CU-MBA-SEM-III-Training & Development-Second draft

Figure 8.5 HRD Programs 8.3 TRAINING NEED ANALYSIS PROCESS When the motive and target of the training analysis have been identified, the other step of the training analysis process is to recognize the types of information need to fulfil those targets. The main classification of data specification is as follows:  Data to prescribe the requirement. 151  Data to describe the result.  Data to clarify those who require training.  Data for arranging information for the outcome of training. CU IDOL SELF LEARNING MATERIAL (SLM)

In the training need analysis process, to enlarge any type of training procedure, all these types of data must be collected, formally or informally. It is highly recommended for the companies to be helpful with the type of data with which the training need analysis process is interested, so they may collect and gather all the informative data instruments for their requirement.  Data to Prescribe the Requirement In training needs assessment, performance analysis perspective is being divided into two specified bunch of data which is narrative as a preferable standard of execution and real standard of execution with the help of describing training requirements. An inconsistency is being laid prescribing the issue while gathering these bunches of data. This inconsistency prescribes the requirement of training which specify the issue due to lack of knowledge and skill. It is also preferably required to emphasize the measurement of time while describing training needs such as short-term requirements against long-term. It is the whole sole duty of the administration of the company to specify and concentrate on short-term or long-term requirements. Short-term requirements can be specified with the proper planning and accomplishing with training sessions. While, long-term requirements, need to be discussed thoroughly with the management with detailed specified direction and designing to achieve future goals of the company.  Data to Describe the Result This is the second stage to describe the answer to the training requirement. Data collection is a major area to define the training need but data on other specified schemes also need to be measured. This needs plenty of matter about aptitude training and development affair. This type of data can be specified after answering the following questions: (i) What type of training and development encounter is feasible to undergo the specified requirement? (ii) What is the provenance accessible for fulfilling the requirement?  Data to Clarify those who Require Training This is the third stage to clarify the data required for the number of employees who need training. While taking efficient judgment regarding training, some information about the individual requirement is compulsory. Therefore, it is very useful to visualize the data available from the two levels, the “Individual-level” and the “Organizational level”. i. Individual Level The “Individual-level” specifies the type of information is required to collect against each individual for training and development purpose. 152 CU IDOL SELF LEARNING MATERIAL (SLM)

For this criterion, information on an individual’s career background, earlier Training has been taken, and the motivation of the individual is compulsory. ii. Organizational Level The “Organizational level” specifies the type of specified features required for capable Training employees. It is very beneficial to characterize the Training need analysis giving information about familiar features of all the capable bunch of trainees which goes out of surface against inefficiency in an individual case. By specifying capable training individuals in respect to ordinary features, more information for recognizing the real background of an issue may be gathered.  Data for Arranging Information for the Outcome of Training This is the fourth stage to specify the kind of information is employed for the procedure and result of training. Usually, the information gathered while collecting data is utilized in other three stages for describing the need, recognize the result, describe them, training requirements. It is very useful to describe and specify the information need for ensuring a deep training need analysis.  Training Need Assessment-Organizational and Operational Analysis McGhee and Thayer established a structure to clarify the needs-assessment procedure. It defines three analytical and linked characters,organizational analysis, operational analysis, and person analysis. Training target to achieve the need of the organizational(long-term) and the individual staff(short-term). That includes an answer to the following question: who all needs the training? what is the subject of the training? what is the target of the training? and so on after clarifying the need for the training within the company, it helps recognize the particulars of the training program. The following kinds of analysis are required to specify the Training need: i. Organizational Analysis: Under organizational analysis, it covers the overall learning of the company concerning its targets, its material, usage of its material, accomplishing the said targets, and its policies with linking it with the surroundings. The useful components that are required to go through in the criterion are: a. Analysis of Targets: It involves learning of short-lived and long-lived targets and the planning characterized at many stages to achieve these targets. b. Resource Utilization Analysis: It includes the different organizational supplies (human, physical and financial) are combined is the focussed learning. The input of many other divisions is scrutinized by starting planning for each section. This helps in look out related labour cost, either a unit is understaffed or over-staffed. 153 CU IDOL SELF LEARNING MATERIAL (SLM)

c. Environmental Scanning: It involves the ongoing tracking of trends and occurrences in a company’s internal and external environment that bear on its success, currently and in the future. The results are extremely useful in shaping goals and strategies. It examines both quantitative and qualitative changes related to the economic, political, socio-cultural, and technological environment of the company. d. Organizational Climate Analysis: The weather of the company gives information regarding the approach of individuals towards the job, company procedures, organizer, and so on desertion, weakening ratio normally throwing back of the prevailing individual approach. Therefore, these findings help in evaluating the training attempts for the betterment of overall climate internally and externally. ii. Task or Operational Analysis: Under operational analysis, an elaborated judgment of work, its constituents, its several functions, and circumstances are executed on its basis. The main concentration is on the character performed by the employee and the Training required to execute such characters. The entire effort is mainly focused to search for the several duties to be executed and types of skills, knowledge, attitudes are required to approach the work requirement. Questionnaires, interviews, reports, written exams, examinations and many procedures are commonly taken care of to gather work-linked data. A relevant training program may be planned after gathering the data related to: a. Staff functional level needs, b. Accomplishing the target, c. The procedure used to perform the work, and d. How techniques are being studied. iii. Manpower Analysis: Under manpower analysis, the main concentration is on the individual in a specified work. The three matters to be taken care of are as follows; Firstly, acceptable functioning and need for training. Secondly, potential capabilities of staff for training and focused weakness for training required. Finally, inefficient employees after poor functioning need training or replacement. Also, many choices for transformation in the work or procedure should be viewed. Individual notice, functional reviews, managerial statements, demonstrative paper guides in gathering the data needed and choosing Training options that help in the betterment of employees functioning. To be efficient, training exercises must be regularly under observance and correlate the three types of analysis mentioned above. A suitable program that fulfils the company’s target, goals, and staff requirements should be established. Additionally, the requirements of the training should be specified so that the limited material allocated for the Training must be efficiently utilized. 154 CU IDOL SELF LEARNING MATERIAL (SLM)

It is observed from the ongoing learning, that no examination of training requires will be successful without deep knowledge and guidance of the work in all respect and deep knowledge of individual goals of the work. 8.4 SUMMARY  In big companies, the pressure of the training manager may specify that grade of deputation must be established. In particular, a trainer may assign training to his subordinate who is a specialist.  The specific feature of training that can be assigned is observed by the procedure of direction and in real carrying the direction.  For best result, it is a selection of training officer, subordinate to the line manager.  The system model incudes five stages that should be continuously performed for betterment. The training should accomplish the idea of improving skills and knowledge of employees to function as per requirement.  The transitional model involves mission, vision, and values giving the target an inner loop. This model considers the company as a whole. The target is composed of these three things taking care and then training model is executed.  ISD model together with determining and developing the flattering procedures, segmenting the content and resulting medium for the kinds of Training targets to be accomplished.  The main three models of company training are: system model, instructional system development model and transitional model.  Training is normally of the on-job type managed by line management.  Instructional system development model was built to give solution to training problems. 8.5KEYWORDS  E-Learning (Electronic Learning) is a term covering a wide arrangement of uses and cycles, for example, online learning, PC based learning, virtual study halls, and advanced collaboration.  Conflict Management is the capacity to restrict the negative angles and increment the positive parts of differences, fights, and varying feelings and desires.  Double-loop Learning is changing basic qualities and suppositions as dynamic advances. It is likewise alluded to as revaluating or changing the context.  Empathy means perceiving feelings in others and viably supporting them in the way that they require. It is the capacity to see and comprehend other's emotions, needs, and concerns, and is critical to viable relational relationships. 155 CU IDOL SELF LEARNING MATERIAL (SLM)

 Enterprise Resource Planning (ERP) is business management software, typically a suite of integrated applications that a company uses to collect, store, manage, and interpret data from all business activities and departments. 8.6 LEARNING ACTIVITY Case study: Training Needs Analysis at Bank of Baroda It has been a long and eventful journey of almost a century across 21 countries. Starting in 1908 from a small building in Baroda to its new hi-rise and hi-tech Baroda Corporate Centre in Mumbai is a saga of vision, enterprise, financial prudence and corporate governance. It is a story scripted in corporate wisdom and social pride. It was crafted in private capital, princely patronage and state ownership. Though it is a history of ordinary bankers and their extraordinary contribution in the ascent of Bank of Baroda to the formidable heights of corporate glory, it needs to be shared with all those millions of people — customers, stakeholders, employees and the public at large — who in ample measure, have contributed to the making of an institution. It has been a long and momentous excursion of very nearly a century across 21 nations. Beginning in 1908 from a little structure in Baroda to its new hello rise and howdy tech Baroda Corporate Centre in Mumbai is an adventure of vision, venture, monetary reasonability and corporate administration. It is a story scripted in corporate insight and social pride. It was created in private capital, august support and state possession. In spite of the fact that it is a background marked by normal investors and their remarkable commitment in the climb of Bank of Baroda to the imposing statures of corporate greatness, it should be imparted to every one of those huge number of individuals — clients, partners, representatives and the general population everywhere — who in plentiful measure, have added to the creation of an institution.Training interventions have a strong history since 1948 when a batch of young officers was sent to United Kingdom for training. The Joint Staff Training College with Bank of India at Mumbai was set up in 1962 for imparting training to officers in banking skills. The Bank of Baroda Staff College at Ahmedabad was started in 1964 for Training officers in banking and upgraded to conduct management development programme with residential facilities in 1978. The N.M. Chokshi College for International Banking and New Financial Services was started in Mumbai in 1989 for Training officers in foreign exchange, international dealing and new financial services. The Bank of Baroda College for Information Technology was started in 1999 at Baroda to impart advanced skills in the area of information technology. The first regional Training centre was established at Baroda in 1970 to conduct job-oriented training programmes for clerical and subordinate staff members and the bank now has twelve regional training centres spread across the country to handle the basic training courses. 156 CU IDOL SELF LEARNING MATERIAL (SLM)

