Chapter- 3
Training and Career
Development
By : Raju Shrestha
Training
Training is a learning process that involves the
acquisition of knowledge, sharpening of skills,
concepts, rules or changing of attitudes and
behaviors to enhance the performance of
employees.
According to W.F. Cascio, “ Training consists of
planned programs designed to improve
performance at the individual, group, and
organizational levels.”
Differences between
Training and Development
Learning Training Development
Dimensions
Non managerial personnel
1. Who? Managerial personnel
Technical and mechanical operations Theoretical/conceptual idea
2. What?
Specific- job related purpose General Knowledge
3. Why?
Short term purpose Long-term purpose
4. When?
Mostly Less expensive Mostly very expensive
5. Cost factor
immediately Comes lately
6. outcomes
Determining Training Needs
Before spending huge resources organizations must
go through training need assessment process.
Performance= function of
ability*Motivation*opportunity to Do
P= f(A*M*OD)
Desired Performance-Actual Performance=
Training Need
Determining Training Needs
There are three levels of analysis:
Organizational Analysis:
It focus on identifying where within the organization
training is needed.
Here more expertise and seriousness is needed in
organizational analysis.
It is also called Marco Analysis.
Operational Analysis:
If there is low level of operational outcome, it indicates
the need of training in particular operational area.
Individual Analysis:
It is also called Micro level Analysis.
It examines how well each employees is performing the
tasks that make up his or her job.
Determining Training Needs
Determining Training Needs
Questions to be answered to identify Training needs
1. What are the organizational goals and policies?
2. What tasks must be completed to achieve these
goals?
3. What behaviours are necessary for each job holders
to complete his/her assigned tasks?
4. What deficiencies do employees have in the skills,
knowledge or attitudes required to perform the
necessary behaviours?
Determining Training Needs
Responsibility of Training need Assessment
Responsibility of four main groups:
1. Top Management- to frame the training policy
2. HR department: plans, establishes and evaluates
training programs
3. Supervisors: implement and apply developmental
procedures
4. Employees: to provide feedback, revision and
suggestions for job/training purpose
Training as a system
Systems and practices are getting outdated due to
external changes.
Unbelievable changes in working technology-
mechanical, managerial and behavioral aspects.
Phases of Training
1. The assessment or planning phase
2. Training and development phase
3. Evaluation phase
Training as a system
Training as a tool for Developing Work Culture
Work culture is a combination of qualities in
an organization and its employees.
It is defined as the norms of acceptable
conduct.
A well managed work-culture can improve
performance significantly.
It is a joint product of its history, traditions,
values, and vision.
Training as a tool for Developing Work Culture
Types of work culture
Hierarchal culture
Market driven culture
Clean culture
Flexible/Adaptive culture
Relationship between Training and work culture
The positive outcomes of training program helps to
strengthen work culture in the organization.
It helps to improve employees performance and
organizational productivity.
So, there is a two way positive relationship between
training and work culture.
Designing Training Programs
Designing result oriented training program is not an
easy task.
Training requires budget and also multiparty
cooperation is highly essential.
Factors to be considered:
Setting Training objectives
Managing training budget
Designing training content and method
Designing Training Programs
Setting training objectives:
According to objectives all training programs
should be designed.
Here line managers have to send a request
form to HR managers stating the need for
training and its expected outcomes.
Managing training budget:
Training demands time, money and
dedication.
Budget of trainings are material cost, resource
persons cost, cost of venue and menu and
other cost.
Therefore, the budget will determine the actual
design of training program.
Designing Training Programs
Designing training content and method:
A specific type of content materials has to be
designed to solve the problems.
It can be done by organizations experts.
Based on need, method of training has to be
designed.
Methods of Employee Training
Employee training can be broadly classified as:
1) On the job methods
Job rotation
Coaching
Job instruction training (JIT)
Committee assignments
Internship Training
2) Off-the-job methods
Case study
Incident method
Role Playing
Lecturers
Business games
Simulation
Management Education
Conferences
Psychological
principles of learning
An employees learning is also dependent
upon principles of learning.
Learning will be effective, less costly, and
easy when managers consider the
principles of learning.
It is one of the key components of
employee motivation.
Psychological principles of learning
Principles of readiness
Principles of exercise
Principles of effect
Principles of primacy
Principles of intensity
Principles of recency (recent things)
Principles of multi sensation
Evaluation of Training programs
After conducting training, Evaluation of training
programs should be done
Reasons for evaluating training
To identify ways to improve your training.
