UNIT III Training and Executive Development T ining, and exe ypes of Training, and executive development methods - purposes - benefit Types of Training and executive development methods Purposes + Benefits 3.1. TRAINING AND EXECUTIVE DEVELOPMENT are designed to improve the job performance of an individual or group. These programs typically involve advancing a worker's knowledge and skill sets and instilling greater motivation to enhance job performance. What is training and development in HRM? ‘Training and development in Human Resource Management (HRM) refers to a system of educating employees within a company. It includes various tools, instructions, and activities designed to improve employee performance. It’s an opportunity for employees to increase their knowledge and upgrade their skills. | HISTORY OF TRAINING AND DEVELOPMENT To understand training and development a bit better, let's go back in time and look at it through a historical lens. It all started during the World War II period in the United States. ‘Allofa sudden, the need for skilled workers started growing. It was at this time that the U S" labor movement was established. This movement largely contributed to the rise of employee training and development. In the early 1900s, corporation schools were formed to provide production workers with the needed skills for their tasks. It was also at this time that people started using personal computers to train employees. This computer-based training became the foundation of today’s modern employee 3. training systems. 3.1.2. DEFINITION OF TRAINING AND DEVELOPMENT Armstrong “Training is the formal and systematic modification of behavior through learning which cena sult of education, instruction, development and planned experienceDevelopment is improving individual performance in their present Roles and preparing then, for greater responsibilities in the future”. Katz & Kahn “Training and development is described as a maintenance subsystem, intended to improve organizational efficiency by increasing routinization and predictability of behavior” Kllatt, Murdick & Schuster “Training isa systematic way of altering behavior to prepare an employee for a job or to improve the employee's performance on the present job, and development is preparing an employee for improving the conceptual, decision-making, and interpersonal skills jn complex, in structured situation Lussier a process of acquiring the skills necessary to perform a job and development ity to perform both present and future jobs “Training is the al McLagan “Training and development focuses on identifying, assuring and helping develop, through planned learning, the key competencies that enable individuals to perform current or future jobs”. Kirkpatrick “Training refers to the teaching of specific knowledge and skills required on the individual's present job. The term development refers to the growth of the individual and ns for higher-level jobs”, "Training and development are planned learning experiences that teach workers how to perform their current or future jobs effectively." Sugar “Training is defined as an instruction geared towards developing a specific group of skills or tasks” Smith “Training is a planned process to modify attitude knowledge or skill behavior through learning experience to achieve effective performance in an activity or a range of activities” Fuller & Farrington “Training is designed to increase the skills and knowledge of people.” 3.1.3. TRENDS IN TRAINING AND DEVELOPMENT Afier getting to know its past, you're probably curious and development. Is it any different than it changes in the way training is conducted? about the current state of training Was @ century ago? Are there any significant dTraining and Executive Development aa Let's take a glance at what's currently happening in the field. Here are some training and development trends to watch out for: + Self-paced online employee training and development programs + Training on the management of virtual teams ‘Personalized training programs based on employees’ needs + Mobile app training programs + Usage of knowledge-sharing systems for all employees Retraining and reskilling to keep up with changing technology The widespread availability of online learning courses Training for first-time managers and leaders Training on diversity and inclusion Collection of employee data to improve training programs + Interactive training programs and walkthroughs ‘Training with real-time feedback from employees 3.1.4. PURPOSE OF TRAINING AND DEVELOPMENT IN HRM ‘An organization that invests in its employees will most likely reap the rewards of improved financial performance. One significant statistic from the Association for Talent Development (ATD) proves this. Their research shows that the companies with higher employee training expenditures reported 218% more income per employee. They also experienced 24% higher profit margins. Employee training and develoy purposes of training and development in HRM: 1. Increase company productivity rvice quality pment isn’t just for earnings growth, though. Below are the 2, Improve product or se 3. _Lessen employee turnover 4. Decrease costs and eirors 3.1.5, ROLE OF HR IN TRAINING AND DEVELOPMENT ‘The role of HR in training and development is to assist employees in reaching their highest potential. ' This vital role can be fulfilled through the following functions: + Employee guidance and mentorship + Monitoring employee performance % Gathering feedback and interpreting data collectedHuman Resource Management Providing enhancement activities and educational platforms Supplying suttic on-the-job training % Boosting employee morale and motivation ‘Ensuring employees’ overall well-being ms, They also have to urthermore, HR's role not only involves initiating training progt make sure that the programs are adequate and usefil. For this reason, employees’ unique learning styles must be considered in crafting programs and activities, 3.1.6. PROCESSES IN TRAINING AND DEVELOPMENT Training and development is a continuous process as the skills, knowledge and quality of ing rapidly. it is critical that work needs constant improvement. Since businesses are chang companies focus on training their employees after constantly monitoring them & developing their overall personality. Steps for training and development processes are: 1. Determine the need of training and development for individuals or teams First of all the need has to be seen for training and development. It has to align with the company's goals and objectives. If a company is trying to start a new department or strengthen existing sales team in new products, then_an appropriate training is needed. 2. Establish specific objectives & goals which need to be achieved The goals and objectives of the training and development have to be established. Whether the goal is awareness about new products or even installation is required to be learnt. 