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Training and Development System

Notes (a) Peer support: Peer support can also help in transfer of training.

Example: If the trainee is the only one who is receiving training in the department then
probably the experienced peers might put pressure on trainee to forget the training and work.
This situation also hampers in transfer of training. However, this situation can be avoided by
involving the entire department in training, also by encouraging the learning culture in the
organization.

(b) Supervisor support: can affect their employees’ learning in number of ways.

Example: If the trainee is motivated to learn and receives full support from their
supervisor, then this support in turn encourages the employee to learn as much as possible.
Also, supervisor can also reduce the negative factors of training, such as, the work that
piles up during training that makes the employee uncomfortable and employees’ negative
perception about the training programme.
(c) Trainer support: can also have a positive impact on the transfer of training. Gone are the
days, when the trainers’ role used to get over once the training programme is done.
Trainers’ role is now extended to the work place too. Besides training, the trainer’s role is
to keep a check on how trainees are performing and help them and discuss with them if
they encounter any problem in the workplace.

(d) Climate: Apart from supervisor support, peers support, trainer support, Climate factor
also comprises of company polices, the attitude of upper management towards employee,
towards training. If these factors are positive then the climate will also support the transfer
of training. It is the organization’s foremost duty to make the employees realize through
these factors that adequate amount of time and resources are spent on them for their
professional and personal development.
(e) Culture: also has its impact over the transfer of training. If the culture of the organization
provides enough opportunities to its employees to implement what they have learnt in
the workplace and provide them a variety of others factors such as, social support,
challenging jobs, etc., then the likelihood of the transfer of training increases.
(f) Rewards systems: If the learning outcome that helps in achieving the objectives is linked
to reward system then the probability of the success of training would increase.

2.3.1 Training Needs in Different Strategies

Many needs assessments are available for use in different strategic employment contexts. Sources
that can help in determining which needs analysis is appropriate for different strategies in the
given situation are described below:
 Strategic Context Analysis: An analysis of the business needs or other reasons the training
is desired in respect with whole of organisational strategy. The important questions being
answered by this analysis are who decided that training should be conducted, why a
training programme is seen as the recommended solution to a business problem, what the
history of the organisation has been with regard to employee training and other
management interventions.
 Strategic User Analysis: Analysis dealing with strategy of potential participants and
instructors involved in the process. The important questions being answered by this
analysis are who will receive the training and their level of existing knowledge on the
subject, what is their learning style, and who will conduct the training.

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