Zahida Mariyam

2009
Schindlers
14/10/2009

Assignment on Training And

Development

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 CONTENTS
PAGE
1 INTRODUCTION TO HR
3-4

2 TRAINING 5-16

3 ORGANIZATIONAL CHANGE 17-20

VOTE OF THANKS AND SELF

4 EVALUATION 21

ANNEXURE

5 COPY OF TRAINING POLICY

COPY OF TRAINING
CALENDAR
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 INTRODUCTION
Human Resource Management
“HRM is concerned with the people dimensions in management.

Since every organization is made up of people, acquiring their

services, developing their skills, motivating them to higher levels

of performance and ensuring that they continue to maintain their

commitment to the organization are essential to achieving

organizational objectives. This is true, regardless of the type of

the organization – government, business, education, health,

recreational, or social action.”

MEANING OF HRM
HRM is management function that helps managers to recruit,

select, train and develop members for an organization. Obviously

HRM is concerned with the people’s dimensions in organizations.

HRM refers to set of programs, functions, and activities designed

and carried out.

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 Importance
No country has ever progressed without improving the quality of

its human resources. With this focus management of human

resources has become an important dimension of organizational

ethics - a ‘corporate trend’.

SCOPE OF HRM
The scope of HRM is from Entry to the Exit of an employee in the
organization.

Compensation
Orientation
Training
Recruitment
Performance
HRM
Communication
HR
Job
Job
Motivation
Welfare
&
Activities
Planning
Analysis
Design
Development
Industrial&Relations
&Appraisals
Placement
remuneration
selection

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Scope of HRM can be described based on the following activities

of HRM. Based on these activities we can summarize the scope of

HRM into 7 different categories as mentioned below after the

activities.

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 TRAINING
MEANING OF Training
Training is the act of increasing the knowledge and skills of an

employee for doing a particular job.

Training is a short-term educational process and utilizing a

systematic and organized procedure by which employees learn

technical knowledge and skills for a definite purpose.

Importance of Training
The importance of training and development to a larger extent

depends on human resource development. Training is most

important technique of human resource development. Training

develops human skills and efficiency. Trained employees would

be a valuable asset to an organization. Organizational efficiency,

productivity, progress and development to a greater extent

depend on training. Organizational objectives like viability,

stability and growth can also be achieved through training.

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 Benefits of Training
• Helps remove performance deficiencies in employees

• Greater stability, flexibility and capacity for growth in an

organization

• Accidents, scraps and damages to machinery can be avoided

• Serves as effective source of recruitment

• Reduces dissatisfaction, absenteeism, complaints and turnover

of employees

• Helps person handle stress, tension, frustration and conflict

• Provides a good climate for learning, growth and co-ordination

• Improves labour management relations

• Aids improving organizational communication

• Helps employees adjust to change

• Improves the moral of workforce

• Develops a sense of responsibility to the organization for being

competent and knowledgeable

• It is an investment in HR with a promise of better returns in

future

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 Difference Between Training,
Education and Development
Training Education
Application oriented Theoretical Orientation
Job experience Classroom learning
Specific Task in mind Covers general concepts
Narrow Perspective Has Broad Perspective
Training is Job Specific Education is no bar

Difference between Training and Development

Training Development
Training is skills focused Development is creating
learning abilities
Training is presumed to have a Development is not education
formal education dependent
Training needs depend upon Development depends on
lack or deficiency in skills personal drive and ambition
Trainings are generally need Development is voluntary
based
Training is a narrower concept Development is a broader
focused on job related skills concept focused on personality
development
Training may not include Development includes training
development wherever necessary

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 Training is aimed at improving Development aims at overall
job related efficiency and personal effectiveness
performance including job efficiencies

Process of Training
sign
Prepare
Gain
Training
Implement
Job
the
cost
Design
&
Identify
Update
Present
Prepare
Evaluate
Content,
Evaluate
acceptance
Prepare
Organizational
Get
budget
the
the
ready
the
Training
the
the
training
Training
the
{Cost
the
teaching
the
to
of the
benefit
methods &
dia
analysis}
programme
programme
Analysis
Needs
Needs
programme
operations
Instructor
Trainee(s)
results
Trainee
teach

Take feedback form the trainees

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 Determining Of Training Needs
Training needs are identified on the basis of organizational
analysis, job analysis and man analysis. Training programme,
training methods and course content are to be planned on the
basis of training needs.

