CHAPTER-2

FRAME WORK OF HUMAN RESOURCE DEVELOPMENT

HR development has the same goal: to make better employees. The purpose of HR development is to
provide the 'coaching' needed to strengthen and grow the knowledge, skills, and abilities that an
employee already has. The goal of development and training is to make employees even better at what
they do.

Frame work of Human resource development/stages of HRD:

1. Assessment
The Assessment in the HRD Framework involves prioritizing the need, understanding and
examining the performance of the employees, job tasks and organizational environment. Above all,
the need to acknowledge the gap between current competencies and skills needed for the production
of a particular task is to ascertain. This is the first most stage out of four stages of HRD framework.
Assessment is the first step that requires identifying the specific skill-set requirement as per the job
performance. For as a result after understanding the deficiencies, the prospective employee skill is
developed based on measurable knowledge and performance objectives. Analysing or assessing the
training need depends upon what the organization expects from the staff and what it gets. It also
discovers to whom should the training is to be provided, that is whether it be the new employee or
the current employee.
The Gap Analysis involves comparing the actual performance with the desired performance. The
foremost step is to assess the organizational performance and that of the workforce of the company.
It has two parts, namely; current situation and desired situation. The difference between these two
is the actual gap analysis that will identify the needs, purpose, and objectives
2. Design
The designing of effective HRD program consists of the integration of business plans and goals of
the firm with the HRD process. It involves designing the HRD program and intervention that
includes training and development methods. After successfully understanding the needs, there
comes the designing of the training program. It involves the training content and the delivery
method. With a clear objective, the HRD program designed such that it can deliver through online
or offline
 training sessions. To Sum up following are the process of integrating HRD in training the
employees:

Define objective–The objective to implement a training session should be mentioned beforehand. It is

related to the goal of the firm and the skills required to achieve.

Develop Lesson-plan – The next step involves the development of the lesson plan. It includes a detailed
description of the training course and instructions.

Develop/Acquire Material – Acquiring or accumulating the training material is the next step of the
HRD program. These materials are related to classroom training or online training etc.

Trainer/Leader – The selection of the right trainer or leader is essential to enhance the skills of
employees. It could be the immediate boss or a professional trainer.

Methods and Techniques – The training could be delivered using any method or technique like a
lecture, role play, conference or group discussion or online training technique.

Program/Intervention – The scheduling of the final training program done after the accumulation of
resources. It based upon the organizational norms.

3. Implementation:
The implementation involves the successful delivery of the assessment and design phase as
effective HRD programs or interventions. The plans or response must be implemented using the
most appropriate and reliable methods. The implementation of HRD program is done by
delivering most appropriate training sessions as per the requirements of the firm and thus creating
a productive learning environment for on-going improvement in the employees.
On-the-job Training (OJT) This method leads to the employee to learn the job by actually
performing it. The types of OJT are Job Instruction Training (JIT), Job Rotation, Coaching, and
Mentoring. Of-the-job Training – This method involves the employee to be shifted away from
their place of work to provide training
 4. Evaluation
Evaluation of the program is the final step of the HRD process and training sessions. The
effectiveness of the HRD intervention measured during this phase. It is a significant and vital
activity, so should be performed carefully. The attentive evaluation of the employee’s Reaction
towards the training program leads to gather information about the effectiveness of the program.

Processes/types of HRD:

• Training and Development: It involves imparting knowledge and skills to employees through
various methods such as classroom training, e-learning, on-the-job training, etc.
• Career Development: It involves providing opportunities for employees to advance in their
careers through promotions, job rotations, and other career development programs.
• Performance Management: It involves setting goals and objectives for employees and
providing regular feedback to help them improve their performance.
• Succession Planning: It involves identifying and developing future leaders of the organization.
• Individual Development: It refers to the development of new skills, knowledge and improved
behaviour that contribute to his productivity. As a result of this training, his job performance is
improved. Individual development mainly takes place through informal activities like coaching
or mentoring by an experienced senior. Some companies, may, however provide formal
programmers for such training.
• Organizational Development: Organizational development means an organization wide effort
to enhance organizational effectiveness. It includes making improvements to the organizational
structure, culture, processes, etc. through activities like performance evaluation, change
management, succession planning, process analysis and team building.
• Knowledge Management: Knowledge management focuses on capturing, organizing, and
sharing knowledge within an organization. It includes methods, processes, and systems to
facilitate knowledge creation, dissemination, and application. By encouraging knowledge sharing
and collaboration, organizations can harness the collective expertise of their employees and foster
a culture of continuous learning. Knowledge management initiatives can include creating
knowledge repositories, conducting training programs, establishing communities of practice, and
implementing collaborative tools.
 • Employee Engagement and Well-being: these initiatives are designed to create a positive work
environment that fosters employee satisfaction, motivation, and productivity. These programs
focus on improving work-life balance, promoting a healthy and inclusive culture, and providing
support for employees' physical, mental, and emotional well-being. Employee engagement
activities can include recognition programs, employee surveys, wellness initiatives, flexible work
arrangements, and team-building activities.
• Leadership Development: Leadership development programs aim to cultivate and enhance the
leadership skills and qualities necessary for individuals in managerial and executive roles. These
programs focus on developing strategic thinking, decision-making abilities, communication
skills, and the ability to inspire and motivate others. Leadership development initiatives can
include executive coaching, leadership workshops, mentorship programs, and participation in
professional networks or association.

