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STRATEGIC HUMAN RESOURCE MANAGEMENTTRAINING AND DEVELOPMENT
Presented by : Group- 9
ANSAR C.B No:10BINU K.S No:15JOYCEE SPJ No:28PRINCE THOMAS No:39SONA MATHEW No:51
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WHAT IS SHRM
Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.
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Strategic HRM has been defined as: “ All those activities affecting the
behaviour of individuals in their efforts to formulate and implement the strategic needs of business”
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STRATEGIC HUMAN RESOURCE MANAGEMENT
Concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need.
• The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals is
• concerned with explaining how HRM influences organizational performance
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STRATEGIC HUMAN RESOURCE MANAGEMENT
* Strategy defines organization's behaviour and how it tries to cope with its environment.
* If HRM is a coherent approach to the management of people,
strategic HRM implies what is done on a
planned way that integrates organizational goals with policies and action sequences.
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Traditional HR Versus Strategic HR
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APPROACHES OF THE SHRM,
Attempts to link Human Resource activities with competency based performance measures
Attempts to link Human Resource activities with business surpluses or profit
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BENEFITS OF SHRM
1. Identifying and analyzing external opportunities and threats that may be crucial to the company's success.
2. Provides a clear business strategy and vision for the future.
3. To supply competitive intelligence that may be useful in the strategic planning process.
4. To recruit, retain and motivate people.5. To develop and retain of highly competent
people.
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BENEFITS OF SHRM
6. To ensure that people development issues are addressed systematically.
7. To supply information regarding the company's internal strengths and weaknesses.
8. To meet the expectations of the customers effectively.
9. To ensure high productivity.10. To ensure business surplus thorough
competency
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BARRIERS TO STRATEGIC HR
Short-term mentality/focus on current performance
Inability of HR to think strategically Lack of appreciation for what HR can
contribute Failure to understand line managers’ role as
an HR manager Difficulty in quantifying many HR outcomes Perception of human assets as higher-risk
investments
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TRAINING AND DEVELOPMENT
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CONTENTS
DEFINITION MODEL ROLE PURPOSE STEPS METHODS
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TRAINING-DEFINITION
“Any attempt to improve employee performance on a currently held job or one related to it.”
Training refers to the methods used to give
new or present employees the skills they need to perform their jobs. It is the act of increasing the knowledge and skills of an employee for a particular job.
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TRAINING
imparts specific skills for specific jobs Job oriented Offered to both new and old employees Continuous and never-ending process Focus on the immediate period to help
fix any current deficits in employee’s skills
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DEVELOPMENT
Learning opportunities designed to help employees grow.
Refers to the nature and direction of change induced in employees through training and education.
It is the overall development of the competency of the managerial personnel in the light of the present requirement.
Focus on long term-to help employees prepare for future work demands
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SYSTEMS MODEL OF TRAINING
Need assessment Organizational analysis Job analysis Person analysis Development of the training program Designing a learning environment for
training Preconditions of learning-
Trainability Support of trainees and others
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Conditions of the learning environment Whole versus part learning Massed versus spaced practice Over learning Goal setting Knowledge of results Attention Retention
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Evaluation Reactions Learning Behavior Results ROIROI (%) = net program benefits * 100 program costs Utility analysis
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SYSTEMS MODEL OF TRAINING
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ROLE OF TRAINING
Increases efficiency Increase in morale of employees Increased organizational viability and
flexibility Better human relations Reduced supervision
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TRAINING FOR SPECIAL PURPOSES
Literacy training Values training Diversity training Training for teamwork and
empowerment (work involvement programmes)
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4 STEPS IN TRAINING AND DEVELOPMENT
1) Needs Analysis (specific levels)2) Instructional Design (curriculum)3) Validation4) Implementation
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TRAINING METHODS
Training methods are tools that enable learners acquire desired knowledge, sharpen behavioral and performance skill and develop appropriate attitudes. Employee training methods can be classified into two:
o ON-THE-JOB TRAININGo OFF-THE –JOB TRAINING
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ON-THE-JOB TRAINING Methods:1. Job instruction training2. Coaching3. Programmed learning4. Job rotation/enlargement/enrichment5. Vestibule training6. Simulation7. Demonstration8. Apprenticeship
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OFF-THE-JOB TRAINING
Methods:1. Lecture method2. Conference3. Role playing4. Training via CD ROM, the Internet and
learning portals eg: headlight.com, click2learn.com
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SPECIAL TRAINING PROGRAMS
Employee orientation programs Training for teams Information-technology training Diversity awareness training Sexual harassment training Creativity training Training for international assignments
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THANKYOU