certificate in human resource

8/8/2019 Certificate in Human Resource

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MODULE 1: HUMAN RESOURCES MANAGEMENT

QUESTION

DISCUSS THE TYPE OF TRAINING AVAILABLE FOR AN ORGANIZATION.OUTLINE THE TRAINING PROCESS AND FACTORS THAT INFLUENCE THEPROCESS.

USING THE EXAMPLE OF YOUR ORGANIZATION, OUTLINE A TNA(TRAINING NEED ANALYSIS), HOW THE TOOLS OF TRAININGEVALUATIONS IS CARRIED OUT. WHAT ARE THE USUAL RESISTANCEENCOUNTERED?

HUMAN RESOURCES MANAGEMENT

Human resources management is the organizational function that deals with

issues related to people such as compensation, hiring, performance

management, organization development, safety, wellness, benefits, employee

motivation, communication, administration and training.

DEFINATION OF TRAINING

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Training is defined as a learning process that involves the acquisition of

knowledge, sharpening of skills, concepts, rules or changing of attitudes and

behaviours to enhance the performance of the employees.

OBJECTIVE OF TRAININGTraining activities and businesses objectives are related each other as links.

With the effective training program, organization easily catches their objectives.

Training activities has some general objectives. They are;

Orienting new employee to the organization and their job.

Helping employees perform their current jobs well.

Helping employees qualify for the future jobs.

Keeping employees informed.

Providing opportunities for personal development.

Effective training produces many benefits for both employees

and organization overall

For the employees training creates;

Greater job satisfaction and morale among employees.

Employees will more satisfy in a job when they know how to do it well. If they are

not sure what to do or how to do it properly, they can become frustrated

and dissatisfied with their work.

Improved self-esteem

The combination of job satisfaction and peer acceptance leads to improvement of

self-esteem.

Opportunity to advance in the organization

Employees who demonstrate excellent performance at one level in an

organization often have the opportunity to advance to other levels of

responsibility.

Increased employee motivation

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For the organization training causes;

Increased productivity and innovation in strategies and products.

Employees who know how to perform their jobs are more effective and more

productive than those who learn through trial and error.

Higher levels of customer satisfaction.

Employees are able to take care of customers properly and have better skills for

solving customer-related problems.

Improved quality and enhanced company image.

Standards are met when people know what the organization expects from them.

Reduced employee turnover.

Improving the morale of the work force.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources.

Training and development helps in optimizing the utilization of human resources

that further helps the employee to achieve the organizational goals as well as

their individual goals.

Development of Human Resources.

Training and development helps to provide an opportunity and broad structure for

the development of human resources technical and behavioral skills in an

organization. It also helps the employees in attaining personal growth.

Development of skills of employees

Training and development helps in increasing the job knowledge and skills of

employees at each level. It helps to expand the horizons of human intellect and

an overall personality of the employees.

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Productivity

Training and development helps in increasing the productivity of the employees

that helps the organization further to achieve its long term goal.

Team spirit

Training and development helps in inculcating the sense of team work, team

spirit and inter-team collaborations through team building.

Quality

Training and development helps in improving upon the quality of work and work-

life.

Health & Safety

Training and development helps in improving the health and safety of the

organization thus preventing obsolescence.

TYPES OF TRAINING

a) Sitting by Nillie (by demonstration).

Under these methods the new employee is assigned to a specific job at

machine or workshop or laboratory. He is instructed by an experiencedemployee or by a special supervisor who explains to him the method of

handling tools, operation of the machine, working procedures and others.

b) Apprenticeship training/mentoring.

This method of training is meant to give the trainee sufficient knowledge and

skill which require a long period of training for gaining complete proficiency.

Generally, the trainees works as apprentices under the direct supervision of

experts and this programme consists of providing actual work experience in

the actual job as well as imparting theoretical knowledge.

c) Job rotation/position rotation.

