Unit 6 Training Part-II

HUMAN RESOURCE MANAGEMENT
TRAINING AND DEVELOPMENT

TRAINING
A PROCESS WHEREBY PEOPLE ACQUIRE

CAPIBILITIES TO AID IN THE ACHIEVEMENT OF
ORGANIZATIONAL GOALS
TRAINING & DEVELOPMENT
 Training - Designed to provide
learners with the knowledge and
skills needed for their present jobs
 Development - Involves learning

that goes beyond today's job
TRAINING DEVELOPMENT
 Workers  Executives
 Current job  Current and future
jobs
 Individual driven
 Management driven
 General knowledge
 Specific job related
information
TRAINING DEVELOPMENT
FOCUS Current Job Current & future

jobs
Individual Work group or

SCOPE
Employee organization
TIME
Immediate Long term
FREME
Fix current skill Prepare for

GOAL
deficit future work
demands
TRAINING THE NEED OF THE
TIME
 Changes in organizational
structure
 Changes in technology
 Need for more highly skilled
workers
 Changes in workforce
 Increased emphasis on learning
organizations
CHANGES AFFECTING T & D
 Changes in organizational
structure
 Changes in technology
 Need for more highly skilled
workers
 Changes in workforce
 Increased emphasis on learning
organizations
CHANGES AFFECTING
T&D
 ORGANIZATIONAL COMPETITVENESS
 TRAINING AS A REVENUE SOURCE
 INTEGRATION OF JOB PERFORMANCE,

TRAINING AND LEARNING
TRAINING AND
PERFORMANCE CONSULTING
DESIRED ACTUAL
RESULTS RESULTS
PERFORMANCE
GAP
DESIRED
ACTUAL
PERFORMANCE
PERFORMANCE
PERFORMANCE NEED
ANALYSIS
NON TRAINING TRAINING

ACTIONS ACTIONS
TRAINING & PERFORMANCE
CONSULTING
•Performance Consulting – Where trainer & organizational
client work together to boost workplace performance in support of
business goals
•PC compares Desired & Actual organizational results with desired

and actual employee performance
•Revolve around integration of multi-faceted approach

–Focus on identification & addressing of root causes of
performance problems
–Recognition of Interaction of individual & organizational factors
influencing employee performance
–Documentation of actions and accomplishments of high
performers & comparison with actions of more typical
performers
DIVISION OF HR
RESPONSIBILTIES -
TRAINING
MANAGERS
HR Unit
 Provide technical
 Prepares skill-training information
materials  Monitor training needs
 Coordinates training efforts
 Conducts or arranges for off-
 Conduct & monitor
continuing on-the-job
the-job training
training
 Coordinates career plans &  Continually discuss
employee development efforts employees’ growth &
 Provides input & expertise for future potential
organizational development  Participate in
organizational change
efforts
CHIEF LEARNING OFFICER
 Strategic Leader who links learning &

knowledge through training for
individual employees & organization
LINKAGE BUSINESS AND
TRAINING STRATEGIES
STRATEGIC TRAINING
• Develop employee capabilities TRAINING

BUSUNESS • Encourage change STRATEGIES &
STRATEGIES • Promote continuous learning ACTIVITIES
• Creates / shares new knowledge
• Facilitates communication
DEVELOPING STARTEGIC
TRAINING PLAN
 STRATEGY FOR TRAINING PROGRAMS

 PLANNING
 ORGANIZE
 JUSTIFY
TRAINING PROCESS
ASSESMENT DESIGN DELIVERY

. Analyze training methods . Schedule training
.Identify training objectives . Pretest trainees
. Conduct training
and criteria . Select training methods
. Monitor training
. Plan training content
EVALUATION
.Measure training outcomes
. Compare outcomes to objectives/criteria
SOURCES OF TRAINING
NEED ASSESSMENT
ORGANIZATION-WIDE SOURCES
. Grievances . Observations
. Accidents . Complaints JOB-BASED SOURCES
.Waste/Scrap . Exit interviews . Employee KSAs
Training Observations . Job specifications
Equipment use
INDIVAIDUAL EMPLOYEE SOURCES

. Tests . Questionnaires
. Records . Attitude surveys
Assessment centers
Performance appraisals
STAGES FOR
ON JOB TRAINING
PREPARE THE LEARNERS PRESENT THE INFORMATION

. Put them at ease . Tell,show, question
. Find out what they know . Present one point at a time
. Get them interested . Make sure they know
DO-FOLLOW UP TRAINEES PRACTICE

. Put them on their own . Trainees perform tasks
.Check frequently . Ask questions
. Reduce follow-up as performance . Observe and correct
improves . Evaluate mastery
EXTERNAL TRAINING
OUTSOURCING OF TRAINING
TRAINING EVALUATION
LEVELS OF EVALUATION
• observe job performance

RESULTS
• views from trainee, peer,
supervisor. Behavioural change Measure
takes time productivity,
BEHAVIOUR sales, quality,
Tests before and time, turnover,
after the training to costs
measure learning
LEARNING
REACTION
•How workers liked the Source: Kirkpatric
training
Evaluation Model
• Questionnaire & interview
COST BENEFIT ANALYSIS
TYPICAL COSTS TYPICAL BENEFITS

. Trainer’s salary and time
. Increase in production
. Trainees’ salary and time
. Reduction in errors and accidents
. Materials for training
. Reduction in turnover
. Expenses for trainer and trainees
. Less supervision necessary
. Cost of facilities and equipment
. Ability to use new capabilities
. Lost productivity ( opportunity cost )
. Attitude changes
MANAGEMENT
DEVELOPMENT
 Management development consists of
all means by which managers learn to
improve their behaviour and
performance
 A planned effort to improve

effectiveness of managers in present
jobs and to prepare them for higher
jobs in future
Relationship between Managerial
Level and Skill Requirement
Technical Skills
Human Skills
Conceptual Skills
Low Managerial Level High

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Unit 6 Training Part-II

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HUMAN RESOURCE MANAGEMENT

TRAINING AND DEVELOPMENT

A PROCESS WHEREBY PEOPLE ACQUIRE

 Development - Involves learning

 Current job  Current and future

FOCUS Current Job Current & future

Individual Work group or

Fix current skill Prepare for

 TRAINING AS A REVENUE SOURCE

 INTEGRATION OF JOB PERFORMANCE,

NON TRAINING TRAINING

•PC compares Desired & Actual organizational results with desired

•Revolve around integration of multi-faceted approach

 Strategic Leader who links learning &

• Develop employee capabilities TRAINING

 STRATEGY FOR TRAINING PROGRAMS

ASSESMENT DESIGN DELIVERY

INDIVAIDUAL EMPLOYEE SOURCES

PREPARE THE LEARNERS PRESENT THE INFORMATION

DO-FOLLOW UP TRAINEES PRACTICE

• observe job performance

TYPICAL COSTS TYPICAL BENEFITS

 A planned effort to improve

Low Managerial Level High

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