Training and developments notes

Unit 1

Difference between Training and

Development

What is Training?
The process of increasing the knowledge, skills, and abilities of
employees for doing work is known as Training. It is a process by which
attitudes, skills, and capabilities to do a particular job are increased. It is a
process of learning new skills and applying knowledge. Its main aim is to
improve the performance of the current job and prepare them for any
future job. Training enhances productivity and reduces accidents and
wastage of resources. It also helps to increase the morale and
satisfaction of the employees.
What is Development?
Development refers to the overall growth of the employees. These are
learning opportunities that are designed for employees to grow. These
include not only those activities which help to improve employees’
performance but also help in employees’ growth.

Difference between Training and Development:

Basis Training Development

Development refers to the

Training refers to the
overall growth of the
process of increasing the
employees. These are learning
Meaning knowledge, skills, and
opportunities that are
abilities of employees for
designed for employees to
doing work.
grow.
 Basis Training Development

Its main aim is to help the

Its main aim is the overall
Aim employee to do the job
growth of employees.
better.

Orientation It is job oriented. It is career oriented.

It has a narrow scope as

Scope of It has a broader scope as it
it is a part of
learning includes training.
development.

It is more suitable for It is more suitable for

Suitability
technical staff. managerial staff.

It involves teaching It involves teaching technical,

Skills
technical skills. human, and conceptual skills.

It is a long-term process as it
Duration It is a short-term process.
is career oriented.

Level of
Trainees are non-
trainees Trainees are managerial here.
managerial here.
involved

Depth of Knowledge is imparted Knowledge is imparted for the

knowledge for doing a specific kind growth of an employee in all
imparted of job. respects.
 Basis Training Development

Employers take the

Individuals take initiative by
Initiative in initiative in providing
themselves for their growth
learning training to their
and development.
employees.
 Unit 2

Training Needs Analysis { TNA }

TNA stands for Training Needs Analysis. It is the process of identifying
the training and development needs of employees and volunteers in an
organization. It considers the strategic objectives of the organization as
well as the individual’s career goals to determine training needs. It helps
in the process of identifying gaps between employee training needs and
actual training performed. Training needs analysis is generally carried out
at three levels: organizational, team, and individual level.

What is the Purpose of TNA?

The purpose of TNA is to ensure that employees have the knowledge and right skills to be able to
do their work effectively and competently. Training may be needed when there is a gap between
the desired performance, and the current performance, and the reason for that gap is a lack of skill
or knowledge.

Steps involved in TNA

• Identification of organization’s objective
• Identification of skills needed to meet the objectives
• Evaluation of existing skill levels at organization, team, and
employee levels
• Identify courses available to meet gaps in skill levels
• Develop training programs to meet skill levels

5 Training Needs Analysis [TNA] Methods:

1. Staff Interviews

One-on-one interviews with staffers involve targeted questions and total

confidentiality. Let them know that anything they say during the web
conferencing meeting is private so that they feel comfortable sharing and that
all the findings will be anonymous. It’s merely a fact-finding mission to gather
their feedback and foster an inclusive training culture. They need to know that
their opinions count. Keep it brief and centre on training challenges that
pertain to their job duties or departments. They won’t know about warehouse
training issues if they’re on the front-end team, for example.

2. Focus Groups

This is a more social approach to discreet interviews. Restrict group sizes so

that everyone has a chance to speak and tell them the general topic ahead of
time. For example, the session covers soft skills training. This allows employees
to reflect on those certification courses or JIT tools and formulate their
opinions. You should also encourage them to prepare a list of questions or
suggestions they can provide at the end of the focus group, just in case they
want to share information privately.

3. Surveys

Surveys and polls are the most anonymous route, but they’re also somewhat
limited. They typically feature short-form answers or multiple choice. This
means that you can’t delve into the reasoning behind their response or ask
follow-up questions. That said, surveys are ideal for broad diagnostics. For
example, you don’t know where to begin the TNA, and the findings help you
narrow the scope. Another option is to request that everyone provide their
name so that you can reach out to employees for additional feedback or leave
space at the end for them to provide detailed feedback regarding their
training experiences.