Training needs = Job & Organizational requirements –

Employee specification.

Individual Training Needs Identification Methods

• Performance Appraisals
• Interviews
• Questionnaires
• Attitude Surveys
• Informal Observation
• Group Discussions
• Training Progress Feedback
• Work Sampling
• Rating Scales

Group Level Training Needs Identification

• Organizational Goals and Objectives

• Personnel / Skills Inventories
• Organizational Climate Indices
• Efficiency Indices

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• Exit Interviews
• MBO / Work Planning Systems
• Quality Circles
• Customer Satisfaction Survey
• Analysis of Current and Anticipated Changes

Benefits of Training Needs

Identification
• Trainers can be informed about the broader needs in advance
• Trainers Perception Gaps can be reduced between employees
and their supervisors
• Trainers can design course inputs closer to the specific needs
of the participants
• Diagnosis of causes of performance deficiencies can be done

Need For Training

Individual level

• To match employee specifications with the job requirements

• Technological advances

• Diagnosis of present problems and future challenges

• Improve individual performance or fix up performance

deficiency

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• Improve skills or knowledge or any other problem

• To anticipate future skill-needs and prepare employee to

handle more challenging tasks

• To prepare for possible job transfers

Group level

• To face any change in organization strategy at group levels

• When new products and services are launched

• To avoid scraps and accident rates

• To minimize resistance to change

• Improve health and safety

• Improve organizational climate

• Prevention of obsolescence

Objectives of Training
• To prepare the employees both new and old to meet the
present as well as the changing requirements of the job and the
organization
• To impart new entrants the basic knowledge and skill they
need for an intelligent performance of definite job
• To prepare employees for higher level tasks
• To broaden the minds of senior managers by providing them
with opportunities for an interchange of experiences within and

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outside with a view to correcting the narrowness of outlook that
may arise from over specialization.
• To ensure smooth and efficient working of the organization.

Training Costs
This includes cost of

• Employing trainers, and trainees,

• Providing the means to learn,
• Maintenance and running of training centers,
• Wastage,
• Low level of production,
• Opportunity cost of trainers and trainees etc.
• The value of the training includes increased value of human
resources of both the trainee

Methods of Training
On the job training Off
the job training
• Job Rotation • Classroom Lectures
• Job Coaching • Audio-Visual
• Job Instruction • Simulation
• Apprenticeships • Case Studies
• Internships and • Role Plays

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 Assistantships
• Sensitivity Trainings

On the Job Trainings: These methods are generally applied on

the workplace while employees is actually working

Off the Job Trainings: These are used away from work places
while employees are not working like classroom trainings,
seminars etc. Following are few of the off-the-job methods;

• Classroom Lectures: It is a verbal lecture presentation by an

instructor to a large audience
• Audio-Visual: It can be done using Films, Televisions, Video,
and Presentations
• Simulation: creating a real life situation for decision-making
and understanding the actual job conditions give it
• Case Studies: It is a written description of an actual situation
and trainer is supposed to analyze and give his conclusions in
writing. The cases are generally based on actual organizational
situations. It is an ideal method to promote decision-making
abilities within the constraints of limited data.
• Role Plays: Here trainees assume the part of the specific
personalities in a case study and enact it in front of the audience.
It is more emotional orientation and improves interpersonal
relationships. Attitudinal change is another result. These are
generally used in MDP.
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• Sensitivity Trainings: This is more from the point of view of
behavioral assessment, under different circumstances how an
individual will behave himself and towards others. There is no
preplanned agenda and it is instant. Advantages – increased
ability to empathize, listening skills, openness, tolerance, and
conflict resolution skills. Disadvantage – Participants may resort to
their old habits after the training.
• In Basket Method: the trainees are first given background
information about a simulated company, its products, key
personnel, various memoranda, requests and all data
pertaining to the firm. The trainee has to understand all this,
make notes, delegate tasks and prepare memos within a
specified amount of time. Abilities that this kind of exercise
develops are
➢ Situational judgment in being able to recall details,
establishes priorities, interrelate items and determine
need for more information.
➢ Social sensitivity in exhibiting courtesy in written notes,
scheduling meetings with personnel involved and
explaining reasons for actions taken and
➢ Willingness to make decision and take action.