With over 46,000 employees in three cadres and ten pay scales spread across 3,000 and odd branches in 21 countries, analysing the training needs is really a challenge to HR professionals. The Training needs are identified by analysing the strategic (the challenges of the business that have to be met through training), procedural (which training programmes are required for efficient performance of given job roles), and employee perspectives (which training programme should be given to whom). Level One: Every year around April-May, a corporate level meeting is addressed by the Chairman and Managing Director of the bank with the Zonal heads to discuss the training needs. Zonal heads for their part collect the information from their offices and branches about Training needs and make a presentation. The Branch Managers identify the needs by discussing with employees, by referring to the employee performance appraisals, by considering the audit and inspection reports, by referring to the customer complaints, and by analysing the business plans. The Regional office compiles the said information and sends it to the Zonal office. Regulatory agencies like the Reserve Bank of India and the Ministry of Finance may have issued guidelines for conducting mandatory Training programs like ‘Reservation Roster policy’ ‘Harassment-free policy’, and so on. The corporate strategic decisions are also shared with the zonal managers to understand the overall Training needs of the Bank. All these exercises result in preparing a training calendar along with the types of programs to be conducted. Level Two: The training calendar is sent to all the regional offices and very large branches apart from other administrative offices. The HR managers in regional offices go through the data available with them; about training requests made by branches, performance appraisal reports of employees, newly appointed employees needing training, existing employees posted to new job roles, employees promoted to new positions, the automation work to be initiated, the new kind of work to be performed and the statutory compliance to be met. There may be employees who for personal reasons like family commitments may not want to attend training programs in far-off places. For such employees, the HR Department of the region identifies the need to conduct locational programs at places which are nearest to them. The trade unions may have requested for conducting particular type of training programs for employees like ‘Relational Skills for HR officers. The association for scheduled castes, scheduled tribes and other backward class employees may have requested for conducting additional training programs for their members to enhance their skills. Then there are special needs peculiar to certain branches. For example, 10 out 50 branches in a region are moving towards core banking solutions. For such branches, a program on core banking solution may have to be organized. 157 CU IDOL SELF LEARNING MATERIAL (SLM)

Considering all the facts and circumstances discussed above, the HR Managers at the regional office identify the employees to be sent for Training by making sure from the official records that the concerned employees have not undergone the said programs earlier. Questions: 1. What, according to you, are the finer aspects of need analysis in Bank of Baroda? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. If you were to work as an HR manager in Bank of Baroda, how would you go about identifying the Training needs? ………………………………………………………………………………………………… …………………………………………………………………………………………………. 8.7 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Explain the transitional model. 2. Write a note on ISD model. 3. Explain the outer loop of transactional model. 4. Elaborate organizational and operational analysis. 5. Describe the company of training. Long Questions 1. Explain HRD programs. 2. What kind of analysis is required to specify the training needs? 3. Explain instructional system development model. 4. Discuss system model training. 5. Explain the training and development division. B. Multiple Choice Questions 1. In which sort of investigation are corporate objectives and plans contrasted with the current manpower stock with deciding the training needs? a. Company analysis b. Operation analysis c. Individual analysis d. None of these 2. Training focuses on _____________. 158 CU IDOL SELF LEARNING MATERIAL (SLM)

a. coaching the individuals from an organization how to perform successfully in their current jobs b. expansion of the information and abilities of the individuals from a company c. Preparing the employee to accept on new liabilities d. None of these 3. The process of improving the specialisedskills of employees in a short period is called ________. a. Training b. Development c. education d. None of these 4. Which among the given following is a source of evaluating training needs? a. Performance Evaluation b. Attitude survey c. Advisory panel d. All of these 5. Training need evaluation that takes place during which stage of the training process? a. Deciding what to teach b. Deciding how to maximize participant learning c. Choosing appropriate instructional methods d. Determining whether Training programmes are effective Answers: 1 a)2a)3a)4d)5 a) 8.8 REFERENCES Textbooks  Raymond Noe, Employee Training and Development, McGraw Hill.  Robyn A. Berkley, David M. Kaplan, 2019, Strategic Training and Development, SAGE Publications. Reference Books  Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd.  Daniel M. Wentland, 2007, Strategic Training Putting Employees First, HRD Press. 159 CU IDOL SELF LEARNING MATERIAL (SLM)

Websites  www.trainingindustry.com  https://www.indeed.com/career-advice/career-Development/Training-needs- assessment  https://www.yourarticlelibrary.com/Training-employees/Training-need- assessment-tna-reasons-and-steps-involved-explained-with-diagram/29564  https://www.k4health.org/sites/default/files/Guide to Writing Competency Based Training/Materials.pdf  http://diversityofficermagazine.com/Diversity-inclusion/the-history-of-Diversity- Training-its-pioneers/  http://www.workforcediversitynetwork.com/docs/Articles/Article_WhatKindofDi versityTrainingWorks_Ward_8.08.pdf 160 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT – 9 KIND OF TRAINING AND DEVELOPMENT PROGRAMS STRUCTURE 9.0 Learning Objectives 9.1 Introduction 9.2 Competence Based Training 9.3 Role Based Training 9.4 Summary 9.5 Keywords 9.6 Learning Activity 9.7 Unit End Questions 9.8 References 9.0 LEARNING OBJECTIVES After studying this Unit, student will be able to:  Learn the kinds of training.  Explain the different types of training programs.  Evaluate competency-based training.  Explain the role-based training. 9.1 INTRODUCTION There are various sorts of preparing we can use to connect with a representative. These sorts are normally utilized altogether steps in a preparation cycle (direction, in-house, mentorship, and outside preparing). The preparation used relies upon the quantity of assets accessible for preparing, the sort of organization, and the need the organization puts on preparing. Most HR supervisors utilize an assortment of these sorts of preparing to build up a comprehensive employee. 161 CU IDOL SELF LEARNING MATERIAL (SLM)

Technical or Technology Training Depending on the sort of work, specialized preparing will be required. Specialized preparing is a sort of preparing intended to show the new worker the innovative parts of the work. In a retail climate, specialized preparing may incorporate showing somebody how to utilize the PC framework to ring up clients. In a business position, it may incorporate telling somebody the best way to utilize the client relationship the executives (CRM) framework to discover new possibilities. In a counselling business, specialized preparing may be utilized so the advisor realizes how to utilize the framework to enter the quantity of hours that ought to be charged to a customer. In an eatery, the worker should be prepared on the best way to utilize the framework to deal with orders. We should accept your organization has chosen to change to the freshest form of Microsoft Office. This may require some specialized preparing of the whole organization to guarantee everybody utilizes the innovation viably. Specialized preparing is frequently acted in-house, yet it can likewise be controlled externally. Quality Training In a creation centred business, quality preparing is critical. Quality preparing alludes to acquainting representatives with the methods for forestalling, distinguishing, and taking out non-quality things, ordinarily in an Organization that creates an item. In our current reality where quality can separate your business from rivals, this kind of preparing gives workers the information to perceive items that are not up to quality norms and shows them what to do in this situation. Various organizations, like the Worldwide Organization for Normalization (ISO), measure quality dependent on various measurements. This Organization gives the stamp of value endorsement for organizations creating unmistakable items. ISO has created quality guidelines for pretty much every field believable, considering item quality as well as affirming organizations in ecological administration quality. ISO9000 is the arrangement of principles for quality administration, while ISO14000 is the arrangement of guidelines for natural administration. ISO has created 18,000 principles throughout the last 60 years1. With the expansion in globalization, these worldwide quality guidelines are a higher priority than at any other time for business improvement. A few organizations, as 3M (QAI, 2011), decide to offer ISO preparing as outer internet preparing, utilizing organizations, for example, QAI to convey the preparation both on the web and in study halls to employees. Training workers on quality principles, including ISO guidelines, can give them an upper hand. It can bring about expense investment funds underway just as give an edge in showcasing of the quality-controlled items. Some quality preparing can occur in-house, however organizations, for example, ISO likewise perform outside training. 162 CU IDOL SELF LEARNING MATERIAL (SLM)