4. Management Group Chats

Invite your leadership team to a live event where they can share their thoughts
and ideas regarding the current training strategy. They have the opportunity
to see how training translates on the job—how their team applies what they’ve
learned in a practical setting and if they have all the necessary support.
Managers can tell you what works, what doesn’t, and what your program
needs to achieve desired outcomes. You can also host ongoing discussion
groups where they post questions or explore emerging gaps.
5. Customer Feedback

Customer questionnaires and online surveys let you explore L&D from the
receiving end. One of the primary goals is to give your staffers all the
experience and skills they need to boost customer satisfaction scores. Did the
employee communicate effectively and identify their needs? Were they able to
explain all the product benefits? Was the experience memorable (for the right
reasons), and would they refer a friend?

Need assessment process

Organizational Analysis
1. Strengths
The competitive edge that an organization enjoys over its competitors is an advantage
that defines its success. Assessing the strengths of an organization involves evaluating
management, workforce, resources, as well as current marketing goals. In general, an
internal analysis looks at an entity’s core competencies and resources. Defining the
capability of an organization helps the management team to make sound decisions as
they formulate long-term objectives. Other important aspects of an internal analysis
include looking at financial objectives, strategic planning, as well as its incomparable
strengths.

2. Weaknesses
Weaknesses are another aspect of an organization that can affect its performance.
Recognizing weaknesses is important as it enables the organization to locate problems
and implement sound changes. In addition, the organization is able to develop
appropriate choices in its strategic planning process, especially when results are not
satisfactory. Potential weaknesses include low morale, poor leadership and financials,
obsolete technology, as well as inefficient functions. An example of a turnaround would
be an organization, which previously experienced poor cost control, working hard to
manage costs.

3. Opportunities
Generally, an external analysis weighs the threats and opportunities that are present
outside of an organization. An external assessment includes sizing the competition,
analyzing market trends, and evaluating the impact of technology on the performance of
an organization. When looking at external opportunities, an organization needs to
identify current trends in the market, as well as weaknesses and gaps in the market that
it can come in and fill

4 Threats
Task Analysis
Task analysis is the process of learning about ordinary users by observing them in action
to understand in detail how they perform their tasks and achieve their intended goals.

Objects
Views
Task
Interaction

Person Analysis
An Individual analysis is the process of studying employee behavior, to determine
whether performance meets standards. It examines how well an employee performs
critical tasks and their knowledge, skills, and abilities to perform it. Employees can be
observed in their work environment where they perform their duties.
 Unit 3
DESIGNING & IMPLEMENTATION OF TRAINING
PROGRAMME
Designing training programmes is one of the most pervasive, yet the most misunderstood
activity to be found in the field of human resource development. As human resource
development is concerned with learning particularly in work settings, the task of design is
crucial. There are a few significant parameters, which are to be taken into account while
designing any training programme. We will briefly look into these parameters, which enrich
and facilitate a training designing in terms of its efficacy in operation.
Designing of training & development programme is not one time affair like constructing a
house. Based on the feedback from the participants and the feedback from their superiors in
terms of their performance in the organization and the course directors and the faculty
discover lapses or shortcomings in the programme they have designed and operated. One may
have to think of improving the selection of modules, the structure of the 59 course or the
sequence of topics and the exercise and methods that may be employed in order to improve
the delivery to that programme. Therefore, there is to be a constant concerted effort in
designing a training programme. It is not to be casual; the attempt is to bettering as you move
on from making the training programme as an effective tool to increase knowledge, skills &
desirable attitudes on the part of the employee towards making things better.

Steps to create effective training program

The seven steps are:
1. Identification of training need and analysis.
2. Setting up of training and development objectives.
3. Selection and designing of programs.
4. Selection and developing training methods and
techniques.
5. Implementation of training and development
programs.
6. Evaluation of training and development
programs.
7. Feedback leading to further identification of
training needs.
What is training evaluation?
Training evaluation is the review of the results of a training program. It
involves setting objectives, designing and conducting assessments, and
analyzing data to determine if the training met the objectives. Evaluation
can be conducted at different levels, including the individual, program,
and organizational levels.

Kirkpatrick model of training effectiveness

The Kirkpatrick Model is a globally recognized method of evaluating the
results of training and learning programs. It assesses both formal and
informal training methods and rates them against four levels of criteria:
reaction, learning, behaviour, and results.

Reaction

The first level of criteria is “reaction,” which measures whether learners

find the training engaging, favorable, and relevant to their jobs. This
level is most commonly assessed by an after-training survey (often
referred to as a “smile sheet”) that asks students to rate their
experience.
A crucial component of Level 1 analysis is a focus on the learner versus
the trainer. While it may feel natural for a facilitator to fixate on the
training outcome (such as content or learning environment), the
Kirkpatrick Model encourages survey questions that concentrate on the
learner’s takeaways.