Job rotation is an approach to management development where an individual

is moved through a schedule of assignments designed for them. Job rotation

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is also practiced to allow qualified employees to gain more insights into the

processes of a company, and to reduce boredom and increase job

satisfaction through job variation.

At the senior management levels, job rotation is frequently referred to as

management rotation, whereby it is tightly linked with succession planning

and developing a pool of people who is capable of stepping into an existing

job. For lower management levels, job rotation normally for the purposes of

promotion or skills enhancement. Under this method, the employee is rotated

among different job scope. This is not only to broaden and enriches his

experience as well as to understand inter departmental relations and the need

for co ordination and co operation among various departments.

d) Intership training.

This method of training is generally provided to the skilled and technical

personnel or engineer. The objective of this training is to bring about the

balance between theoretical and practical knowledge. Under this method,

students from a technical institution possessing only theoretical knowledge

are sent to some business enterprise to gain practical work experience.

e) Self development.

Self development training can foster confidence, leadership skills and critical

thinking throughout organization. It will enable the employees to fulfill their

personal development goals and meet their performance improvement

objectives. Self development training programs also will help employees and

managers to become more effective and successful.

f) Conference and seminars.

The advantages of this type of training is that all the participants coming from

different organizations get an opportunity to pool their ideas and experience in

attempting to solve mutual problems. This encourages cross fertilization of

ideas.

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TRAINING PROCESS

Training is a process or planned effort of an organization for performance

improvement of their employees. Successful and effective training is training that

meets the needs of the organization. In order for the organization to improve and

invest in further training, it must view training as a set of integrated processes by

which the needs of the organization and employees are analyzed and respondedto in a rational, logical and strategic manner.

The training process can be broken down into many separate phases which

include:

Analysis P hase.

The analysis phase is the initial stage which determines whether or not there has

been any performance problem in the organization, such as being indicated by

profitability short falls, low level of customer satisfaction and high staff turnover.To determine a performance problem, Training Needs Analysis (TNA) can be

conducted to determine if the performance problems faced by the company

should be addressed by training. If training needs are identified to be able to

improve performance, the next phase will be design phase for locating the

solutions and for choosing the most beneficial one to meet the organizations

objectives.

Design P hase

In this design phase, more input are needed for identifying the development of

training programmes. Factors such as training constraints, organizational and

operational areas that expect support, learning styles and culture of the

organization need to be taken into consideration. These inputs are used in the

design of the training programme to achieve the training and learning objectives

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at the worksite. The design phase also includes the identification of alternative

methods of instruction in the formulation of the training programmes.

Development Phase

This is the phase of developing the training programme so that it achieves thetraining objectives based on the inputs obtained from the design phase. All

elements of a particular training programme such as course content, instructional

method, facilities, manual are determined during the development phase

Implementation Phase

This is the phase when all the aspects of the training programme are put

together. In this phase, the trainer is made to familiarize himself with the facility,

equipment and materials with no actual trainees present. Alternatively, the trainermay start with a pilot training group who can provide feedback or reaction for

trainer to identify for improvement.

Outcome Evaluation Phase

This evaluation phase is conducted at the end of the training programme or

course to evaluate whether or not all the training objectives have been achieved.

Using the training objectives as the standard, it determines the effect of training

on the trainees, the job and the organization.

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FACTORS THAT INFLUENCE TRAINING PROCESS

A training programme is one of the many possible performance improvement

solutions that emerge from the training process. These programmes are develop

according to the training needs that have been identified. Identifying and

analyzing training needs is very crucial activity of the overall training functions. It

is a process whereby the organization identifies the weakness or competency

gap of an employee and acts to close the competency gap.

There are many alternatives that should be taken into consideration when

choosing what is right and suitable for the businesss or organizations practices.

These alternatives include apprenticeships and traineeships, vocational

education and training for specific needs. Selecting a suitable training

programme depends on the kind of business the organization practices and the

staffs needs.