3. Select the methods of training Next, methods have to be defined. The training can be done as a: 1. Classroom Training 2, Online Self paced courses 3. Course with certification 4. Instructor led online training 4. Conduct and implement the programs for employees Ate the plan and methods are finalized, the training and development programs have {9 be executed where courses, instructions are taught to the employees, partners or vendors 5. Evaluate the output and performance post the training and development sessions Training and Development is incomplete without proper monitoring, Monitor ens can be done through evaluation of the instruetor as well as attendees. Instructor eo . Instructor e ‘aluation can be 4Training and Executive Development done through feedback or ratings but attendees can be evaluated through internal or external certifications or scores, 6. Keep monitoring and evaluating the performances and again see if more training is required Based on the evaluation results in the previous step, management needs to ascertain tha the training and development program was sufficient for now or more training and enablement would be required. Also, if future trainings are to be planned. ne Evaluate Performance Training Needs Conduct and Establish Deliver Objectives Training ES Select Training Methods Fig. 3.1. 3.1.7, RELATION AND DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT There is between the two based on goals problems: ‘a relation between training and development, and there is clear difference 10 be achieved. Development is made to answer the training Table 3.1. TRAINING Training is meant for operatives Itis reactive process AIM: To develop additional skills Itis short term process OBJECTIVE: To meet the pres | an employee ent need of eae yement Initiative is taken by the management DEVELOPMENT Development is meant for executives Itis pro- active process AIM: To develop the total personality Itis continuous process OBJECTIVE: To meet the future need of an employee Initiative is taken by an individual.Human Resource Managemen, sare eS ed 3.1.8, ADVANTAGES OF TRAINING AND DEVELOPMENT : ; Hing and development has a cost attached to it However, since rs is ee for ies in the long run, they ensure employees are trained regularly. Some advantages 1, Helps employees develop new skills and increases their knowledge. Inproves efficiency and productivity of the individuals as well as the teams. 2. 3. _ Proper training and development can remove bottle-necks in operations 4, New & improved job positions can be created to make the organization leaner. 5 Keeps employees motivated and refreshes their goals, ambitions and contribution levels, 3.1.9. DISADVANTAGES OF TRAINING AND DEVELOPMENT fen though there are several advantages, some drawbacks of training and development are mentioned below: 1. It is an expensive process which includes arranging the correct trainers and engaging employces for non-revenue ac : 2. There is risk that after the training and development session, the employee can quit the job. ties, 3.1.10, NEED OF TRAINING AND DEVELOPMENT Training and development of employees is a costly activity as it requires a lot quality inputs from trainers as well as employees. But it is essential that the company revises its goals and efficiencies with the changing environment. Here are a few critical reasons why the company endorses training and development sessions, 1. Improvement When management thinks that there is a need to improve the performances of employees 2. Benchmarking To set up the benchmark of improvement so far in the performance improvement effort 3. Specific Rote Requirement To train about the specific job responsibility and skills like communication management, team management etc, 4. The training and development activity is required when company revises its objectives and goal to adjust the changing market conditions. 5. Companies often endorse training and development programs to performance of the employees. 6. The HR training and development is needed to set uy which employces are expected to achieve in a fi improve the P a benchmark of performance nancial year, 7, There is always a need of training and development effo : ts to teacl ee new skills such as team management, communication manage +h the employ’ ‘ment and leadership behavior. 4Training and Executive Development pops a ela eterna ee ee ee 8. Training and development is izati E also used to test new met enhancing organizational productivity, st new methods of enhancing org: 3.1.11. IMPORTANCE OF TRAINING AND DEVELOPMENT For companies to keep improving, it is important for organizations to have continuous training and development programs for their employees. Competition and the business environment keeps changing, and hence itis critical to keep teaming and pick up new skills. The importance of training and development is as follows: Optimum utilization of resources Development of skills like time management, leadership, team management ete. To increase the performance, productivity and motivation To imbibe the team spirit For improvement of organization culture To improve quality To increase profitability and bottom line by acquiring new skills Improving brand image by having well trained employees In Human Resource Management (HRM) Training and development is important aspect when company wants optimum utilization of their manpower, 10. Training and development is a key for the succession planning of the organization as it helps in improvement of skills like team management and leadership. 11. HR Training and development activities are vital to motivate the employee and to increase their productivity. 12, Traininig and development in HRM is significant aspect to develop a team spirit in the Ser aA Ee Ne organization. 13. ‘Training and development programs are also important from the safety point of view as it teaches employee to perform job properly without any life risk. 14. From the organizational point of view the HR training and development programs are important performance management tool to increase profitability and enhance corporate image. 3.1.12, OBJECTIVE OF TRAINING & DEVELOPMENT One of the most effective methods to show your employees that you value them is to provide them with taining. It demonstrates that you care as much about ther well-being and development as they do about your company’s Employees that are well taken care of will never desire to work somewhere else. Training ean be used as a preventative measure 10 prepare people for expected and unforeseen changes and challenges in the eats ig only makes sense to keep our staff prepared in times like ours, when trends are always changing due to online innovation. «Human Resource Management fe than to train the most talented yee future lead 3. There is no better way 10 prs individuals available. Employees will have a clea attrition and discontent career path, resulting in lower a company’s assets, and, ant and most important component of 4. Employees are a signifi ‘a whole. Therefore, any busines caring for them entails caring for the firm as organization that invests their time and money in ts € development can only succeed in achieving their bus mployees’ education or Training & vance further ness goals and 3.1.13. TYPES OF TRAINING AND DEVELOPMENT 1. Technical training is a form of instruction that teaches new employees about the technology components of their jobs. 2. Quality training is the process of familiarizing personnel with the methods for preventing, identifying, and removing non-quality goods in a manufacturing environment. 3. Skill Training is the next type of training, which involves developing the ability to execute the job. 4. Soft skills training is another form of training requires to improving the employee's communication skills, and personal soft skills that are personality traits, social grac routines that are used to ds jeractions. fine interpersonal i 5, Professional training is the sort of professional education necessary to stay current in one's line of work. 3.1.14. BENEFITS OF TRAINING AND DEVELOPMENT IN HRM Investing in staff training and development boosts work satisfaction and morale. 