Learning

Level 2 gauges the learning of each participant based on whether

learners acquire the intended knowledge, skills, attitude, confidence
and commitment to the training. Learning can be evaluated through
both formal and informal methods, and should be evaluated through
pre-learning and post-learning assessments to identify accuracy and
comprehension.
Methods of assessment include exams or interview-style evaluations. A
defined, clear scoring process must be determined in advance to
reduce inconsistencies.

Level 3: Behaviour

One of the most crucial steps in the Kirkpatrick Model, Level 3

measures whether participants were truly impacted by the learning and
if they’re applying what they learn. Assessing behavioural changes
makes it possible to know not only whether the skills were understood,
but if it's logistically possible to use the skills in the workplace.
Oftentimes, evaluating behaviour uncovers issues within the workplace.
A lack of behavioural change may not mean training was ineffective, but
that the organization’s current processes and cultural conditions aren’t
fostering an ideal learning environment for the desired change.
Level 4: Results

The final level, Level 4, is dedicated to measuring direct results. Level

Four measures the learning against an organization's business
outcomes— the Key Performance Indicators that were established
before learning was initiated. Common KPI’s include higher return on
investments, less workplace accidents, and larger quantity of sales.
Using the Kirkpatrick Model creates an actionable measurement plan to
clearly define goals, measure results and identify areas of notable
impact. Analysing data at each level allows organizations to evaluate
the relationship between each level to better understand the training
results— and, as an added benefit, allows organizations to readjust
plans and correct course throughout the learning process.
If your organization is ready to take the next step in learning, send us a
message! Ardent’s team of experts will walk you through viable
solutions and discuss how to use the Kirkpatrick Model to get the
results your team needs
In basket technique:

The in-basket technique is a simulation exercise or assessment method used in

various fields, such as management, leadership development, and employee
selection processes. It is designed to evaluate an individual's decision-making,
problem-solving, prioritization, and organizational skills in a realistic work setting.

Here is a detailed explanation of the in-basket technique:

• Simulation Exercise: The in-basket technique presents participants with a

simulated work scenario that resembles a typical inbox or work basket. It
typically consists of a collection of documents, such as emails, memos,
reports, requests, and other types of work-related communication.

• Time Constraints: Participants are given a specific time frame, usually

limited, to review the contents of the in-basket and respond to each item
effectively. The time limit adds a sense of urgency and simulates real-world
work pressure.

• Decision-Making and Prioritization: Participants are required to make

decisions, prioritize tasks, and take appropriate actions based on the
information provided in the simulated documents. They may need to delegate
tasks, respond to inquiries, solve problems, and make recommendations.

• Multitasking: The in-basket technique assesses an individual's ability to

handle multiple tasks simultaneously. Participants must manage their time
effectively, allocate resources, and handle competing priorities within the
given time frame.

• Skills and Competencies: The exercise evaluates various skills and

competencies essential for effective job performance, such as:

a. Analytical Skills: Participants must analyse the information presented, identify

key issues, and make sound judgments or decisions based on the available data.
b. Communication Skills: Responding to emails, writing memos, or preparing
reports require effective written communication skills to convey information clearly
and concisely.
c. Problem-Solving: Participants may encounter challenges or problems within the
simulated work scenario and need to devise solutions or alternative courses of
action.
d. Time Management: The in-basket technique tests an individual's ability to
manage time, set priorities, and meet deadlines effectively.

• Assessment and Evaluation: Assessors or evaluators use predetermined

criteria to evaluate the participant's performance in the in-basket exercise.
This assessment may be based on factors such as decision quality, task
prioritization, response time, communication effectiveness, and overall
performance.

The in-basket technique provides a practical and interactive assessment of an

individual's job-related skills and competencies. It allows assessors to observe how
participants handle real-life work situations, make decisions under pressure, and
manage multiple tasks concurrently. The results of the in-basket technique can be
used to identify strengths and areas for improvement, inform selection decisions, and
guide individual development plans for professional growth.
 Unit 4

Executive Development – Introduction

Executive development – or simply development because it refers
to learning opportunities thrown open to managers working at
various levels – is any attempt to improve managerial
performance by imparting knowledge, changing attitudes or
increasing skills. The aim of development is not just to improve
current job performance of managers but to prepare them for
future challenging roles.

This would involve upgrading their knowledge, looking at things

from a refreshing fresh angle or simply increasing their skill sets
so that they can slip into complex and more demanding roles
effortlessly. Development aims at building the competencies of
people, of preparing them for planned career growth and is
always future-focused.