In developing a training programme, the employer needs to take into

consideration the location, cost, duration, frequency, training hours and method

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in which the training programme is delivered. The organization can decide which

kind of instruction is best for its needs. With the progress of technology,

employing the use of electronic applications such as video conferencing and

many other means does help provide for a more productive training programme.

For better productivity, training programmes should be specifically tailored to

meet the requirements of both the businesss and the employees need.

TRAINING NEEDS ANALYSIS AND TOOLS OF TRAINING

EVALUATION

Training needs analysis process is a series of activities conducted to identify

problems or other issues in the workplace, and to determine whether training is

an appropriate response.

The needs analysis is usually the first step taken to cause a change. This is

mainly because a needs analysis specifically defines the gap between the

current and the desired individual and organizational performances.

Who Conducts Needs Analysis & Why?

An in-house trainer or a consultant performs a needs analysis to collect and

document information concerning any of the following three issues :

Performance problems

Anticipated introduction of new system, task or technology

A desire by the organization to benefit from a perceived opportunity

In all three situations, the starting point is a desire to effect a change. Given this,

you must know how the people who will experience change perceive it. In the

absence of a needs analysis, you may find employees resistant to change and

reluctant to training. They may be unable to transfer their newly acquired skills to

their jobs because of the organizational constraints.

A needs analysis often reveals the need for well-targeted training areas.

However, we must keep in mind that training is not always the best way to try to

close a particular gap between an organizations goals and its actual

performance. Those conducting the needs analysis must get a clear idea of the

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problem, look at all possible remedies and report on their findings to

management before deciding on the best solution.

When properly done, a needs analysis is a wise investment for the organization.

It saves time, money and effort by working on the right problems. Organizations

that fail to support needs analysis make costly mistakes; they use training when

another method would have been more effective; they use too much or too little

training, or they use training but fail to follow up on it. A well-performed analysis

provides the information that can lead to solutions that focus on the areas of

greatest need.

Process of conducting a training needs analysis is a systematic one based on

specific information-gathering techniques. Needs analysis proceeds in stages,

with the findings of one stage affecting and helping to shape the next one. There

is no easy or short-cut formula for carrying out this process. Each particular

situation requires its own mix of observing, probing, analyzing and deducting.

In many ways, the needs analysis is like detective work; you follow up on every

lead, check every piece of information and examine every alternative before

drawing any solid conclusions. Only then you can e sure of having the evidence

on which to base a sound strategy for problem solving.

A needs analysis is not a one-time event. Professional organizations administer

needs analysis at regular intervals, usually every year or two.

Methods of Identifying Training Needs

Training needs will differ with the backgrounds of the employees to be trained,

and their present status in the organization. Basically, a candidate for training

may come from any one of three groups :

New hires

Existing employees

Trainees currently in the training pipeline ( currently in the training

program )

Consideration of the varying needs of these groups provides a frame of reference

for discussing and suggesting the methods of identifying training needs :

New Hires

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Addition of new employees creates high and low peaks in placing new persons

into the training program. This problem may be solved by a program where

progression is made in different sequences. It will eliminate a jam that will occur if

all phases of the program must be taken in a definite sequence.

The new employees will normally be of somewhat different backgrounds. Being

new, they are not familiar with their new employers. As a result, the earliest

phases of the training must concentrate on company orientation. During these

phases, the organization, organization policies and administrative details should

be covered. It is also a suitable time to acquaint the trainees with what will be

expected of him, and how he will be evaluated throughout the phase of training.

Retaining & Upgrading Existing Employees

The people in this category offer a real challenge to the training department.Therefore, the number and amount of training required by this category should

be carefully considered. This category of employees can also make significant

contribution to training if they are co-mingled with the new hires.

Pipeline Employee Requirements

A good training program will normally have participants in various phases of

completion. An awareness of completion dates and how the potential employee

will be employed should be the concern of the training staff and also the

employees supervisor. A trainee should have a challenge in all phases of his

training. All these challenges should not be confined to those phases where the

pipeline employee is sitting in a classroom. Therefore, it is recommended that

thorough interim test-work be given to pipeline employees in periods between

formal classes. This may take the form of solidifying what he learned in the prior

phase and serve as preparation for the coming phases.