4 Employee tumover is reduced +t Inspires employees to work harder, 4 Improves process efficiency, resulting in financial benefit, 4 Aids in the adoption of new technology and processes. se Increases strategy and product innovation Example of Training and Development Training and Development can be setup in any organization, The focus of the organization should be t train employees on two aspects 1. Job Related Skills 2. Soft Skills ‘These days there-are dedicated portals and self learning courses for employees to enrull and take them as per their needs. A dedicated training department is “setup in the organizations these days to train the employees on relevant skills FTraining and Executive Development Trainings on e jae ES On Communication skills, project management skills, AVML emerging technologies and skills are pri ; are priority of such departmer Sa sen have the following responsibilities liken 1 departments. Also these department: and other Tie up with training i ! _ 4 : ane Partners or create internal courses and study material reate a simple 4 ‘init it Ie portal and classroom training system for employees on site or remotely 3. System to track learning and d 4, Evaluat ign path for specific roles e.g. managers, sales team etc. oo te employees on the trainings completed and reward them accordingly Training and Development should be part of culture of any good organization and should be taken at a strategic level. In today's competitive landscape, proper training and development programs can go a long way in having the competitive edge. 1.Etsy Etsy is a company that uses an all-around approach when it comes to trail 1 and development. According to the company’s official site, its learning and development process is based on teachings from sociology, adult learning theory, and organizational psychology, as well as its own values and culture. Like Etsy, utilize a variety of disciplines to craft a specialized form of training and ip) ig development. The company also emphasizes the importance of employee feedback. In 2015, they took a step further and developed their own feedback collection program named Sonar. 2. Amazon This successful e-commerce company has committed to upskilling more than 300,000 of its own employees. Amazon’s Upskilling 2025 pledge is meant to provide workers with the training that they need to secure new and high-growth jobs forthe future, Some of the programs offered by the company are as follows: Machine Learning University Mechatronics and Robotics Apprenticeship Amazon Technical Apprenticeship ae % User Experience Design and Research Apprenticeship Additionally, Amazon provides over 750,000 of its operations employees with eligibility for fully funded tuition. In doing $0 the company clearly values the education of its employees. It wants to prepare them for the future. = Indeed, Amazon is surely @ model company when it comes to training and development. 3. AT&T AT&T's goal is to deve achieve this, the compan University. soe Jop a culture of continuous education and skills development. To established its own internal training organization, ATSTwmv ‘oem eski Se 4 (3.10 Human Resource Manaxeryey ee oe ia eee This award-winning project provides mentor evelopment ProRrans, ang personalized training as well. Also, the compan Jearning opportunities to its employees. Truly, AT&T's training and development programs pom as aed ee helps managers gain knowledge, ski efficient manner and get matured to offers tition sistance, a exter are worth imitating. Executive Development is an ongoing process that and abilities to handle current situations in a more handle future challenges successfully. Executive development is also known as management development. It is one of the fastest developing areas in personnel. It is realized that an effective manag ment team may be as important to the survival of an organization as any tangible item on the balance sheet, 3.2.1, DEFINITIONS OF EXECUTIVE DEVELOPMENT Peter Drucker defines it as, “An institution that cannot produce its own managers will die. From an overall point of view, the ability of an institution to produce a manager is more important than its ability to produce goods efficiently and cheaply”. ‘According to Flippo, Executive development includes the process by which managers and executives acquire not only skills and competency in their present job but also capabilities for future managerial tasks of increasing difficulty and scope. ‘According to Johnson and Sorcher, Management development focuses on developing in a systematic manner, the knowledge base, attitudes, basic skills, interpersonal skills and technical skills of the managerial cadre. 3.2.2. EXECUTIVE DEVELOPMENT ~ CONCEPT Executive or management development focuses on manager's personal growth. It basically aims at improving judgment, logical thinking of managers to take complex decisions and to take responsibility. Executive development is a planned, systematic and continuous process of earning a" growth by which managers develop their conceptual and analytical abilities to manage- It is combination of both experience and skills. The participants should also have capacity and self-motivation to learn and develop themselves, Executive development is thus: 1. A. planned effort to improve executive's abili vahelev! responsibilities. $ ability to handle high 2, It is continuous, ongoing activity as it aim F rot 5 : s improvii i chaviow attitude of managers which cannot be done cnerialie total personality, bel 3, It is a long-term process, as manage i 7 rs 8 i : if capabilities. gers take time to acquire and improve th araining and Executive Development Bai] It is proactive in ; 4 ae i ature as it focuses attention on the present as well as future requirements of both the organisation and the indi 1, Continuous Process - there is po fi iduals. Executive development is a continuous process because ity and xed time limit for learning. It is not a one shot act continues throughout the career of the mangers. v heat erate Executive development is a long process and takes time. It is ¢ 1B because the skills of the managers cannot be developed overnight. 3. Planned Activity - Executive development is a well-planned, organized, and systematic activity. It is not a trial and error approach. 4. Involves Stresses and Strains - Development does not takes place in the total peaceful and relaxed atmosphere. It involves stresses and strains. 3. Conducive Environment - Executive development needs conducive environment which should be encouraging and stimulating. Further, it also require that adequate feedback should be received about the degree of development of the personnel. 6. Guided Self Development - Executive development can only be made possible only when the manager himself wants to learn, The individual must have the desire to learn and practice what he is taught. Coercion can never lead to the development of executives or the managers. 3.2.3, NEED OR PURPOSE FOR EXECUTIVE DEVELOPMENT Executive development is a way to help develop performance and skills in executive employees, Another name for it is management development. Typically, an executive development program will focus on developing leadership skills specifically ‘There is growing need for the development of an efficient managerial pool to meet the challenges of industry. Realising this, many management institutes and taining organisations have geared up their training and development activities to a great extent. However, there is a certain imbalance in the spread of management education. A concentration of management training is found in the industrial sector mostly in traditional industries and public sector enterprises. tors as engineering and steel, coal, fertilizer, oil and | in these industries need training not only in the uit also need to acquire a thorough knowledge of 1. Techno-managers in such se cement industries. Personne’ functional areas of management b the sector. 