The importance for executive development is felt due to

the following reasons:

1. Increase in Complexities and Size of the Organization

– In the phase of increasing competition the size and
complexities of the organisations is continuously increasing. Due
to this reason the mangers need to be developed to handle the
complicated problems of these organisations.

2. Shortage of Trained Personnel – It is very difficult to

recruit and select the personnel according to the requirements.
The need mostly arises to develop the personnel so that they
could perform their assigned tasks effectively and efficiently,
which is done through executive development.

3. Technological Changes – The technological changes are

rapidly taking place in this competitive business environment.
The modern business organisations are continuously introducing
the new equipment’s, machines, and methods of production. So
the mangers require the latest knowledge of these new techniques
and technology which is provided through executive
development.

4. Socio Cultural Changes – The rapid change also occurs in

the socio-cultural environment and for understanding the
behaviour of the people in the proper perspective there is a great
need to develop the managers.

5. Increased Competition – There is a tough competition in

the market and the consumers have become conscious of their
rights and they cannot be now easily misguided. The executive
development is of great help in properly understanding and
meeting the needs of the consumers.

6. Changes in Labour Management Relation – Executive

development is needed due to the reason that there are frequent
changes in the labour management relations and with the help of
executive development the managers can ensure industrial peace
in the organisation.

7. Social Responsibility of Management – Due to the

changing business philosophy, the social responsibility is widely
recognized by the business leaders. So the increased management
tasks arising out of the fulfilling social responsibility have made
the executive development necessary in the corporate world.

8. Increased Professionalism – Management of public

utilities, state enterprises and civic bodies are being
professionalized for the purpose of improving the operational
efficiency. This professionalism is ensured through executive
development.
9. Unending Process – Management development is used for
imparting knowledge about the latest concepts and as learning is
an unending process, this makes the executive- development as
an unending process.

How to Design an Effective

Management Development
Program
If you're ready to create a management development
program that creates positive behavioral changes, here are 4
steps to get started:
1. Assess Your Organization's Needs
The first step in developing a training program is to identify
and assess your organizational needs. This is a big piece in
and of itself, so to keep this article short and precise, here’s
an overview of the Management Development Needs
Assessment Process.

Step by Step Needs Assessment Process

1. Determine where your organization needs to be. Think

about business outcomes and goals.
2. Perform a Skill Gap Analysis. Assess the current
performance of your people managers and compare it to
the desired level. The analysis will show you the skills
people need to achieve business goals.
3. Come up with a few hypotheses based on the skill gaps
and how people like to learn.
4. Design a questionnaire to collect information from your
people managers. Decide how you're going to roll out
the questionnaire and to whom.
5. Collect the data and look for the key themes.
6. Align the key themes with the organization's goals.

2. Set Clear Development Objectives

The Needs Assessment process above will identify any gaps
in your current development initiatives and manager skill sets.
These skill gaps should be analyzed, prioritized, and turned
into the organization’s development objectives.

For instance, if you notice that your managers are not

delivering consistent feedback to their team members
because they are afraid of messing up the delivery, you could
turn that skill gap into an objective, “all managers will
confidently deliver feedback on a regular basis using a
simple, consistent framework.”

The ultimate goal is to bridge the gap between current and

desired performance/knowledge through the development of
a training program that has the organization’s goals at its
core. At the manager level, the development program should
match the identified areas where improvement is needed.

3. Design the Management Development

Plan
The next step is to design a comprehensive management
training plan which includes the following:

• Skills to develop
• Learning content
• Delivery method
• Outline
• Supporting materials
• Yearly development calendar
• Development plans for individual managers
 • Ongoing activities to support learning such as
mentoring, peer learning, and others

This step may seem a little daunting, but don’t worry. We’re
here to help.

At Elevate Academy, we can help you design a management

development plan customized to your skill gaps, business
outcomes, people managers needs, and budget.

After working with hundreds of People leaders, we have tried-

and-proven learning content, delivery methods, supporting
materials, and calendars that work. And they’re all highly
customizable to you and your organization.

4. Measure the Results

This is the most important, yet often overlooked step. Most
people leaders know they should measure the results, but
they lack the method or understanding to do it.

