http://www.shrmindia.

org/record-employee-development-activities-0

Recruitment and Selection Process

Complete Recruitment life cycle

Levels of Companies
Technologies and Domineer
Portal Explanation
Explanation of Job Descripton and Analyzing of Requirement
Sourcing of Profiles from Portals
Screening of profiles as per the requirement
Calling the Candidates
Formatting of profiles and Tracker’s Preparation
Maintenance of Databas
Training and Development
Concept of Training and Development
Training Needs Identification Process
Designing Annual Training Plans
Training Execution
Designing Employee Development Initiatives
Designing Supervisory Development Programs
Designing Management Development Programs
What is Training ROI and how to Calculate
Introduction to Best Trainer Skills, Knowledge and Abilities
Induction and Orientation
How to Design Induction Programs and Execution
How to Design on the Job Training Programs and Monitoring
How to evaluate effectiveness of Induction and on the Job Training Programs
Probation Confirmation and HR Role

Team Management Skills

Understanding What is a Team
Understanding Team Development Stages
What is your Team Membership Orientation
How to improve your effectiveness as Team Member
What is Team Leadership
Understanding my Orientation
SOME HR-PROJECTS TITLES FOR YOUR REFERENCE

 Stress Management
 Job Satisfaction
 Employee Motivation
 Quality of Work Life
 Training and Development
 Recruitment Life Cycle
  Recruitment and Selection
 Human Resource Development
 Employee Engagement
 Performance Appraisal
 Compensation Management

HUMAN RESOURCE MANAGEMENT

1. Recruitment and Selection

2. Training and Development
3. Performance Management System (Performance appraisal at different levels across the
org. hierarchy)
4. Compensation Management (Payroll & Salary components)
5. Labor Laws, Labor Relations and Grievance Handling (For manufacturing units & plants)
6. Competency Mapping
7. Role of HR in TQM
8. Skills management
9. Talent identification and Management
10. Leadership Development
11. Management Development
12. Job Enrichment
13. Utility of HR in Change Management
14. Organizational Behavior
15. Motivation and Stress Management
16. Group Dynamics
17. Employee Research
18. Team building
19. HRM Policy
20. SWOT Analysis of HRM in Indian/Global Industry/Sectors

competency mapping
balanced scorecard
performance management
quality of worklife
employee attitude survey
HRD climate
training needs analysis
team building etc.

Performance appraisal/ performance management system

Human resource information system
Recruitment / selection methods
Attrition/retention
Compensation
Employee satisfaction/surveys
Organizational design, governance
Performance measurement/mgmt
Succession management
Training & development

Succession planning is a process for identifying and developing internal people with the
potential to fill key leadership positions in the company. Succession planning increases the
availability of experienced and capable employees that are prepared to assume these roles as they
become available. Taken narrowly, "replacement planning" for key roles is the heart of
succession planning. Effective succession or talent-pool management concerns itself with
building a series of feeder groups up and down the entire leadership pipeline or progression
(Charan, Drotter, Noel, 2001). In contrast, replacement planning is focused narrowly on
identifying specific back-up candidates for given senior management positions. For the most part
position-driven replacement planning (often referred to as the "truck scenario") is a forecast,
which research indicates does not have substantial impact on outcomes.

Fundamental to the succession-management process is an underlying philosophy that argues that

top talent in the corporation must be managed for the greater good of the enterprise. Merck and
other companies argue that a "talent mindset" must be part of the leadership culture for these
practices to be effective.

Research indicates many succession-planning initiatives fall short of their intent (Corporate
Leadership Council, 1998). "Bench strength," as it is commonly called, remains a stubborn
problem in many if not most companies. Studies indicate that companies that report the greatest
gains from succession planning feature high ownership by the CEO and high degrees of
engagement among the larger leadership team [1]

Companies that are well known for their succession planning and executive talent development
practices include: GE, Honeywell, IBM, Marriott, Microsoft, Pepsi and Proctor and Gamble.

Research indicates that clear objectives are critical to establishing effective succession planning.
[2]
These objectives tend to be core to many or most companies that have well-established
practices:

 Identify those with the potential to assume greater responsibility in the organization
 Provide critical development experiences to those that can move into key roles
 Engage the leadership in supporting the development of high-potential leaders
 Build a data base that can be used to make better staffing decisions for key jobs

In other companies these additional objectives may be embedded in the succession process:
  Improve employee commitment and retention
 Meet the career development expectations of existing employees

ob enrichment is an attempt to motivate employees by giving them the opportunity to use the
range of their abilities. It is an idea that was developed by the American psychologist Frederick
Hertzberg in the 1950s. It can be contrasted to job enlargement which simply increases the
number of tasks without changing the challenge. As such job enrichment has been described as
'vertical loading' of a job, while job enlargement is 'horizontal loading'. An enriched job should
ideally contain:

 A range of tasks and challenges of varying difficulties (Physical or Mental)

 A complete unit of work - a meaningful task

 Feedback, encouragement and communication

Recruitment and Selection Process

Complete Recruitment life cycle

Levels of Companies
Technologies and Domineer
Portal Explanation
Explanation of Job Descripton and Analyzing of Requirement
Sourcing of Profiles from Portals
Screening of profiles as per the requirement
Calling the Candidates
Formatting of profiles and Tracker’s Preparation
Maintenance of Databas
Training and Development
Concept of Training and Development
Training Needs Identification Process
Designing Annual Training Plans
Training Execution
Designing Employee Development Initiatives
Designing Supervisory Development Programs
Designing Management Development Programs
What is Training ROI and how to Calculate
Introduction to Best Trainer Skills, Knowledge and Abilities
Induction and Orientation
How to Design Induction Programs and Execution
How to Design on the Job Training Programs and Monitoring
How to evaluate effectiveness of Induction and on the Job Training Programs
Probation Confirmation and HR Role
Team Management Skills
Understanding What is a Team
Understanding Team Development Stages
What is your Team Membership Orientation
How to improve your effectiveness as Team Member
What is Team Leadership
Understanding my Orientation
SOME HR-PROJECTS TITLES FOR YOUR REFERENCE

 Stress Management
 Job Satisfaction
 Employee Motivation
 Quality of Work Life
 Training and Development
 Recruitment Life Cycle
 Recruitment and Selection
 Human Resource Development
 Employee Engagement
 Performance Appraisal
 Compensation Management
What Is an Employee Development Plan?
Based out of the metropolitan Washington D.C. area, Pallab Dutta has written on business, technology
and management issues since 1994. He has freelanced for “The Wall Street Journal," “The Economic
Times” and “The Times of India." Dutta holds a Bachelor of Science in economics from Bombay
University and a Diploma in modern information systems from IIT Bombay.

By Pallab Dutta, eHow Contributor

An employee development plan refers to the entire sequence of concurrent activities, initiatives
and programs that an organization is involved with to maintain, improve and enhance the skills,
capabilities and performance levels of its workforce and other staff members. An employee
development plan has to be fluid enough to adapt to changing business scenarios, crisis situations
and overall growth plans. The human resources (HR) department or team is responsible for
developing an employee development plan and executing all the tasks and responsibilities related
to its implementation and success.

1. HR-Defined Road Map

o The HR department devises the strategic blueprint and workable road map of an
employee development plan. The plan comprises all the training programs,
workforce development initiatives, other HR-centric processes needed to ensure
seamless alignment with well-defined corporate strategic objectives and long-term
goals. Top management executives also provide much-needed key inputs about
organizational vision, growth projection, budget allocation and employee
requirements.

Programs

o The HR team members collaborate and co-ordinate with functional and other
business unit heads to devise specific training programs, discuss the modalities
about schedules, choice of trainers and educators to ensure seamless functioning
and roll out of any employee development plan. They decide on the delivery
methods of training, use of relevant technologies and tools and account for the
special needs of remote location employees.

Skills Improvement

o The key to the success of any employee development plan is to ensure a

continuous process of skills' development of employees and ensure enthusiastic
employee buy-in into the plan. HR plays a key role in motivating employees
about the need to acquire a sharp learning temperament, stay competitive, develop
teamwork and sound work ethics, and help meet organizational targets. Feedback
forms and mechanisms are set in place to encourage a bi-directional flow of
 information between the employees and HR teams and keep employees involved
at all times.

External Expertise

o An organization has to be flexible enough to acknowledge that tapping into

industry best practices and an external knowledge pool can help in raising the bar
of its in-house employee development plan. HR has to be cued into industry-
leading cutting-edge training and development methodologies and frameworks
that can supplement its core employee development initiatives. Whenever needed,
the HR team should seek the services of management consultants, reputed training
managers and leadership coaches to give holistic organizational perspectives and
marketplace insights to employees.

Measurable Goals

o All organizations have to weave measurable goals into their employee

development plans. Metrics are established to track the success parameters of all
programs and initiatives. The endeavor is to ensure quick adoption of new
technology skills, fast-track induction of new employees and trainees, and
significant improvement in performance of experienced employees. Sustained
employee performance and organizational productivity are the main goals of
employee development plans.

Read more: What Is an Employee Development Plan? | eHow.com

http://www.ehow.com/about_5161579_employee-development-plan.html#ixzz1ICSs00wE

What to look out for

Let's quickly review the main components of the sample employee development plan and what to look
out for as you complete it.