2. Management resou as water supply, powe and industry are depen ree mobilisation towards professionalising such public utilities + distribution, transport and communications, for agriculture ‘dent on the efficient functioning of these utilities.crialisation” of these services needs immediate attention ay man Resource Manag Hu esi anigemen, 1. Gavernment and civie offices organised t0 render public services, includi municipal services, housing, insurance, mass media, police, medical services 4, introduced in other areas gg es for agriculture and rural develop ement principles and techniques need to be national economy — managerial serv irrigation, co-operation and animal hus! Management know-how also needs to be brought to the eduention, have been untouched by the management movement. The , forestry and marketing dry, fishe bear on production processes a in the tertiary oF Service sector rm level with a view to increasing efficiency in rural areas, 5. Public administration is a vast sector which needs management attention, becauss this segment has a direct relevance to economic and social activity, for it brings funct naries into contact with the citizenry and the entrepreneurial class. 6. Management development for all those who are engaged in positions above the supervisory level of operations - whether as Deans of hospitals, the Vice Chancellors of Universities, Superintendents of Police or Collectors of distri, Their job calls for the use of a management component which is concerned with such skills as leadership and communication. For them, training in management, productivity and human relations would be very valuable. Executive development programmes help managers to cope with rapid technological change, cutthroat competition, sudden changes in government policies, changes in the outlook and expectations of a vast majority of workers possessing transferable skills. Managers can update their skills, knowledge and competencies from time to time in syne with these changing trends and tackle knotty issues with confidence. In short, no organisation can achieve success in the long run unless it tries to improve, expand and develop its talent pool through constant learning initiatives. 3.2.4. OBJECTIVES OF EXECUTIVE DEVELOPMENT 1. Sustain in a dynamic and competitive environment In today’s dynamic world where there is huge competition, it is very important to st abreast with the latest technologies, business processes etc. Managerial obsolescence i avoided by investing in the executives to acquire knowledge, skills and abilities. “They need to be efficient and competent enough to be able to deal with market forces and stay ahead of the competition. 2. Ensure competent staff at all levels There needs to be a competent staff at each level of the organization so that bortlenes* can be avoided and business can smoothly run. Executives at each level should be # performers and their potential should be fully exploited.r caning ned Executive Development poet ae Ray Riso L—__7 sr Promotions | —————__ Foedback System Training and Development Program Objectives of Performance Appraisal Improves Supervision Career Planning Productive work Environment Improves Communication Fig, 3.2. 3, Develop leaders There needs to be a competent staff. Executive development is a futuristic process It not only helps the executives perform their current jobs jn an efficient manner but also teaches them how to get prepared for larger roles. 4 Itoreates leaders from within the organization. Ithelps them grow to look at different business situations in a matured manner, broaden wake the right decisions, improves their id long-term their cutlook, enhances their ability to m: communication skills. + Executives at each level should be go exploited. 4. Executive Career Growth =: ttplans the career growth for the executive. It nat only enhances ther business shills but Xohelps them grow personally and become better human eins They are prepared for higher roles 80 that t It leads to an increase in their morale, Organization. They feel assured that their career '0 retention of employees and the; Greener pastures. od performers and their potential should be fully hey can be promoted in future. self-confidence and commitment to the goals can be met in the current organization, it leads yy do not feel the need to leave the organization for(Baa) Human Resource Managemen, 5. Knowledge to New Entrants * The objective of executive development is to impart basic knowledge and information ty the new entrants in the organisation for the purpose increasing their overall knowledge any | improving their conceptual and decision making skills. 6. Improving Performance Executive development aims for the improvement of the performance of the managers a all levels in their present jobs by introducing them with the latest concepts, information, anj techniques. 7. Preparing Managers for Future Positions Executive development has the main purpose to build the second line of the competent officers and prepare them for their future responsible positions as part of their career progression, 8. Preventing Obsolescence The aim of executive development is to prevent v. ~tescence of executives by making them aware of the latest techniques and concepts in their area w. -*cialization. 9. Developing Latest Management Techniques Executive development has its purpose to develop and implement the latest management techniques in place of the traditional systems for increasing the productivity of the managers and the organisation as the whole. 10. Opportunities to Executives The objective executive development is to provide the new and better opportunities tothe executives so that they can fulfil their career aspirations. 11. Optimum Utilization of Managerial Resources The aim of executive development is to optimally utilize the managerial resources in the organisation. 12. Introducing Changes Executive development aims for the introduction of the required changes by developi"® executives and broadening their perspectives so that they can work as the change agents. 3.2.5. IMPORTANCE OF EXECUTIVE DEVELOPMENT In modern organisations there is a great need of executive of programmes. The quality of managers greatly affects the achievement of goals of organisation as the difference in the price policy, inventory Policy, marketing and productio? policy is explained through the quality of management, management developm™Training and Executive Developmen, . CE Executive development thus i 5 lps in maintaini it yer th organizational objectives can be ache maintaining the efficient manpower throug The importance for executive development is felt due to the following reasons: 1. Increase in Complexities and Size of the Organization i In the phase of increasing competition, continuously increasing. Due to this reason complicated problems of these organisations, 2. Shortage of Trained Personnel the size and complexities of the organisetions is the mangers need to be developed to handle th a It is very difficult to recruit and select the personnel according to the requis need mostly arises to develop the personnel so that they could perform t effectively and efficiently, which is done through executive development. 