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

Question 1

Define training.

Accepted Answer

Training is a planned process to improve an employee’s **knowledge, skills and attitude** for better performance in the **current job**.

Question 2

What is development in HRM?

Accepted Answer

Development is a long-term process of building capabilities for **future responsibilities** and career growth (especially managerial roles).

Question 3

State any one need/importance of training.

Accepted Answer

Training improves **productivity and quality** by upgrading employee skills.

Question 4

What is Training Need Assessment (TNA)?

Accepted Answer

TNA is identifying the gap between **current performance** and **required performance** to decide what training is needed, for whom and why.

Question 5

Kirkpatrick model has four levels. (True/False)

Accepted Answer

True. Kirkpatrick evaluates training at **Reaction, Learning, Behaviour and Results** levels.

Question 6

Give one example of an on-the-job training method.

Accepted Answer

Coaching (or **job rotation / JIT**) is an on-the-job training method.

Question 7

Differentiate training and development (any three points) using a table.

Accepted Answer

Training vs development:

| Basis | **Training** | **Development** |
|---|---|---|
| Focus | current job skills | **future roles** |
| Time | short-term | long-term |
| Target | mostly operative staff | managers/high potentials |

Thus, training improves today’s performance; development prepares for future responsibilities.

Question 8

Explain the training process steps with a flowchart (brief).

Accepted Answer

Training process:

- **TNA** (identify needs)
- set objectives
- design programme (content/methods)
- deliver training
- evaluate and follow-up

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

Question 9

Explain TNA levels (organisational, task and individual) using a small table.

Accepted Answer

TNA levels:

| Level | What it identifies |
|---|---|
| **Organisational** | where/why training is needed (strategy, resources) |
| **Task/Job** | what to train (skills/standards for the job) |
| **Individual** | who needs training (performance gap) |

Thus, TNA ensures the right training for the right people.

Question 10

List on-the-job and off-the-job training methods (any three each) using a table.

Accepted Answer

Training methods:

| **On-the-job** | **Off-the-job** |
|---|---|
| coaching | lecture/classroom |
| job rotation | case study |
| job instruction training (JIT) | role play/simulation |

Both can be combined to improve learning and transfer to job.

Question 11

Explain any three off-the-job training methods with a small table.

Accepted Answer

Any three off-the-job methods:

| Method | What it involves |
|---|---|
| **Lecture/classroom** | trainer explains concepts and procedures |
| **Case study** | analyse a business problem and suggest solutions |
| **Role play** | act out workplace situations to build behaviour skills |
| Simulation | practice in a safe, near-real environment |

These methods provide focused learning away from day-to-day work pressure.

Question 12

Explain the need/importance of training (exam-style) with a table and conclusion.

Accepted Answer

### Need/importance of training
Training is required to improve employee capability and organisational performance.

Key points:
- improves **productivity** and quality
- reduces errors, accidents and wastage
- updates skills due to technology/process changes
- improves morale and job satisfaction
- supports promotions and career growth

| Area | Training impact |
|---|---|
| Performance | **productivity + quality** |
| Safety | fewer accidents/errors |
| People | confidence and motivation |

### Conclusion
Thus, training is an investment that strengthens competence and supports organisational goals.

Question 13

Explain Kirkpatrick’s model of training evaluation (exam-style) with a table and conclusion.

Accepted Answer

### Kirkpatrick’s 4 levels

| Level | What is measured | Example tool |
|---|---|---|
| **Reaction** | trainee satisfaction | feedback form |
| **Learning** | knowledge/skill gain | test/quiz |
| **Behaviour** | change on the job | observation/appraisal |
| **Results** | organisational outcomes | quality/cost/sales metrics |

### Conclusion
Evaluating all four levels ensures training is not only liked but also learned, applied and useful for business results.

Question 14

Write an exam-style note on on-the-job training: methods, merits and limitations (include a table).

Accepted Answer

### On-the-job training (OJT)
OJT means learning while performing the job under guidance.

Methods: **coaching**, **JIT**, job rotation, apprenticeship.

| Aspect | Points |
|---|---|
| Merits | practical learning, immediate application, cost-effective |
| Limitations | may disturb work, quality depends on supervisor, risk of errors |

### Conclusion
OJT is effective when supported by skilled supervisors and proper follow-up to ensure correct work practices.

Question 15

Explain common training problems and remedies (exam-style) with a table and conclusion.

Accepted Answer

Common training problems and remedies:

| Problem | Remedy |
|---|---|
| wrong need identified | do proper **TNA** |
| unclear objectives | set clear objectives |
| no support on job | involve line managers + coaching |
| no evaluation | use **Kirkpatrick** + follow-up |

Thus, training works best when it is need-based and supported at the workplace.

Basis	Training	Development
Focus	current job skills	future roles
Time	short-term	long-term
Target	mostly operative staff	managers/high potentials

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

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