Page 123 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes Introduction

Using a variety of training methods stimulates learner interest and arouses curiosity. It also
leads to increased understanding and retention. According to Bob Pike of Creative Training
Techniques International, “In our programmes we use the 90/20/8 rule. No module that we
teach ever runs more than ninety minutes, the pace changes every twenty minutes, and we try to
involve people in the content every eight minutes.

8.1 Types of Training

After the employee has been recruited, selected, and inducted, he must next be developed to
better fit the job and the organisation. No one is a perfect fit at the time of hiring, and some
training and education is essential. No organisation has a choice of whether to develop employees
or not, the only choice it has is that of method of development. If no organised programmes
exists, then development will largely be self-development, while learning on the job.
Development would include both training to increase skill in performing a specific job and
education to increase general knowledge and understanding of our total environment. Planned
development programmes will return values to the organisation in terms of increased
productivity, heightened morale, reduced costs, and greater organisational stability and flexibility
to adapt to the changing external requirements. Such programmes will also help to meet the
needs of individuals in their search for work assignments that can add up to lifelong careers.
There are four types of training: (1) Training programmes for non-managers to develop skills to
perform a job; (2) The training of supervisors; (3) Training and educational programmes for
executives to develop the ability to manage; and (4) Programmes designated to develop
organisational units as entities. With respect to the last item it has often been found that individual
training may be wasted if the organisational unit does not permit such acquired skills to be
practiced. As a result, a major training effort has evolved under the title of “organisation
development” whose major objective is the enhancement of interpersonal and intergroup
collaboration.

Operative Training

Figure 8.1: Training Procedure

Step Suggestions
Individual preparation 1. Divide task into logical parts to create lesson plan.
2. Select teaching techniques, e.g. demonstration.
Trainee preparation 1. Place trainee at ease.
2. Relate training to trainee needs, e.g. promotion.
Present the task 1. Present overview of task.
2. Proceed from known to unknown, easy to difficult.
3. Adjust pace to individual differences.
4. Go through task and explain each step.
5. Have trainee tell instructor what to do
Try-out performance 1. Have trainee explain each step prior to executions.
2. Be aware of learning plateaus to sustain motivation.
3. Provide feedback on progress.
Follow-up 1. Positively reinforce continuously at start.
2. Move to variable positive reinforcement schedule as trainee
matures.

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