3. Technological Changes The technological changes are rapidly taking place in this competitive business environment. The modem business organisations are continuously introducing the new equipments, machines, and methods of production. So the mangers require the latest knowledge of these new techniques and technology which is provided through executive development. 4, Socio Cultural Changes The rapid change also occurs in the socio-cultural environment and for understanding the behaviour of the people in the proper perspective there is a great need to develop the managers. 5. Increased Competition There is a tough competition in the market and the consumers have become conscious of their rights and they cannot be now easily misguided. The executive development is of great help in properly understanding and meeting the needs of the consumers. 6. Changes in Labour Management Relation Executive development is needed due to the reason that there are frequent aes in the labour management relations and with the help of executive development the managers can ensure industrial peace in the organisation. 7. Social Responsibility of Management Due to the changing business philosophy. the social esponsibility is widely recognized ty the business leaders. So the increased management tasks arising out of the fulfilling social responsibilty have made the executive development necessary inthe corporate worldHuman Resource Managem, 3.16 8, Increased Professionalism ; . publi ies, state enterprises and civic bodies are tein, Management of public utilities, state enterp eae aeer tay professionalized for the purpose of improving the operationa ’. The professionalism is ensured through executive development. 9. Unending Process Management development is used for imparting knowledge about the latest concepts and as learning is an unending process, this makes the executive- development as an unending Process. 3.2.6. FACTORS INFLUENCING EXECUTIVE DEVELOPMENT Executive development is important for the following reasons: Executive development pro grammes are required to train and develop professional managers. {thelps managers to develop skills to face cutthroat competition. enables managers to face problems related to technology {helps in developing better relations with the labors, Executives need training and education to understand and adjust to changes in socio. economic changes. be and institution. Executive development is required to broader the outlook of m; anagers, Failure to train the managers will lead to ineffective and inetiie; gers : ind inefficien negatively affect the organization's performance t managers who “In the absence of trining and developmental avenues avenues, the perform , bet demotivated and frustrated in leading the organization © PeeOMMN managers may % The organizational performance may be affected by sales, reduced profitabi d the loss of market shares, lower % The absence / shortage of trained and skilled ™NAZeTS makes iq ; organizations to have appropriate retention strategies, Sit important for The competitive pressures make it necessary fo, * organizations to eo new products and services, and also maintain th he quality of the exist * The competitive environment is making it imperative for the continuously restructure and re-engineer, and to embark y PON these izations. to essential for the organizations to train the managers for the new Scenarigg CCeSSes, it is atios, "tinuously roll out NB ones, 3.2.7. TYPES OF TRAINING AND EXECUTIVE DEVELOPMEN) Executive development methods can be broadly divided categories: T METHODS into the Plowing if vo 1, On the Job Training 2. Off the Job Training| Training and Executiy Development | Coaching | Job Rotation | Understudy Projects and Assignments Lectures Conference Business Games Methods of Executive Development Case Study Role Playing Sensitivity Training | ee | In Basket Technique = 1. On the Job Training Under on the job training the employees get trained while doing their day-to-day job. Skills are gained while employees are carrying out their daily tasks and responsibilities. ‘They learn in the real work environment by facing challenges and situations and solving them under the guidance of a much superior and experienced employee. On the job training can take the following forms: a. Coaching Coaching is a process employee or a supervisor WI ‘© He instructs him what tasks are to be completed and the procedure to successfully finish them and would guide him in times of errors committed by him. % To help the trainee grow and to enhance his decision making and analytical skills the supervisors may also ask him to handle complex situations and problems. Advantages of the Coaching Method (a) It is the process of learning by doing. : (6) Even if no executive development programme exists, the executives can coach their subordinates. (©) Coaching facilitates periodic feedback a under which the trainee is placed under a much-experienced hho instructs and guides the trainee in the day-to-day work. ind evaluation.Human Resource Managemen, cra) the orientation (A) Coaching is very useful for developing operative skill and for ete hew executives, Disadvantages of the Coaching Method ‘i ‘ 5 guide! (a) It requires that the superior should be a good teacher and the gyi ae (b) Training atmosphere is not free from the problems and worries of the Gsily routine (Trainee making mistakes and learn from the experie b. Job Rotation An employce is shifted between two or more roles or departments. This helps them gain knowledge and experience in varied fields. They get huge exposure to various aspects of the business. + They get developed in fields is required. 4 Ithelps to keep them motivated as they have to face new challenges under different roles. may not get sufficient time fo way to handle larger roles where knowledge of the various “© Italso helps to reduce the monotony of the job and does not lead to boredom. + Ithelps them gain more experience and insights in the various fields of operations Advantages of Job Rotation (a) By providing variety in work this method helps in reducing the monotony and the boredom. (b) Inter departmental coordination and cooperation is enhanced through this method. (c) By developing themselves into generalists, executives get a chance to move up to higher positions. (a) Each executive's skills are best utilized, Disadvantages of Job Rotation (a) Disturbance in established operations is caused due to the job rotation, (b) It becomes difficult forthe traince executive o adjust himself to frequent moves. (c) Job rotation may demotivate intelligent and aggressive trainees who seek specific responsibility in their chosen responsibility, Pi c. Understudy A position in the organization may fall vacant in the near futu retirement, promotion or transfer of the current job holder. 