Well, in our experience, it is not that difficult to measure

management development, if you know what to measure.
Here are a few key metrics that we recommend to keep track
of:

• Participant engagement
• Participant satisfaction through surveys
 • Behavioral changes. Measuring changes in behavior or
performance on the job to determine if the training had a
measurable impact.
• Return on investment. Compare the cost of the program
to the benefits generated by the improved performance
of the participants
• Business Impact. Evaluating the business performance
metrics such as productivity, customer satisfaction,
sales, and employee retention
• Long-term impact. Measure the performance of the
participants over time
• Transfer of learning: Evaluating whether or not the
knowledge and skills acquired during the training are
being applied on the job.

Methods of executive development:

Methods of development or executive development can be broadly divided
into two categories.

1) On the job development or executive development: it means

increasing the ability of the executives while performing their duties, to
develop them in real work situation. It includes the following methods:

a) On the job coaching: under this method superior only guides his
subordinate about various methods and skill required to do the job. Here
the superior only guides his subordinate he gives his assistance whenever
required. The main purpose of this type of training is not only to learn the
necessary skills but to give them diversified knowledge to grow in future.
The superior is responsible for subordinate’s performance. So the superior
must always provide the subordinate necessary assistance whenever
required.
b) Understudy: under this method of development the trainee is prepared
to fill the position of his superior. He in the near future will assume to do the
duties of his superior when he leaves the job due to retirement, transfer or
promotion.

c) Job rotation: here the executive is transferred from one job to another or
from one plant to other. The trainee learns the significance of the
management principles by transferring learning from one job to another.
This method helps in injecting new ideas into different departments of the
organization.

d) Committee assignment: under this method committee is constituted

and assigned a subject to give recommendations. The committee makes a
study of the problem and gives suggestions to the departmental head. It
helps the trainees because every member of the committee gets a chance
to learn from others.

2) Off the job development or executive development: here the

executives gets the training off the job means not when they are doing the
job. It involves following methods:

a) Special courses: here the executives attend the special courses which are
organized by the organization. Under this experts from professional
institutions provide them the training. Now days it is becoming popular but
it is difficult to say whether these courses improve the performance of the
employees or not.

b) Specific readings: here the human resource development manager

provides copies of specific articles published in the journals to the
executives to improve their knowledge. The executives study such books or
articles to enhance their knowledge.

c) Special projects: under this method the trainee is given a project related
to the objective of the department. The project helps the trainee in
acquiring the knowledge of the particular topic.

d) Conference training: here the organization conducts a group meeting.

In which the executive learn from the others by comparing his opinion with
others.
e) Sensitivity training: it is also known as T group training or laboratory
training. It is conducted under controlled conditions. T group help in
learning certain things, they help the participants to understand how group
actually work. It helps in increasing the tolerance power of the individual
and ability to understand others. T group generally sits together and discuss
for hours where the members learn about their own behavior and behavior
of others.

Methods of Management Development

Methods of Management Development – On the Job and Off the Job Methods
Various on the job and off the job methods are used for
management development.

1. On the Job Methods:

These are the methods in which learning of executive’s stakes
place at the job place. These are time and cost saving techniques.
On the job methods include the following:

i. Coaching:

In this method, superior guides and trains the subordinates or

trainees as a coach. The content matter of coaching depends on
the goals decided before the starting of coaching. The coach
guides the trainees, reviews their performance time to time and
suggests the changes required.

This method works well if the coach and trainee are open with
each other and there is an effective communication between
them. Trainees take interest if they are recognised for
improvement and rewarded for that.

ii. Job Rotation:

According to Bennett, “Job rotation is a process of horizontal

movement that widens the managers experience horizon beyond
limited confines of his own.”

Job rotation is a method in which a person is moved from one job

to another on some pre-planned basis. There is a rotation of jobs
until the trainee acquires knowledge about all related jobs. The
purpose of job rotation is to increase knowledge, skills,
understanding of trainees about various jobs. It increases their
confines. Job rotation method is usually designed for junior
executives and it may take a period of six months to two years for
one rotation to complete.

iii. Under Study:

In this method, one person is selected by supervisor and trained

like his descendant. He is prepared to assume full time
responsibilities of position presently held by supervisor. If the
supervisor leaves the job or is on long absence due to illness,
retirement, promotion or death, etc., then that trained person
become available at the place of supervisor. Supervisor gets most
of his work done from the trainee, discusses problems with him
and involves him in decision making. Trainee is also allowed to
attend discussions and meetings as a representative of
supervisor.

iv. Multiple Management:

This technique is a contribution of Charles P. McCormick of

McCormick Corporation of Baltimore, U.S.A.

