hrm 4 - training & devt
TRANSCRIPT
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Training : Concept
Training Any effort initiated by an organization to foster
learning among its members. More specifically, it provides
learners with the knowledge and skills needed for their
present jobs The firms training programs must make sense in terms of
the companys strategic goals.
Should prepare employees to keep pace with the
organization as it changes and grows
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Why training?
Training and development are a continuous effort designed to
improve employee competency and organizational
performance
Organizations today compete on the basis of competencies.
Training plays a central role in nurturing and strengthening
these competencies.
Rapidly changing technologies require that employees
continuously hone their KSAs to cope with new processes
and systems
Cost effectiveness
Employee promotion and advancement
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Training : Process
Phase I :
Needs Assessment
Organizational analysis
Task analysis
Person analysis
Phase II : Design
Instructional objectives
Trainee readiness
Learning principles
Phase III :
Implementation
On the job methods
Off the job methods
Phase IV : Evaluation
Reactions
Learning
Behavior
Results
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Phase I :
Needs Assessment
ORGANIZATION ANALYSIS
TASK ANALYSIS
PERSON ANALYSIS
..of environment, strategies & resources
to determine where to emphasize training
..of the activities to be performed in
order to determine the KSAs needed
..
of performance, knowledge & skills inorder to determine who needs training
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Phase II: Designing the training programme
Next step is to use the information gathered in the trng
needs analysis and designing the type of environment
which will enhance learning.
Training design should focus on at least four issues
Instructional objectives
Trainee readiness and motivation
Principles of learning and
Characteristics of trainers
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Instructional objectives are the desired outcomes of a
training programme in terms of the skill/knowledge to
be acquired and/or behaviours to be altered.
Trainee readiness should be assessed. Trainees should
be motivated on an ongoing basis by using positive
reinforcement, involving the participants and designing
interesting instructional material.
For motivating trainees :
1. Maximize the similarity between the training
situation and the work situation.
2. Provide adequate practice.
3. Direct the trainees attention to important aspects of
the job.
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4. At the start of training, a birds-eye view of the
material should be presented to facilitate learning.
5. A variety of familiar examples should be used
6. The information should be organized so that it can be
presented logically, and in meaningful units.7. Terms and concepts that are already familiar to
trainees should be used.
8. As many visual aids as possible should be used.
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Instructors/Trainers should have
Knowledge of subject
Adaptability
Sincerity
Sense of humour
Interest & enthuziasm
Create a perceived training need in the trainees minds.
Understand that the schedule is importantthe learningcurve goes down late in the day; less than full day
training is most effective.
and must provide
Clear instructions & individual assistance
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Firms utilize a number of methods for imparting knowledge and
skills to workforce. Usually more than one method, called
blended training, is used to deliver the training
On the job training Demonstration /
instruction
Coaching
Job rotation
Apprenticeship Training
Projects
Off the job training In-Basket Training
Instructor-Led
Case Study
Behavior Modeling
Role Playing
Business Games
Internships
Phase III : Training Implementation
(methods)
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On the job training
Involves employees training at their place or work; one of the
most commonly used method; little problems of transferring
what has been learned to the job.
Common types of On-job training:
Demonstration / instruction - showing the trainee how to do
the job
Coaching - a more intensive method of training that involves
a close working relationship between an experienced employeeand the trainee
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Job rotation - where the trainee is given several jobs in
succession, to gain experience of a wide range ofactivities
Apprenticeship Training Trainee works as an apprentice
with some senior professional to learn the nuances of the
trade.
Projects - employees join a project team - gives them
multi-disciplinary exposure to other parts of the business
and allows them to take part in new activities.
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Off the job training
Instructor-Led - Continues to be effective for many types ofemployee training and conveys specialized information in
relatively short time.
Case Study - Trainees study the case and make decisions based
on it; improves their diagnostic and analytical skills. Role Playing Participants respond to specific problems they
may encounter at work/roles by acting out real-world situations.
Used for areas such as interviewing, grievance handling,
performance appraisal reviews, leadership, team problemsolving, communication etc
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Business Games Cross department contests, team tasks
and games.
In-Basket Training - Exercise in which participant is askedto establish priorities for and then handle a number of
business papers or e-mail messages such as memoranda,
reports, and telephone messages that would typically cross
a managers desk. Internships Training - Summers
Behavior Modeling - Training method which permits a
person to learn by copying or replicating behaviors of
others.
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Training Delivery Systems
Corporate Universities
Colleges and Universities
Videoconferencing
Vestibule Training Computer-Based Systems
Video Media
E-Learning
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Corporate Universities
T&D delivery system provided under the umbrella of anorganization
Focus on creating organizational change
Proactive and strategic
Colleges and Universities
Primary delivery system for training professional,
technical, and management employees
Corporate training programs often partner with colleges
and universities
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Videoconferencing
Many firms use videoconferencing and satellite classrooms
for delivering T&D Interactive and offers flexibility and spontaneity of
traditional classroom
Global firms, in particular, can benefit
Increase access to training, ensure consistency of
instruction, and reduce cost of delivering T&D programs
Vestibule Training
T&D delivery system that takes place away from the
production area on equipment that closely resembles
equipment actually used on the job
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Removes employee from pressure of having to produce
while learning Emphasis on learning skills required by job
Video Media - DVDs, videotapes, and film clips continue
to be popular training delivery systems
E-Learning - Delivery system for online instruction.Available anytime, anywhere in the world, and in
different languages.
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Phase IV Evaluation
Training Effects to Measure (Kirkpatrick Model for
assessing training effectiveness)
Reaction of trainees to the program ( survey feedback)
Learningthat actually took place ( control group
experimentation, time series analysis)
Behaviorthat changed on the job ( observation,
behavioural assessment)
Results achieved as a result of the training ( assessing
utility and ROI, benchmarking)
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Development
Employee development consists of experiences and trainingopportunities designed to enhance employees knowledge
and skills.
The key difference between trng & devt. is that trng
addresses current performance problems, whereas devt.
focuses on preparing employees for future assignments.
Employee development tends to focus more on
senior/middle level managers. It contributes to business success as it helps in creating that
manager pool it requires to meet its changing present and
future needs.
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Development as a process in an organization involves -
Identifying managers with potential
Encouraging them to prepare and implement personal
development plans and
Ensuring that they receive the required development,
training and experience to equip them for more
demanding responsibilities within their own locations and
elsewhere in the organization.
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In order to successfully utilize a promote from within (PFW)
philosophy, companies must demonstrate a strong focus on
employee devt. to ensure that there is a steady supply of talent
to fill positions.
Of course, one potential drawback of spending time and money
on employee devt is that employees can choose to leave and
utilize those skills working for another company.
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Approaches to Management Development
The formal approaches to management developmentinclude:
Development on the job through coaching, counseling,
monitoring and feedback by managers on a continuous
basis associated with the use of performance managementprocesses to identify and satisfy development needs, and
with mentoring;
Development through work experience, which includes
job rotation, job enlargement, taking part in project teamsor task groups, 'action learning', and deputation outside
the organization;
Formal training by means of internal or external courses;
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Personality tests
Development centers - Like assessment centres
,
devt.centres are built around definitions of competence
requirements. Unlike assessment centres, however, devt.
centres look ahead at the competencies needed in the
future.
360-degree feedback systems