – TRENDS
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THANK YOU
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EXERCISE 1
Imagine you are the managing director of a full service restaurant.
One day you receive a complaint letter from a guest reporting s/he
was not satisfied with the follow up regarding their criticism of being
overcharged in one of your restaurants.
Why was the complaint made?
Is there a training need?
37
TRAINING NEEDS
The reasons for not As training experts we must
making the 1,000 cars: analyze the situation to
Not enough resources determine if:
Poor machines Expected result too high
Poor staff skills Target achievable
Is training the only way to
make it happen
Are there other factors.
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YOUR OBJECTIVES
Following this presentation you should be able to
complete the following objectives:
1. Describe why training is important and distinguish
amongst training, education and development
2. Define the ASK concept, and comment upon the
relative difficulty in developing people’s attitudes, skills
and knowledge
3. List the nine steps in the training process and be able to
explain each step with reference to hospitality examples
4. Develop an appropriate training lesson plan.
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DO ORGANIZATIONS NEED
TRAINING
The answer is “YES”
However, we must know the purpose
and functions of training before we can
use it.
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THE GAP CONCEPT
Expected Curve
1,000 Cars Gap
Performance/ 200 Cars
Actual Curve
Results
800 Cars
Time
In training terms this means we need to
develop programs to fill the Gap
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3 REASONS TO CONSIDER
CONDUCTING
AN INTERNAL NEEDS ANALYSIS
1. Employee obsolescence/out-dated –
Technical advancements, cultural changes, new systems, computerization
2. Career plateaus
Need for education and training programs
3. Employee Turnover
Development plan for new employees
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IMPORTANCE OF
TRAINING
Maintains qualified products / services
Achieves high service standards
Provides information for new comers
Refreshes memory of old employees
Achieves learning about new things; technology, products /
service delivery
Reduces mistakes - minimizing costs
Opportunity for staff to feedback / suggest improvements
Improves communication & relationships - better teamwork
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BENEFITS OF TRAINING
Most training is targeted to ensure
trainees “learn” something they
apply to their job.
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DIFFERENCES BETWEEN
TRAINING, EDUCATION &
DEVELOPMENT
Training is short term, task oriented and targeted on
achieving a change of attitude, skills and knowledge
in a specific area. It is usually job related.
Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
Development is a long term investment in human
resources.
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THE ASK CONCEPT
If we follow the GAP concept, training is
simply a means to use activities to fill the
gaps of performance between the actual
results and the expected results.
This GAP can be separated into 3 main
themes
1. Attitude
2. Skills
3. Knowledge
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EXERCISE 2
Rank ASK by difficulty to develop in people
Attitude
•Easy
Skills
Knowledge •Moderately difficult
•Most difficult
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FIVE PRINCIPLES OF
LEARNING
Participation: involve trainees, learn by doing
Repetition: repeat ideas & concepts to help people
learn
Relevance: learn better when material is meaningful and
related
Transference: to real world using simulations
Feedback: ask for it and adjust training methods
to audience.
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A SYSTEMATIC APPROACH
TO TRAINING
Key Concepts in Preparing a Training Plan
Before you train and develop people identify what:
They must know - before they can perform job
They should know - to improve performance
Would be nice for them to know – but not necessary to perform duties.
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MODEL OF THE TRAINING
PROCESS*
*Goldstein, I. (2002) Training in Organizations 4th Ed.
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment
Task Need Assessment
Development of Design & Select Measure Training
Training Objectives Procedures Results
Development of Train Compare Results to
Criteria for Training Criteria
Evaluation
Feedback 51
NINE STEPS IN THE
TRAINING PROCESS
1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training
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1) ASSESSING TRAINING
NEEDS
Conduct a training needs analysis by either one, or both, of the following
External approach (company, guests, society)
Internal approach – using a staff opinion survey.
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EXERCISE 3
Imagine you are the manager of a factory with 500 workers making
ice cream for export to Europe.
What information and evidence do you need before you can say the
employees need training?
Try to list 5 ideas.
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RESPONSE TO EXERCISE 3
Accidents report Staff discipline report
Sick leave report Staff enquiries & complaints
Employee compensation Guests complaints
statistics
Refusal of orders made
Product quality control report
Quality of product report
Wastage report
Market needs & trends
Efficiency report
Demographic data &
Machinery out-of-order background of employees
report
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2) PREPARING TRAINING
PLAN
Consider whether to design a long (5-10 years), medium (3-5 years)
or short (1 year) term plan.
Ask your self “What are we going to achieve in the time period?”
Use a holistic approach by using a calendar for inputting your
training activities.
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TRAINING CALENDAR
EXAMPLE
Training Area Month in the year
1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
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INDIVIDUAL PLANS
For individual personalized training, we must assess the trainees’
weakness and strengths first before setting up appropriate programs.
Training areas maybe tailor-made.