Evaluation Of Training
Reaction Evaluation

• Questionnaires
• Mails

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• Feedback to training department

Outcome of Evaluation

• Immediate
• Intermediate
• Ultimate

Training program can also be evaluated on the basis of

employee satisfaction which in turn can be viewed on the
basis of:
1.Decrease in employee turnover.
2.Decrease in absenteeism.
3.Decrease in number and severity of accidents.
4.Betterment of employee morale.
5.Decrease in grievance and disciplinary cases.
6.Reduction in time to earn piece rates.
7.Decrease in number of discharge or dismissals.

and trainer and their contribution to raise production, reduce

wastage, breakage, minimization of time requirement etc.

Cost-value relationship of a training program or a training

technique is helpful in:

(a) determining the priorities for training (for present and

potential managers, age structure of the trainees etc) ,
(b) matching the employee and job through training,
(c) determining the work of management sacrifices like time
taken by training program, non-availability of staff for production
during training period etc
(d) choosing the right training method.
Other methods of training evaluation are:

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1.Immediate assessment of trainees’ reaction to the pro-gram.

2.Trainees’ observation during training program.

3.Knowing trainees’ expectations before the training program and

collecting their views regarding the attainment of the
expectations after training.

4.Seeking opinion of trainee’s superior regarding his/her job

performance and behavior before and after training.

5.Evaluation of trainee’s skill level before and after training

program.

6.Measurement of improvement in trainees on the job behavior.

7.Examination of testing system before and after sometime of the

training program.

8.Measurement of trainee’s attitudes after training program.

9.Cost-benefit analysis of the training program.

10.Seeking opinion of trainee’s colleagues regarding his/her job

performance and behavior.

Inference:
• In the immediate sense, the specific course of training can be
evaluated in terms of written and performance teats. The test
is supported by a sample of what the trainee knows or can do.
Successful accomplishment of the tests would indicate
successful training. But the true test is whether or not has been
learned in training is successfully transferred and applied to the
job. It is dangerous to rely upon tests alone to demonstrate the

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 true value of training. Performance appraisal on the job before
and after training may be supplemented to the tests. Cost-
Value
Relationship must also be taken into account to assess the
effectiveness of the training. Cost factor in training should be
taken into consideration in evaluating the training
effectiveness. Cost of various techniques of training and their
value in the form of reduced learning time, improved learning
and higher performance can be taken into account.

Any one of the possible combination of the methods of training

evaluation listed below can be used by an organization for
evaluation depending upon the need and convenience.

Organizational Change

Change has become one certainty in the business today. Mergers,

acquisitions, downsizing, and corporate restructurings continue to
transform the global business landscape. At the same time,
emerging technologies, the push towards a global economy, and
the imperative of all organizations to compete more effectively
are all rewriting the rules of business engagement, altering the
components of the “psychological” contract that has long existed
between employers and employees, and thus transforming the
very nature and notion of work itself.

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 Meaning
Organizational change means moving from an old way of doing
things to a new one that will bring positive outcomes. The
transitional stage may be difficult, even painful.

