GROUP 5 REVIEWER:

TRAINING AND DEVELOPMENT OF HUMAN RESOURCES

The Beginning of Training

Training dates back to the Stone Age, when humans began to impart information to
others by signs and deeds. Vocational training began during the Industrial Revolution, when
apprentices were given direct instructions on how to operate machinery.

Advantages of Training over Experience

1. Training, unlike experience, can reduce the time required to achieve peak
efficiency.
2. The cost of training is far less than the expense of getting expertise, especially
if dealing with expensive equipment.
3. Experience can produce unexpected effects, especially when it is based
exclusively on trial and error.
4. When compared to the outcome of a well-conceived and executed training
program, the element of predictability is significantly reduced.

Training- is the process by which people gain talents that will help them achieve
organizational goals. It is the company's intended endeavor to enhance learning
about job-related competencies.
Orientation- training for new employees is a planned introduction to their jobs,
coworkers, and the organization.

Systematic approach to training

The SAT approach provides a logical progression from identifying the tasks required to
accomplish a job to implementing and evaluating training.

●​ Basic Skills - the skills required to do one's profession effectively.

●​ Advanced Skills - involve the use of technology to communicate information with other
employees.
●​ Understanding of Customer Needs - The global market is quality competitive.

SAT consists of 5 interrelated phases

1.​ Analysis Phase
-​ Analysis determines training requirements. Determines if training is
required and ensures if it is the appropriate training.
2.​ Design Phase
 -​ During this phase, the training strategy is determined. This results in the
most efficient and cost-effective training technique.
3.​ Development Phase
-​ The purpose of the development phase is to create the materials needed to
carry out the training programs.
4.​ Implementation Phase
-​ The implementation phase aims to deliver the training program in an
efficient and effective manner.
5.​ Evaluation Phase
-​ The evaluation phase's purpose is to determine and document the degree to
which training has met its stated objectives.

Analyzing Training Needs

Training is essential for improving employee performance and achieving organizational
goals. However, before implementing a training program, it is important to conduct a Training
Needs Analysis (TNA) to identify skill gaps and areas for improvement. This process ensures
that training is relevant, cost-effective, and beneficial to both employees and the organization.
Understanding Training Needs Analysis

Training Needs Analysis is the process of assessing employees’ current skills,

knowledge, and abilities to determine what training is necessary. It helps organizations identify
weaknesses, improve productivity, and align training programs with business objectives.

Steps in Analyzing Training Needs

1. Identifying Performance Gaps – Compare current employee performance with
expected performance to determine skill deficiencies.
2. Assessing Organizational Goals – Understand company objectives and ensure training
aligns with business strategies.
3. Gathering Employee Feedback – Conduct surveys, interviews, or performance
evaluations to determine specific training needs.
4. Prioritizing Training Areas – Focus on critical skills that will have the most impact on
productivity and efficiency.
5. Developing a Training Plan – Design training programs that address identified gaps
and measure their effectiveness over time.

Analyzing training needs is a crucial step in ensuring that employee development

efforts are targeted and effective. By conducting a proper Training Needs Analysis,
organizations can enhance workforce performance, reduce inefficiencies, and support
long-term growth.
Criteria for Evaluation of Training
Evaluating training programs is essential to determine their effectiveness and impact on
employee performance. Without proper evaluation, organizations may invest in training that does
not lead to meaningful improvements. By setting clear evaluation criteria, businesses can
measure training success and make necessary adjustments for future programs.

Key Criteria for Evaluating Training

1. Relevance – The training content should align with the organization’s goals and
address employees’ actual needs.
2. Engagement – The training should be interactive and engaging to ensure participants
actively participate and retain information.
3. Knowledge Retention – Assess whether employees remember and can apply what they
learned in their roles.
4. Skill Improvement – Measure changes in employees’ skills and competencies before
and after training.
5. Performance Impact – Evaluate how training affects job performance and productivity.
6. Employee Feedback – Gather participants’ opinions on the training’s effectiveness and
areas for improvement.
7. Return on Investment (ROI) – Analyze whether the benefits of training, such as
increased efficiency and reduced errors, outweigh the costs.

