It is obvious to expose that, one of the significant functions of Human Resource Department in any organization is training. Training of executive should be done through regular in plant preparation or on the job instruction, regular workshop conduct with the help of resource persons from the specialized fields and through application exercise. For this purpose a bird’s eye view of the guidance process has been discussed below.
Concept of Training
Training is a powerful tool in the hands of development professional to catalyze human resources. Training aims at behavioral changes to be used in life or vocation. It has a sense of immediacy about application. Training is the act of increasing the knowledge and skills of employee for doing a particular job. It is concerned with importing specific skills for particular purposes.
NEED FOR ASSESSMENT OF TRAINING
Company need to determine training needs because
Employees will be more productive in their present job and be ready fro advancement The success of an enterprise requires every one to perform at his/her optimum level. This calls, in part of determining and meeting the specific growth needs of each. All “good” employees, regardless of Company level, can do a good job, want to do a good job and will do a good job- if they are given a chance. This chance comes in part through the provision by the employer of opportunities for employee to improve his/her knowledge, skill and attitude. Time, money and effort can be wasted through training not based on valid or emerging needs.
TECHNIQUES OF NEED ASSESSMENT
Observation
It can be as technical as time-motion studies or as functionally of behaviorally specific as observing a new board or staff nmember interacting during a meeting. May be unstructured as walking through an agency’s officers on the lookout for evidence of communication barriers. It can be used normatively to distinguish between effective and ineffective behavior, Company structures and / or process.
Interviews
Can be formal or casual, structured or unstructured or somewhere in between. May be used with a sample of a particular group (board, staff, and committee) or conducted with everyone concerned. Can be done in person, by phone at the work site, or away from it.
Self – Assessment
Ask participants to evaluate what they have learned about themselves, including their knowledge, behaviour, and attitudes. Taking stock or one self is a great motivator of change. A wide variety of techniques can help participants with their self – assessment. Make use of questionnaires posttests, or final role-play performances. Even game like activities, such as the one below, can be appropriate.
Key consultation
Secures information from those persons who, by virtue of their formal or informal standing are in a good position to know what the training need of a particular group are;Board chairman Related service providers Members of professional associations Individuals from the service population Once identified, data can be gathered from these consultants by using techniques such as interviews, group discussions and questionnaires.
Records and Reports.
Consist of Company charts, planning documents, policy manuals, audits and budget reports. Employee records (Grievance, turnover, accidents, etc.) Includes minutes of meetings, weekly, monthly programme reports, memoranda, agency service records, program evaluation studies.
Work samples
are similar to observation but in written form. Can be products generated in the course of the organization’s work, Eg: Advertisement layout, program proposals, market analyses, letters and training designs. Written responses to a hypothetical but relevant case study provided by the consultant.
Questionnaires
May be in the form of surveys or polls of a random or stratified sample of respondents, or an enumeration of an entire “population” Can use a variety of question formats: open-ended, projective, forced- choice and priority-ranking. can take alternative forms such as Q-sorts, slip-sorts, or rating scales, either pre-designed or self-generated by respondent may be self-administered (by mail) under controlled or uncontrolled conditions, or may require the pr3esence of an interpreter or assistant.
Group discussion
Resembles face-to-face interview technique, Eg., structured or unstructured, formal or informal, or somewhere in between. Can be focused on job (role) analysis, group problem analysis, group goal setting, or any number of group tasks or themes, Eg “leadership training needs of the board” Uses one or several of the familiar group facilitating techniques: brainstorming, nominal group process, force-fields, consensus ranking, company mirroring, simulation and sculpting.
Tests
Are a hybridized form of questionnaire Can be very functionally oriented (like observations) to test a board, staff, or committee member’s proficiency. May be used to sample learned ideas and facts. Can be administered with or without the presence of an assistant.
Print media
It includes professional journals, legislative news/notes, industry “rags”, trade magazines, in-house publications.
STEPS IN DESIGNING TRAINING PROGRAMME
The following sequence of steps, however, should serve as a general guide to designing a training program.