Assessing HRD needs:

1. Define organization objectives

2. Identify HRD goals
3. Conduct job analysis
4. Collect data
5. Surveys and questionnaires
6. Performance appraisals
7. Interviews and focus groups
8. Observations
9. Analyse data
10. Prioritize needs
11. Set clear objectives
12. Select HRD methods
13. Develop HRD plans
HRD model:

There are several models and frameworks that organizations and HR professionals use to guide their
human resource development efforts. these models provide structured approaches for understanding,
planning, implementing, and evaluating HRD initiatives.

• ADDIE Model: ADDIE stands for Analysis, Design, Development, Implementation, and
Evaluation. It is a linear and systematic model that follows a sequence of steps from identifying
 the problem or need, to creating and delivering the solution, to assessing the outcomes and
feedback. The advantages of ADDIE are that it is easy to follow, widely used, and adaptable to
different contexts and types of learning. The disadvantages of ADDIE are that it can be time-
consuming, rigid, and insensitive to changes or emergent issues that may arise during the process.
• Kirkpatrick Model: is an internationally recognized tool for evaluating and analysing the results
of educational, training and learning programs. It consists of four levels of evaluation: Reaction,
Learning, Behaviour, and Results.
• System model
• Human capital model

• Career develop model

• Action model
• Learning model
Designing effective HRD program
Designing an effective human resource development programs requires careful planning, a clear
understand of organizational needs.
• Needs assessment
• Set clear objectives
• Target audience
• Content development
• Delivery methods
• Expertise and resources
• Learning materials
• Assessment and evaluation
• Feedback mechanisms
• Continuous improvement
• Communication and promotion
• Support and follow-up

HRD interventions:
Human resource development (HRD) is the systematic and planned practice designed by an
organization to enhance employee knowledge, skills, abilities, and attitudes. It begins when an
employee is hired and continues throughout the employee's tenure with the organization. The activities,
designed for employees at all levels of the career ladder, help direct current and future job demands so
that efficient and effective use of valuable resources are maintained. It is centralized or decentralized
depending upon the structure and functions of the organization.

Employee Selection
Employee selection is choosing the right person for the job. The process begins with a precise
description of the skills and/or knowledge, experiences, and personal characteristics needed to
accomplish the job tasks. Valuable sources for identification are knowledgeable people and personal
observations of competent performers. The selection process differs in complexity among
organizations. Some fill positions quickly and inexpensively by perusing resumes and application
forms.

Compensation and Benefits

Compensation programs are monetary and in-kind payments used by organizations. Goals of
compensation policies include rewarding employees' past performances, remaining competitive in the
labour market, maintaining salary equity among employees, motivating employees' future
performances, maintaining the budget, attracting new employees, and reducing unnecessary turnover.
Compensation typically includes pay for work and performance, disability income, deferred income,
health, accident, and liability protection, loss-of-job-income, and continuation of spousal income when
there is a loss due to a employee's relocation.

Motivation (Incentives and Rewards)

Incentives link pay with a standard of performance. They are future-oriented with the objective of
inducing desired behaviour. They can be short or long term, and they can be tied to individual and/or
group performance. There are variations in incentives. Monetary incentives include salary, differential
pay, allowances, time off with pay, deferred income, loss-of-job coverage, and other perquisites
(product samples, an expense account, tax service, legal service, a company apartment, club
membership, free housing, parking privileges, stock bonus, etc.). Nonmonetary incentives include
desirable working conditions, training, and adequate equipment and materials.
Rewards can change and reinforce behaviour. Skinner's research showed that rewarded behaviours are
more likely to be repeated. Rewards need to be timely, specific, and matched to the preferences of the
person and the achievement of goals Rewards can be formal, such as public recognition, gift
certificates, etc.

