Every businessman/ Owner of a company/ organization must be follow the summary to improve his business
Training 
Defined:
The heart of a continuous effort designed to improve employee competency and organizational performance. Training typically focuses on providing employees with specific skills or helping those correct deficiencies in their performance.
Challenges in Training:
Upgrading employees' performance and improving their skills through training is a necessity in today's competitive environment. The training process brings with it many questions that managers must answer.
Included in these questions are:
- Is training the solution to the problems?
- Are the goals of training clear and realistic?
- Is training a good investment?
- Will the training work?
Phases of Trainings:
Phase 1:
Needs Assessment & Establishing Objectives
In order to compete effectively, firms must keep their employees well trained. The first step in the Training process is to determine Training needs. The overall purpose of the assessment phase is to determine if training is needed and, if so, to provide the information required designing the training program. Assessment consists of three levels of analysis: organizational, task, and person. - Organizational Analysis:
It is an examination of the kinds of problems that an organization is experiencing and where they are located within organization. - Task/Operational Analysis:
An operational analysis identifies the kinds of the skills and behaviors required of the incumbents of a given job and the standards of performance that must be met. - Personal Analysis:
The objective of the personnel analysis is to examine how well individual employees are performing their jobs. Training should be given to those who need it. Assigning all employees to a training program, regardless of their skill levels, is a waste of organizational resources and create a unpleasant situation for employees who do not need training.
The objectives of training:
Must be clarified, related to the areas identified in the task analysis, and should be challenging, precise, achievable, and understood by all. Mostly when there is a performance gap i.e. the performance is not up to the specified standards training is required to improve the performance.
Determining Training Needs:
Following sources can help organization to assess either there is a need for Training or not. - Self-assessments
- Company records
- Customer complaints
- New Technology
- Employee grievances
- Interviews with managers
- Customer satisfaction surveys
- Observation
Establishing Training Objectives:
Objectives are desired end results. In human resource, clear and concise objectives must be formulated
Phase 2:
Delivering the Training The training program that results from assessment should be a direct response to an organizational problem or need. Approaches vary by location, presentation, and type.
These are summarized below: - On the job:
Training is at the actual work site using the actual work equipment - Off the job:
Training away from the actual work site. Training is at a Training facility designed specifically for Training.
Once the need for change is recognized and the factors that influence intervention are considered, the process of determining Training needs begins. Essentially, two questions must be asked: “What are our Training needs?” and “What do we want to accomplish through our TRAINING efforts?”
Phase 3:
Training Methods
• Lecture:
The Lecture is an efficient means of transmitting large amounts of factual information to a relatively large number of people at the same time. It is traditional method of teaching and is used in many training programs. A skilled lecture can organize material and present it in a clear and understandable way. However a lecture doesn’t allow active participation by learners.
• Case method:
A Training method in which trainees are expected to study the information provided in the case and make decisions based on it.
• Simulations:
Simulators are training devices of varying degrees of complexity that duplicate the real world. Simulation refers to creating an artificial learning environment that approximates the actual job conditions as much as possible.
• Apprenticeship:
This type of training refers to the process of having new worker, called an apprentice, work alongside and under the direction of skilled technician.
• Internship and assistantships:
Provide training similar to apprenticeship training; however’ assistantships and internships typically refer to occupations that require a higher level of the formal education than that required by the skilled trades. Many colleges and universities used to develop agreements with organizations to provide internships opportunities for students.
• Coaching And Mentoring:
Some organizations assign an experienced to serve as a mentor for new employees. Effective mentors teach their proteges job skills, provide emotional support and encouragement. Coaching and mentoring are primarily on- the-job development approaches emphasizing learning on a one-to-one basis. Coaching is often considered a responsibility of the immediate boss who has greater experience or expertise and is in the position to offer sage advice. The same is true with a mentor, but this person may be located elsewhere in the organization or even in another firm. The relationship may be established formally or it may develop on an informal basis.
• Discussions Conferences and group discussions:
Used extensively for making decisions, can also be used as a form of training because they provide forums where individuals are able to learn from one another. A major use of the group discussion is to change attitudes and behaviors.
• Games:
Simulations that represent actual business situations are referred to as business games. These simulations attempt to duplicate selected parts of a particular situation, which are then manipulated by the participants
• Role playing:
A Training method in which participants are required to respond to specific problems they may actually encounter in their jobs.
• Computer-based:
Computer based training is a teaching method that takes advantage of the speed, memory, and data manipulation capabilities of the computer for greater flexibility of instruction.
• Multimedia:
Multimedia is an application that enhances computer-based learning with audio, animation, graphics, and interactive video.
• Virtual reality:
It is a unique computer-based approach that permits trainees to view objects from a perspective otherwise impractical or impossible.
• Video Training:
The use of videotapes continues to be a popular Training method. An illustration of the use of videotapes is provided by behavior modelling. Behavior modelling has long been a successful Training approach that utilizes videotapes to illustrate effective interpersonal skills and how managers function in various situations.
• Vestibule training:
Training that takes place away from the production area on equipment that closely resembles the actual equipment used on the job. Effective training programs are effective only if the trainers re able to effectively transfer to required knowledge to trainees but there are certain reasons due to which training programs transferring becomes ineffective. The reasons re as under:
Why Transfer of Training Fails?
Don’t learn material
Don’t understand “real life” applications
Lack of confidence
Forgetting the material
Phase 4:
Evaluating Training The credibility of training is greatly enhanced when it can be shown that the organization has benefited tangibly from such programs. Organizations have taken several approaches in attempting to determine the worth of specific programs. In this phase, the effectiveness of the training is assessed. Effectiveness can be measured in monetary or non-monetary terms. It is important that the training be assessed on how well it addresses the needs it was designed to address.