In this method, a junior board of executives is made to learn the

skills of Board of Directors (BOD). Major problems are analysed
by junior board and recommendations given to BOD. This is
beneficial to junior board of executives as they learn problem
solving techniques and it benefits BOD as they get the valuable
opinions of executives. Vacancies of BOD can be filled from
junior board of executives.

. Selected Readings:

In this method, development is through reading. Fluctuations are

an integral part of business because business environment keeps
changing. New and creative managerial techniques are also
innovated in such environment. Managers can get knowledge
about the latest developments in management world from
selected professional books, journals, magazines, etc.

vi. Committee’s Assignments:

A committee is formed of trainee executives. In committee
meetings, all participants participate and discuss. The knowledge
is increased by education. They also learn various methods of
problem solving. Communication skills also develop.
ADVERTISEMENTS:

vii. Project Assignments:

In this method, a group of workers is given a project work related

to their functional area. This group of workers is called as project
team or task force. Project team studies the work project
problems and finds the solution. In this process, trainees learn
various procedures. For example, marketing officers may be given
the task of checking the accessibility of a market. In this process,
they will learn about segmentation, positioning and targeting
also. They will learn about the relationship of marketing
department with other departments as well.

2. Off the Job Methods:

In these methods, the development process is not carried at job
location but somewhere outside the job area.

Off the job methods include the following:

i. Case Studies:

In this method, trainees are given a case in writing. Case here

means a business problem or a situation which demands a
solution. Trainees are directed to analyse the problem, find
alternative courses of action, evaluate alternative courses and
select most appropriate solution. The trainer sees the solution
and guides regarding it and ensures that no relevant fact is
missed.

ii. Conference Method:

A formal meeting conducted deliberately is called as conference.

The participants discuss the topic, give their ideas. The
conference can be divided into small sessions also. This method
emphasises on interaction and participation of trainees. This
method also helps to develop conceptual knowledge, modify
attitude and is suitable for a group of 15-20 persons. In a group
with more than 20 persons, active participation would not be
possible.

iii. Role Playing:

In this method, trainees are given the roles which they act on the
stage. Role players act before the class. This is a realistic
behaviour of imaginary situations. Roles are given for situations
like hiring, firing, interviewing, grievance handling, disciplining a
worker, presentation to clients or customers etc.

iv. Lectures:

Lectures are an easy method for development when number of

trainees is large. It is cost effective and consumes less time.
Lectures are formally organised talks in which instructor guides
about specific topics. In lectures, various demonstrations, audio-
visual aids and discussions can be used for creation of interest
among listeners.

This method is useful when the purpose is to teach facts,

concepts, principles, attitudes and problem solving skills.

v. Group Discussion:

In this method, one topic of study is discussed by members of a

group. Through this discussion, knowledge and communication
skills of all group members improve. The topic is summarised by
the chairman of group discussion.

vi. In-Basket Exercise:

In this method, employees are given a basket or tray or box

containing papers and files which are related to their functional
area. The trainee has to study these files and give his suggestions
on the problem or situation. Suggestions of trainees are
compared and conclusions arrived at. A report is also made of
these suggestions.

vii. Management Games:

Management or business games represent the real life situations
of business. Several teams of trainees are made who compete
with each other or against the environment to achieve the
objectives. The teams represent the companies, they solve their
problems, take the decisions to achieve the maximum
hypothetical profits. The game is continued for 6-12 periods. In
the end, final results of all teams are found and compared with
each other.

Management games are of two kinds; first interacting type, in

which decisions or actions of one team affect the other. Second,
non-interacting games, in which decisions of every team are
independent, do not affect others. Their results are entirely based
on their own competence.

Management games train the trainees regarding communication

skills, problem solving techniques, dispute handling skills,
leadership qualities, etc.

viii. Sensitivity Training:

This training is conducted under controlled conditions, so it is

also known as Laboratory training. It is also known as T-Group
training. The purpose of this training is to make executives able
to understand how groups work, how people interpret self and
others. T-Group training aims at increasing tolerance level of
individual also.