Techniques for Determining Specific Training Needs

There are a number of practical methods to gather data about employees

performance.

Observation

In this approach, an employees performance itself is a source of information.The

objective during observations is to identify both the strengths to build on and to

overcome deficiencies. A key advantage of using direct observation in the needs

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analysis is to gain first-hand knowledge and understanding of the job being

performed and the strengths and weaknesses of the relevant worker.

Interviews

The use of interviews in conducting the needs analysis is strongly urged. The

prime value of interview guides is that to ensure the same types of data from all

sources. This allows to determine whether a piece of information is one persons

opinion, or part of a widespread perception.

Benefits through interviewing :

Build credibility with your interviewees by asking intelligent questions and

listening well to their answers

Obtain employees personal involvement and commitment to your efforts

Establish personal relationships with potential trainees

Questionnaires

A questionnaire is a sort of interview on paper. The key advantage of a

questionnaire is that you can include every person from whom you want input.

Employees can complete the questionnaire when and where they choose. Every

employee is asked the identical questions, and consequently data is very easy to

compile and analyze.

Questionnaires can be useful in obtaining a big picture of what a large number

of employees think while allowing everyone to feel that they have had an

opportunity to participate in the needs analysis process.

Job Descriptions

Before establishing a job description, a job analysis must be made. This job

analysis involves a thorough study of all responsibilities of the relevant job. It is

company wide in scope and should be detailed to such a degree that those

conducting the training can use the job analysis as a yardstick for their course

content. After the job analysis phase has been completed, the writing of job

description and needs analysis is a relatively simple task. When an employees

job description has been defined, the trainer can easily tailor his training

curriculum to a very close proximity of what will be expected of the employees.

The Difficulty Analysis

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The Job Analysis will focus attention on enumerating the numerous duties that a

worker must perform. On the other hand, the Difficulty Analysis establishes which

of the duties cause the employee the greatest amount of troubles and how this

trouble can be reduced through better training.

A good Difficulty Analysis offers many advantages. For example,

It enables a needs analyst to weigh certain aspects of the training in

relationship to the expected difficulty that the worker will face in coping with those

duties.

A well thought out Difficulty Analysis will provide the training program with an

abundance of role-playing material and situations.

Problem Solving Conference

Another time-tested technique for gathering needs analysis material from

employees is to conduct periodic problem solving conferences which may take

the form of or be part of a plan for a new product, task or technology, or tied in

with a training program It is always helpful to utilize an outside consultant to

moderate such sessions. This outside sponsorship has a tendency of letting the

workers express their feelings about his organization, and the session can then

be geared to training needs. The current problems will evolve that represent

potential areas for training. Appraisal Reviews

During the periodic counseling performance interview, an employee should be

questioned regarding the duties and training of a worker. Comments rendered

during the appraisal interviews normally are genuine, and can frequently assist in

establishing the needs, variations and penetrations that a training program

should include. Feedback at appraisal interview time is valuable since it is timely

information. Training needs differ from worker to worker, and appraisal sessions

allow the employee and supervisor / manager to uncover the cause of

weaknesses in performance. These deficiencies represent areas for training.

Drive Pattern Identity

The extent of an employees development depends on his motivations.

Identifying the forces that cause an employee to behave in a certain way may be

useful in determining his individual training needs and how to stimulate his desire

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to fulfill that need. An analysis of this kind, for example, may determine that the

employee has an urgent need for self-confidence. His individual program should

be made to stress the importance of attitude, skills etc., and any other assets that

would give him this self- confidence.