Using clear evaluation criteria ensures that training programs are effective and contribute
to organizational success. Regular assessment allows businesses to refine training strategies and
maximize their impact on employee development.

Human Resource Development

Human resource development (HRD) is the organization's strategy for supporting
employees in improving their skills, knowledge, and abilities, ultimately boosting overall
efficiency (Workhuman Editorial Team, 2025).

HRD and HRM

Human Resource Development (HRD) policies are closely linked to the aspect of
Human Resource Management (HRM) that focuses on investing in employees and
enhancing an organization's human capital. As Keep (1989) states:
 A key objective of HRM is to establish conditions that allow employees to
realize their untapped potential and foster their commitment to organizational
goals. This potential includes not only the ability to acquire and apply new skills
and knowledge but also innovative ideas that can improve organizational
operations.

HRD (Human Resource Development) and HRM (Human Resource

Management) are related but distinct concepts within the field of human resources. HRM
(Human Resource Management) is more comprehensive and includes the entire
spectrum of activities related to managing people within an organization. This includes
recruitment, selection, compensation, benefits, performance management, and employee
relations. HRM is concerned with ensuring that the right people are hired, trained, and
retained to achieve organizational goals.

HRD (Human Resource Development), on the other hand, focuses on the

growth and development of employees. It involves training, career development, and
organizational development activities aimed at improving the skills, knowledge, and
abilities of the workforce. HRD is about fostering long-term employee growth and
improving overall organizational performance through learning and development
programs.

In essence, HRD is a subset of HRM focused specifically on the development of

employees, while HRM covers all aspects of managing the workforce.

The Process of Learning and Development

According to the Chartered Institute of Personnel and Development (CIPD, 2001),
learning and development is:

An organizational process that integrates learning, development activities,

and relationships to enhance both business effectiveness and sustainability.
For individuals, it strengthens personal competence, adaptability, and
employability, making it a vital process for both for-profit and non-profit
organizations.

The key elements of this process include:

●​ Learning – Described by Bass and Vaughan (1966) as "a relatively permanent
change in behavior resulting from practice or experience."
●​ Education – The development of knowledge, values, and understanding essential
for all aspects of life, beyond specific professional skills.
 ●​ Development – The enhancement of an individual’s abilities and potential
through learning and educational experiences.
●​ Training – A structured and systematic approach to modifying behavior through
learning programs, instructions, and events that equip individuals with the
necessary skills, knowledge, and competencies to perform their jobs effectively.

Planning and Choosing a Development Approach

Effective planning and selection of a development approach are crucial for aligning
Human Resource Development (HRD) strategies with organizational goals. It involves setting
clear strategic priorities that foster a learning culture, equipping managers with the necessary
skills, and expanding learning opportunities across all levels. By adopting a structured
development process, organizations can ensure that HRD initiatives contribute to long-term
growth and improvement. The following outlines key strategies and steps in planning and
choosing an HRD development approach, highlighting how organizations can create a
sustainable and impactful learning environment.

Strategies for Human Resource Development (HRD)

Once the strategic priorities for HRD are established, organizations can move
forward with a structured process for developing and implementing their HRD strategy.
Harrison (2005) emphasizes the importance of forming a strategy-making team, aligning
the organization's mission with core values, and identifying key challenges that need to
be addressed. By following a systematic approach to development, companies can ensure
that their HRD initiatives are not only effective in meeting immediate needs but are also
aligned with the long-term objectives and vision of the organization. This process
ultimately drives continuous improvement and positions the organization for future
success.

Strategic Priorities
Harrison (2005) outlines the key strategic priorities for HRD as follows:
●​ Promote a learning culture to drive continuous improvement.
●​ Equip managers with the skills to actively engage in learning and knowledge
creation.
●​ Expand learning capacity across all levels of the organization.
●​ Focus on all knowledge workers, not just key personnel.
●​ Leverage e-learning for knowledge sharing and creation.

Development Steps
Harrison (2005) describes the process of developing a learning and
development strategy in five steps:
 1.​ Form a strategy-making team.
2.​ Define the organization’s mission.
3.​ Establish core values.
4.​ Identify key strategic challenges.
5.​ Develop and finalize the strategic plan.