4 In such a case a junior resource is chosen by the head ofa partie : ; a particul placed as an understudy under the superior who is about to leave thee ee who is aio ition, “The superior will rain the understudy closely and make him eapab efficiently by including him inal day t day processes and decivion aan Oe ing, re because of reasons like °Training and Executive Development This helps the organization to not get affected when the job fn et aff bs : ee he job holder moves on as they have Advantages of Under Study Method (s} Continuous guidance is received by the trainee from his superior and gets the opportunity to see the total job. (0) It isa time saving and a practical process. (c) The ‘or and the subordinate come close to each other. is maintained when superior leaves his position. Disadvantages of Under Study Method (2) The existing managerial practices are perpetuated in this method. (>) The motivation of the personnel is affected as one subordinate is selected for the higher position in advance. (c) The subordinate staff may ignore the under study. d. Projects and assignments Employees might be given some special projects and assignments to handle. They might have to do in-depth research, analysis and present a report that advises a solution to the problem or case in hand. 4 This provides the employee a first-hand experience and in-depth knowledge to work in the field. e. Special Projects Assignment In this method a trainee is assigned a project which is closely related to his job. Further sometimes the number of trainee executives is provided with the project assignment which is releted to their functional area. This group of trainees is called the project team. The trainee sudies the assigned problem and formulates the recommendations on it. These recommendations are submitted in the written form by the trainee to his superior. Advantages of the Special Projects (2) The trainees learn the work procedures and techniques of budgeting. (6) The trainees come to know the relationship between the accounts and other departments. (c) Itis a flexible trai f. Committee Assignment a : os In this method the special committee is constituted and is assigned the problem to discuss and to provide the recommendations. This method is similar to the special project dsigwman Al the trainees participate inthe deliberations of the committe, Trainees get cusinted with different viewpoints and altemative methods of problem solving through the Ceeane vnd discussions in the committe, Interpersonal skills of the trainees are also developed. ining device due to temporary nature of assignments.220 Human Resource Mano g- Multiple Management This method involves the constitution of the junior board of the young executives, This junior board evaluates the major problems and makes the recommendations to the Board of Directors. The junior board learns the decision making skills and the vacancies in the Boant Of Directors are filled from the members of the junior board who have sufficient expostre to the problem solving, h. Selective Readings Under this method the executives read the journal, books, article, magazines, and notes and exchange the news with others. This is done under the planned reading programmes organized by some companies. Reading of the current management literature helps to avoid obsolescence. This method keeps the manager updated with the new developments in the field. 2. Off the job Training Off the Job training is imparted when new job skills and knowledge is to be taught to the employees. Off the job training takes place away from the immediate work place. There might be classroom sessions and trainers from outside the organization to train the employees. It is costlier and more artificial than on the job training. Below are the various forms of Off the Job Training; i. Lectures Lectures are conducted on a particular topic or a specialized area of work to a group of people. It is conducted by an experienced and leamed person who has an in-depth knowledge in that area. & It can be done in the form of a powerpoint presentation, audio-visual aids or just a speech. The presenter should have good communication and interpersonal skills, he should be completely confident about his knowledge and very clear while imparting He should give room to discussions and allow it to become an interactive se keep the atmosphere lively and maintain the interest of the audience, ii. Conference Conference is a meeting of people conducted to discuss a common topic of interest All the individuals are asked to prepare on the topic and get together to discuss about it in detail, The conference leader creates an environment that promotes he, : participants are encouraged to freely voice out their opinions on the toy ‘It is an enriching experience for each participant as they have participants views and opinions. althy disc pic ind @ lot to learn from other 4 The conference lender should make sure that the conference proceeds on the desired a! planned guidelines. Is on the desTraining and Executive Development 22! iil. Business Games Ind : U ae this method of executive development, the trainees are generally divi teams and given a hypothetical situation that is v ery close to a real-time situation. re ; : ? They are asked to take certain decisions and solve the situation at hand or produce the desired results, Once they come up with a plan it is fed in the system and they are informed about the impact and result of their decision. + On the basis of the feedback provided to they might want to change the course of action to be adopted to solve the situation, this exercise goes on till they are able to achieve the desired results. This exercise helps in improving the managerial and leadership skills and the decision making ability of the participants. It is a very’effective tool of executive development as it allows them to experience how their decisions and actions impact the business. iv. Case Study Decision making is a very important role of a manager that impacts the profitability of a business to a large extent. Case study method brings interesting real world situations into the classroom. These cases are generally based on complex situations that can arise in the business environment. ‘> Participants are expected to thoroughly read and master the content of the case, they should be able to grasp the objective of the case study and identify the problem. 4 The solution to the problem would more or less be on the lines of the concepts already taught to them. They should be able to decide on a corrective course of action to resolve the case study. * % They should also be able to judge the impact and effectiveness of their corrective actions on the end result. 4 This helps in improving their managerial and decision-making skills v. Role playing Under the role playing method a complex or conflicting situation is presented to the trainees, Each trainee then plays a role of a specific organizational member whose presence and decision making is required to resolve the situation, «this ike a spontaneous stage act where each participant plays a different role and works towards solving a given problem in hand in a different capacity, é While they act out their roles they get familiar with their own business acumen, on Jmnmediate feedback they can correct mistakes and reorient their focus inthe right way, this way they learn by doing things.Human Resource Managener, eee 7 d aerpersonal skills of the partici The main purpose of role play is to enhance the interpersonal shills of the f Lomas they lear how others react to their suggestions and how theit decisions impact other roles. vi. Sensitivity Training Sensitivity training aims at developing behavioural flexibility Power of the participants to each other's behaviour. by improving the tolerance % _ Itenables them to understand the views and opinions of others in a better manner, It consists of an unstructured group of 10-15 people with no trainer or leader to guide them; hence the trainees are motivated to resolve the situation themselves. > In order to find out a solution they start forming some kind of hierarchy, some forcefully try to become leaders and might be opposed by other trainees. It leads to self-realization of what one wants and how the others react to their way of handling a situation. % Without the trainers support the trainees begin to examine their interpersonal behavior, giving each other feedback and starting to experiment with range of new behaviors and values which they might further use in their workplace. vii. In basket technique In this approach, the trainees are presented with a number of tasks and problems that they might find in their “basket” while performing the role of a manager. % Various files, phone calls, reports, messages are handed over to them in no particular sequence. + They need to priorities the tasks in hand, delegate the work and ele: ar the basket within a given time frame. 