Performance Appraisals
Performance appraisals help individuals manage their performance by providing them with feedback.
Organizations also have performance appraisal programs that provide criteria for salary decisions,
promotion, and improving job performance. Gehrman discusses the many potential benefits of regular
performance appraisal: increase in employee self-esteem and motivation to perform effectively, job
clarification, communication between employee and rater, clearer organizational goals, and better
human resource planning. Morrissey suggests that some positive advantages of performance appraisals
are increased probability of promotion for good performance, decreased likelihood of receiving
undesirable assignments, clear understanding of supervisor's expectations, and greater personal reward
and recognition for meeting those expectations.

Assessment Centres and Competency Testing

An assessment centre is "a place where standardized selection procedures are applied, usually to
separate management from non-management candidates and executive candidates from middle
managers."] Candidates are evaluated and selected by testing mechanisms to determine if they are
capable of performing predetermined skills. Others see it as a process where trained professional
evaluators observe, record, and evaluate how a candidate performs in simulated job situations. In-
basket techniques, leaderless group discussions, role playing, and speech making are common practices
for testing job candidates.

Succession Planning and Career "Pathing"

Succession planning is a systematic identification of employees for senior management positions. It
involves long-term planning and is often developmentally oriented. Succession planning is likely to
involve input from several managers and recommendations for experiential assignments to ensure the
ability of the candidates to fill positions as they open.
A career path is a sequence of jobs, usually involving related tasks and experiences, that employees
move through over time.

Leadership and Executive Development

Leadership development is necessary at all levels of an organization. High-potential employees receive
special training and experience that translate into personal and professional growth. Leadership
development includes coping with changes that occur during the life cycle of an organization, from
growth to decline. It is about changes in the external environment, specifically about rearranging
priorities and overturning assumptions about how the business operates and the role of leadership.

Executive development deals with the organization's vision, values, and business strategies, and the
goal is to develop leaders who can ensure the strategic development of the organization. Leadership
and executive development are successful when the process is embedded in the organization's HRD
efforts.

Management and Supervisory Development

Management development is "the education, training, knowledge transfer, and, ultimately, skills
demonstration of those individuals who are defined as managers by their respective organizations." It is
about coping with complexity. Effective management development supports the organization's mission,
strategy, goals, objectives, and market position. Supervisory development is designed for front-line
managers who work with and through non-management employees to meet the objectives of the
company and the needs of its employees. It is broader than management and executive development.

Creating HRD programs:

Creating effective human resource development programs involves a systematic approach that aligns
with organization needs and goals.

Identify objectives and needs: Creating defines the objective of the HRD programs. What skills,
knowledge or competencies do you aim to develop among employees?

Define target audience: determine the specific group of employees the program will target. consider
factors such as job roles, departments, and experience levels.
Set measurable goals: establish specific and measurable goals for the program. What outcomes do
you expect to achieve.

Select programs components: choose the components that will make up the program, such as works,
training modules.

Development programs content: create detailed content for each program’s component based on the
identified needs and objectives.

Choose delivery methods

Design learning materials

Incorporate interactivity

Plan assessments

Create a timeline

Implementing HRD programs

Implementing HRD programs effectively requires careful planning, communication, and execution.

1. Finalize programs design

2. Develop a detailed implementation
3. Allocate resource
4. Communication with participants
5. Train facilities and experts
6. Preparation for sessions
7. Engage participants
8. Monitoring progress
9. Provide support
10. Assessment and feedback
11. Evaluate programs effectiveness
Training methods:

Meaning of training and development:

Training and development refer to educational activities within a company created to enhance the
knowledge and skills of employees while providing information and instruction on how to better
perform specific tasks.

Training is a short-term reactive process meant for operatives and process while development is
designed continuous pro-active process meant for executives. In training employees' aim is to
develop additional skills and in development, it is to develop a total personality.

In training, the initiative is taken by the management with the objective of meeting the present need
of an employee. In development, initiative is taken by the individual with the objective to meet the
future need of an employee.

Meaning of training:

Training means the process of increasing the knowledge and skills of an employee for doing a
particular job. It seeks to improve the job performance and work behaviour of those trained.