The trainer in this training is usually a psychologist. The

activities of training involve sitting of group members around a
table and discussing for long time. Sensitivity training brings a
change in the behaviour of employees.
Special issues in training and development:
Introduction
Organizations are working in a dynamic business environment where they face external and
internal environmental pressure related to business processes. Training is also influenced by
various external and internal pressures like legal issues, partnering with a committed work
force, diversity training and school to work training issues that are confronted by the firm in
terms of external environment. This module briefly describes these issues and the manner in
which firms can manage these issues. The internal pressures of the company’s internal
environment incorporate training the managerial workforce, provide training and
development to all employees, handling issues like glass ceiling, joint union management
systems, succession planning programs etc. This module takes into consideration these
special issues that arise in the training and development scenario and focuses on efficiently
managing them.
Training Issues Resulting from the External Environment
This section shall discuss the various training issues that emerge from the external
environment.
Legal Issues
There are various training activities that make an employer prone to legal actions from the
law of the land and may also have a poor impact on the organisation’s corporate reputation.
The first and foremost legal issue is failing to provide adequate training to the employees. It
is mandatory for the organisations to highlight that the workforce has not only adapted to the
newer methods learnt through training but is also complying with the same for enhanced
efficiency. The law of the land may also expect employees to spend certain number of
training hours and types of training for employees in certain industries. The recent corporate
scandals have also led to evaluation of quality of training that is being imparted to the
employees and make them understand the manner in which the rules and regulations of the
firm work. Another legal issue that can be prompted is on the job training and simulation
involve is the use of work tools and equipment’s and if any injury takes place during the
training session it is necessary for the organisation to pay the salary and also offer financial
settlement for the injury caused, thus to avoid such a situation it is necessary that managers
make sure that employees should be aware of the consequences of using the equipment
incorrectly and they must be made aware of using the safety equipment’s for best results.
Another major legal issue that arises is due to breach of confidentiality, the managers must
make sure that they place correct information in the files of the employees as this may be
used for their promotion or salary decisions and wrong or inaccurate information can invite
legal action. Employers when acting as equal opportunity employers cannot discriminate on
the basis of religion, caste, gender, etc. as this can invite legal action. It is necessary to
mention that people with physical disabilities must also not be discriminated during a training
session as this also comes under a legal offence. There should be provision for reasonable
accommodation as it refers to making training facilities available for individual with
disabilities
Cross Cultural Preparation/ Training
Cross-cultural preparation involves training the employees and their families who may be
relocating at a foreign location. It is necessary to train the expatriates because they must
understand the business practices and cultural norms of various countries. If they are not
trained or are not aware of the socio cultural norms, it is often that they may face a culture
shock. It is imperative to mention here that cross cultural training is a costly affair for the
organisation, if the employee does not settle in the new environment, the firm may have to
incur heavy expenditure. Organisations provide language training to their employees so that
they can gain knowledge about country’s culture and traditions and it is recommended that
families of the expatriates be also involved in such a training process. The training can
involve variety of methods like experiential methods, presentation methods etc. for better
understanding. On-site training is also provided to expatriates in the host country and
continuous mentoring programs or handholding is provided to them so that they can
understand the culture and customs of the country. Proactive organisations also offer
workshops related to stress and anxiety to expatriates as many of them face this problem in
the host country nations and continues support from the foreign subsidiary is necessary for
the successful tenure of the expatriate. If the spouse of the expatriate is working it is
necessary to offer career-counselling program to them so that they can also establish a niche
for themselves in the host country. The job of cross-cultural training does not end here;
repatriation is another exercise that completes the circle of expatriation. It means preparing
the expatriates for the return to the parent organisation from the foreign assignment. There
might be high level of stress and anxiety in the minds of the expatriates and their family as
they may have lost their usual presence in the company and their colleagues might have
moved ahead leaving them with a feeling of loneliness can going through the process of
readjustment. It is necessary that employees should be prompted to manage the repatriation
process or the re-entry shock may increase. Thus, to avoid such a situation the organisation
can act as facilitators for the expatriates who may feel undervalued in the home country.
Mentoring is another brilliant technique that can be used by the company as the mentor can
facilitate the change smoothly and can facilitate solving the issue.
Managing Work Force Diversity
Diversity refers to any dimension that develops a distinction between one person from
another and it highlights the differences and variety in humans that may emerge due to age,
ethnicity, education, sexual orientation, work style, gender, race etc. The purpose of
diversity training is to remove values and stereotypes and organizational practices that may
act as an obstacle in employee’s personal development and thus facilitate employees to
render their support to the organisation by utilizing their potential and also personal
develop them. The equal opportunity law to much extent has ensured that females and
minority categories are not neglected and well represented in an organisation. Managing
diversity in an organisation refers to creation of an environment, which ensures that all the
employees are treated equally, and they work towards contributing to the super ordinate
goals of the organisation. The firm must develop a positive environment wherein fair and
positive treatment is given to all the employees. It is the bounden duty of the organization
to develop individuals who are interested in working with people from different ethnicities,
race and religious backgrounds. Managing diversity refers to percolating this value in the
culture of the organization. This refers to acceptance of diversity in the norms, standards
and the way people are treated in the organization, innovation and risk taking. If
organizations are able to manage diversity, they can gain competitive advantage in the
business world. The inputs of diverse employees are beneficial for customers and product
markets. Organizations that accept and promote diverse culture develop positive corporate
reputations amongst the employees and emerge as an employer brand. Diversity also
promotes creativity and innovation in the organization, as there is a tendency to break
conformity. The productivity of the organization has also seen an upsurge if diversity is
promoted in the firm. To effectively manage diversity one of the methods is strict adherence
to the legislation of the country and meets the standards of equal opportunity employer.
Another method of managing diversity in the organization and accept affirmative action as a
strategy the firm must ensure that employees need to understand the manner in which
their diversity and stereotypes affect people of other caste, gender or religion. It is through
diversity training that people become aware about the cultural differences and this
awareness may lead to improvement in the behaviour towards minority groups. Diversity
training is defined as a program, which is developed to shift employee’s attitude towards
diversity and facilitate employees to have a skill set so that they can work with a diverse
workforce. Diversity training programs, which are simply bought off the shelf without taking
into consideration, the organisation’s needs, history and culture normally, fail to bring in the
desired change. Organisations run attitude awareness and change programs that work
towards enhancing employee’s awareness towards the differences in culture and ethnic
background, physical characteristics and personal characteristics that influence behaviour
towards others. Such programs provide employees with an opportunity to assess the
cultural differences between cultural groups examine their attitude towards affirmative
action and furthermore analyse results why minority employees are successful and
unsuccessful in their jobs. Behaviour based programs focus on bringing a change in
organizational policies and individual behaviour that inhibit employee’s personal growth and
productivity. Another brilliant example of diversity training is culture immersion, which
refers to the process of sending employees directly into the communities where they have
to interact with people from different culture and nationalities. It is through such programs
that creativity of people from different backgrounds can be adjudged and the managers can
capitalize on the same