Analysis of Organizational Policy

Organization policy will affect the amount of training offered. An explanation of

various policies should be covered in the training program. The particular

concern are those policies that involve change, alteration and major revamping of

training programs. In organizations undergoing merger activity, product

diversification and new penetration, a great deal of sensitivity must be placed on

policies today and expected changes in the future.

Whatever the method used to identify training needs, at least the followingthree points must be kept in view :

These methods should be used in combination that is, there should never

be reliance on only one method

They may be used to identify training needs of each of the various groups

of employees

They should be applied to individual employees since training needs will

vary with the individual employee.

Sample of Training needs analysis for Doe Industries Sdn Bhd.

DOE INDUSTRIES SDN BHD

EMPLOYEE TRAINING PLAN/NEEDS ASSESSMENT SECTION 1

Employee's NameTraining Plan for Periodof:

Department Position

SECTION II: TRAINING NEEDS ASSESSMENT

Skill Categories: Using the attached form, identify employee training needs by ticking the box to the left of the training

topic(s) that applies to the identified skills, knowledge or abilities for improving or enhancing the employee's job

performance.

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SECTION III: TRAINING PLAN

Objectives: The supervisor should discuss training and development activities with the employee and then outline a plan for the emplto complete these activities during the next fiscal year. The employee and supervisor should understand that the implementation of thproposed training plan is contingent on the availability of funds and may be subject to additional management approvals

Priority Rank Required Skill,Knowledge

Activity to Improve Job Performance Estimated C

or Ability eg. training courses, on the job training, self- (if known)

1 = Immediate Need study programmes, special tasks, committee

2 = Within 3 months assignments, attending conferences, training

3 = Within 6 months others, internships, mentoring initiatives, etc.

4 = Within 9 months

5 = Within 12 months

Employee's Signature Date Supervisor's Name and Signature Date

Administrative Skills Health and Safety Benchmarking

Decision Making CPR Competitive Positioning

Facilitating Teams Chemicals and Gases Facilities Management

Legal Process First Aid Value Stream Mapping

Office managementHealth & Safety in theOffice

Planning/organizing Environment Sales and Marketing

Problem solving Laboratory SafetyCustomer RelationshipMarketing

Purchasing/RequisitionPersonal ProtectiveEquipment

Developing a MarketingPlan

Statistical AnalysisSexual HarassmentPrevention Key Account Management

Strategic planning Stress ManagementOvercoming PriceObjections

Time managementThreats and Violence inthe Sales Negotiations

Workplace Strategic Selling

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Communications

Active ListeningHR and IndustrialRelations Supervisory

Business Writing Developing Employee Handbook ALM (Advanced Labour

Communication Styles Domestic Inquiry Management)

Grammer Usage Drafting HR Letter and Documents Basic Lead-worker

Letters & MemosEffective TNA andTraining Basic Supervisory

Presentation Techniques Evaluation System Coaching and Counselling

Public speaking Labour Laws Conducting ProductiveManaging WorkplaceAbsenteeism Delegation

Customer ServiceMisconduct andConducting Discipline and Control

Achieving Results Performance Management System Employee Motivation

Customer Service Skills Grievance ProceduresCustomer ServiceStrategies

InformationTechnology Hiring/Interviewing

Handling DifficultCustomers

Advanced MicrosoftAccess Human Relations

Handling the MediaAdvanced MicrosoftExcel Labour Relations

Telephone EtiquetteAdvanced MicrosoftWord LeadershipBeginning MicrosoftAccess

Managing a DiverseWorkforce

Export

Beginning Microsoft

Excel

Managing Technical

EmployeesLetters of Credit Beginning Microsoft MeetingsM'sian Customsprocedures Powerpoint Performance Appraisals

Beginning MicrosoftWord

PerformanceManagement

Financial Management AUTOCAD Project ManagementAccounting & CostingPrinciples Windows NT Resolving Conflicts