Areas of training

Diversity Training

Diversity training programs create awareness for diversity-focused issues within the
workplace with an aim to facilitate positive interactions and reduce prejudice and
discrimination among employees.

Technical or technology training

Technical training is meant to equip the employees with knowledge and understanding of
the technological aspects of the job. In the retail field, this sort of training might include
teaching an employee about how to use the computer system, which can help them contact
 a customer. Meanwhile, if the trainee is a salesperson, the training might include the use of
CRM software for addressing the target audience.

• Safety training
Safety training is especially important in industries that involve physical labor as it reduces
the risk to individual employees as well as a company’s potential liabilities. Some safety
training programs, such as fire prevention or lockdown drills, are somewhat universal,
while others are highly industry-specific. For instance, companies that use potentially
dangerous chemicals will need rigorous safety training protocols, while foodservice
companies must provide food safety training.

• Leadership training
Leadership training for your existing leaders is a way to refresh and reset their mindset. On
the other hand, leadership training for other employees helps them better understand their
current roles and learn what it takes to become exceptional leaders in the future.

Difference between training and development:

Nature of training and development:

• Continuous Process: Training and development are ongoing activities that promote lifelong
learning, adapting to changing needs and advancements in various fields.
• Customization: To maximize effectiveness, training and development programs should be
tailored to meet individual or organizational requirements, addressing specific challenges
and objectives.
• Skill Enhancement: The primary focus is to improve skills and knowledge in a particular
area, enabling individuals and teams to perform better and achieve desired outcomes.
• Performance Alignment: Training and development aim to align individual and team
performance with organizational goals, fostering a cohesive and productive work
environment.
• Measurable Results: By setting goals and evaluating progress, training and development
initiatives aim to produce measurable results that can be analysed and used to drive
continuous improvement.
• Engagement and Participation: Interactive and engaging activities are incorporated to
enhance learning experiences, encourage participation, and promote knowledge retention.

Objectives of training:
(i) To provide job related knowledge to the workers.
(i) To impart skills among the workers systematically so that they may learn quickly.
(ii) To bring about change in the attitudes of the workers towards fellow workers, supervisor

and the organization.

(iii) To improve the productivity of the workers and the organization.

(iv) To reduce the number of accidents by providing safety training to the workers,
(v) To make the workers handle materials, machines and equipment efficiently and thus to

check wastage of time and resources.

(vi) To prepare workers for promotion to higher jobs by imparting them advanced skills.
 Need for training:
1. Higher Productivity:
It is essential to increase productivity and reduce cost of production for meeting competition in
the market. Effective training can help increase productivity of workers by imparting the required
skills.
2. Quality Improvement:
The customers have become quality conscious and their requirement keep on changing. To
satisfy the customers, quality of products must be continuously improved through training of
workers.
3. Reduction of Learning Time:
Systematic training through trained instructors is essential to reduce the training period. If the
workers learn through trial and error, they will take a longer time and even may not be able to
learn right methods of doing work.
4. Industrial Safety:
Trained workers can handle the machines safely. They also know the use of various safety
devices in the factory. Thus, they are less prone to industrial accidents.
5. Reduction of Turnover and Absenteeism:
Training creates a feeling of confidence in the minds of the workers. It gives them a security at
the workplace. As a result, labour turnover and absenteeism rates are reduced.
6. Technology Update
Technology is changing at a fast pace. The workers must learn new techniques to make use of
advance technology. Thus, training should be treated as a continuous process to update the
employees in the new methods and procedures.
7. Effective Management:
Training can be used as an effective tool of planning and control. It develops skills among
workers and prepares them for handling present and future jobs. It helps in reducing the costs of
supervision, wastages and industrial accidents. It also helps increase productivity and quality
which are the cherished goals of any modern organization.

Benefits of training/importance of training:

Increased productivity and performance When employees undergo training, it improves their skills
and knowledge of the job and builds their confidence in their abilities. This will improve their
performance and make them work more efficiently and effectively.
Uniformity of work processes

When employees in a workplace are exposed to training, it helps to standardize the work process
among the staff. Workers will apply and follow similar procedures as a result of their exposure to
similar training.

Reduced wastage

When employees are trained, they will learn to make good, safe and economical use of the
company's materials, tools and equipment. Accidents and equipment damage will be minimized,
and this will keep waste low.