Models for Delivering HRD Strategy

Carter et al. (2002) identify several models for implementing HRD strategies:
●​ Centralized: All learning and development activities are managed from a central
unit.
●​ Key Account Holder: A small corporate team oversees career management and
leadership development, while key account holders handle learning within
business units.
●​ Devolved: Learning and development are fully delegated to business units.
●​ Business Partner: Key account holders report directly to business units.
●​ Shared Service: Business units utilize common learning services and
communicate their needs to a corporate center.
●​ Outsourced: Training is provided by external vendors, managed either by the
corporate center or business units.
●​ Stakeholder Model: A small corporate center focuses on transformational
learning, shared service facilities handle common needs, business partners
manage development initiatives, and specialized training is outsourced.

Human Resource Development Approach

As HRD came to prominence in the last decade, other frameworks and models came into
existence. The following are:

1.​ Strategic HR Framework Approach (Ulrich & Lake, 1990)

This approach focuses on aligning HR practices with business strategy to build
organizational capabilities. The framework emphasizes that HR isn't just about managing people,
as it should be a strategic tool that helps companies achieve long-term goals. It highlights three
important elements:

●​ Business strategy (the organization’s direction),

●​ Organizational capabilities (what the company does well),
●​ HR practices (how people are managed and developed).
 Example: If a company wants to lead in innovation, HR should hire creative talent,
support continuous learning, and reward innovative behavior.

2.​ Integrative Framework (Yeung & Berman, 1997)

This model sees HR as a system that impacts business performance in three key ways:

a.​ Building organizational capabilities (like teamwork, innovation, adaptability),

b.​ Increasing employee satisfaction, and
c.​ Improving customer and shareholder satisfaction.​

It argues that HR should be business-driven, forward-looking, and focused on impact, not

just activities. It stresses synergy—how different HR practices can complement and strengthen
each other when working together as a system. Example: A well-integrated system might
combine performance appraisals, training, and promotions to improve employee engagement and
productivity.

3.​ Human Capital Appraisal Approach (Friedman et al., 1998)

This approach views employees as valuable capital and offers a systematic way to
evaluate and manage human capital using a 5x5 matrix:

●​ Five Stages: Clarification, Assessment, Design, Implementation, and Monitoring.

●​ Five Areas: Recruitment, Rewards, Career Development, Organizational Structure, and
HR Enablers.​

This method ensures HR programs are aligned with strategy and culture while also
tracking how each area contributes to workforce development. Example: In the clarification
stage, a manager checks whether the organization’s training programs align with its growth
strategy.

4.​ HRD Scorecard Approach (Rao, 1999)

This approach builds on the idea of measuring HRD’s impact and maturity using a
scorecard that evaluates:

●​ HR systems and competencies,

●​ HRD culture (like openness and trust),
●​ Business linkages and outcomes.​

It promotes HR audits to assess how well HR practices lead to employee satisfaction and
business performance. It also ensures that HR initiatives are deeply embedded in the
organization’s strategic and cultural fabric. Example: A company may assess how well its
leadership training improves not only employee morale but also customer satisfaction and
profits.

5.​ PCMM Approach (Curtis et al., 1995)

The People Capability Maturity Model was developed for software organizations but is
now widely applied. It outlines five maturity levels that help an organization gradually evolve
from chaotic to optimized people practices:
1.​ Initial
2.​ Repeatable
3.​ Defined
4.​ Managed
5.​ Optimizing​

Each stage includes key process areas like team building, competency development,
performance management, and compensation. Example: At level 1, HR practices may be
random, but by level 5, there's a structured, data-driven talent strategy improving long-term
workforce capability.

6.​ Integrated Systems Approach (Pareek & Rao)

This approach combines the strengths of all previous models into one cohesive system. It:
●​ Starts with business strategy (like Ulrich & Lake),
●​ Focuses on synergy and system thinking (like Yeung & Berman),
●​ Encourages maturity through stages (like PCMM),
●​ Covers human capital areas (like Friedman et al.),
●​ Promotes internal HRD structures for effective implementation.​

It highlights that even the most advanced frameworks fail without commitment,
understanding, and proper execution—especially relevant in the context of Indian industry.
Example: An HRD department using this model ensures that every training program,
performance review, or reward system is connected, strategic, and purpose-driven.