To determine alignment of training with business
objectives.
To demonstrate the value that training is adding
Training evaluation involves
Formative evaluation
Evaluation that conducted to improve the
training program is called formative evaluation.
It ensures that
Program well organized and run smoothly.
Trainees learn and satisfied with program.
Training evaluation involves
Summative Evaluation:
Evaluation that conducted to determine the
extent to which trainee have changed as a result
of participating in training program
Measure monetary benefits
Quantitative information
Why training program should be evaluated?
To identify the programs strengths and weaknesses
To identify which trainees benefited most or least
from the program.
To determine the financial benefits and cost of the
program.
To compare the cost and benefits of training versus
non- training investments
Training Methods
Career Development
Career Development
Career planning
According to Dessler, “ Career planning is the
deliberate process thorough which an employees
becomes aware of his/her personal skills, interests,
knowledge, motivations, and other characteristics;
and establishes action plans to attain specific goals.”
It is the ongoing process.
It is the joint product of employees and employers/
managers.
Objectives of Career planning
Ensuring needed talents
Assisting in attracting and retaining good
employees
Ensuring growth opportunities for all employees
Reducing employee frustration
Providing challenging jobs
Establishing career oriented performance
appraisal
Phases/ Stages of Career Development
Integrating CD and HRP
Dissemination of career option information
Job postings
Use of Assessment centers
Career counseling programs
Career development workshops
Continuous education and training (E & T)
Periodic job changes
Sabbaticals and other facilities
Career- oriented performance appraisals
Concept of Management /Executive
Development
Management development (MD) is more future
oriented and more concerned with education (than
is employee training).
It is basically an education process than a training
process.
It is a process of developing the managing ability of
managers and executives.
It is a long and expensive process.
Concept of Management /Executive
Development
MD programs tries to enhance:
Job skills
Level of motivation and confidence
Opportunity to move up in the hierarchy
Teamwork, mentoring and empowerment
Managerial decision making and implementation
Emerging concepts of HRD
Developing effective HRD program begins with
the formulation of a detailed policy.
Successful implementation of a HRD program is
crucial to the success of any organization and to
the developments of its employees and managers.
1. Leadership Development
2. Talent management
3. Employee Empowerment
4. Mentoring
HRD Functions
Training and Development (T&D)
Organization Development
Career Development
Training and Development
(T&D)
Training- improving the knowledge, skills and
attitudes of employees for the short-term,
particular to a specific job or task — e.g.,
Employee orientation
Skills & technical training
Coaching,
Counseling
Training and Development
(T&D)
Development — preparing for future
responsibilities, while increasing the
capacity to perform at a current job.
Management training
Supervisor development.
Organizational Development
The process of improving an
organization's effectiveness and member's
well-being through the application of
behavioral science concepts.
Focuses on both macro- and micro-
levels
HRD plays the role of a change agent
Career Development
Career Development is an ongoing process
by which individuals progress through
series of changes until they achieve their
personal level of maximum achievement.
Career planning
Career management
HRD practices in Nepalese Organization- Career
Management and Employee retention issues
Formal training and development practice is a new
concept in Nepalese business sector.
1. Need of Training and Development(T&D) in
Nepalese organization
2. Training efforts and institutes in Nepal
3. Career counseling and HR plan
4. T&D methods used in Nepalese organizations
HRD practices in Nepalese Organization
1. Need of Training and Development(T&D) in Nepalese
organization:
Training is necessary for all the three types of
employees- new employees, old employees, and
managerial personnel
We do not have large and well established in-house
and out-door training institutions.
Companies remained unconcerned about the training
needs assessment, conduction, and evaluation/follow
up of T&D programs.
HRD practices in Nepalese Organization
2. Training efforts and institutes in Nepal:
Training has not found proper importance in the
personnel/HR function.
Majority of organizations lack training cell and
separate budget for training.
Example of T&D institutes in Nepal are:
Revenue Administration Training center (RATC)
Bankers Training center (BTC)
Management Association of Nepal (MAN)
Health training center (HTCs)
Communication Training Center (CTC)
HRD practices in Nepalese Organization
3. Career counseling and HR plan:
Every young applicant searching for job requires
advise/counseling to what kind of work will be most
suitable for them(School, colleges and organizations
do not have experts).
Whatever they offer are insufficient for the purpose.
4. T&D methods used in Nepalese organizations:
Induction training,
Job training,
Training for promotion, and
Refresher Training, etc
"Success is not final;
failure is not fatal: It is
the courage to continue
that counts."
