unit 6 training part-ii

8/9/2019 Unit 6 Training Part-II

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HUMAN RESOURCE MANAGEMENT

TRAINING AND DEVELOPMENT


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TRAINING

A PROCESS WHEREBY PEOPLE ACQUIRECAPIBILITIES TO AID IN THE ACHIEVEMENT OFORGANIZATIONAL GOALS


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TRAINING & DEVELOPMENT

Training - Designed to provide

learners with the knowledge andskills needed for their present jobs

Development - Involves learningthat goes beyond today's job


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TRAINING & DEVELOPMENTTRAINING

Workers

Current job

Management driven

Specific job relatedinformation

DEVELOPMENT

Executives

Current and futurejobs

Individual driven

General knowledge


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TRAINING THE NEED OF THE

TIME Changes in organizational

structure

Changes in technology

Need for more highly skilledworkers

Changes in workforce Increased emphasis on learning

organizations


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CHANGES AFFECTING T & D

Changes in organizationalstructure

Changes in technology

Need for more highly skilledworkers

Changes in workforce Increased emphasis on learning

organizations


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CHANGES AFFECTING

T & D

ORGANIZATIONAL COMPETITVENESS

TRAINING AS A REVENUE SOURCE

INTEGRATION OF JOB PERFORMANCE,TRAINING AND LEARNING


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TRAINING ANDPERFORMANCE CONSULTING

DESIREDRESULTS

ACTUALRESULTS

ACTUALPERFORMANCE

DESIREDPERFORMANCE

PERFORMANCE NEEDANALYSIS

NON TRAINING

ACTIONS

TRAININGACTIONS

PERFORMANCE

GAP


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TRAINING & PERFORMANCECONSULTING

Performance Consulting Where trainer & organizationalclient work together to boost workplace performance in support ofbusiness goals

PC compares Desired & Actual organizational results with desiredand actual employee performance

Revolve around integration of multi-faceted approachFocus on identification & addressing of root causes of

performance problemsRecognition of Interaction of individual & organizational factorsinfluencing employee performance

Documentation of actions and accomplishments of highperformers & comparison with actions of more typicalperformers


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DIVISION OF HRRESPONSIBILTIES -

TRAINING

HR Unit

Prepares skill-trainingmaterials

Coordinates training efforts

Conducts or arranges for off-the-job training

Coordinates career plans &employee developmentefforts

Provides input & expertise fororganizational development

MANAGERS

Provide technical

information Monitor training needs

Conduct & monitorcontinuing on-the-job

training Continually discuss

employees growth &future potential

Participate inorganizational change

efforts


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CHIEF LEARNING OFFICER

Strategic Leader who links learning &knowledge through training forindividual employees & organization


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LINKAGE BUSINESS ANDTRAINING STRATEGIES

STRATEGIC TRAINING

Develop employee capabilities Encourage change

Promote continuous learning Creates / shares new knowledge

Facilitates communication

BUSUNESS

STRATEGIES

TRAININGSTRATEGIES &

ACTIVITIES


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DEVELOPING STARTEGIC

TRAINING PLAN

STRATEGY FOR TRAINING PROGRAMS PLANNING

ORGANIZE

JUSTIFY


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TRAINING PROCESS

ASSESMENT. Analyze training methods.Identify training objectives

and criteria

DESIGN. Pretest trainees

. Select training methods. Plan training content

DELIVERY. Schedule training

. Conduct training. Monitor training

EVALUATION.Measure training outcomes

. Compare outcomes to objectives/criteria


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SOURCES OF TRAININGNEED ASSESSMENT

ORGANIZATION-WIDE SOURCES. Grievances . Observations

. Accidents . Complaints.Waste/Scrap . Exit interviews

Training ObservationsEquipment use

JOB-BASED SOURCES. Employee KSAs

. Job specifications

INDIVAIDUAL EMPLOYEE SOURCES. Tests . Questionnaires

. Records . Attitude surveys Assessment centers

Performance appraisals


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STAGES FORON JOB TRAINING

PREPARE THE LEARNERS. Put them at ease

. Find out what they know. Get them interested

PRESENT THE INFORMATION. Tell, show, question

. Present one point at a time. Make sure they know

DO-FOLLOW UP. Put them on their own

.Check frequently. Reduce follow-up as performance

improves

TRAINEES PRACTICE. Trainees perform tasks

. Ask questions. Observe and correct

. Evaluate mastery


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TRAINING EVALUATION


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LEVELS OF EVALUATION

BEHAVIOUR

LEARNING

REACTION

RESULTS

How workers liked thetraining

Questionnaire & interview

Tests before andafter the training tomeasure learning

observe job performance

views from trainee, peer,

supervisor. Behavioural changetakes time Measureproductivity,sales, quality,time, turnover,costs

Source: Kirkpatric

Evaluation Model


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COST BENEFIT ANALYSIS

TYPICAL COSTS. Trainers salary and time. Trainees salary and time

. Materials for training. Expenses for trainer and trainees. Cost of facilities and equipment

. Lost productivity ( opportunity cost )

TYPICAL BENEFITS. Increase in production

. Reduction in errors and accidents. Reduction in turnover

. Less supervision necessary. Ability to use new capabilities

. Attitude changes


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MANAGEMENTDEVELOPMENT

Management development consists ofall means by which managers learn to

improve their behaviour andperformance

A planned effort to improveeffectiveness of managers in presentjobs and to prepare them for higherjobs in future


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Relationship between ManagerialLevel and Skill Requirement

Managerial Level

Technical Skills

Human Skills

Conceptual Skills

Low High


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The END

unit 6 training part-ii

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