netrashetty
Netra Shetty
Cognizant Technology Solutions (Cognizant) (NASDAQ: CTSH) is an American multinational IT services and consulting corporation headquartered in Teaneck, New Jersey, United States. Cognizant has been named to the 2010 Fortune 100 Fastest-Growing Companies List for the eighth consecutive year.[2] Cognizant has also been named to the Fortune 1000 and Forbes Global 2000 lists. It has consistently ranked among the fastest growing companies including the 2010 Business Week 50 list of the top-performing U.S. companies, the Business Week Hottest Tech Companies 2010, and the Forbes Fast Tech 2010 list of 25 Fastest Growing Technology Companies In America.
Training methods are usually classified by the location of instruction. On the job training is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace; off-the-job training, on the other hand, requires that trainees learn at a location other than the real work spot. Some of the widely used training methods are listed below.
1. Job Instruction Training (JlT)
The JIT method (developed during World War II) is a four-step instructional process involving preparation, presentation, performance try out and follow up. It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as the coach. The four steps followed in the JIT methods are:
1. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the relevance of training.
2. The trainer demonstrates the job in order to give the employee a model to copy. The trainer shows a right way to handle the job.
3. Next, the employee is permitted to copy the trainer's way. Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job.
4. Finally, the employee does the job independently without supervision.
Merits:
• Trainee learns fast through practice and observation.
• It is economical as it does not require any special settings. Also, mistakes can be corrected immediately.
• The trainee gains confidence quickly as he does the work himself in actual setting with help from supervisor.
• It is most suitable for unskilled and semi-skilled jobs where the job operations are simple; easy to explain and demonstrate within a short span of time.
Demerits:
• The trainee should be as good as the trainer if the trainer is not good, transference of knowledge and skills will be poor.
• While learning, trainee may damage equipment, waste materials, cause accidents frequently,
• Experienced workers cannot use the machinery while it is being used for training.
2. Coaching:
Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. It may be defined as an informal, unplanned training and development activity provided by supervisors and peers. In coaching, the supervisor explains things and answers questions; he throws light on why things are done the way they are; he offers a model for trainees to copy; conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes. Of course, coaching can be a taxing job in that the coach may not possess requisite skills to guide the learner in a systematic way. Sometimes, doing a full day's work may be more important than putting the learner on track.
When to use coaching usefully? Coaching could be put to good use when:
• an employee demonstrates a new competency
• an employee expresses interest in a different job within the organisation
• an employee seeks feedback
• an employee is expressing low morale, violating company policies or practices or having performance problems
• an employee needs help with a new skill following a formal training programme.
Effective working, obviously, requires patience and communication skills. It involves:
• explaining appropriate ways of doing things
• making clear why actions were taken
• stating observations accurately
• offering possible alternatives / suggestions • following up
Training methods are usually classified by the location of instruction. On the job training is provided when the workers are taught relevant knowledge, skills and abilities at the actual workplace; off-the-job training, on the other hand, requires that trainees learn at a location other than the real work spot. Some of the widely used training methods are listed below.
1. Job Instruction Training (JlT)
The JIT method (developed during World War II) is a four-step instructional process involving preparation, presentation, performance try out and follow up. It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as the coach. The four steps followed in the JIT methods are:
1. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the relevance of training.
2. The trainer demonstrates the job in order to give the employee a model to copy. The trainer shows a right way to handle the job.
3. Next, the employee is permitted to copy the trainer's way. Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job.
4. Finally, the employee does the job independently without supervision.
Merits:
• Trainee learns fast through practice and observation.
• It is economical as it does not require any special settings. Also, mistakes can be corrected immediately.
• The trainee gains confidence quickly as he does the work himself in actual setting with help from supervisor.
• It is most suitable for unskilled and semi-skilled jobs where the job operations are simple; easy to explain and demonstrate within a short span of time.
Demerits:
• The trainee should be as good as the trainer if the trainer is not good, transference of knowledge and skills will be poor.
• While learning, trainee may damage equipment, waste materials, cause accidents frequently,
• Experienced workers cannot use the machinery while it is being used for training.
2. Coaching:
Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. It may be defined as an informal, unplanned training and development activity provided by supervisors and peers. In coaching, the supervisor explains things and answers questions; he throws light on why things are done the way they are; he offers a model for trainees to copy; conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes. Of course, coaching can be a taxing job in that the coach may not possess requisite skills to guide the learner in a systematic way. Sometimes, doing a full day's work may be more important than putting the learner on track.
When to use coaching usefully? Coaching could be put to good use when:
• an employee demonstrates a new competency
• an employee expresses interest in a different job within the organisation
• an employee seeks feedback
• an employee is expressing low morale, violating company policies or practices or having performance problems
• an employee needs help with a new skill following a formal training programme.
Effective working, obviously, requires patience and communication skills. It involves:
• explaining appropriate ways of doing things
• making clear why actions were taken
• stating observations accurately
• offering possible alternatives / suggestions • following up