Note: You will need ADOBE ACROBAT READER 5 (or higher) to download this template and
the one below. If you do not have it, please download it now.

 Top 3-5 business objectives - list your top 3-5 goals or objectives in this section. The aim is to help you
focus on your top priorities for the year. If you feel it is absolutely necessary to list all your goals then do
so. This section forms the foundation of your employee development plan and provides the linkage
between your needs and that of the business. Lose this link and your risk developing yourself out of
context. If you don't know what they are or having difficulty writing them down then ask your manager
for their input.
 Core competencies - are skills and characteristics you need to be successful in a position and can be a
combination of both leadership and technical competencies. You should find out what core
competencies you need for your position and list them in the employee development plan. The next
step is to assess your gaps for each competency.

 Competency gaps - review your competence level and list those competencies that need further
development and the specific gaps you have within each competency. This exercise should be closely
tied to your goals and objectives such that the competency you are planning on developing will enable
you to achieve better business results. This is a continuous closed-loop process where you review your
key goals and objectives, assess the core competencies you will need for them and if there are any gaps
identifying them in your employee development plan.

 Plan to close each gap - an important aspect of your employee development plan is what you plan on
doing to close each of your core competency gaps. There is a variety of career development techniques
you can use depending on the type of gap you are trying to close. Select the most appropriate one.

 Target completion and status - use this section of your employee development plan to record the
date of when you intend on closing your competency gap. You can use the status section and the
Red/Yellow/Green indicators to assess if your plan is on track or not.

 Manager involvement - this is really important! The employee development plan is your plan but it is
not complete unless you have reviewed it with your manager. After all, you will need your manager's
support in implementing the plan and the earlier you get their involvement the better it will be. Keep
your manager involved in this process. Don't be afraid of having a good discussion or even a debate
about each other's views during this process as it will lead to a better outcome. It is much easier to have
some level of prior discussion and debate than have your manager completely reject your employee
development plan as you are about to implement some of the actions.
Introduction

Employee education and professional development belongs among the key activities that
increase the long-term competitiveness of any organization, as well as its effectiveness.

Education and development programs must be closely linked to the concrete needs of each
organization, and must unquestionably reflect the competencies and capabilities of each training
participant. Our experience shows that the most effective educational programs are realized
when they are connected to activities that enable detailed and individual identification of
development needs, through such methods as an audit of training needs or a Development
Centre, or if necessary a more complex advisory function facilitating a deeper induction into
organizational conditions, as well as the collective creation of its strategies and processes.

The recommended format for fulfilling developmental needs, as well as the development plans of
individual employees, is therefore a cycle of competency trainings consisting of group activities
designed to cover the most dominant and recurrent employee development needs.

We recommend guaranteeing your coverage of individual development needs through the use of
such formats as coaching or other forms of individual education.

As with any corporate process, employee education and development is composed of several
fundamental steps whose execution is a condition for ensuring the quality and effectiveness of
the process as a whole.

These consist of the following actions:

1. Identification and analysis of employee developmental needs.

2. Creation of a development plan.
3. Development and execution of development activities.
4. Evaluation of the effectiveness and quality of development activities.

Identification and analysis of employee development needs

An essential component of proper planning, preparation and successful execution of

development activities in the area of human resources is the accurate identification of
development needs through competency evaluation and the creation of a competency model.

Competency Model
A competency model primarily defines the expected skill sets, behaviors and attitudes that
employees should have in individual work functions, and guarantees that they will effectively
fulfill their work functions in accordance with the principles of your organization’s company
culture.

The most effective method of evaluating competencies remains 360° feedback, which includes
not only evaluation by managers but also self-evaluation, as well as feedback from peers,
customers (internal and external), and direct reports.

In the area of competency modeling DRILL offers the following services:

 Design of a competency model for your organization and individual employee workgroups.
 Implementation of the proposed competency model, primarily including evaluation process
setup, creation of necessary documents, and training for evaluators and for those being
evaluated.
 Creation of tools for the execution of 360° feedback; if necessary, their outsourcing, including
data assessment with guaranteed anonymity of evaluators.
 Conducting of an audit of competencies and knowledge in your organization.

Knowledge and special skills evaluation (skills matrix)

The optimal model applied to the evaluation of employee knowledge and special skills is a skills
matrix, which precisely defines who should have the necessary knowledge and skills and on
what level (extent of knowledge, length of experience). The establishment of these parameters
normally corresponds closely to job descriptions and work processes.

In the area of skills matrices DRILL offers the following services:

 Definition skills matrices for individual employee workgroups, creating professional standards; if
needed, creating job descriptions and the work processes from which this data is drawn.
 Defining evaluative processes of knowledge and special skills, creating the necessary documents,
and training of evaluators and those being evaluated.
 Securing exams and testing for individual types of knowledge and special skills.