Reduced supervision

Though training employees should not totally eliminate the need for supervision, it can
significantly reduce the need for excessive supervision in the workplace.

Promoting from within When an organization needs professionals with new or specific skills, they
don't have to go into the labour market to employ new professionals from outside sources. They
can look inward and select promising staff members who can be promoted after they are trained in
this set of new skills needed by the organization.

Improved organizational structure

When a company has an organized system of training for employees, it helps them learn in a
consistent and systematic way. It also prevents the employees from learning by trial and error.

Boosted morale

Employees of organizations who go through training programs will feel like they are a part of a
supportive work environment where they are appreciated, which will boost their morale and make
them approach their job duties with more self-confidence.
Improved knowledge of policies and goals A good training program will always help employees
get acquainted with their organization's ethics, values, policies, visions and missions.

Improved customer valuation

When employees of an organization are exposed to consistent training, it improves their skills on
the job and makes them work more professionally and productively. Customers will feel the impact
of this elevated service, and it will improve their opinion of the organization.

. Better workplace environment

Consistent training will help employees work more effectively in the workplace environment. This
brings about an atmosphere in the organization that encourages every employee to feel valued and
welcomed.

Improved and updated technology

With the ever-increasing change in technology across all industries, exposing employees to new
techniques in advanced technology will help to increase efficiency and productivity in the
organization

Steps in systematic training process:

1. Organization objectives and strategies

2. Assessment/determining of training

3. Establishment of training goals

4. Designing training programs

5. Implementation of training programs

6. Evaluation of results
Methods of training:

A. On-The-Job Training Methods For The Employees (Internal Training Methods):

These methods are generally applied in the workplace while employees are working.

This form helps develop the occupational skills necessary to manage an organization and fully
understand its products and services and how they are designed and carried out.

1. Job instruction training (JIT):

JIT consists of four basic steps;

• preparing the trainees by telling them about the job and overcoming their uncertainties;
• presenting the instruction, clearly giving essential information;
• having the trainees try out the job to demonstrate their understanding; and
• On their own, placing the workers into the job with a designated resource person is ready
to provide the required assistance.
2. job Rotation

It involves periodically moving people from one job to another.

The purpose of job rotation is to broaden the knowledge of managers or potential managers. It also
increases their experiences. Trainees learn about the different enterprise functions by rotating into
different positions.

They may rotate through;

(1) Non-supervisory work,

(2) Observation assignments,

(3) Various managerial training positions, and

(4) middle-level assistant positions

Such movement prevents stagnation.

Other reasons for rotating people include compensating for a labor shortage, safety, and
preventing fatigue.

On-the-job training is a never-ending process.

3. Understudy

Understudy programs prepare an employee to take on the role of their supervisor, making it a key
method in succession planning. The trainee learns how their supervisor performs their job while
observing and assisting them and develops relationships with employees that support the role
they'll assume in the future
4. Coaching

An excellent example of on-the-job training is athletic coaching. To be effective, which is the

responsibility of every line manager, must be done in a climate of confidence and trust between
the superior and the trainees.

Patience and wisdom are required of superiors who must delegate authority and recognize and
praise for jobs well done.

Effective coaching will develop the strengths and potentials of subordinates and help them
overcome their weakness.

Coaching requires time, but if done well, it will save time and money and will prevent costly
mistakes by subordinates; thus, in the long run, it will benefit all – the superior, the subordinates,

5. Apprenticeship Training

Apprenticeship training involves long-term teaching and exercise in arts, crafts, trade, and
technology. These industries demand expertise and proficiency, which cannot be gained in a
classroom. Instead, it takes immediate attention and a learning process that lasts a couple of years.
Some examples would be a mechanic, plumber, tool maker, or artisans’ disciplines.

6. Mentoring

This type of on-the-job training is more prominent in managerial positions. A senior professional is
responsible for guiding and mentoring subordinates to carry out daily operations. It is a direct
training method that benefits the trainee as they learn firsthand skills.

Off the job Training - Off the job trainings are given outside the workplace.