Skills Training Skills training, the third sort of training, incorporates proficiencies expected to really play out the work. For instance, a clerical specialist may be prepared in how to pick up the telephone, while a sales rep, Best Buy scenario, Purchase may be prepared in appraisal of client needs and on the most proficient method to offer the client data to settle on a purchasing choice. Consider abilities preparing as the things you really need to know to play out your work. A clerk has to realize the innovation to ring somebody up as well as what to do if something is estimated wrong. More often than not, abilities training is given in-house and can incorporate the utilization of a tutor. An illustration of a kind of abilities preparing is from AT&T and Apple (Whitney, 2011), who in summer 2011 requested that their chiefs quicken retail representative preparing on the iPhone 5, which was delivered to advertise in the fall. An entrepreneur clarifies the benefits of offering casual abilities preparing about new products. Soft Skills Training Our fourth sort of preparing is called delicate abilities preparing. Delicate abilities allude to character attributes, decent behaviours, correspondence, and individual propensities that are utilized to describe associations with others. Delicate abilities may incorporate how to pick up the telephone or how to be amicable and inviting to clients. It could incorporate lewd behaviour preparing and morals preparing. In certain positions, important delicate abilities may incorporate how to inspire others, keep up casual conversation, and set up rapport. In a retail or eatery climate, delicate abilities are utilized in each cooperation with clients and are a vital segment of the client experience. Indeed, as indicated by a Computerworld magazine review, heads say there is an expanding need for individuals who have not just the abilities and specialized abilities to do a task yet additionally the vital delicate abilities, like solid tuning in and correspondence capacities (Hoffman, 2007). Numerous issues in organizations are because of an absence of delicate abilities, or relational abilities, not by issues with the actual business. Accordingly, HR and supervisors should cooperate to reinforce these worker abilities. Delicate abilities preparing can be regulated either in-house or externally. Professional Training and Legal Training In a few positions, proficient preparing should be done on a progressing premise. Proficient preparing is a sort of preparing needed to be modern in one's own proficient field. For instance, charge laws change frequently, and therefore, a bookkeeper for H&R Square should get yearly expert preparing on new assessment codes (Silkey, 2010). Legal advisors need proficient preparing as laws change. An individual wellness coach will go through yearly certificates to keep awake to date in new wellness and nourishment information. 163 CU IDOL SELF LEARNING MATERIAL (SLM)

Some organizations have paid a significant expense for not appropriately preparing their representatives on the laws identifying with their industry. In 2011, Massachusetts General Emergency clinic paid more than $1 million in fines identified with security strategies that were not followed (Donnelly, 2011). Thus, the organization has consented to create preparing for laborers on clinical security. The fines might have been forestalled if the organization had furnished the legitimate preparing in any case. Different sorts of legitimate preparing may incorporate inappropriate behaviour law preparing and separation law training. Team Training Do you know the activity wherein an individual is approached to close their eyes and fall back, and afterward evidently the colleagues will get that individual? As a group assembling exercise (and a terrifying one at that), this is an illustration of group preparing. The objective of group preparing is to create cohesiveness among colleagues, permitting them to become more acquainted with one another and encourage relationship building. We can characterize group preparing as a cycle that enables groups to improve dynamic, critical thinking, and group advancement abilities to accomplish business results. Regularly this kind of preparing can happen after an organization has been rebuilt and new individuals are cooperating or maybe after a consolidation or procurement. A few explanations behind group preparing incorporate the following:  Improving communication  Making the working environment more enjoyable  Motivating a team  Getting to know each other  Getting everybody \"onto a similar page,\" including objective setting  Teaching the group self-guideline strategies  Helping members to study themselves (qualities and weaknesses)  Identifying and using the qualities of group members  Improving group productivity  Practicing compelling coordinated effort with group members Team preparing can be controlled either in-house or remotely. Unexpectedly, using innovation, group preparing no longer expects individuals to try and be in the equivalent room. Managerial Training After somebody has invested energy with an Organization, they may be distinguished as a possibility for advancement. At the point when this happens, administrative preparing would happen. Themes may incorporate those from our delicate abilities area, like how to inspire 164 CU IDOL SELF LEARNING MATERIAL (SLM)

and designate, while others might be specialized in nature. For instance, if the board utilizes a specific PC framework for planning, the director competitor may be actually prepared. Some administrative preparing may be acted in-house while other preparing, like authority abilities, may be performed externally. For model, Mastek, a worldwide IT arrangements and administrations supplier, gives a program called \"One Expertise a Month,\" which empowers directors to master abilities like appointment, training, and giving criticism. The normal number of all out preparing days at Mastek is 7.8 per employee2 and incorporates administrative themes and delicate abilities points, for example, email manners. The objective of its preparation programs is to expand efficiency, one of the organization's centre values. Safety Training Safety preparing is a kind of preparing that happens to guarantee representatives are shielded from wounds brought about by business related mishaps. Security preparing is particularly significant for organizations that utilization synthetic substances or different sorts of risky materials in their creation. Wellbeing preparing can likewise incorporate departure plans, fire drills, and working environment savagery systems. Wellbeing preparing can likewise incorporate the following:  Asbestos  Construction safety  Eye safety  First aid  Food administration safety  Hazmat safety  Hearing protection The word related Security and wellbeing organization, or OSHA, is the fundamental government office accused of authorization of security and wellbeing guideline in the US. OSHA gives outer preparing to organizations on OSHA guidelines. At times in-house preparing will likewise cover security training. 9.2COMPETENCY BASED TRAINING Competency Based Training Before Competency based Training (CBT) is defined and explained, it is important to define ‘Competency’. When it comes to competency, it indicates about individual characteristics in support of contributing to outstanding performance. Competencies could be knowledge and skills, behaviours and attitudes or characteristics instrumental in producing top-notch results. 165 CU IDOL SELF LEARNING MATERIAL (SLM)

Competencies are basic to the success of performers thereby it becomes relevant to study those attaining talents to point out the exact means of competency and how they are having the edge over others to be successful. More and more companies are implementing competency-based training because it helps to prioritize training budget and ultimately it achieves results. Research indicates that some individuals are up to twenty times more productive than others. Figure 9.1 The ATD Competency Model Benefits of Competency Training Significant time and effort go into creating accurate and whole competency models. When done properly, companies will get benefits as briefed in the following:  Lower attrition due to high productivity and employee value alignment.  Ability to identify training gaps allowing for targeted Training.  Facilitation of representative improvement through custom fitted individual Advancement plans.  Creation of profession ways for future positions. 166 CU IDOL SELF LEARNING MATERIAL (SLM)

 Quicker and simpler to the ID of applicants prepared for promotion.  Competency-centred progression plans.  Development of labour force designs that meet future ability needs. 9.3ROLE BASED TRAINING It refers to the unique approach and customized training, it depends on the specific roles and functions of the company. It includes task based and customized Training including the workflow and collaboration. Role based training puts the training in the context of a specific role and what it takes to perform in that role. Here are the few main benefits of role-based training:  It helps the organisation to align training as per business process.  It helps the employees to gain a deeper knowledge through practical and relevant information.  Employees feel that the training is specially developed for their role which boosts their confidence.  It ensures that relevant training is delivered for the specific roles. 9.4SUMMARY  The training utilized depends on the number of resources available for training, the type of company, and the priority the company places on training.  Technical training is a sort of preparing intended to show the new worker the innovative parts of the job.  Quality training alludes to acquainting representatives with the methods for forestalling, recognizing, and wiping out non-quality things, ordinarily in an organization that delivers a product.  Competencies could be knowledge and skills, behaviours and attitudes or characteristics instrumental in producing top-notch results.  Role based Training puts the training in the context of a specific role and what it takes to perform in that role.  There are various sorts of preparing we can use to draw in an employee.  Depending on the kind of work, specialized preparing will be required.  Technical preparing is a kind of preparing intended to show the new worker the mechanical parts of the job.  ISO9000 is the set of standards for quality management. 167 CU IDOL SELF LEARNING MATERIAL (SLM)

 Soft skills refer to personality traits, social graces, communication, and personal habits that are used to characterize relationships with other people.  Role based Training puts the training in the context of a specific role.  Significant time and effort go into creating accurate and whole competency models.  Competencies could be knowledge and skills, behaviours and attitudes or characteristics instrumental in producing top-notch results. 9.5KEYWORDS  Data and Analytics are key drivers for organization execution and ought to be drivers for ability development.  Design Thinking is a human-jogged measure that gives a way to characterizing issues from different points of view, conceptualizing potential arrangements, prototyping those arrangements, and afterward testing and emphasizing to enhance the best methodology. It centres around where business needs, client needs, and innovation or ecological imperatives meet.  Elaboration is a conscious practice method where students put content into their own words and interface it with existing recollections, for example, abilities or information they as of now have.  Consulting is the present moment, inner or outside characterized measure for tackling issues and aiding people, gatherings, or organizations move from a present status to an ideal state.  Emotional Intelligence is the capacity to precisely recognize and comprehend one's own passionate responses and those of others. This eighth insight, in view of Gardner's numerous knowledge hypothesis, was promoted by Daniel Goleman in his book Passionate Intelligence. 9.6LEARNING ACTIVITY Your team has been mandated to develop a training plan for the entire company. Based on different roles and competencies of the employees. 1. Develop a training matrix for different roles, competencies and levels. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. Develop a detailed generic safety training plan for the entire company? 168 CU IDOL SELF LEARNING MATERIAL (SLM)

