Q22 - Most Common Types of Employee Trainings (14 Marks)

1. Definition of Training

Training is systematic process of enhancing knowledge, skills and attitudes (KSAs) for current job. Development is for future roles. Need arises from skill gap, technology, quality, promotion, induction.

Training Need Assessment: Organisational analysis → Task analysis → Person analysis.

2. Classification Overview

Training methods broadly classified into On-the-Job (OJT) – learning while doing at workplace, and Off-the-Job – away from work, simulated/classroom. Most common in Indian industry are OJT due to low cost and immediacy.

3. ON-THE-JOB TRAINING METHODS (Most Common)

A. Job Instruction Training (JIT) / Step-by-Step

• Classic 4-step: Prepare → Present → Try out → Follow up
• Trainer demonstrates, learner repeats
• Example: Machine operator in BHEL learns CNC operation under senior fitter; bank clerk learns CBS entry

B. Job Rotation

• Moving employee systematically across different jobs/departments to broaden understanding
• Benefits: Removes monotony, builds multi-skilling, succession planning, identifies aptitude
• Example: Management trainees in ITC rotated through marketing, HR, operations; Nurses rotated through ICU, OPD

C. Coaching

• One-to-one, immediate superior guides, gives feedback and corrects
• Highly personal, continuous
• Example: Sales manager accompanies trainee on client visits, debriefs after call

D. Mentoring (Informal & Formal)

• Senior (mentor) sponsors junior (mentee) for career and psychosocial support, beyond immediate job
• Example: Infosys mentorship for new engineers; apprenticeship of chartered accountants under senior CA

E. Apprenticeship

• Long-term (1-5 years), combines OJT + classroom, statutory in India under Apprentices Act 1961
• Example: ITI fitters in Tata Motors, apprentices in HAL, hotel management apprentices in Taj

F. Understudy / Assistant-to Position

• Prospective successor works as assistant to current job-holder, learns by observation and deputisation
• Example: Assistant Plant Manager understudies Plant Head

G. Committee Assignments & Special Projects

• Learning through participation in cross-functional task forces
• Example: Junior executive included in quality-circle or cost-reduction committee

Advantages of OJT: Low cost, learning by doing, immediate feedback, high motivation, no artificial transfer problem.
Disadvantages: Disruption, trainer may be poor teacher, lack of systematic pedagogy, risk of perpetuating bad practices.

4. OFF-THE-JOB TRAINING METHODS (Common Supportive Methods)

A. Classroom Lectures / Seminars

• Most traditional, large groups, economical for knowledge transmission
• Enhanced with audio-visual aids, discussion
• Example: Orientation on company policies, POSH, safety rules

B. Vestibule Training (Simulated Workplace)

• Real equipment duplicated away from shop floor to avoid pressure/scrap
• Example: Pilots on flight simulator, typists on dummy machines, call-centre agents on mock calls

C. Role Playing

• Participants act out real situations (e.g., grievance handling, appraisal interview) to develop interpersonal skills
• Example: HR trainees role-play disciplinary enquiry

D. Case Study Method (Harvard)

• Real organisational problem analysed and discussed
• Example: “Maruti Manesar conflict” case for IR training

E. Sensitivity Training / T-Group (Behavioural)

• Unstructured group interaction to increase self-awareness and empathy

F. In-Basket Exercise, Management Games, Simulation

G. E-Learning, MOOCs, Blended Learning (Modern)

• Example: TCS iON, Coursera modules for digital skills, Infosys Lex

Advantages: Systematic, expert trainers, no work disruption, safe to make errors.
Disadvantages: Costly, transfer problem, artificial.

5. Most Common Type – Why OJT Dominates?

Surveys (NSSO, FICCI) show ~70% Indian firms rely on OJT (coaching + rotation + apprenticeship) because:

• Skill intensive manufacturing & services need hands-on
• SME cannot afford off-site infrastructure
• Immediate productivity

Best practice is blended – e.g., 70-20-10 Model: 70% on-the-job, 20% social (mentoring), 10% formal classroom. Companies like L&T, Wipro use OJT supplemented by off-the-job at training centres (L&T’s Lonavala academy).

6. Evaluation of Training Effectiveness

Kirkpatrick’s 4 levels:

1. Reaction (feedback)
2. Learning (test)
3. Behaviour (on-job application)
4. Results (ROI, productivity, accident reduction)

7. Conclusion

No method is universally best. Selection depends on nature of skill (motor → OJT/vestibule; conceptual → lecture/case), number of trainees, cost, time, and trainees’ level. Modern HRD moves from isolated training events to continuous learning culture. For 14M answer, give classification table, explain 4-5 OJT with 1 example each, 3-4 off-the-job briefly, and conclude with blended approach + evaluation.

Diagram suggestion: Two columns – OJT vs Off-the-Job with icons – plus pyramid showing 70-20-10.