Off the job trainings can be provided by any of the following methods:

a. Seminars/Conferences - Seminars and conferences are effective when training needs to

be given to a larger audience. Relevant information, latest developments, new technologies
 and case studies are discussed on a common platform to acquaint employees with new
skill sets.
b. Simulation Exercise - Simulation exercises train the employees in an artificial
environment which closely resembles the employee’s actual working conditions.

c. Classroom Lectures: under the off the job methods of training, classroom method or lecture
method is well-known to train white collar or managerial level employees in the organisation.
under this method employees are called to the room like that of classroom to give training by
trainer in the form of lectures. This method is effectively used for the purpose of teaching
administrative aspects or on management subject to make aware of procedures and to give
instructions on particular topic.
d. Case Studies: It is a written description of an actual situation in the past in same
organization or somewhere else and trainees are supposed to analyse and give their
conclusions in writing. This is another excellent method to ensure full and whole hearted
participation of employees and generates good interest among them. Case is later
discussed by instructor with all the pros and cons of each option. It is an ideal method to
promote decision-making abilities within the constraints of limited data.
e. Conferences: Conferences are events that employees attend to learn and network with other
professionals in their industry. In addition, conferences allow employees to learn new skills and
knowledge in their field. They also provide opportunities to network with other professionals.
These events can range from seminars, workshops, conventions, and other gatherings that allow
employees to learn about new developments and trends in their field.

Advantages and disadvantages of training and development:

Advantage 1: Increased job satisfaction and employee engagement

One of the main benefits of employee training is that opportunities for learning and career growth
increase employees’ levels of job satisfaction. Many things contribute to job satisfaction, but it all
boils down to people feeling good about their work. When employers invest in their training, it
shows them that they are valued. It also gives employees the tools they need to grow and feel
confident in their job! Job satisfaction is closely tied to an employee’s level of engagement.
Advantage 2: Increased employee motivation

When a company provides learning opportunities by hiring an external training partner, the
employees can apply their new skills and take on new challenges at work, improving their
enthusiasm for their job.

According to inc.com, employee motivation refers to “the level of energy, commitment, and
creativity that a company's workers bring to their jobs”. Like job satisfaction and engagement,
motivation has many benefits, such as lower turnover and increased productivity.

Advantage 3: Improved knowledge equals increased profit

The know-how and skills employees learn through successful training programs translate to
tangible benefits like increased sales, improved processes, and more satisfied customers. All of
which positively affect the company’s bottom line. In a 2011 survey of 2,500 companies,
companies with comprehensive training programs had 218% higher revenue per employee and
24% higher profit margins Also, employee training is also often established to comply with the
latest laws and regulations that are meant to keep them safe (either physically or from data leaks).
As well as improving profit, compliance training saves money.

Advantage 4: Increased employee retention

An average company loses 41% of its staff within three years, and one method to slow this is to
provide adequate learning and development opportunities. Losing employees comes with a big
price tag. Employees take their knowledge and productivity with them when they leave, while the
company gets stuck with new hiring costs and low morale. When a company provides employees
with learning opportunities, they see that companies are willing to invest in their success.

Disadvantages of employee training

Employee training certainly has a large number of benefits, but it also comes with a few disadvantages
that can become a roadblock to successful employee training.
Disadvantage 1: High costs

The expenses associated with employee training can be daunting for small and medium-sized
companies. Travel costs, training facilities, in-house training development, and equipment can
quickly add up! While the average budget for large companies was $17.7 million in 2019, small
companies had an average budget of $367,490. However, there is good news.

Disadvantage 2: Requires time away from work

The time that an employee spends training is time that they spend away from their job. It might
not be possible to support a large amount of non-work hours for an employee. As a training
provider, you can present this excellent counterargument. While training requires time in the short
run, taking employees away from their work ultimately saves companies time in the long run.

Disadvantage 3: Poor quality training can result in poor quality work

We have all heard the saying, “Practice makes perfect”. But what happens when employees start to
practice bad habits? Creating high-quality training material is time intensive and challenging.

It might be tempting to bypass quality in favour of simplicity. But it can quickly backfire if the
training passes on bad habits and incorrect knowledge to employees.

Kirkpatrick model

The Kirkpatrick Model is The Standard for Leveraging and Validating Talent Investments™. It has
evolved through over six decades of application by learning and development professionals around
the world so you can trust its effectiveness.