………………………………………………………………………………………………… …………………………………………………………………………………………………. 9.7UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Elaborate on the benefits of competency training. 2. Write a short note on competencies. 3. How Competency based training benefits the company? 4. Explain role-based training. 5. What are the main benefits of role-based training? Long Questions 1. Explain various types of training to develop a holistic training plan. 2. Discuss ATD competency model. 3. Explain different types of activities involved in team training and illustrate their benefits. 4. Compare and differentiate between competency and role-based training. 5. List down the activities and its importance, involved in safety training. B. Multiple Choice Questions 1. Which of the below training is common for all the employees of the company? a. Safety b. Mentorship c. Orientation d. All of these 2. ISO9000 set the standards for _______________. a. Quality standards b. Technical standards c. Safety standards d. None of these 3. Which of the following can’t be an objective for team training? a. Motivational 169 b. Improving productivity CU IDOL SELF LEARNING MATERIAL (SLM)

c. Developing informal skills d. All of these 4. Which of the following training includes social graces, communication, and personal habits? a. Soft skills b. Safety c. Quality d. Technical 5. In order to “Getting to know each other” which training will you plan? a. Safety Training b. Managerial Training c. Legal Training d. None of these Answers: 1 d) 2 a) 3 c)4 a) 5 d) 9.8REFERENCES Textbooks  Henry Ongori, Jennifer Chishamiso Nzonzo,(2011). Training and Development.  Philips, J.J (2004). Handbook of Training Evaluation and Measurement Methods. Reference Books  Amity Journal of Training and Development 2 (1), (34-38) ©2017. ADMAA.  Daniel M. Wentland, 2007, Strategic Training Putting Employees First, HRD Press.  Robyn A. Berkley, David M. Kaplan, 2019, Strategic Training and Development, SAGE Publications. Websites  https://hrdailyadvisor.blr.com/  https://www.talentlms.com/  https://www.careerride.com/ 170 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT - 10: TRAINING AND DEVELOPMENT PROGRAMS STRUCTURE 10.0 Learning Objectives 10.1 Introduction 10.2 Orientation and socialization 10.3 Diversity training 10.4 Choice of training 10.5 Summary 10.6 Keywords 10.7 Learning Activity 10.8 Unit End Questions 10.9 References 10.0 LEARNING OBJECTIVES After studying this unit, student will be able to:  State theorientation and socialization.  Define the diversity training.  Explain the choice of training.  Analyse the development methods. 10.1 INTRODUCTION Employee training and development programs are vital for any Company. While many companies view them as an expense, they are actually an opportunity. With an L&D strategy in place, you can empower your company, create avenues for closing skill gaps, and enhance the capabilities of your workforce. With a customized L&D program, you can provide access to coursework designed specifically to boost your workforce’s capabilities in particular areas. L&D provides an internal solution to a long-standing challenge, one that can separate your business from the competition. 171 CU IDOL SELF LEARNING MATERIAL (SLM)

But closing skill gaps and elevating your workforce aren’t the only reasons you need an employee training and development program. It’s also critical for recruitment and retention. Figure 10.1 Tips for Creating Employee Training and Development Programs Tip #1: Provide continual self-paced skills training. Many companies provide employees with internal, self-paced, online learning options.This permits workers the opportunity and independence to drive their own professions, acquiring the abilities and information that is both important to them as people, and the organization at large. Tip #2: Consider offering tuition assistance. Offering education benefits, such as tuition reimbursement, is a great way to boost employee retention, improve talent acquisition, and improve brand equity Particularly for organizations where representative turnover is high, like retail and cafés, educational cost help can help improve maintenance and lower future preparing costs. Tip #3: Create an internship program. When designed correctly, internship programs can serve as a streamlined talent funnel for your company. Many successful internship programs consider the entire career entry journey – from college, integrating into the workforce. Tip #4: Peer-to-peer teaching. We learn best from our peers. Consider creating a training and development program where employees teach other employees.In addition to the fact that this helps with ability accomplishment, however it likewise gives a splendid chance to more youthful workers to comprehend your organization esteems and culture on a more profound level. Tip #5: Provide opportunities to engage with top leaders. 172 CU IDOL SELF LEARNING MATERIAL (SLM)

High-performing employees are always looking for opportunities to interact and learn from leaders. Despite the fact that you should be delicate to your top chief's time, these encounters are great for worker individual and vocation advancement. What's the return on initial capital investment for the board? They get the most noteworthy, roused individuals talented up and prepared to take on authority roles. 10.2 ORIENTATION AND SOCIALIZATION Orientation A formal process of introducing new employees to their job and teammates can help increase their confidence and improve their performance.It can likewise help them feel more esteemed inside the organization and improve long haul maintenance. Finding out about various sorts of direction preparing that organizations do can help conclude which is ideal for the organization. Orientation is the process of introducing new employees to their responsibilities, co-workers and workplace. A powerful direction preparing assists individuals with feeling greater inside their new jobs, groups and divisions, while likewise making them mindful of organization assumptions and arrangements. Direction preparing permits freedom to recently joined representatives to ask whatever worries they have and get explained those. Orientation training allows opportunity to newly joined employees to ask whatever concerns they have and get clarified those. Importance of Orientation Orientation has its significance for an organisation. The reason it enables an organisation to streamline its functions and follow a systematic approach for communicating with newly joined employees. The advantage is that the new employees will understand their position with respect to the organisation thereby a smooth transition takes place. Moreover, the orientation training helps in reducing the attrition rate of employees because they better understand their responsibilities. So, orientation training has its value as the employees get all the relevant information useful to work. Orientation leads to the following benefits:  Lower Costs: Since orientation assists employees in discharging their roles effectively, it leads to higher production. As a result, costs get reduced.  Increase Employee Confidence: The confidence level of new hires gets enhanced when they are provided orientation training. The main reason behind is that the new hires come to know what exactly the expectation of the organisation they work for. Therefore, they work systematically and much to the needs of an organisation.  Improve Performance: An orientation program assists employees in developing relationships and key skills at the earliest which in turn helps in improving the overall performance. 173 CU IDOL SELF LEARNING MATERIAL (SLM)

Types of Orientation Training There are numerous types of orientation trainings given to employees with respect to their skill level and competency. If an organisation has its software and laced with unusual policies, then it might not usher good even if the training is delivered. Have a brief on certain orientation training in the following:  Self-paced Online Learning programs- This type of orientation is applicable if there is a need to explain safety procedure followed within the organisation. Similarly, the need of software skills or any related technical skills  One-on-one Meeting- This kind of orientation program is useful to provide the relevant information to employees through discussion and for extracting feedbacks from them.  Mentoring also helps the new hires an opportunity to follow somebody in an organisation like leader or manager regularly for questioning and getting feedback.  Hands-on Training is useful to learn the way to use the machineries and equipment within an organisation.  In-person Group Training- In this type, employees are trained on soft skills so that they can handle customer service requirement, developing a team, managing clients and coaching, among others.  Formal Courses are also available by outside vendors related to business and other allied topics involving organisational specialisation. Socialization The advantage of socialization is that employees learn the requisite knowledge and skills, along with attitudes and behaviours as required for a new role in a company. Genetic investigations have shown that an individual's current circumstance communicates with their genotype to impact social results. Socialization can be conceptualized as an interaction comprised of three phases. Phases of authoritative socialization happens through three phases or steps in an organization as clarified in the following: The Pre-Arrival Stage: This stage of socialisation has three stages. As the term pre-arrival suggests, it is about the employee or member of the organisation has some idea or preconceived notion about the organisation he or she is going to join. It starts with the selection process in which the hired company hire employees on the basis of experience and performance and how far the newly hired can gel with the culture of the new organisation. The selection process takes care of this aspect involving the organisation and jobseeker. The advantage here on the part of the candidates that they can disqualify themselves if they find the new organisation is not matching up to their culture. 174 CU IDOL SELF LEARNING MATERIAL (SLM)

 Encounter Stage: It starts once the candidate accepts the job offer. Then the candidate encounters the reality in the new organisation. The newly joined candidates expect everything positive and their favour. In case there is a deviation, socialisation method comes handy and is used for orienting the new employees. So that new employees can better understand the culture of the organisation they have joined A portion of the Socialization strategies that are utilized incorporate stories, customs, material images, and language. The accompanying chart clarifies the Socialization cycle in the Company:  Metamorphosis: Finally, the new part should work out any issues found during the experience stage. This may mean experiencing changes; consequently, this is known as the transformation stage. The choices introduced in the above figure are choices intended to achieve the ideal transformation. Note that more the administration depends on Socialization programs that are formal, aggregate, fixed, sequential, and underline divestiture, the more prominent the probability that novices' disparities and points of view will be stripped away and supplanted by normalized and unsurprising behaviours. Careful determination by the administration of novices' socialization encounters can at the extraordinary, make traditionalists who consider no hierarchical practice hallowed. Fruitful transformation ought to decidedly affect the new representative's efficiency and his obligation to the organization and diminish his inclination to leave the company. 10.3 DIVERSITY TRAINING Diversity training can be defined as an initiative to create awareness about the diversity within the workforce and bring about cohesiveness in teams. It aims at facilitating positive interactions, reduce prejudice and discrimination. Diversity training gives inspiration to employees at the workplace to accept people from other cultures. Again, there is no discrimination on the basis of race, colour, or ethnicity or language. Even there is no discrimination on the basis of nationality, gender, religion and socio-economic status. Diversity training is about embracing differences among employees and welcoming fresh perspectives to contribute to the company’s growth. Need for Diversity Training  To Raise Awareness on Diversity and Inclusion (DandI): Employees should have clarity on the concepts such as biasing attitude unconsciously. Then only they will understand are helpful in real-life situations. Raising awareness about Diversity and inclusion is important to create a happy and positive work environment. 175 CU IDOL SELF LEARNING MATERIAL (SLM)