4 This helps acquaint them with the complexities of the job of'a manager. 3.2.8. LEVELS OF EXECUTIVE DEVELOPMENT 1. Top Management This consists of chief executives designated as chairman, executive officer. This level is responsible for overall managen the policy frame work framed by the Board of Directors, managing director or as chief ment of an organization within ‘The following functions fall within their authority jurisdictions (a) Formulation of long-term strategies. (4) Issuing directions and instructions to various lowe: level functional areas. (c) Coordinating the functions of different functional units i (d) Appointing key personnel, performance appraisal training and development of leaders, » compensation decision ant (e) Reviving and controlling organizational performancesTraining and Executive Development ecm Le pee Maintaining cing i 7) in ‘aining and being in constant touch with environmental elements. (g) Continuously leading the organization for betterment and ¢: 2. Middle Management ‘The v: Hence. ‘rious functional heads form the middle management. They act as interface between the top management and the operative management. This level faces pressure from three fronts namely, top management who impose targets and transinit downwards policies and strategies for implementation, operative management which give its views and suggestion ~ middle peers who depend on one another for smooth work performance at various lomains. Following are the responsibilities of the middle management: Performance of domain functions. Securing cooperation from their peers at various domains. Integrating the various intra-domain functions. Hiring human resources for its domain and training and developing the human resources employed in its domain. Poona 5. Managing the respective domains in a way that it contributes its share to overall achievement of the organizational goal. 3, Middle Functional Executive and Specialists: (i) To increase knowledge of business functions and operations in specified fields in marketing, production, finance, personnel; (ii) To bring about an awareness of the broad aspects of management problems, and an acquaintance with, and appreciation of, interdepartmental relation (ili) To develop familiarity with the managerial uses of financial accounting, psychology, business law and business statistics; (iv) To inculcate knowledge of human motivation and human relationships; and (¥) To develop responsible leadership. 3.3. PROCESS OF EXECUTIVE DEVELOPMENT Contemporary organizations have realized the importance of human capital and increasingly finding its necessary to continuously train and develop human resources, The process of arriving at the development heeds of the executives can be comprehensively viewed through the process given in Fig:3.3, 3.3.1, STAGE OF EXECUTIVE DEVELOPMENT PROCESS Stage In Stage I, at the macro I e advantage level, there are three key elements are considered as * CompetiEe Managemen, + Organizational strategy + Organizational objectives The analysis of the competitive environment competitive positioning in the marketplace, based of Sosa drawn out in an attempt to transform or reposition of the organization. it helps the organization to decide its vhich the organizational strategy js ‘Competitive Environment i ‘Organizational Strategy Stage! i Organizational Objectives Stage Il { Competency Mapping ko Identify Competency Gaps i Training needs assessment | ‘Annual Training Plan i Conduct of Training oi) ew Review of Training Activities l4—»| Career Planning Stage Ill Fig. 3.3. Stage ll This stage deals with analysis on the competency mapping, identi ape : ipPing, identificati ne} gap and career planning. This stage is the most important and crucial pale oa development process. phase of the exec! +» In the competency stage which helps to capture the cor i of the organization which includes the capacities of the eee of all the employe In the second stage, the organizational requirements ent also. . analyzed. and competency gapTraining and Executive De lopment In the third phase, this dea individual growth and alon, Stage I This stage deals with the activi of all employees based on which als, with identitying and verifying the organizational needs, '8 With carcer planning of the executives. ities involving training need assessment of individuals and Annual Training Plan (ATP) is drawn. 7 8 Plan the employces are chosen to expose to either corporate ogra i ini traning program, for internal training programs and external organizations. Based on the annual trainin, 3.3.2. STEPS OF EXECUTIVE DEVELOPMENT PROCESS EXECUTIVE DEVELOPMENT PROCESS Analysis of Development Neods Appraisal of the Present Managerial Talent Planning Individual Development Programmes Establishing Training and Development Programme Evaluating Developing Programs Fig. 3.4. . Analysis of Development Needs 2. Appraisal of the Present Managerial Talent 3. Planning Individual Development Programmes 4, Establishing Training and Development Programme 5. Evaluating Developing Programs 1. Analysis of Development Needs First of all the present and future development needs of the organization are ascertained. Itis necessary to determine how many and what type of executives are required to meet the Present and future needs of the enterprise. 2. Appraisal of the Present Managerial ve ‘A qualitative assessment of the existing executives is made to determine the type of na ganization. Sxecutive talent available within the organizatiot Talenta 3. Human Resource Managemen, Planning Individual Development Programmes Each one of us has a unique set of physical, intellectual and emotional characteristies. ‘Therefore, the development plan should be tailor-made for each individual. 4. Establishing Training and Development Programme 5. The HR department prepares comprehensive and well-conceived programmes. Evaluating Developing Programs Considerable money, time and efforts are spent on executive development programmes. It is therefore natural to find out to what extent the programme’s objective has been achieved, 3.3.3. MAIN PRINCIPLES OF EXECUTIVE DEVELOPMENT a N 10. It is the responsibility of the management to arrange for executive development, which should be kept in charge of a senior executive. Every departmental manager should take the responsibility of developing his subordinate extinctive. Executive development programme should aim at meeting the needs of the individual executive as well as the needs of the enterprise. The pre-requisite of effective executive development is the selection of the right man for the executive position. The management should formulate a definite strategy of executive development specifying clearly the various objectives, coverage and type of development. The management should prepare a realistic time schedule for the executive development programme keeping in view the present and future needs of the organisation. The executive development programme should be made applicable to