Training and Development of Employees Essay Example for Free

raising and Development of Employees EssayObjectives of the Project overlay housework and Development of Employees Finding is the main objective of this project report and some of the sub-objective in this report. They atomic do 18 * To know the effectiveness of the readying syllabus conducted by the follow. * To know whether employees are aware around their responsibilities and administration or non. * To improve Organizational Climate and increase the morale of employees. * To know whether readiness programme is conducted successfully or not. * To know just ab bug out the work culture of the organization. instruction and Development of Employees cultivation and Development of Employees by and by employees occupy been selected for various positions in an organization, genteelness them for the specific tasks to which they befool been assigned assumes great importance. It is true in galore(postnominal) organizations that before an employee is fitted into a har monious work relationship with other employees, he is spreadn suit adequate to(p) provision. fosterage is the act of increasing the knowledge and skills of an employee for playacting a particular crease. The major outcome of teaching is l lay downing. A trainee learns new-sprung(prenominal) habits, refined skills and useful knowledge during the schooling that helps him improve performance. Training enables an employee to do his drink job to a greater extent efficiently and dress himself for a higher(prenominal)-level job.The essential features of training whitethorn be tell thus * Increases knowledge and skills for doing a particular job it bridges the gap between job necessarily and employee skills, knowledge and behaviors * Focuses attention on the current job it is job specific and addresses particular performance deficits or problems * C erstntrates on individual employees changing what employees know, how they work, their attitudes toward their work or their inte ractions with their co-workers or supervisors * Tends to be more than narrowly concentrate and oriented toward short-term performance concerns. Training is fatalityed to serve the dramatiseing purposes* Newly recruited employees require training so as to perform their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage. * Training is necessary to prepare existing employees for higher-level jobs (promotion). * Existing employees require refresher training so as to keep abreast of the up-to-the-minute developments in job operations. In the face of rapid techno reproducible turns, this is an absolute necessity. * Training is necessary when a person moves from one job to another (transfer). After training, the employee burn change jobs quickly, improve his performance levels and contact public life goals comfortably* Training is necessary to make employees mobile and versatile. They substructure be placed on various jobs depending on organizational needs. * Training is needed to bridge the gap between what the employee has and what the job demands. * Training is needed to make employees more productive and useful in the vast-run. * Training is needed for employees to gain adoption from peers (learning a job quickly and being able to pull their own weight is one of the exceed ways for them to gain acceptance).Importance of Training * Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organization. The importance of training erect be studied under the following headsBenefits to the business* educate workers can work more efficiently. They use machines, tools, and materials in a proper way. Wastage is thus eliminated to a grown extent. * Thither testament be fewer accidents. Training improves the knowledge of employees regarding the use of machines and equipment. Hence, trained workers need not be put under close sup ervision, as they know how to handle operations properly. * Trained workers can show superior performance. They can turn out fail performance. They can turn out better quality goods by putting the materials, tools and equipment to good use. * Training makes employees more loyal to an organization. They ordain be slight inclined to leave the unit where there are growth opportunities Benefits to the employees* Training makes an employee more useful to a firm. Hence, he will find employment more easily. * Training makes employees more efficient and effective. By combine materials, tools and equipment in a right way, they can produce more with minimum effort. * Training enables employees to secure promotions easily. They can realise their career goals comfortably. * Training helps an employee to move from one organization to another easily. He can be more mobile and pursue career goals actively. * Employees can avoid mistakes, accidents on the job. They can handle jobs with confiden ce. They will be more satisfied on their jobs. Their morale would be high. Thus, training can contribute to higher production, fewer mistakes, greater job gladness and lower labour turnover. Also, it can enable employees to cope with organizational, neighborly and technological change. Effective training is an invaluable investment in the human resources of an organization. accomplishment Principles The Philosophy of TrainingTraining is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover. These benefits accrue to both the trainee and the organization, if carriages understand the principles behind the training process. To this end, training efforts must invariably follow certain learning-oriented guidelines.ModellingModeling is simply copying someone elses behavior. Passive classroom learning does not leave any room for modeling. If we compliments to change people, it would be a good idea to have videotapes of p eople showing the coveted behavior. The selected model should provide the right kind of behavior to be copied by others. A great deal of human behaviour is learned by modelling others. Children learn by modelling parents and older children, they are quite comfortable with the process by the time they grow up. As experts put it. managers tend to manage as they were managedMotivationFor learning to take place, intention to learn is important. When the employee is motivated, he pays attention to what is being said, done and presented. Motivation to learn is influenced by the answers to questions such as How