 To Uphold Workplace Sensitivity: Diversity training causes representatives to comprehend alternate points of view of their associates and urge them to consider how their activities could affront somebody accidentally. Increased workplace sensitivity is a strong step against discrimination and harassment.  To Develop Inclusive Thinking and Actions: Diversity training allows employees to think about inclusion and how they can make conscious efforts to make everyone feel comfortable and valued. In case of the workplace is supportive, it always encourages employees to have their contribution towards business growth. Advantage of Diversity Training at Workplace Diversity training ensures inclusive growth at workplace. It assists in developing positive changes among the employees even if they work in a team. Besides, many business benefits accrue through an inclusive workplace.  Increased Employee Engagement and Retention: Diversity training has the potential to infuse a sense of trust and credibility among the employees, i.e., workforce. Further, employees consider the workplace environment as very safe and secure. Hence the employees feel motivated to deeply indulge in their work thereby it leads to increased engagement as well as high retention.  A More Profitable Workplace: Diversity training enables the leaders to have more inclusive approach when it comes to hiring practices and the efforts for team building. There are so many studies conducted in this regard reflect workplace diversity leads to increased sales revenue and more profits. If a team is more diversified, then it has high possibility of earning more revenue as compared to a homogeneous team.  Encourage Innovation and Drive Collaboration: People from diverse background in an organisation or workplace. Each one has their version approach to deal with an issue. Therefore, organisations having diversified groups find it easy to identify a solution for a specific solution. Because it is expected that diversified teams have the potential to learn and foresee growth unitedly for developing requisite solutions.  Brings Positive Change with Effective Diversity Training: Power structures on the basis of race or extrinsic factor are no longer prevail in the present age. Hence diversification leads to proper recognition of talent on the basis of skill and performance. This is the reason emphasis is given on diversity training with the intention of bringing positive changes and contribution towards the growth of an organisation.  Developing Skill Sets to Manage Diversity: Managing diversity is not as easy as it seems. It requires something unique skill setup so that a team can work unitedly. Have a look at those skills: i. Non-ambiguous communication 176 CU IDOL SELF LEARNING MATERIAL (SLM)

ii. Cross-cultural competency iii. Conflict management iv. Problem solving By virtue of these skills, employees lead and work cohesively even if there is a diversified team.  Abiding to Compliance Training Regulations: As per the purview of compliance training regulations, no employee has the rights to violate the rules of discrimination and exhibit biased approach to other groups. This is a compliance to which all the employees have to respect and act accordingly. This regulation provides an inference that employees are not subjected to physical exploitation or mental torturing.  Builds Business Reputation: If a company gives high priority to diversity training, then it clearly sends out a positive message that company cares for its employees and there is a better workplace environment. Hence, people from any gender and any community can work without any issue or hesitation of any kind. Enabling employees to understand the Importance of Diversity and Inclusion: Employees at the workplace must have insights on diversity and inclusion. Otherwise, the organisation won’t progress and prosper. Thus, diversity training is highly essential. Because employees from one culture have their own set of beliefs. If they are trained, they may show bias attitude at workplace. Hence the diversity training is given to overcome the traditional mind setup and bring positive change. Then only employees from one culture and community will give respect to employees from other culture. 10.4 CHOICE OF TRAINING AND DEVELOPMENT METHODS Employee development is the overall process an employer provides to employees to help them gradually improve skills, acquire new knowledge, and progress in their careers. Employee training is a program intended to create and improve specialized abilities and information to make a particular showing in a more effective, fruitful, or more secure manner. Each instructional course or course bolsters the movement of the worker through their advancement plan. One way I imagine the thing that matters is by pondering what a modeler does, versus what a worker for hire does. A planner will plan a structure and, with contribution from the customer, choose what the general structure will resemble when it is done: What number of stories will it be? Will it have a hall? Where will the steps be? Will there be segments confronting the street? 177 CU IDOL SELF LEARNING MATERIAL (SLM)

A project worker, then again, is considerably more intrigued by the solid subtleties: What supports are required under the ground surface? What jolts are expected to get the steps? When do we blend the solid for the sections? How would we ensure that the structure is worked to code? Many strategies for preparing are accessible each has certain points of interest and disservices. Here we list the various strategies for training...you can remark on the upsides and downsides and make the models concrete by envisioning how they could be applied in preparing truck drivers. 1. Technology-Based Learning Common methods of learning via technology include:  Basic PC-based programs  Interactive multimedia - using a PC-based CD-ROM  Interactive video - using a computer in conjunction with a VCR 1. Web-based Training Programs The types of training with innovation are practically limitless. A coach likewise gets a greater amount of the student's association than in some other climate and learners have the advantage of learning at their own pace. Example: In the shipping business one can envision intuitive interactive media preparing on heavy transports followed by a capability test to perceive how well the worker knows the truck. 2. Simulators Simulators are utilized to impersonate genuine work experiences. Most test systems are pricey however for specific positions, such as figuring out how to fly a 747, they are basic. Space explorers additionally train broadly utilizing test systems to mirror the difficulties and miniature gravity experienced on a space mission. The military also uses video games (similar to the \"shoot-me-up\" ones your 14-year-old plays) to train soldiers. Example: Truck drivers could use simulators to practice responding to dangerous driving situations. 178 CU IDOL SELF LEARNING MATERIAL (SLM)

3. On-The-Job Training Jumping right into work from day one can sometimes be the most effective type of training. Here are a few examples of on-the-job training: Read the manual - a rather boring, but thorough way of gaining knowledge of about a task. A blend of perception, clarification and practice. Trainers experience the set of working responsibilities to clarify obligations and answer questions. Use the intranet so learners can post inquiries concerning their positions and specialists inside the organization can answer them. On-the-job training gives employees motivation to start the job. Some reports indicate that people learn more efficiently if they learn hands-on, rather than listening to an instructor. However, this technique probably won't be for everybody, as it very well may be very stressful. Example: New shipping workers could ride with experienced drivers. They could pose inquiries about truck checkpoints, appropriate expressway speeds, getting drifters, or whatever other issues that may arise. 4. Coaching/Mentoring Coaching/tutoring allows representatives to get preparing one-on-one from an accomplished proficient. This generally happens after another more proper interaction has occurred to develop what students have as of now learned. Here are three instances of instructing/mentoring: 1. Hire proficient mentors for chiefs (see our HR.com article on understanding leader coaching). 2. Set up a formal tutoring program among senior and junior managers. 3. Implement less conventional training/tutoring to support the more experienced workers to mentor the less experienced. Coaching/tutoring allows learners to pose inquiries and get careful and legit answers - something they probably won't get in a homeroom with a gathering of people. 179 CU IDOL SELF LEARNING MATERIAL (SLM)

Example: Once more, transporters could acquire significant information from more experienced drivers utilizing this method. 5. Lectures Lectures usually take place in a classroom-format. It seems the only advantage to a lecture is the ability to get a huge amount of information to a lot of people in a short amount of time. It has been said to be the least effective of all training methods.As a rule, addresses contain no type of communication from the coach to the learner and can be very exhausting. Studies show that individuals just hold 20% of what they are educated in a lecture. Example: Transporters could get addresses on issues, for example, organization approaches and safety. 6. Group Discussions & Tutorials These most likely take place in a classroom where a group of people discuss issues. For example, if an unfamiliar program is to be implemented, a group discussion on the new program would allow employees to ask questions and provide ideas on how the program would work best. A preferred type of preparing over talks, it permits all learners to examine issues concerning the new program. It additionally empowers each participant to voice various thoughts and bob them off one another. Example: Transporters could have bunch conversations and instructional exercises on security issues they face out and about. This is a decent method to acquire criticism and proposals from other drivers. 7. Role Playing Role playing permits representatives to carry on issues that could happen in the work environment. Key abilities regularly addressed are arranging and teamwork. A pretend could happen between two individuals re-enacting an issue that could emerge in the work environment. This could happen with a gathering of individuals split into sets, or whereby two individuals pretend before the classroom. Role playing can be powerful in interfacing hypothesis and practice yet may not be mainstream with individuals who don't feel great acting before a gathering of people. 180 CU IDOL SELF LEARNING MATERIAL (SLM)

Example: Transporters could pretend an issue, for example, a huge line-up of trucks is found at the gauging station and one driver tells another that he should feel free to avoid the entire thing. Or on the other hand pretend a driver who gets pulled over by a cop and disagrees with the speeding charge. 8. Management Games Management games reproduce genuine issues looked in the work environment. They draw in a wide range of learners including dynamic, down to earth and intelligent employees. Some instances of the board games could include:  Computer reproductions of business circumstances that chiefs 'play'.  Board games that recreate a business situation. Games surrounding thought and creativity - to help managers find creative ways to solve problems in the workplace, or to implement innovative ideas. Example: In a shipping business, administrators could make games that show drivers the effect of late conveyances, helpless client support or risky driving. 9. Outdoor Training A decent break from ordinary study hall or PC based preparing, the typical reason for open air preparing is to create cooperation skills. Some models include:  Wilderness or experience preparing - members live outside and participate in exercises like Whitewater boating, cruising, and mountain climbing.  Low-sway programming - gear can incorporate basic props or for all time introduced \"low ropes\" course.  Low-impact programming - equipment can include simple props or a permanently installed \"low ropes\" course.  High-impact programming - Could include navigating a 40-foot \"high ropes\" course, rock climbing, or rappelling. Outgoing and dynamic members may take advantage of this type of preparing. One danger mentor may experience is interruption, or individuals who don't care for open air activities. Example: As transporters are frequently out and about alone, they could take part in a nature- instructional class alongside stop faculty to fabricate esprit de corps. 181 CU IDOL SELF LEARNING MATERIAL (SLM)