each and every executive so as to avoid executive obsolescence and impart latest knowledge and skills to all the executives. The management should create congenial and favourable climate conducive to executive development. ‘The participation of executives in every development programme should be madé mandatory. The management should arrange for feedback to its trainee executives so as 10 enable them to take necessary steps to improve themselves, 3.3.4. OBSTACLES OF EXECUTIVE DEVELOPMENT are encountered in the process- how should employees be moti the programme rewarding? ‘The administration ofa executive development isnot an easy task. A number of problems vated? How can they makeTraining, and B, cutive Development = ae a Eee How can they feel the change be broken’ A ange 28tess ofthe programe? And how can inertia and resistance to Bekicd arava Programme can be developed only when these problems are first per a executive development are: (i) Job security of the employees, i mobility of employees and chee (ii) Supervisors at different levels trapped. They are “frozen”, i.e. of the limited opportunities for , its stability, and pension; these slow down the k the recruitment of younger people; especially in the middle management, often feel there is little prospect of their promotion because Seer for advancement available in an establishment. This is pecially the case if a man is not ego- involved and does not take pride in his job. (iii) Home ownership, homesickness, close ties with one’s family, community and $0 activities inhibit development to a large extent; and when these are accompanied by the absence of job security and chances of promotion, the employees tend to stress the non-job aspects of their lives. (iv) Relations between superiors and subordinate are often not conducive to management development. When a subordinate is afraid of the wrath of his superiors, or when no challenging situations are offered to him, the chances of his development are greatly reduced. ‘The superior also finds little incentive for developing subordinates despite lip service, partly because he does not have much time for it, and partly because of his reluctance to promote a subordinate lest he lose a good worker and may have to train fresh personnel of unknown quality. 3.3.5, BENEFITS OF EXECUTIVE DEVELOPMENT 1. Increased efficiency of employees An effective training programme can make the employees of the company work in an effective manner. With training people gain confidence and this confidence is seen in the output and results. 2. Reduced supervision An employee nceds to be supervised when he works. When the employee has got Sufficient training, the amount of supervision required is less as mistakes are less. This reduces the workload of the supervisor. 3. Less amount of wastage ‘The amount of wastage by an employee is reduced a lot duc to training and therefore if We take an account of the amount of wastage we find that the company has saved a lot of Money. 4, Reduced turnover Proper training improves chances of obtaining promotions and employees are happy becaune they have better opportunities Due to this their chances of leaving their current job reduces greatly thereby reducing employee turnover in the company.Human Resource Managemen, 5. Helps new employees in the organization : ! ase of ne ing always benefits employees whether old or new. In case a SY employees, helps them a lot. This is because new employees may not be aware of the ing of the organization and training helps them to gain knowledge and insight intg the working of the company. 6. Better labour ~-management relations Labour ~ management relations are very essential for any organization. When companies introduce training programs and prepare employees for future jobs and promotions they seng out a message to the unions that they are interested in employee welfare, Due to this the unions also adopt a positive attitude and labour- management relations improve. Benefits to an individual employee 1. Self-confidence Training leads to increase in employee self-confidence. The person is able to adjust to his work environment and doesn’t feel! humiliated in front of his seniors. This confidence leads to chances of better efforts in the future from the employees. 2. Increased motivation levels ‘Training brings positive attitude among employees and increases the motivation levels of the employees in the organization, thereby improving the results of the organization. 3. High rewards An effective training programme helps an employee to take the benefit of the rewards systems and incentives available in the company . Thus the employee is able to get these rewards , which in turn increases his motivation levels. 4. Group efforts ‘An effective training programme not only teaches an employee how to do his work but also trains him to work as a part of the group. Thus, training programmes improve group efforts 5. PromotionA Effective training programmes increase performance and increase the chances of obtaining promotions. Many employees even opt for certain programmes so that they ea help the employee (o improve his chances of promotions and obtaining higher positions i the organization. PART - A [TWO MARKS QUESTIONS WITH ANSWERS] 1. What is training and developmen Training and development in Human Resource Management (HRM) refers 10 * system of educating employees within a company, It includes various t00! instructions, and activities designed to improve employee performance. It'S * opportunity for employees to increase their knowledge and upgrade their skillstraining and Executive Development What is executi & a Development is an ongoing process that helps 1 skills and abilities to handle current situations in a more ef matured to handle future challenges successflly. development? yers gain knowledge, ent manner and get Executive development is also known as management development. It is one of the fastest developing areas in personnel. It is realized that an effective management team may be as important to the survival of an organization as any tangible item on the balance sheet. What is on-job training? Under on the job training the employees get trained while doing their day-to-day job. Skills are gained while employees are carrying out their daily tasks and responsibilities. They learn in the real work environment by facing challenges and situations and solving them under the guidance of a much superior and experienced employce. What is off-job training? Off the Job training is imparted when new job skills and knowledge is to be taught to the employees. Off the job training takes place away from the immediate work place. There might be classroom sessions and trainers from outside the organization to train the employees. It is costlier and more artificial than on the job training, Write any two benefits of training and executive development? 1. Increased efficiency of employces 2. Reduced supervision PART - B [13 MARKS QUESTIONS] seem aes enn 0. Explain Purpose and Role of training and development in HRM Describe the Processes in training and development. What are the Advantages and disadvantages of training and development? Explain the needs and importance of Training and Development. What are the Objectives and benefits of Training & Development? Explain the Need or purpose for Executive Development. What are the Objectives of Executive Development? Explain the types of Training and executive development methods, Describe the Levels and stage: Explain the Benefits of executive development. 5 of Executive Development. nee RENEE ENE EE