Assess participant Set general learning goals Specify objective Design training activities Sequencing training activities Start detailed planning Revise design details Evaluate the total results
In general, there are various types of training programmes according to different stages in the career span of executive and working personnel. They are:
1. Pre – Service training
As the name indicates, this is a type of training conducted prior to entry in the job. Thus, this is a type of professional training which prepares a person for a job.
For example; coaching classes for the entrance examination conducted for the professional courses. In this type of training, there is a direct link between the curriculum of the training and nature of the job to be performed.
2. Induction training
Raw graduates when entering into service are given this training for a certain period of time before being passed on to the field. It not only familiarizes him with the works he will be expected to perform, but also provides him information about the company rules and personnel policies. It also makes him feel a part of his new group, good induction training is helpful in reducing initial stress about the performance.
For example: Getting acquaintance with the whole surrounding, before undertaking the actual job of farm manager.
3. In – Service Training
It includes all types of training during the service span of a person in the company it aims to fill the specific gaps at different points of time in their career. This training should be practical focused, research – oriented and need based. This covers many aspects like refresher training, overseas training, orientation training, short range courses, job training, periodical meeting and conferences.
In case of pre service and induction training no previous experience is needed for the trainee as he is a fresher, but in case of in-service training the participant may feel the need for more skill in a particular job jeer the participant’s motivation and point of view will determine his focus of attention and learning. He can also bring his expectations and the subjects that he is interested. The main aim of the in-service training is to solve the job problems and meet his expectations.
4. Job training
The aim of job training is to enhance the knowledge of workers about their respective jobs i.e., self- knowledge.
5. Training for promotion
This is also known as “training for advancement”. In most of the company, at least some of the vacancies are filled through promotion from among the existing workers. This provides encouragement to the workers to work for promotion.
6. Refresher training
This training actually helps to provide knowledge of modern methods of production which ultimately helps to increase the efficiency of the workers.
7. on the job training
In this type of training, the worker is allowed to learn the task along with an experienced worker. He is expected to learn the whole process by himself in this trainings are done for a specific time at the work place itself it is a cheaper method less time consumption and also increase in production as he acquires product knowledge.
8. Apprenticeship training
This is one of the oldest methods of training and is very popular in technical fields
Example:
Construction workers, electricians, welders etc, under this method the company selects the candidates and the training period may be 2-6 years usually an agreement is required to be given by the trainee. During the course of training a reasonable stipend is also offered to him. Progressive industries are having their own well equipped training schools like TATA training institute, Central Training Institute etc.
9 Vestibule training
In contrast to the on the job training, this training provides the new workers for a specific job on a specified thing in a separate location. It is used primarily when large number of employees must be trained as quickly as possible in the rapid expansion of employment.
10. Human Relation Training
This means “Training in handling human elements”
Form the above methods of training mentioned by the researcher; it is pertinent to note that the company is adapting different types of training based on their convenience and availability of resource persons.
If you wish to plan for a year sow seeds”
“If you wish to plan for 10 years plant trees”
“If you wish to plan for life time develop Human Resources”
Dr.R.SRINIVASAN is a Post graduate in commerce and Management. He received his doctoral degree from Alagappa University in 1997. He currently teaches financial management and Research Methodology Subjects in Post graduate and Research Department of Corporate Secretaryship at Bharathidasan Government College for Women (Autonomous), Pondicherry University, Puducherry. Before Joining BGCW, he was teaching in SNR College, Coimbatore, Sindhi college, Chennai& T.S.Narayanasamy College, Chennai for eight years. He was with the industry for a short term at Salzar Electronics Pvt. Ltd, Coimbatore. He has about 20 years of teaching experience and having research experience of 15 years. His interests are in Accounting and finance, Capital Market, Quantitative Methods. He underwent the Faculty Development Programme at Indian Institute of Management Ahmedabad during 2000-01. He has presented 20 papers in national and international conferences and has published twenty papers in the areas of Finance and Human resource Management in National Journals. Co-authored a book titled, ?Investors Protection, published by Raj Publications, New Delhi He has delivered lectures in contemporary finance topics at Pondicherry University. He is involved in consultancy projects for Godrej Saralee, Chennai in the areas of Statistical Applications. He has supervised a number of research projects in the area of corporate finance and Human Resource Management. He is the Board of examiner in corporate Secretaryship and Management for the past two decades.
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