Training and Development: Need, Process, Methods and Evaluation (Basics)

Overview

Training and development help employees perform better today and prepare for future roles. In exams, you usually score well by writing:

• a clear difference between training and development,
• the training process flowchart,
• on-the-job vs off-the-job methods,
• evaluation model (often Kirkpatrick).

Learning objectives

You should be able to:

• Define training and development and differentiate them.
• Explain the need for training (any 5–6 points).
• Write the training process steps in correct order.
• Explain major training methods (on-the-job and off-the-job).
• Explain training evaluation using Kirkpatrick’s 4 levels.

Meaning: training vs development

Training is a planned effort to improve an employee’s knowledge, skill and attitude for the current job.

Development is a broader, long-term process to build capabilities for future responsibilities (especially managerial roles).

Quick table:

Need/importance of training

Training is needed to:

• improve productivity and quality
• reduce errors, accidents and wastage
• update skills due to new technology/processes
• standardise work methods and customer service
• boost morale and job satisfaction
• support promotions and career growth
• reduce turnover through better competence and confidence

Training process (steps + flowchart)

Standard training process:

1. Identify training needs (TNA)
2. Set training objectives
3. Design training programme (content, methods, trainer)
4. Implement training (deliver programme)
5. Evaluate results and provide feedback
6. Follow-up (transfer of learning to job)

Flowchart: TNA → Objectives → Design → Delivery → Evaluation → Follow-up

Training Need Assessment (TNA): levels

TNA identifies gaps between current and required performance.

Levels:

• Organisational analysis: where training is needed (strategy, culture, resources)
• Task/job analysis: what to train (skills/standards required by job)
• Individual analysis: who needs training (performance gaps)

Mini table:

Training methods: on-the-job

On-the-job methods (learning while working):

• Job instruction training (JIT): step-by-step teaching of a job
• Coaching: supervisor guides employee
• Mentoring: senior supports junior (career-focused)
• Job rotation: move across jobs for learning
• Apprenticeship (skilled trades)

Pros: practical learning, immediate application, cost-effective. Cons: may disturb work, depends on supervisor quality.

Training methods: off-the-job

Off-the-job methods (outside actual workplace):

• classroom lectures
• case study method
• role play
• simulation and games
• vestibule training (near-real environment)
• e-learning and workshops

Pros: focused learning, safe environment. Cons: transfer to job may be weaker if not followed up.

Evaluation of training (Kirkpatrick model)

Kirkpatrick’s four levels:

1. Reaction: trainee satisfaction (feedback forms)
2. Learning: knowledge/skill gained (tests)
3. Behaviour: changes in job behaviour (observation, appraisal)
4. Results: organisational impact (quality, cost, sales, safety)

Remember as: Reaction → Learning → Behaviour → Results.

Common training problems (and remedies)

• Wrong training need identified → do proper TNA
• Poor trainer/materials → use qualified trainers, pilot content
• No support on job → involve line managers, provide coaching
• No evaluation → use Kirkpatrick levels and follow-up

Quick recap (1-minute revision)

• Training = current job skills; development = future role capabilities.
• Training process: TNA → objectives → design → delivery → evaluation → follow-up.
• Methods: on-the-job (coaching/JIT/rotation) and off-the-job (lecture/case/role play).
• Evaluate with Kirkpatrick: reaction, learning, behaviour, results.