10.Films & Videos Films and videos can be used on their own or in conjunction with other training methods. To be truly effective, training films and videos should be geared towards a specific objective. Just in the event that they are delivered adequately, will they keep the learner's consideration. They are additionally viable in animating conversation on explicit issues after the movie or video is finished. Films and recordings are acceptable preparing devices yet have a portion of similar inconveniences as a talk - i.e., no connection from the trainees. A few risks to think about - showing a film or video from an outside source may not touch on issues directly affecting a specific company. Trainees may find the information very interesting but irrelevant to their position in the company. Some trainers like to show videos as a break from another training method, i.e., as a break from a lecture instead of a coffee break. This is not a good idea for two reasons. One: after a long talk, students will typically need a break from any preparation material, so a preparation film wouldn't be excessively mainstream. Two: utilizing movies and recordings exclusively with the end goal of a break could get expensive. Example: Recordings for drivers could show the appropriate method to collaborate with clients or represent preventive support techniques. 11.Case Studies Case contemplates give students an opportunity to dissect and examine genuine work environment issues. They create logical and critical thinking abilities and give down to earth delineations of standard or hypothesis. They can likewise assemble a solid feeling of collaboration as groups battle together to sort out a case. All types of issues could be covered - i.e., how to handle a new product launch. Example: Transporters could utilize contextual analyses to realize what issues have been looked in the shipping business before and what they could do if a comparative circumstance were to occur. 12.Planned Reading 182 CU IDOL SELF LEARNING MATERIAL (SLM)

Basically, planned reading is pre-stage preparation to more formal methods of training. Some trainees need to grasp specific issues before heading into the classroom or the team-building session. Planned perusing will give workers a superior thought of what the issues are, allowing them to think about any inquiries beforehand. Example: Here we might be extending on the off chance that we believe that drivers are going to peruse a ton of material the preparation office sends them. Creating your employee training and development program Training, then, is a core aspect of employee development. In any case, improvement isn't just a bunch of instructional classes hung together over the long haul. There should be a general arrangement for advancement to occur. Your responsibility is to make a layout for those plans, one that will eventually legitimize the assets your Organization is placing into training. Here's the diagram for making your own representative preparing and improvement program:  Recognize Goals  Identify Competencies  Do a Gap Analysis  Interview Employees  Offer Formal Training  Add Coaching/Mentoring  Allow Self-Directed Learning Development, at that point, is working with your representatives to be a draftsman for their professions. Preparing gives the \"solid subtleties\" as abilities and information expected to help each step. Step 1: Recognize Goals When building up a preparation and advancement program, the allurement is to begin seeing apparatuses, instructional classes, and timetables. Oppose this enticement and step back a second. What are the general business objectives you and your administration are attempting to accomplish? What is the middle of the road steps or achievements prompting those goals? Does your organization's essential arrangement include consolidations or acquisitions? You will require an arrangement for change the executives and sharing the normal mission, vision, 183 CU IDOL SELF LEARNING MATERIAL (SLM)

and qualities. Maybe there is a renewed focus on customer service. How does it extend beyond your front-line employees? Step 2: Identify Competencies Competencies are groups of abilities, behaviours, knowledge, and skills that impact the success of employees and companies. Some examples of competencies are customer service, business acumen, and building effective teams. Whenever you have recognized the capabilities your Organization needs to cultivate, it will be simpler to characterize learning tracks for representatives that impart those competencies. Why abilities, as opposed to, say, singular abilities or occupation prerequisites? Competency-based learning is presently a pillar in the best organizations. In one examination by advancement measurements global (DDI), 89% of top tier organizations had centre abilities characterized for every one of their jobs (contrasted with a simple 48% of any remaining organizations). A different report by Fortune and Aon Hewitt found that a full 100% of organizations making the worldwide top organizations list utilize an all-around characterized competency model. (For more on using competencies and competency models, see our article “Competency- Based Learning: Why Talent Management Needs to Get on Board”). Step 3: Do a Gap Analysis A gap analysis is basically a report showing where your representatives are today, as stood out from where you need them to be with regards to their competencies. It is likely that you as of now have a lot of information and data with which to begin a whole investigation. Your authority HR records may as of now hold things like standard sets of expectations, execution assessments, and even mishap and security reports. Start with these. You may likewise have other conventional apparatuses, like representative appraisal or 360- degree audits. If not, it likely could merit putting resources into a few so you can get an unmistakable, target picture of your workforce. Step 4: Interview Employees Remember how I said that a draftsman functions with the customer to settle on choices about the structure being planned? That sort of organization is basic for worker improvement, too. In truth, there was an eyebrow-raising examination done by correspondence preparing organization Furious that reviewed 800 pioneers from different organizations and found: 44% of representatives felt that work environment rehearses were inadequate and frequently prevented worker profitability and morale. 184 CU IDOL SELF LEARNING MATERIAL (SLM)

50% said the absence of broad straightforwardness and the absence of worker association are essential regions of concern. Less than 33% of representatives felt their info made any difference. Ouch! Obviously, if your representative advancement program will work by any means, you need to converse with your workers and hear them out. The main activity is to discover what their own objectives are inside your organization. You may have a representative in IT, for instance, that accomplishes incredible work and has a decent affinity with the remainder of the group. He looks, from an external perspective, similar to a great possibility to be elevated to an administration position. But does he need to be an administrator? Consider the possibility that he is entirely glad in his present job and has no interest in driving others. Regardless of how much preparing you have in your back pocket, driving that new job on the individual may make hatred, set them up to fizzle or leave the company. There are different things you can gain from conversing with representatives, as well: You can get their bits of knowledge into the discoveries from your hole examination, discover how and when they like to learn, thus on. Step 5: Offer Formal Training With the fundamental work done, presently it's an ideal opportunity to focus on those holes in worker abilities. A proper preparing project ought to be assembled that allocates explicit instructional classes to your workers. These ought to incorporate occupation explicit abilities, yet additionally broad business abilities and delicate abilities training. What structure should these conventional instructional courses take? For some, abilities, short online video courses will possess all the necessary qualities. These can be off-the-rack recordings on regular points (consistence, wellbeing, correspondences abilities, and so forth) or hand-crafted videos. The best preparing programs will in general utilize mixed realizing, which utilizes both educator drove meetings and advanced/online media. With a mixed learning approach, advanced courses can help save teachers' time, permitting them to utilize homeroom time for more gainful exercises, for example, bunch conversation, practice meetings, or Q&A. (For additional on the advantages of mixed learning, see our \"5 Mixed Learning Advantages for Corporate Trainers.\") Step 6: Add Coaching/Mentoring 185 CU IDOL SELF LEARNING MATERIAL (SLM)

Mentoring and instructing are not at chances with preparing. Indeed, tutoring can be a significant expansion to your preparation program, particularly for building up your high- potential employees. A coaching program makes connections among representatives that consider the turn of events and move of information to assist the less experienced workers with developing. Coordinating coaches and mentees are a basic part for making a fruitful program; you should coordinate representatives based on: Experience. There shouldn't be too enormous or excessively little of a hole between the experience of the coach and the mentee. The mentee should have the option to learn and be tested, yet not overwhelmed. Expectations. The two players should realize what's in store out of the relationship. The tutor needs to consider the to be as something other than a chance to \"share war stories,\" for example. Compatibility. At the point when coaches and mentees have comparative methodologies and styles of correspondence, the relationship is regularly substantially more productive. For instance, you should think about getting a Circle appraisal and coordinating representatives with comparable character types. Once you have decided possible matches, feel free to draft a few rules and a tutoring understanding. Once you have determined potential matches, go ahead and draft some guidelines and a mentoring agreement. This helps formalize the relationship and can prevent some issues that might develop down the road. Step 7: Allow Self-Directed Learning Your high-potential employees will be motivated to learn and advance on their own. Take advantage of that! Open up your learning library to representatives so they can discover the courses they need (and take them during a period that works for them). In truth, there are a few advantages to considering such self-coordinated learning: It better obliges diverse learning styles, speeds up expert turn of events, and gives you a superior return for capital invested for your preparation dollars. Training Climate 186 CU IDOL SELF LEARNING MATERIAL (SLM)