Evaluating potential and complex employee evaluation

Employee potential, which can be judged either as career growth potential (progress within the
hierarchy) or as potential for professional growth, always includes the following areas:
intellectual capacity, ambition, and the will to apply one‘s potential in the given field (within the
scope of the given company or organization).

A combination of three elements has been shown to be effective for the evaluation of employee
potential: evaluation of competency (the best method is 360° feedback), a Development Center
and Professional Personality Profile.

In the area of evaluating employee potential DRILL offers the following services:
  Design, preparation and execution of group and individual Development Centers.
 Design, preparation and completion of Professional Personality Profile.
 Creation of individual development plans and plans for personal and professional development.

Creation of development plans

On the basis of outputs from the identification and analysis of development needs, a
development plan is subsequently created. This should emerge at the individual level first, and
then as a summary of requirements from individual development plans, which after evaluation
and establishment of priorities results in a development plan for the given workgroup,
department or organization as a whole. A development plan thus created must be created also
with regard to financial and budgetary aspects.

In the area of development plan creation DRILL offers the following services:

 Analysis of outputs from the evaluation of competencies, knowledge and professional skills from
Development Centers, and the design of specific development activities.
 Creation of developmental and educational plans.
 Establishment of a budget for the training and development of employees.
 Design of methods and processes for evaluating development activity effectiveness.
 Completion of an audit of the development activity effectiveness.

Development and execution of development activities

We recommend a cycle of competency trainings for the fulfillment of development needs and the
plans of individual employees. These consist of group training activities designed to cover main
and recurrent employee development needs.

We then recommend that the coverage of individual development needs be secured for example
in the form of coaching or other form of individual education.

Competency training

A pivotal advantage when training via coaching is the deliberate focus of the training on selected
knowledge and skills, with definition of the current and targeted level of knowledge and skills to
which the training should lead.

Our competency trainings are created and managed in such a way as to support the independence
and accountability of each training participant. It is not therefore the mere handover of
instructions, advice and processes which would create the illusion of a simple and, above all,
clear solution. The goal of competency training is primarily to engage each participant in the
educational process, the active adaptation and testing of the trainee, and the quest for one’s own
personal style for problem-solving and for management of one‘s professional role and the
situations which arise from it.

Application projects
An essential component of the training is the linking of training activities to the experience of the
participant. This connection must be relevant not only in terms of content, but also time; that is, a
participant in the training must – if possible immediately – after its completion receive an
opportunity to implement the acquired knowledge and skills in practice. Since this application is
not always directly feasible, application projects are created as part of the training, allowing a
participant to try out his or her lessons learned with the support of a teacher and direct manager,
and with subsequent feedback and assessment.

Evaluation of the effectiveness and quality of development programs

The effectiveness of educational programs is evaluated in three groups:

1. Confirming knowledge

Course participants undergo – typically immediately upon completion of the training – a test of
their knowledge in order to confirm the extent to which they have adapted the knowledge
administered. If the course is oriented predominantly toward acquisition of skills, and if it is part
of practical instruction, participants are evaluated according to their progress by the quality with
which they execute sample activities.

2. Application in practice

Together with the responsible employees of your organization, we establish parameters and
timeframes against which the outcomes of completed trainings are evaluated in a practical
setting. This typically involves verifiable changes in behavior and professional attitude; in
certain cases it can involve directly measurable indicators of success or the effectiveness of
certain processes.

If the implementation of acquired knowledge in practice is to be most effective, we recommend

that upon completing the given training it be supplemented immediately with application
projects, or with some form of time-limited intensive coaching or mentoring, either by the direct
manager of the given employee or an external coach.

3. Participant satisfaction

Upon the completion of educational programs, participants in all of our courses instantly
evaluate the quality of the course, both in terms of content and the work of the facilitator, and
also in terms of the quality of study materials and course fundamentals.

This evaluation is supplemented with feedback (a report) from the trainer of the given course
evaluating progress and recommending next steps concerning the participant in the course.

In the area of evaluating the effectiveness and quality of educational programs, DRILL also
offers the following services:
  Creating a system and tools for assessing the effectiveness and quality of development
programs.
 Designing and executing an audit of the quality and effectiveness of development programs.

Managing educational programs and facilitator teams

The DRILL facilitator team is composed of experienced trainers with years of experience, both
in the executive space and in the training space. For each area on offer for education and
development activities, DRILL has several trainers available who are assigned to the individual
trainings in such a way as to provide the best possible match between customer requirements and
facilitator personality and experience.