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MANAG NT TRAI I
EVELOPMENT
◾ Fundamentals of Human Resource Management, Noe,
Hollenbeck, 4th Ed.
◾ Career Planning Strategies, Randall Powell
◾ Career Planning and Development
(www.authorstream.com)
◾ Career Planning for Life after the PhD,Tony McAvaney,
UniSA Career Services
◾ Succession Planning, Zimmerman, Denver Service Center
◾ Career Planning, Asawari, Apurva & Mugdha
◾ http://kutenk2000.blogspot.com/2009/08/strategic-
career-planning-six-career.html AVI ANAND

TRAINING AS ECTS TRAI I

• Training is a learning process that involves
the acquisition of knowledge, sharpening of
skills, concepts, or changing of attitudes and
behaviours to enhance the performance of
employees.
• Training is an activity which deliberately
attempts to improve a person s skill at task
(Oately)
• Training is a systematic procedure for
Characteristics that enables a job holder to accomplish the activities
transferring technical know-how of described in a ta9k statement.
employees so as to increase their skills for
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• —The attributes required to DEVELOPMENT

perform a job. (Intellectual or theoretical • Development refers to those activities and programs which
aspect) have substantial influence in changing the capacity of an
• —the proficient manual, verbal, DF individual to perform better and increase his potential
mental manipulation of data or things. • Long term effect of training is development, training is
(Physical aspect) subset of development
• —the power or capacity to
perform an activity or task. ( Analytical and
decisiDn making aspect)

Training is provided to improve KSA

RE RE
1. Focus on Focus on : skills and 8. Results in enhancement of a Results in personal growth and
and functions. ideas job skill. .. development
2. Focuses on job Prepares for job 9. It can be divided into mainly such classification is possible
3. Concerned wilh :!. job Concerned with Of : and :
skills and behavior general knoAedge and 10. It is a result of It i9 a result of motivation
of nDn-technical motivation
organizafiDn functions.
4. Mostly for Usually meant for and 11. Training programs are usually Development activities are usually
posts
5. Focus on term gains Focus on term benefits 12. Staff members do not have a Staff members are
clear idea regarding the and know about relationship b/w
6. It is : . .. prDcess and It is ! in nature and strives to
in nature b/w training and development and career success
inculcate enterprise creativity
dedication and loyalty among career development
employees 13. fDEtraining is usually Evaluation of devRlopment is
conducted usually : possible
7. It is . deal It is process
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OBJECTIVES OF TRAINING OBJECTIVES OF TRAINING

• Enhancing skills and knowledge of • To make employees learn the culture and
employees ethics of an organization
• Increase in Communication Skills • Prepare new and existing employees for
present and future jobs
• Personality Development
• Prevent employee obsolescence
• Enhancement of Efficiency and • Facilitate succession planning(create next
Effectiveness of work performed level of competent employees)
• Minimizing Faults in Operation • Reduce supervision required to avoid
• Lower Turnover Rate and reduce wastage and accidents
Absenteeism • Develop Interpersonal Relation
Enhancing Quantum of Work Done by • Foster individual and group morale with
Employees positive attitude and cordial relations
• Reducing the Stress Level of employees

ITS TRAI I TO LOYE

• Increase in efficiency
• Higher motivation
TO EMPLOYEE
• Scope for promotion
• Higher level of confidence
TO • Increase in KSA
ORGANISATION
• Enhancement in problem solving skills
• Higher productivity
TO SOCIETY • Higher incentives and salary
• Increased capacity to adopt new
technologies and methods
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TO RGANISATI TO OCIETY
• Reduced cost due to reduced wastage • Increase in standard of living
• Increased production • Better quality products
• Reduction in conflicts
• Economic growth of country
• Lower attrition rate and absenteeism
• Reduction in supervision cost
• Proper utilization of resources
• Organization gets equipped with competent
employees
• Higher profits and overall development of
organization
• Better inter personal relationship and customer
satisfaction

TRAI I CYCLE
EVALUATION PRE PLANNING

IMPLEMENTATION
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TRAINING NEED
UTPUT TNA
ANALYSIS/ASSESSMENT
• It is an assessment of the gap between the • Why do people need the training*
knowledge. skills and attitudes that the • What skills need to be imparted?
people in the organization currently possess • Who needs the training?
and the knowledge, skills and attitudes that • When will they need the new skills?
they require ID meet the organization’s
objectives. • Where may the training be
• The training needs assessment is best
conducted?
conducted up front, before training solutions • How may the new skills be imparted*
are budgeted, designed and delivered. The
Dutput of the needs analysis will be a
document that specifies why, what who,

Training analysis as a process COMPO NTS TNA TNA

often covers• AT VARIOUS LEVELS
• Review of current training
• Task analysis (of new or modified
system)
• Identification of training gap
• Statement of training requirement
• Assessment of training options
• Cost benefit analysis of training
options
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ORGANISATIONAL LEVEL INDIVIDUAL LEVEL

• Individual Level - At individual level, training need
• Organizational Level - At analysis focuses on each and every individual in
organizational level, training need the organization. The organization scrutinizes
whether the performance of an employee is at par
analysis focuses on strategic planning, with the desired performance level or not. Here we
organizations goals and needs. It aim to identify the gap between actual
involves assessment of both the internal performance and expected performance. If this
gap is positive then there is a need for training.
and external environment of the Few of the methods that are used to analyze
organization. Internal environment individual needs are:
includes procedures. policies. strengths • Self Assessment
weaknesses, while the external • Performance Appraisal Review
environment account for the • Peer Appraisal
opportunities and threats. • Subordinate Appraisal
• Client & Customer Feedback

OPERATIONAL/TASK LEVEL SIGNIFICANCE OF TNA

• Operational Level - At operational level training • Helps align training activities and strategies
need analysis focuses on the work assigned to the of firm
employees. Here a job analyst gathers the • Ensures effective use of time and money
information to assess whether a job role has been spent on training
understood by the employees at the organization.
The information could be collected by various
• Helps in diagnosing the cause of
means like through interviews, psychological tests, performance deficiency
questionnaires etc. Looking into the change in the • Helps to reduce the perception gap bow
nature of jobs and organizational structures, the trainers, trainees and organizational
jobs today are on a go-ahead. Hence the administration
employees need to prepare themselves for these
jobs. It is the role of the job analysts to identify the
• Helps to determine benchmark for
current and future task needs. evaluation of training
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ETHODS DATA
COLLECTION TNA
COMPON NTS TNA
Questionnaire
2. Performance appraisal
3. Interviews
<. Group Discussion
s. Technical and Manual Records
6. 360 Degree Feedback

CONFLICT MANAGFMENT

DEPARTMENT OF EXTENSION EDUCATION

INSTITUTE OF AGRICULTURALSCIENCES
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to develop their understanding of conflict and

happens next or without a aenae of involvement

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force in group but that it is absolutely oRivalries in which one person or

Functional conflict: works toward the

goals of an organization or group

goals
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•threat to a person's values

•feeding of unfair treatment
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precedence
›Does not fully engage participants

5. Treats other team members with respect and

“win” something they didn’t know they trust.