Trainee should receive an individual timetable for self progress.
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3) SPECIFYING TRAINING
OBJECTIVES
Training Objectives must be specific & measurable.
Why? Very difficult to measure effectiveness after
course is finished.
What should trainees be able to accomplish after participating
in the training program?
What is the desired level of such accomplishment, according
to industry or organizational standards?
Do you want to develop attitudes, skills, knowledge or some
combination of these three?
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4) DESIGNING THE
TRAINING PROGRAM(S)
1. Program duration 7. Training location &
environment
2. Program structure
8. Criteria & methods
3. Instruction methods
for assessing
4. Trainers qualification participant learning
and achievement
5. Nature of trainees
9. Criteria & methods
6. Support resources –
for evaluating the
materials, OHP,
program
classroom
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5) SELECTING INSTRUCTIONAL
METHODS
NOTE: THIS IS THE MOST IMPORTANT STEP
On-the job-training (OJT)
learn while you’re working
Off -the job-training
In house, training or classroom
External, consultancies or attending external classes
Independent bodies, such as government talks
Distance learning, from books or notes
Computer-assisted learning
Interactive-video training
Video conferencing, same as classroom except teachers and students
are in different locations.
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EXERCISE 4
Imagine you are the training manger of a hotel that will
open next year. Your GM asks you to develop a training
program that aims to boost the team spirit of the newly
formed Executive Committee Members.
Your GM suggests you organize a two-day course in a
resort location from 9 to 5 for both days.
Your task is to suggest 3 training methods that suit the
training theme described above.
Hint: this is attitude, not skills nor knowledge training
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RESPONSE TO EXERCISE 4
Remember your training Suitable training methods
theme was to change the you might have listed:
individuals attitudes
Role-play
Employ exercises that
trainees can: Games
Participate in Simulation exercises
React to Discussion/debate formats
Provide feedback in Experiential exercises
Receive inspiration to move Self evaluation (e.g. video
on tape trainees performance &
let them evaluate their own
behaviors).
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6) COMPLETING THE
TRAINING PLAN
Target group – assess your audience
Topic – task, skill or attitude ingredient
Method – direct (one way communication) or
indirect (discussion, games, experimental
exercises…). Important as evaluation of trainees
usually lies on the perception on what they did in the
training session
Time – length, period, breaks important to consider
Location – away from the office?
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7) IMPLEMENTING THE
TRAINING
PROGRAM
Besides trainers qualifications and experience:
Participant selection
Group comfort - physical & psychological
Trainer enthusiasm & skills
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers
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8) EVALUATING THE TRAINING
Three Levels of Evaluation
1. Immediate Feedback
Survey or interview directly after training
2. Post-Training Test
Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
Conducted by immediate supervisors of trainees
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9) PLANNING FUTURE
TRAINING
Last step in the training process
After taking all evaluated comments, trainers should modify the
programs to keep good things and make suggested improvements
Remember, even with the same topic for different trainees, trainers should address
many parts of the training process again and consider new approaches.
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A TRAINING LESSON PLAN
Topic
Summary of Key Points
Training Objectives
Duration of Each Activity in Each Session
Training Contents
Training Methods / Activities
Break(s)
Exercise to Warm Up
Questions to test Understanding
Conclusion
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E.G. NEW EMPLOYEE
ORIENTATION
Time Topic Method Activity
9:00-9:30 AM Welcome Speech Speech Talk & hand shake
by GM
9:30-10:00 AM Intro to Company Slide Slide Show &
Background Presentation Video Tape
3:00-4:00 PM Fire Safety Talk Security Fire Drill &
Manager Equipment
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EXERCISE 1
Imagine you are the managing director of a full service restaurant.
One day you receive a complaint letter from a guest reporting s/he
was not satisfied with the follow up regarding their criticism of being
overcharged in one of your restaurants.
Why was the complaint made?
Is there a training need?
70
TRAINING NEEDS
The reasons for not As training experts we must
making the 1,000 cars: analyze the situation to
Not enough resources determine if:
Poor machines Expected result too high
Poor staff skills Target achievable
Is training the only way to
make it happen
Are there other factors.
71
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COURSE PROJECT
ALLOCATION
Microsoft Word
Document
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WHAT IS TRAINING &
WHY IS IT IMPORTANT ?
Training is a systematic process through which an organization’s human
resources gain knowledge and develop skills by instruction and practical
activities that result in improved corporate performance.
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GARDNER'S MULTIPLE
INTELLIGENCE THEORY
Howard Gardners
Multiple intellige
nce
[Link]
[Link]/gar
dners-theory-of-m
ultiple-intelligenc
es-2795161
Neuroplasticity &
learning
[Link]
chologyprogram.c
om/neuroplasticit
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y/
MI THEORY AND
LEARNING ORIENTATION
Use the following test helps students discover their learning style and
career orientation
[Link]
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