Auditing Windows 2000 Team building

Budgeting Process Train-the-Traininer

Collecting DifficultAccounts Internal Training Working with the union

Credit Management ISO 9001:2000 Brief Writing PositionDescriptions

Finance for Engineers Company Products

Finance for Non-Financial Factory Processes Others

ManagersManage Working Capital Management and

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Performance

TaxationCreative and AnalyticalSkills

Updates on FRS in M'sia Emotional Intelligence

Value Cost Analysis Handling Crisis in the Organization

Management Skills

General Skills Negotiation Skills

Attitudes People Management

Balancing Life and WorkProblem Solving andDecision Training Preferences

Career Development MakingI would prefer most oftraining

Compliance Stress Managementto take place by thefollowing

Conflict Resolution method: (check one)

Coping with Change OrganizationDevelopment Classroom instruction

Maximizing Your Memory Continuous Quality On-the-job training

Professional Image Improvement Self-study through books,Self-discipline & EmotionalControl Mastering Change

software, on-line material,etc.

5S Housekeeping Succession Planning Others


COURSE/SEMINAR REPORT

To: Date:

From: Department:

Name of course:

Date: . Name of Institute:

1. Course outline:

2. Topics covered /Lecturers background:

3. Methods of teaching / Effectiveness :

(a) Methods:Lecturing Video Games Others:

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(b) Effectiveness (please circle your rating):

1. poor 2. satisfactory 3. avearge 4. good 5. excellent

4. Relevance to your job:

(a) The three most important lessons I learnt during this workshop are:

1

2.

3.

(b) Id like to apply the knowledge I gained from the workshop as follows so as toachieve the common objectives within the company:

1

2

3.

4.

5.

6.

............................................. ...............................................

Submitted by: Reviewed by:

Date: Date:


POST TRAINING EVALUATION

Department:

Name : .. Evaluated by : .

Position : .. Date of evaluation:

Name of seminar / course attended : ..

Date of seminar / course : .

Evaluation period : .

1. Poor 2. Borderline 3. Satisfactory 4. Good

1 Application of learnt knowledge to existing job 1 2 3 4

2 Improvement to job performance 1 2 3 4

3 Materials given helped in improvement of job fuctions 1 2 3 4

4 How well has the programme achieved its stated objectives: 1 2 3 4

5 The subject matter was well covered in the your previous training 1 2 3 4

Do you think further training is required: Yes NoAreas of weakness:

.

.

.

Recommendation:

.

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.

. .

Assessed by: Confirmed by:

Name: Name:

Designation: Designation

WHY COMPANY RESIST TRAINING

Lack of short term results

The result will not be seen immediately

Lack of precise results

The result shown will not be totally accurate

Lack of external pressure

No law to force company to train their employee

Thinking that training is expensive

Management think that training is wasting the companys money

Cannot release staff

Management has other task that is more important than training

More urgent/important priorities

Management think that training is not important and no urgencies

Easier to poach

Some organization like to hired trained staff.

Trained staff will leave Employee is tend to leave the company when they had additional

knowledge where it is an advantages to new company.

End of the page

Source :

1) http://traininganddevelopment.naukrihub.com/training.html

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2) http://wiki.answer.com/Q/What_is_the_importance_of_training_and_development3) www.exploreHR.org4) www.prioritysky.com5) http://www.dirjournal.com/training-needs-analyses6) http://www.trainingmalaysia.com/v4/kiosk/tgm8chap2.php

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http://wiki.answer.com/Q/What_is_the_importance_of_training_and_developmenthttp://wiki.answer.com/Q/What_is_the_importance_of_training_and_developmenthttp://www.explorehr.org/http://www.prioritysky.com/http://www.dirjournal.com/training-needs-analyseshttp://www.trainingmalaysia.com/v4/kiosk/tgm8chap2.phphttp://wiki.answer.com/Q/What_is_the_importance_of_training_and_developmenthttp://www.explorehr.org/http://www.prioritysky.com/http://www.dirjournal.com/training-needs-analyseshttp://www.trainingmalaysia.com/v4/kiosk/tgm8chap2.php