important is my job to me? How important is the information? Will learning help me progress in the company? etc. nation learn more quickly when the material is important and relevant to them. Learning is unremarkably quicker and durable when the learner participates actively. Most people, for example, never for bushel how to ride a bicycle because they took an active part in the learning process.ReinforcementPositive reinforcement consists of rewarding desired behaviors. If a behavior is rewarded, it probably will be repeated. People avoid certain behaviors that invite criticism and penalization. A bank officer would want to do a postgraduate course in finance, if it earns him increments and makes him eligible for further promotions. Both the external rewards (investments, praise) and the intimate rewards (a feeling of pride and achievement) associated with desired behaviors compel subjects to learn properly. To be effective, the trainer must reward desired behaviors only. If he rewards poor performance, the results may be disastrous good performers may quit in frustration, accidents may go up, and productivity may suffer. The reinforcement principle is also based on the premise that punishment is less effective in learning than reward. Punishment is a pointer to undesirable behaviors. When administered, it causes pain to the employee. He mayor may not repeat the mistakes. The reactions may be mild or wild. Action taken to repeal a person from undesirable action is punishment. If administered properly, punishment may force the trainee to modify the undesired or incorrect behaviors.FeedbackPeople learn best if reinforcement is given as soon as possible after training. Every employee wants to know what is expected of him and how well he is doing. If he is off the track, mortal must put him back on the rails. The errors in such cases must be rectified immediately. The trainee after learning the right behaviour is motivated to do things in a right way and earn the associated rewards. Positive feedback (showing the trainee the right way of doing things) is to be preferred to negative feedback (telling the trainee that he is not correct) when we want to change behaviour.Spaced patternLearning takes place easily if the practice sessions are spread over a period of time. New employees learn better if the orientation programme is spread over a twain or three day period, preferably of covering it all in one day. For memorizing tasks, massed practice is usually more effective. Imagine the way schools ask the kids to say the Lords prayer aloud. Can you memorise a long poem by learning only one line per day? You tend to forget the ascendant of the poem by the time you reach the last stanza. For acquiring skills as stated by Mathis and Jackson, put practice is usually the best. This incremental approach to skill acquisition minimises the physical fatigue that deters learning.Whole LearningThe concept of whole learning suggests that employees learn better if the job information is explained as an entire logical process, so that they can see how the various actions fit together into the big picture. A broad overview of what the trainee would be doing on the job should be given top priority, if learning has to take place quickly. Research studies have also indicated that it is more efficient to practice a whole task a ll at once rather than chastiseing to master the various components of the task at different intervals.Active PracticePractice makes a man perfect so said Bacon. To be a swimmer, you should plunge into water instead of simply reading about swimming or looking at films of the worlds best swimmers. Learning is raise when trainees are provided ample opportunities to repeat the task. For maximum benefit, practice sessions should be distributed over time.Applicability of TrainingTraining should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs. The training situations should be set up so that trainees can visualise and chance upon with the types of situations they can come across on the job.EnvironmentFinally, environment plays a major role in training. It is inherent that workers who are exposed to training in comfortable environments with adequate, well spaced rest periods are more likely to learn than employees whose training condi tions are less than ideal. Generally speaking, learning is very fast at the beginning. Thereafter, the pace of learning slows down as opportunities for improvement taper off.Areas of TrainingThe Areas of Training in which training is offered may be classified into the following categories.KnowledgeHere the trainee learns about a set of rules and regulations about the job, the staff and the products or services offered by the company. The aim is to make the new employee fully aware of what goes on inside and outside the company.Technical SkillsThe employee is taught a specific skill (e.g., operating a machine, treatment computing device etc.) so that he can acquire that skill and contribute meaningfully.Social SkillsThe employee is made to learn about himself and others, and to develop a right mental attitude towards the job, colleagues and the company. The principal contract is on teaching the employee how to be a team member and get ahead. TechniquesThis involves the application of knowledge and skill to various on the job situations. In addition to improving the skills and knowledge of employees, training aims at moulding employee attitudes When administered properly, a training programme will go a long way in obt8ining employee loyalty, support and commitment to company activities.Types of TrainingThere are many approaches to training. We focus here on the types of training that are commonly employ in present-day faces. Skills training Skill training is most common in organisations. The process here is fairly simple. The need for training in basic skills (such as reading, writing, computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team, leading others) is identified through assessment. Specific training objectives are set and training subject field is developed to meet those objectives. Several methods are available for imparting these basic skills in newfangled organisations (such as lecture s, apprenticeship, on-the-job, coaching etc.). Before employing these methods, managers should * explain how the training will help the trainees in their jobs. * relate the training to the trainees goals.