Our time-tested method works in all sectors, such as government, military, corporate, consulting,
services, and humanitarian. The model is applicable to all programs so we are confident it will
work for you. Popular topics for Kirkpatrick program evaluation plans include onboarding, product
and program launches, leadership development, diversity, equity, and inclusion (DEI), safety,
security, and succession planning.
We have not encountered an industry or program where the model will not work, which is a testament
to its timeless, flexible, and elegant design.
Level 1: Reaction

Level 2: Learning

Level 3: Behavior

Level 4: Results
The Kirkpatrick Model

Level 1: Reaction
The degree to which participants find the training favourable, engaging, and relevant to their jobs

Level 2: Learning
The degree to which participants acquire the intended knowledge, skills, attitude, confidence, and
commitment based on their participation in the training

Level 3: Behaviour
The degree to which participants apply what they learned during training when they are back on the
job

Level 4: Results
The degree to which targeted outcomes occur as a result of the training and the support and
accountability package

Self-pace training

Self-paced learning is a learning method in which the learner has the control of the amount of
material and duration they need in order to learn the information properly. It differs from other
learning methods because the learner is in control of what they learn and when they learn it.
Advantages

1. Flexibility: Self-paced training allows learners to complete the course on their own
schedule and at their own pace, which makes it easier to fit the training around their work
and personal commitments.
2. Customization: Self-paced training allows learners to customize their learning experience
based on their needs and preferences. Learners can focus on the topics they need the most
help with and skip over content they already understand.
3. Increased retention: Self-paced training allows learners to review and repeat content as
often as they need to, which can increase retention and improve their understanding of the
material.
4. Cost-effective: Self-paced training is often more cost-effective than instructor-led training,
as there are no travel or accommodation expenses, and fewer materials are required.
5. Accessibility: Self-paced training can be accessed from anywhere with an internet
connection, which makes it accessible to learners who are in remote areas or who have
mobility issues.

Consideration for effective self-paced training:

Less Pressure: Traditional training puts a lot of pressure on the individual to complete the course
within a set amount of time. With self-paced training, learners can take as much time as they
need to finish the coursework. This gives them more control over how quickly or slowly they
learn, and it also eliminates that feeling of being overwhelmed with information because they can
work at their own pace

Effective Retention: Traditional training focuses on training the learner to exhibit certain
behaviours and be able to pass a test. But, when learning is self-paced, the learner can focus
more on retaining information and understanding concepts. Traditional methods can teach you
how to do something, while self-paced methods help you understand why you’re doing
something.
Better Motivation: If students can set their hours and pace for learning, it will make it easier to
stay motivated. They’ll have more control over the situation and know that there are no penalties
if they don’t complete work on time. It also helps that self-paced training allows the student to
move at their speed to meet deadlines without sacrificing quality work or comprehension.

Computer based training:

Computer-based training (CBT) is a type of eLearning that uses computers to deliver

instructional content. CBT can be used to train employees on new software programs, company
policies, or safety procedures. It is also an effective way to retain knowledge and provide refresher
training.

Pros:

Self-paced learning – There is no time limit on how fast the associate must grasp the content. If
the associate is knowledgeable about the subject, they can proceed quickly. More time may be
needed if the material is harder. This greatly improves each person’s training experience.

Recordkeeping process – A database tracking system keeps track of each associate’s training
module completions. Additionally, the outcomes of examinations and quizzes can be recorded to
show how well the subject has been retained.

Flexibility – From a scheduling perspective, CBT offers significant benefits. There are no
problems with group schedules so everyone can attend a training session. The training is typically
offered around the clock, and employees can participate without leaving the workplace.

Less instructor training – In many corporations, the instructional strategy is frequently to “train
the trainer.” High-level department directors are typically the ones who receive the initial training;
however, they must spend a lot of time learning the material before presenting it to others. This
frequently leads to an expensive and inefficient training procedure.
Frequent updates – With CBT, it’s possible to adjust the content whenever necessary. Updated
material would typically only be included once a year in regular classroom training. On the other
hand, CBT enables real-time updates.

Consistent content – When using classroom training, several instructors may deliver the content
slightly differently. Meanwhile, everyone hears the same message when using CBT.

A large number of learners in a short period – We are aware of a company that was required by
a CIA directive to train more than 1,600 personnel in 120 days. This would have been extremely
difficult to do with a conventional classroom teaching method. These demanding criteria were
effectively addressed by adopting CBT.

Cons:

Accessibility is a major drawback of CBT. Even though it’s hard for most of us to imagine, not
everyone has access to a computer terminal at work or at home. Although this issue can be solved,
making CBT mandatory for everyone could have a big impact.

Lack of human interaction – There is no denying that traditional classroom training provides
face-to-face learning, which many individuals find more comfortable. People prefer to ask
questions and receive prompt responses. There is immediate response on concerns and other
discussion topics in a classroom setting. This atmosphere also aids in preventing

misunderstandings.