Need for Organizational change

Significant organizational change occurs under the following
circumstances:

External Forces of Change:

• Marketplace
• Labor markets
• Economic Changes
• Technology
• Laws and Regulations

Internal Forces of Change

• Corporate Strategies
• Workplace
• Technology and Equipments
• Employee Attitudes

Change Agents: (Who can bring

about change?)
Managers
External Consultants
Staff Specialists

Process of Change
Lewins Three steps

Kurt Lewin theorized a three-stage model of change that has

come to be known as the unfreezing-change-refreeze model.

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Stage 1 – becoming motivated to change (unfreezing)
This phase of change is built on the theory that human behavior is
established by past observational learning and cultural influences.
Change requires adding new forces for change or removal of
some of the existing factors that are at play in perpetuating the
behavior. This unfreezing process has three sub-processes that
relate to a readiness and motivation to change.

Stage 2 – change what needs to be changed (unfrozen and

moving to a new state)
Once there is sufficient dissatisfaction with the current conditions
and a real desire to make some change exists, it is necessary to
identify exactly what needs to be changed. Three possible
impacts from processing new information are: words take on new
or expanded meaning, concepts are interpreted within a broader
context, and there is an adjustment in the scale used in
evaluating new input.

Stage 3 – making the change permanent (refreezing)

Refreezing is the final stage where new behavior becomes
habitual, which
includes developing a new self-concept & identity and
establishing new interpersonal relationships.

Phases of Change Process

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Phase 1: Clarifying Expectations and Roles for Change
Process
This phase is sometimes called the "Contracting" and/or "Entry"
phase. This phase is usually where the relationship between you
(the initial change agent) and your client starts, whether you are
an external or internal consultant. Activities during this stage
form the foundation for successful organizational change. The
quality of how this phase is carried out usually is a strong
indicator of how the project will go.

Phase 2: Joint Discovery to Identify Priorities for Change

Whether you are an external or internal change agent in this
project, you and your client will work together during this phase
to understand more about the overall priority of the change effort
and how you all can effectively address it. It might be a major
problem in the organization or an exciting vision to achieve.
Together, you will collect information, analyze it to identify
findings and conclusions, and then make recommendations from
that information.

Phase 3: Joint Planning of Organizational Development

Activities to Address Priorities
This phase is focused on further clarifying the recommendations
of the previous phase, along with developing them into various
action plans. The various plans are sometimes integrated into an
overall change management plan. Thus, the early activities in this

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phase often overlap with, and are a continuation of, the activities
near the end of the earlier discovery phase. This is true whether
you are an external or internal consultant. Action plans together
can now provide a clear and realistic vision for change. They
provide the "roadmap" for managing the transition from the
present state to the desired future state. Development of the
various action plans is often an enlightening experience for
your client as members of their organization begin to realize a
more systematic approach to their planning and day-to-day
activities.

Phase 4: Change Management and Joint Evaluation

During this phase, emphasis is on sustaining and evaluating the
change effort, including by addressing resistance that arises from
members of the organization -- and sometimes in the change
agent, as well.

Resistance to Change
Uncertainty and Ambiguity
Personal Loss Concerns
Fear of reduction in employment
Fear of demotion
Fear of workload
Disbelief in Change benefits
No employee participation in change

Techniques of Reducing
Resistance to Change
Education and Communication

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Negotiation
Manipulation and Co-optation
Participation
Facilitation
Coercion

Self Evaluation
I thank Mrs………… for covering the topic of
Training and Development and giving us a lot
of industry inputs in addition to the
theoretical aspects of the topic.
From her I can to know about the various
Organizational Policies with regard to human
resources, like that of symphony’s policy
which strongly states the importance of
Personnel
“Business of HR is business”
I also came to know about different training
programmes such as the HCL Eagle
Programme which is one of a kind for
developing future leaders for the
organization. And, also about the similar
initiatives taken by other organizations such
as the TATA and AMC.

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 I also came to know about the career
prospects in the field of training. And also
about the Training Consultants who provide
opportunity for fresher’s to set their feet in
this field. Next India and Mafoi are two such
consultants.
By the end of the class I was clear and
confident about preparing of Training policy.
And after making this report I am very clear
about the concepts of Training and
Development.
Thank you,

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