‘Climate’ here refers to the working environment. Whether it is pleasant to work or motivating enough to do the task all these matters.Basically, it comprises six elements such as:  Clarity  Commitment  Standards  Responsibility  Recognition  Teamwork All these elements have implications on an organisation both for formal and informal training. Besides, there could be variables in this respect, but the key role is played by training climate. Have a view on other elements responsible for developing the Training climate like:  Managerial Support (MS) i. Supervisors give recognition and credit to employees applying new knowledge and professional skills while working. ii. Supervisors do a match on the basis of needs of associates for both development at personal level and professionally with certain opportunities for attending the training programs. iii. Supervisor always appreciates who would have the potential to work independently with innovative thinking. iv. The expectation form the management at higher level is all about the performance only. v. Top management again have great expectation from the employees in terms oftechnical excellence and competence.  Job Support (JS) i. Here what matters is gathering new information on for better performance so that tasks at hand can be accomplished effectively. ii. The focus is on designing the job assignments for enhancing personal development. iii. Learning innovative ways within an aim to perform is given the priority in an organisation. 187 CU IDOL SELF LEARNING MATERIAL (SLM)

iv. Work assignments involves opportunities for learning new techniques and procedures for enhancing performance. v. It has been a strong observation that learning on a continuous basis is significant for performing the job successfully.  Organizational Support (OS) i. Every organisation has its performance appraisal system by which employees are financially rewarded for implementing the innovative knowledge and skills gained. ii. The company also facilitates the best of training programs. iii. Employees are assigned with the necessary for acquiring and using new knowledge and skills. iv. There are also rewards monetary incentives for using new skills and knowledge for employees at job. v. The Company always rewards employees if employees resort to application of newly gained knowledge and skills while doing the job. 10.5 SUMMARY  Employee training and development programs are vital for any company.  High-performing employees are always looking for opportunities to interact and learn from leaders.  Orientation is the process of introducing new employees to their responsibilities, co- workers and workplace.  There are numerous types of orientation trainings given to employees with respect to their skill level and competency.  The advantage of socialization is that employees learn the requisite knowledge and skills, along with attitudes and behaviours as required for a new role in aCompany.  Diversity Training gives inspiration to employees at the workplace to accept people from other cultures.  Employee development is the overall process an employer provides to employees to help them gradually improve skills, acquire new knowledge, and progress in their careers.  Simulators are used to imitate real work experiences.  Coaching/mentoring gives employees a chance to receive training one-on-one from an experienced professional. 188 CU IDOL SELF LEARNING MATERIAL (SLM)

 'Climate' here refers to the working environment.  Employee training and development program. It's also critical for recruitment and retention.  An effective orientation training helps people feel more comfortable within their new roles, teams and departments. 10.6 KEYWORDS  Behaviourism is a learning hypothesis zeroed in on detectable and quantifiable conduct. It is normally connected with clinician B.F. Skinner, who anticipated that creature and human conduct happens through moulding, which is the support of wanted responses.  Define, Measure, Analyse, Improve, And Control (DMAIC) methodology is a five- venture information driven improvement measure utilized for decrease of deformities, measure improvement, and consumer loyalty. It is the centre apparatus used to lead Six Sigma projects.  Delivery is any strategy for moving substance to students, including educator drove preparing, virtual preparing, Disc ROMs, and books.  Discovery Learning is a particular learning measure in which members experience an issue in an action, react to the issue, distinguish valuable information or abilities acquired, question what was realized, and plan for moving what they realized. This interaction is otherwise called experiential learning or experiential learning action. See likewise Experiential Learning Action (ELA).  Diversity is a wide term that envelops race, identity, sexual direction, confidence, age, and different components that make an individual unique. 10.7 LEARNING ACTIVITY 1. Describe training climate of your exiting/expected company. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. List the activities which you would like to include in an outdoor training plan. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 189 CU IDOL SELF LEARNING MATERIAL (SLM)

10.8 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Discuss the objectives of conducting a diversity training. 2. Write a short note on orientation program. 3. Explain the importance of orientation, for a new employee. 4. What is the purpose of diversity training? 5. Discuss the training climate. Long Questions 1. Explain the types of orientation training. 2. Discuss the advantage of diversity training at workplace 3. How will you choose training and development methods? 4. Describe the process to create your own employee training and development program. 5. List down the tips for creating employee training and development programs. B. Multiple Choice Questions 1. Which is the best way to use the machineries and equipment within an organisation? a. Self-paced online Learning b. Mentoring c. Hands-on Training d. Formal courses 2. To ensure awareness of no discrimination on the basis of race, colour, or ethnicity or language, which training you will conduct? a. Mentoring b. Socialization c. In-person group training d. None of these 3. Which of the following objectives can be achieved using diversity training? a. To develop inclusive thinking and actions b. To raise awareness on diversity and inclusion c. To uphold workplace sensitivity d. All of these 190 CU IDOL SELF LEARNING MATERIAL (SLM)

4. Which of the following is the best case to use simulator? a. learning to drive a on tractor-trailer b. learning to fly a 747 c. Rappelling d. All of these 5. Board games are used to simulate ______________. a. Teamwork b. A business situation c. Sailing d. None of these Answers: 1.c)2 d)3 d)4 b)5 b) 10.9 REFERENCES Textbooks  Raymond Noe, Employee Training and Development, McGraw Hill. Training and  Noe, Raymond A., and Amitabh Deo Kodwani, Employee Development, Tata McGraw Hill. Reference Books  Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd.  Rolf, P., andUdayPareek, Training for Development, Sage Publications Pvt. Ltd.  Daniel M. Wentland, 2007, Strategic Training Putting Employees First, HRD Press.  Robyn A. Berkley, David M. Kaplan, 2019, Strategic Training and Development, SAGE Publications. Websites  corporatefinanceinstitute.com  www.businessmanagementideas.com  www.odnetwork.org  managementhelp.org 191 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT - 11: TRAINERS ROLE STRUCTURE 11.0 Learning Objectives 11.1 Introduction 11.2 Role of Trainer 11.2.1 Meaningof Trainer 11.2.2 Skills of an Effective Trainer 11.3 Preparation of Trainers 11.4 Developing Training Materials 11.5 Skills of Future Trainers 11.6Summary 11.7 Keywords 11.8 Learning Activity 11.9 Self-Assessment Questions 11.10 References 11.0 LEARNING OBJECTIVES After studying this unit, student will be able to:  Define a trainer.  Explain the role and responsibilities of a trainer.  Outline the skills of an effective trainer.  Explain how to develop effective training material for training programs. 11.1 INTRODUCTION The role of a corporate trainer has evolved over the ages. Traditionally, the trainer’s role was limited just to imparting training in an enclosed and conservative classroom setting. However, in the current scenario, comprehending a modern trainer’s role and responsibilities requires extending one’s domain and exploring newer avenues in training methodologies, 192 CU IDOL SELF LEARNING MATERIAL (SLM)

imparting flexible training modules and upgrading their skill set to suit the modern-day corporate requirements. Trainers today need to be proactive in their approach and should possess the requisite skill set to influence trainees in a way so that they are able to deliver satisfactory performance on the job and are also prepared to face higher order challenges once they move up the corporate ladder. Trainers today should be proactive in their methodology and ought to have the imperative range of abilities to impact learners in a manner so they can convey good execution at work and are additionally set up to confront higher request difficulties once they climb the corporate ladder. The role of the trainer is pivotal from start to finish of the training and comprise the following:  Training plan  Timing of different training sessions  Choosing relevant training methods  Preparing training materials and aids  Conducting training sessions  Evaluation of training post session A trainer has multiple roles to play.  The Trainer: A trainer is fundamentally worried about genuine direct preparing. It is a job that includes the mentor in assisting individuals with getting the hang of, giving input about their learning and embracing course plans to address learner's issues. The trainer’s job may include homeroom, educating and guidelines, research centre work, oversight of individual venture work and each one of those exercises that straightforwardly impact quick learning experiences. The Provider: Preparing job identifies with the plan, support and conveyance of preparing programs. It includes, preparing needs investigation: setting goals, planning courses, picking proper strategies and assisting the coach with conveying the training. Theconsultant as an advisor, a mentor is essentially worried about breaking down business issues and reconnecting arrangements. It may involve some elements of the provider role but specifically concentrates on liaising with the line manager, identifying their performance problems, working with providers and businesses to establish training programs.  The Innovator: A trainer’s role as an innovator involves helping the organisation to manage change effectively and to resolve performance issues. 193 CU IDOL SELF LEARNING MATERIAL (SLM)

 The Manager: Managing things in a proper and systematic procedure. As a manager, the trainer handles aspects such as organising, planning, developing and controlling the training and development activity or function. 11.2 ROLE OF A TRAINER 11.2.1 Who is a Trainer? A trainer helps to develop competencies and skills sets of an individual, enabling him/her to perform tasks both efficiently and effectively at the workplace. Expectations concerning the training should be communicated by the trainer to the trainees in a clear and professional way. 11.2.2 Skills of an Effective Trainer With the rise in blended learning and mobile apps that tend to cause distraction rather than contribute to the development of employees, it’s vital not to undervalue the role of a good trainer or instructor. Given below are must-have skills of highly effective trainers and instructors in the modern workplace. Figure 11.1: Skills of an Effective Trainer  Technology Skills Instructors and coaches should realize how to utilize Learning The board Frameworks and the portable learning applications and devices that incorporate with them, just as how to create viable preparing materials with video altering and progressed content writing apparatuses and programming. They additionally should realize how to work innovation that is utilized inside a work environment study hall setting.  Strong Communication Skills 194 CU IDOL SELF LEARNING MATERIAL (SLM)