* respect and consider participant responses and use these as a resource. * encourage trainees to learn by doing. * give feedback on progress toward meeting learning objectives. Refresher training Rapid changes in technology may force companies to go in for this kind of training. By organising short-term courses which incorporate the latest developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging challenges. * It is conducted at regular intervals by taking the help of outside consultants who specialise in a particular descriptive. hybridize-functional Training Cross-functional Training involves training employees to perform operations in areas other than their assigned job. There are many approaches to cross functional training . Job rotation can be used to provide a manager in one functional area with a broader perspective than he would otherwise have.Departments can transform personnel for a certain period so that each employee understands how other departments are functioning. High performing workers can act as peer trainers and help employees develop skills in another area of operation. Cross functional training provides the following benefits to an organisation (and the workers as well) (1) Workers gain rich experience in handling diverse jobs they become more adaptable and versatile (2) they can better engineer their own career paths (3) they not only know their job well but also understand how others are able to perform under a different set of constraints (4) A broader perspective increases workers understanding of the business and reduces the need for supervision (5) when workers can fill in for other workers who are absent, it is easier to use flexible scheduling, which is increasingly in demand as more employees want to spend more time with their families.Eli Lilly and Company (India), for example, encourages cross-functional movements to make the organisation equally attractive to both specialists and generalists. Team Training Team training generally covers two areas content tasks and group processes. Content tasks specify the teams goals such as cost control and problem solving. Group processes shine the way members function as a team for example how they interact with each other, how they sort out differences, how they participate etc. Companies are investing heavy amounts, nowadays, in training new employees to listen to each other and to cooperate.They are using outdoor experiential training techniques to develop teamwork and team spirit among their employees (such as scaling a mountain, preparing recipes for colleagues at a restaurant, sailing through uncharted waters, crossing a hobo camp etc.). The training basically throws light on (i) how members should commu nicate with each other (ii) how they have to cooperate and get ahead (iii) how they should deal with conflict-full situations (iv) how they should find their way, using collective wisdom and experience to good advantage. Creativity training Companies like Mudra Communications, Titan Industries, Wipro encourage their employees to think unconventionally, break the rules, take risks, go out of the box and cram unexpected solutions.* Postpone judgment Dont reject any idea* Create alternative frames of reference* prison-breaking the boundary of thinking* Examine a different aspect of the problem* Make a wishing list of solutions* Borrow ideas from other fields* Look for processes to change or eliminate* Think up alternative methods* Adopt another persons perspective* Question all Assumptions.In creativity training, trainers often focus on three things (a) Breaking away In order to break away from restrictions, the trainee is expected to (i) identify the dominant ideas influencing his own thinking (ii) define the boundaries within which he is working (iii) bring the assumptions out into the circularize and challenge everything (b) Generate new ideas To generate new ideas, the trainee should open up his take care look at the problem from all possible angles and list as many alternative approaches as possible. The trainee should allow his mind to wander over alternatives freely. Expose himself to new influences (people, articles, books, situations), switch over from one perspective to another, -arrange cross saturation of ideas with other people and use analogies to spark off ideas.(c) Delaying judgement To promote creative thinking, the trainee should not try to kill off ideas too quickly they should be held back until he is able to generate as many ideas as possible. He should allow ideas to grow a little. Brainstorming (getting a large number of ideas from a group of people in a short time) often helps in generating as many ideas as possible without pausing t o evaluate them. It helps in releasing ideas, overcoming inhibitions, cross fertilising ideas and getting away from patterned thinking. diverseness Training Diversity training considers all of the diverse dimensions in the workplace race, gender, age, disabilities, lifestyles, culture, education, ideas and backgrounds while designing a training programme.It aims to create better cross-cultural sensitivity with the aim of fostering more harmonious and bacciferous working relationships among a firms employees. The programme covers two things (i) awareness building, which helps employees appreciate the key benefits of diversity, and (ii) skill building, which offers the knowledge, skills and abilities required for working with people having varied backgrounds. Literacy Training Inability to write, speak and work well with others could often come in the way of discharging duties, especially at the lower levels. Workers, in such situations, may fail to understand recourse messages, a ppreciate the importance of sticking to rules, and commit avoidable mistakes.Functional illiteracy (low skill level in a particular content area) may be a serious impediment to a firms productivity and competitiveness. Functional literacy programmes focus on the basic skills required to perform a job adequately and capitalise on most workers motivation to get help in a particular area. Tutorial programmes, home assignments, reading and writing exercises, simple mathematical tests, etc., are generally used in all company in-house programmes meant to improve the literacy levels of employees with weak reading, writing or arithmetic skills.