These are discussed in seriatim.
Organisational Analysis. It involves a comprehensive analysis of organisation in terms of its
objectives, resources, resource allocation and utilization, culture, environment, and so on. Such an analysis would help identify dificiencies and mechanisms that would be needed to make adjustments in those identified deficiencies. Generally, organisational analysis includes the following steps:
(i) Analysis of Objectives: Organisational analysis begins with achieving a clear understand- ing of both short and long-run goals and also the order of priorities accorded to various objectives. Long-run objectives are broken down into specific objectives and strategies for each of the department/division/unit. Short-run objectives are constantly in need of adapta- tion to the changing environment, both external and internal. However, long-run goals, if carefully thought out, are expected to be much less subject to modification. General objec- tives are also needed to be translated into specific operational targets.
(ii) Resource Utilization Analysis: Once the organisational objectives are analysed, the next step involved in identifying training needs is to analyse the allocation of human and other physical resources and evaluate their level of utilization in meeting operational objectives. In
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order to examine the flow of the inputs and outputs of the total system, various efficiency indices can be developed and used. While using these efficiency indices, focus should be on the contribution of human resources in meeting the organisational goals.
(iii) Environmental Scanning: Such an analysis is done to study the organisation as a sub- system operating in a distinct environment consisting of socio-cultural, economic and politi- cal components. This enables the organisation to identify the environmental factors which the organisation can influence and the constraints which cannot control.
(iv) Organisational Climate Analysis: The organisational climate is a reflection of its members’ attitudes towards various aspects of work, supervision, company procedure and so on. These have own bearing on affecting the effectiveness of a training programme in the organisation.
Task Analysis: This is also called job or operational analysis. This involves a detailed analysis of
various components of a job, its various operations, and the conditions under which it has to be performed. Task analysis will indicate the skills and training required to perform the job at the required standard. For almost all jobs have an expected standard of performance. If these standards for the performance of the job are known, then it is possible to know whether the job is being performed at the desired level of output i.e., standard or not. Knowledge of task as gained through task analysis will help in understanding what skills, knowledge and attitudes an employee should have to fulfil the expected performance.
Man Analysis: This is the third component in identifying employee training needs. The focus of
man analysis as on the individual employee, his skills, abilities, knowledge and attitude. Of the three analyses, this is more complex one because of difficulties in assessing human contribution. The reason is that the available measures to study man (employee) are much less objective and suffer from many individual variation. Yet, data on the relevant aspects such as production, meeting deadlines, quality of performance, personal data such as work behaviour, absenteeism, late-coming etc., can be collected through records, observations, meeting with employee and others who work with him. Through these it is possible to get an indication of the training requirements of an employee.
According to Dayal,11 a detailed study of jobs and skill analysis is absolutely necessary. The
training accordingly imparted would help the employee adjust to their job requirements.
10.4.2 Setting Training Objectives
Having identified the training needs, i.e., the gap between the existing and the desired repertoire of knowledge, attitude and skills of employee, the next logical step involved in designing a training programme is to fill in this gap. This is done through setting training objectives. Thus, basic objective of training is to establish a match between man and his job. Since need for training may vary from employee to employee at different levels of organisation, so objectives of training may also vary for employees working at different levels of organisation. However, while setting training objectives, only employee’s growth should not be taken as an end. Recognizing employees growth a means to organisational growth, training objectives need to be intergrated accordingly.
In view of this, the objectives of training can be listed as follows:
(i) To impart induction to new employees the basic knowledge and skills required for efficient performance of the particular tasks. Dayal12 points out that socialisation process through
induction training also helps new employees know more about himself, his hopes, aspira- tions, and inclinations. These help new employees settle down in the new environment. (ii) To help the employees function more effectively in their present positions by updating them
the latest concepts, information, techniques and developing the skills they would require in their particular fields of activity.
(iii) To prepare a second line of personnel so that they could occupy higher positions with more responsibilities as and when these arise in future. This is because mobility is a fact of life. People are not satisfied if they continue to work in the same position for long.
(iv) To develop competency among the employees in newer areas which have been gaining importance during the period. This is why many agencies are imparting training to their employees on creativity, innovativeness, and the like to develop varied competencies for the organisation.
One common element flowing from above objectives is that these objectives of training are deliberately set from the point of view of their relevance to organisations. As a matter of fact, little attempt is so far made to study what the participants want from such training programmes. Here, two attempts made in this regard seem worth mentioning.
S.K. Kalra13 collected data on participants’ objectives in attending training programmes. His
results show that participants want to attend training programmes to help them develop technical skills, managerial and communication skills.
In a similar attempt, Srinivasan and Virmani14 also collected data on trainees. While focusing on
the individual participant’s desire for attending training programmes, the study highlighted two broad areas, namely, (i) career development and (ii) continuing education.
10.4.3 Designing Training Methods
Training methods are means of attaining desired objectives set for a training programme. In practice, a variety of training methods are employed for achieving these objectives. But, an organisation can not use all types of training methods for the reasons like cost involved and also their relevance to organisational needs. Hence, organisation needs to select a method or mix of methods to meet its training needs. The choice of training methods would depend on a variety of factors, such as purpose of training, nature of contents, relevance to the participants, level of trainees, competence of trainers/ instructors, cost, etc.
Depending on the training results and the process employed to attain these, the various training methods can be broadly categorized into four groups as under :
1. On-the-job oriented training methods