Training Issues related to Internal needs of the Company

This section shall discuss the various training issues that emerge from the internal environment.

Succession Planning
Succession Planning refers to the process of identifying and developing the future
leadership of the organisation. It is an important step in the organisation as it also helps in
managing and retaining the talent in the organisation. It is a program to develop high
potential employees in the organisation. The high potential employees are those employees
which have the capacity to take up leadership positions in the future. The development of
high potential employees takes place in three steps. The first step involves selecting a large
number of employees who are considered to be high potential but this number of high
potential may be reduced to less because of turnover, poor performance or by the personal
choices of the employee as he or she may not like to strive for a higher position in the
organisation.
In stage 1 high performers or high potential employees are selected. This selection could be
based on their education, outstanding performance in the organisation and in some cases
the firm may also use psychological testing. The stage 2 involves high potential employees
receive developmental experiences. The employees at this stage use highlight the
willingness to sacrifice if necessary for the organisation. Good oral and written
communication is necessary; moreover good interpersonal skills and leadership abilities
must be adhered to and the incumbent must possess talent for leadership. Employees who
do not meet this basic criteria are considered unfit for higher positions in the company. The
third stage involves top management assessment which should actually feel that the right
choice has been made for leadership positions in the organisation. The top manager must
actively participate in the process of succession planning in stage 3 for desired results. It
takes about 15-20 years for an employee to reach stage 3. The table below provides a
guideline to the company to develop an effective succession plan.

The Succession Planning Process

Identify the positions which are part of a succession plan
Identify high potential employees
Develop benchmarks to evaluate those positions
Determine the methods for evaluating high potential employees
Develop succession planning review
Link succession planning exercise with other human resource data and
systems
Determine feedback that is provided to the employees
Measure the effectiveness of the succession planning process

Sensitivity training
Sensitivity training refers to one of the organizational development
techniques which through counselling methods works on increasing
employee well-being, self-awareness of an individual's own prejudices
and sensitivity to others.
Sensitivity training helps employees to be more sensitive and
accepting of the existing diversity in the workplace. It enhances
understanding between members of the organization and enables
building good interpersonal relationships with other team members.
Sensitivity training educates members about constructive behaviour
which will benefit everybody working in the organization through
developing acceptable and correct behavioural and emotional actions.