Characteristics of CBT:

• Interactive educational modules.

• Instructional games.
• Different forms of integrated media.
• Quantitative progress tracking.
• The ability to deliver information without an instructor.
• Individualized learning options.
Company sponsored training:

Firm-sponsored training” is defined as training that is organized and provided by a firm for its
employees. The costs of firm-sponsored training are typically shared between employees (through
lower wages during the training process) and employers.

Benefits of Company sponsored training:

• Skill enhancement
• Improved performance
• Employee satisfaction
• Talent development
• Innovation
• Competitive advantage

Features of CST

• Alignment with goals

• Customization
• Variety of formats
• Employee development
• Retention and engagement
• Organizational investment

T groups training:

it is a type of experience-based learning. participants work together of 8-14 people, over extended
period. Learning comes through analysis of their own experiences, including feelings, reactions,
perception, and behaviour.

Characteristics of T-groups:

• small group setting

• experiential learning
• unstructured format
 • feedback and reflection
• emotional expression

Benefits of T-groups training:

• self-awareness
• interpersonal
• communication improvement
• conflict resolution
• group dynamics understanding
• personal growth

T-groups process:

• formation
• unstructured interactions
• feedback exchange
• reflection
• learning and growth
Transactional Analysis:

Transactional analysis is a psychological theory and therapeutic approach development

By Eric in the 1950s. it offers a framework for understanding human behaviour communication,
and relationships. TA focuses on analysing the transactions between individuals to gain insight into
their thoughts, feeling, and behaviours. It is used not only in therapy nut also in personal growth,
education and organizational settings.

History of transactional analysis:

Origins and early development (1950s):

Eric Berne, a Canadian born psychiatrist, began developing the ideas that would later become
transactional analysis in the late 1940s and early 1950s. his initial thoughts were presented in a
series of papers and lectures.
Structure analysis (ego states):

Berne introduced the concept of ego states, which are distinct patterns of thinking, feeling , and
behaving that individual exhibit in their interactions. He identified three primary ego states:

A. parent
B. adult
C. child

Transactions and games (1960s)

Berne identified various psychological games people play to satisfy their emotional needs

Transactional analysis in psychotherapy:

Berne believed that by analysing and understanding these ego states, transactions, and games,
individuals could gain insight into their own behaviour and motivations.

Further development and application

Popularity and influence

Legacy and contemporary relevance

Importance of transactional analysis:

a. effective communication
b. personal growth and development
c. relationship improvement
d. conflict resolution
e. psychological healing
f. parenting and education
g. organizational dynamics
h. stress and anxiety reduction
i. personal empowerment
j. cross-cultural understanding
 Types of transactional analysis:

1. Complementary transactions: in a complementary transaction, the ego state of the sender’s

message receives a response from the expected ego state in the receiver. This type of
transaction is smooth and typically leads to effective communication.
2. Crossed transaction: in crossed transaction, the ego state of the sender’s message does not
match the ego state of the receiver response. This can lead to misunderstandings,
miscommunication, and potential conflicts.
3. Vertical crossed transaction: in this type, message from one ego state in the sender crosses to
a different ego state in the receiver.
4. Horizontal crossed transaction: the sender’s ego state remains the same, but the receiver’s
response switches to a different ego state.
5. Ulterior transactions: ulterior transactions involve a hidden or underlying message beyond
the obvious transaction.

Applications of transitional analysis:

Psychotherapy
Relationships
Personal development
Education
Organizational development

Methods of TA:

Ego state analysis

Strokes
Life script analysis
Games analysis
Rackets and payoffs
Transactional analysis therapy
Contracting
Redecision therapy

Self-parenting Process of TA:

 ➢ self-awareness
➢ recognizing ego states
➢ analysing transactions
➢ identifying patterns
➢ script analysis
➢ strokes and transactions
➢ game analysis
➢ personal change
➢ ongoing awareness

Advantages of TA:

✓ effective communication
✓ self-awareness
✓ relationship enhancement
✓ conflicts resolution
✓ personal growth
✓ empowerment
✓ holistic approach
✓ applicability in various contexts
✓ conflict avoidance
✓ culture sensitivity

Disadvantages:

✓ simplistic classification
✓ lack of empirical support
✓ cultural variability
✓ lack of individualization
✓ game playing in therapy
✓ lack of integration
✓ ongoing self-work required