Instructors and mentors should have great relational abilities to have the option to convey new and old ideas to grown-up students and hand-off those ideas in a manner that is drawing in and helpful.  Organizational Skills Organizing lessons and courses are an important part of the role of being an instructor or a trainer. Teachers and mentors need to not just skill to coordinate courses and materials in a drawing in and reasonable route for students' maintenance levels yet additionally keep their schedules coordinated. Furthermore, they should obviously convey and report what is expected of every student and when.  Adaptability Effective teachers and mentors are adaptable. If they notice that some learners are finding it difficult to comprehend certain portions of the course material, they modify their style of teaching, switch schedules and accordingly adapt to learner’s level of understanding. They take initiative to constantly look out for new and engaging ways of conveying the same concepts, and do not hesitate to adopt new learning strategies or information so that it is both engaging and easily understood.  Motivational The right trainer will provide your staff with enough confidence to do their jobs in the best possible way. Motivation is a crucial element that makes the difference in the approach towards the trainees. By motivating them, the trainer will direct learners toward their Learning Goals. Sometimes the training process requires a change of behaviour and habits, apart from just changing what learners know. When an employee is motivated, change comes easily and gradually. Motivational trainers enhance trainees’ overall performance.  Good Listeners There is a reason why trainers are invited to evaluate employee’s performance and to provide feedback. This is because if the problem of an employer is a lack of productivity, a good trainer will translate it differently. He will involve the employee or learner, listen carefully, and understand that the problem in essence is an inability to focus, distracting environment, confusing directions, or technological challenges encountered. Interpreting and listening to the trainees properly is key to finding an in-depth solution for them.  Strategic Thinkers 195 CU IDOL SELF LEARNING MATERIAL (SLM)

Thinking strategically involves the process of thinking, planning, and doing the work that will lead the organisation towards a more prominent future. This is what good trainers will do for the organisation and its employees. They will have a decent handle of what the preparation interaction straightforwardly means for the business in the long haul and, they will figure out how to think ahead on the best way to prepare workers for their jobs and obligations, more efficiently. Ability to Assess Employees All educators and mentors ought to be happy with surveying a representative's eagerness to learn, just as the information or abilities that the representative has held. They are adroit at planning and controlling appraisals and consistently ensure evaluations are precise and helpful.  Advanced Research Skills When designing course materials and assessing employees, effective instructors and trainers research the best and most relevant methods. They ensure that their learning materials are relevant and that their tactics inspire learning and engagement.  Enthusiasm for Learning Above all else, effective instructors and trainers display a sincere enthusiasm for learning.They are continually learning new things themselves while moving others to do likewise. They have the right stuff needed to be persistent students and rouse ceaseless learning.  Self-evaluators Evaluating their students' presentation is a certain something; be that as it may, successful mentor qualities additionally include the way toward surveying self. They should be extremely sensitive about their performance, by measuring it through the objectives that the trainees have achieved, and by welcoming their feedback. To keep abreast of changes in their field, successful trainers constantly hone their professional skills and also rely on their network with other domain experts. This keen self-analysis can lay the foundation for an effective training program. 11.3 PREPARATION OF TRAINERS Trainers can turn out to be more set up to guarantee that members get a significant encounter. Here are a couple of tips for mentors to get settled with awkward circumstances that may arise. 196 CU IDOL SELF LEARNING MATERIAL (SLM)

Before Training The key is in readiness, which mitigates terrible conditions that could happen all through the occasion. Recalling the essentials is significant; nonetheless, the vital perspective to encouraging easily is knowing your crowd and being ready for extraordinary circumstances. Research Before you step foot in the space where the preparation happens, you should realize how to set up the setting of the meeting dependent on the necessities and objectives of the members. The less you know about the company or situation, the more information you should research prior to the event. What topics should you avoid? What is the participants’ attitude toward a facilitator-led session? What are their triggers? Is there a lack of buy-in for the content you’re focusing on? Are there underlying issues or challenges for why you are present?Get your work done, and guarantee a wide perspective on reactions from members, pioneers and any other person who can be straightforward with you. This examination permits you to be exceptional for the mentalities, questions, or absence of (or excessively) drew in members you may encounter. Practice Knowing your substance is basic, however regardless of whether you made the preparation and know it inside and out, practice it for all to hear. Whether it’s in the shower or while walking the dog, vocalizing your presentation notes, bullets or slides allows you to find where you trip up, ramble or focus too long. In addition, practice your presentation without looking at notes. Perceiving changes in substance can be the most troublesome piece of your preparation, so practice them without a prompt. Equipment and Supplies This is the place where things can truly go haywire. At the point when you utilize another office's gear, workstations, distinction in frameworks or harmonies, or little subtleties that make whole electronic gadgets useless will undoubtedly occur eventually. To alleviate these conditions, print out your introduction notes in projectile organization or, on the off chance that you are utilizing PowerPoint, print the notes pages. You can utilize them as a source of perspective to remain on target on the off chance that you are left to introduce without your visual guides or to make a gift if the members need to imagine an unpredictable thought. Continually bring or affirm a reinforcement PC or projection gadget in case you're utilizing visual guides and think about saving your slides to the work area of the PC being used. On the off chance that conceivable, check AV hardware preceding the meeting to guarantee it works properly. 197 CU IDOL SELF LEARNING MATERIAL (SLM)

During Training When surprising circumstances happen during the occasion, coaches should go about as comedy craftsmen and react on the fly. At the point when individuals show up to the occasion, circle the room, acquaint yourself and get with know at any rate a couple of individuals. Meeting members encourages you sense that you have some agreeable countenances in the room. Go to those people for eye-to-eyeconnection or welcome them to share when you need participation. Questioning Techniques Properly setting up inquiries for your crowd permits them to answer the manner in which you mean and keeps the gathering on targeta well-developed and well-presented question consists of three elements: Begin with an image-building phrase like, “Imagine a time when…” or, “Consider this…” For example, “Think about a time when you worked for a great leader.” Extend the picture you just painted to their answers. Try not to pose an inquiry here; basically, utilize more setting to permit the members to additional paint the image in their brains. For example, “Consider how he or she conducted meetings, communicated to his or her direct reports, and secured access to resources.” Ask the direct question. Get straight to the point with one question. For example, “What behaviours did your leader engage in to make him or her a great leader?” Responding Questions When it comes time for members to share thoughts or musings, report to the gathering, or pose inquiries, their reactions are not in every case totally expressed. As the coach, it is your obligation to guarantee that you help keep the gathering in the same spot, which you can achieve by asking reacting inquiries. Utilize this kind of inquiry to keep the members on target, get more data, explain what they've said, get input and energize involvement. Having a tool compartment of these inquiries will assist you with engaging students to control each other to new information and come to end results all alone, which helps the learning stick. For instance, when the gathering has slowed down, you could ask an inciting inquiry to help keep them moving without parting with the answer. Also, if a potential solution has been overlooked, you could ask the group a leading question like, “What else are we missing?” to encourage them to consider additional answers. 198 CU IDOL SELF LEARNING MATERIAL (SLM)

11.4 DEVELOPING TRAINING MATERIAL Follow the process elaborated below to create and develop the most effective training material:  Start with Your Learning Objective What is the objective of the training manual or training materials? What all will it teach people? The answer may be obvious; however, it is important to identify the exact goals. For example, usually the first impression of a training manual is that it is about the company intranet. However, for clear understanding, it is desirable to have fixed learning outcomes or goals: a) Easy user login and troubleshooting of login issues. b) User awareness about the social features and the way to use chat and messaging. c) Easy user access to relevant documentation giving details about their responsibilities. Establishing clear-cut goals by following a specific method, you can verify that all relevant information has been covered in your training material. Also check: a) Who will learn the training material? b) What will they specifically learn? c) Whatever information has been learned, what will they be able to do with it? d) How will they utilise and preserve the learned knowledge? e) When will the training be completed? Here is an example: Human Resource Officers are given the Employee Conflict slide deck that teaches them to mediate employee conflicts in both formal and informal settings. The deck can be used anytime and serves the dual purpose of providing both training and reference material. It is supposed to be reviewed regularly and also when employee conflicts occur. When the learning objectives satisfactorily address these questions, the trainer can then move to the next step.  Think About Delivery Methods Training material can now be transmitted in innumerable ways, thanks to modern technology.A few popular methods are highlighted below: 199 CU IDOL SELF LEARNING MATERIAL (SLM)

a) Written training manuals b) Video series c) Live webinars d) Slide decks e) In-person training and f) Blended learning approaches Among these there is no correct choice, different methods are best suited to a varied set of audiences. It’s important to choose the method that is right for the trainees and without any hesitation multiple delivery methods should be offered. For example, a slide deck can be supported by a voiceover video option, and a webinar by detailed documentation. Various existing factors may affect how the training is delivered. For example, in-person training will be advantageous for a small company as it is cost-effective and also all employees can be trained at the same time. Online self-paced training that requires lesser coordination will better suit a distributed company or large enterprise. Deciding to choose a particular training is also largely influenced by the type of training material being developed. It’s easier to explain a complex hands-on process via video than paper manual. Another alternative is to opt for a multi-step computer process that will operate as a slide deck to capture details of each screen. Certain limitation may crop up even with the current technological setup. Access to any training delivery method can be done with a dedicated Learning Management System in place. However there exists only a legacy organisation intranet, it might prove to be difficult to deliver something like self-paced webinars. Various learning strategies can be conveyed through different delivery methods. Video, for example, is apt for bite-sized learning. Training material can be configured as wikis, walkthroughs, FAQs, or anything else that will be useful to the learner. When in doubt, it’s best to ask the learners which aspects they find most useful. There might be varied responses to this, but definitely, some sort of trend will emerge that will help identify the type of training material to be developed.  Segment the Training Information There will an eagerness to immediately start scripting videos or writing slides. However, skipping ahead is likely to result in missing something important. Instead, it's best, to begin with, a detailed outline. Not only will this make the writing process easier, but will also aid in organizing information in a method that best serves the trainees 200 CU IDOL SELF LEARNING MATERIAL (SLM)