human resource mangement- man

8/9/2019 Human Resource Mangement- MAN

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Human Resource Management

Training&

Development


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OBJECTIVES:

To prepare the employees both new and old to meet the present aswell as the changing requirements of the job and the organization

To impart new entrants the basic knowledge and skill they need for

an intelligent performance of definite job

To prepare employees for higher level tasks

To broaden the minds of senior managers by providing them with

opportunities for an interchange of experiences within and outside

with a view to correcting the narrowness of outlook that may arise

from over specialization.

To ensure smooth and efficient working of the organization.


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SCOPE OF HRMThe scope of HRM is from Entry to the Exit of an employee in the organization.

Scope of HRM can be described based on the following activities of HRM.

Based on these activities we can summarize the scope of HRM into 7different categories as mentioned below afterthe activities.

HRM Activities

HR Planning

Job Analysis

Job Design

Recruitment &selection

Orientation &

Placement

Training &Development

Performance

Appraisals

Compensation &

remuneration

Motivation

Communication

Welfare

Industrial Relations


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TrainingTraining is the act ofincreasing the knowledge and skills of an employee for doing a particular job.

Training is a short-term educational process and utilizing a

systematic and organized procedure by which employees learn technical

knowledge and skills for a definite purpose

Importance of TrainingThe importance of training and development to a larger extent

depends on human resource development. Training is most important

technique of human resource development. Training develops human skills

and efficiency. Trained employees would be a valuable asset to an

organization. Organizational efficiency, productivity, progress anddevelopment to a greater extent depend on training. Organizational

objectives like viability, stability and growth can also be achieved through

training.


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Benefits of TrainingHelps remove performance deficiencies in employees

Greater stability, flexibility and capacity for growth in an organization

Accidents, scraps and damages to machinery can be avoided

Serves as effective source of recruitment

Reduces dissatisfaction, absenteeism, complaints and turnover of employee

Provides a good climate for learning, growth and co-ordination

Improves labour management relations

Aids improving organizational communication

Helps employees adjust to change and Improves the moral of the workforce

Develops a sense of responsibility to the organization for being competent andknowledgeable

It is an investment in HR with a promise of better returns in future


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DEVELOPMENT

This is more than training and refers to the learning opportunities

design to help employees grow. It provides the employees broader

learning which may be utilized in a variety of sitting and for future jobs.

In some cases it can be a combination of training and development.

As global competition increases, training programs for managementare becoming more educational in scope. An example of development is

the problem of technical versus managerial expertise allowing for

promotion of both and not creating dead-end jobs. This is developing

dual career path allowing both groups promotional and development

opportunities. This is quite common in IT departments. By creating two

career development paths-one by the traditional route of assumingmanagement responsibility and the other b moving up in technical

ladder-this helps to cut turnover while building a more efficient ITgroups.


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Training Development Training is skills focused Development is creating learning abilities

Training is presumed to have a formal

education

Development is not education dependent

Training needs depend upon lack or

deficiency in skills

Development depends on personal drive and

ambition

Trainings are generally need based Development is voluntary

Training is a narrower concept focused on

job related skills

Development is a broader concept focused

on personality development

Training may not include development Development includes training wherever

necessary

Training is aimed at improving job related

efficiency and performance

Development aims at overall personal

effectiveness including job efficiencies

Difference between Trainingand Development


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Process of Training


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Take feedback

form thetrainees

Job &

OrganizationalAnalysis

Evaluate the

Trainee(s)

Prepare the

Instructor

Design the

Training Needs

Prepare the

Trainee

Design Training

Content, teachingmethods & media

Prepare cost

budget {Cost

benefit analysis}

Identify

Training

Needs

Get ready to

teach

Present the

operations

Gain the

acceptance of

the programme

Implement the

training

programme

Update the

programme

Evaluate the

results Process of Training


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Determining Of Training Needs

BASED ON: AS DISCOVERED BY: TO DETERMINE---

ANALYSIS OF EMPLOYEES 1. What is the problem

ORGANIZATIONAL A. Asking SUPERVISORS or situation that makes

PROBLEMS AND CONDITIONS TOP MANAGEMENT us want to do something?

STAFF OFFICIALS

ANALYSIS OF EMPLOYEES EMPLOYEES 2.What causes the problem?

PERFORMANCE, PROBLEMS, B. Observing their work,

AND POTENTIAL work flow andrelationships 3. Exactly what do we

really want?

4. What do we have now?

RECORDS & REPORTS

PUBLIC REACTION TO 5. What do we lack?

SERVICE JOB (JOB ANALYSIS)

C. Studying POLICIES

ORGANIZATION 6.Which ofthese lacks/need

STRUCTURE have greatest priority?

PROGRAM PLANS


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Individual Training Needs Identification Methods

Performance Appraisals

Interviews

Questionnaires

Attitude Surveys

Informal Observation

Group Discussions

Training Progress Feedback

Work Sampling

Rating Scales


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Need For Training

Individual level

To match employee specifications with the job requirementsTechnological advances

Diagnosis of present problems and future challenges

Improve individual performance or fix up performance deficiency

Improve skills or knowledge or any other problem

To anticipate future skill-needs and prepare employee to handle more challenging tasksTo prepare for possible job transfers

Group level

To face any change in organization strategy at group levels

When new products and services are launchedTo avoid scraps and accident rates

To minimize resistance to change

Improve health and safety

Improve organizational climate

Prevention of obsolescence


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Training Costs

Employing trainers, and trainees,

Providing the means to learn,

Maintenance and running of training centers,

Wastage,Low level of production,

Opportunity cost of trainers and trainees etc.

The value of the training includes increased value of human

resources of both the trainee


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y JobRotation y ClassroomLectures

y Job Coaching y Audio-Visual

y Job Instruction y Simulation

y Apprenticeships y Case Studies

y Internships and Assistantships y Role Plays

y Sensitivity Trainings

Methods of TrainingOn the job training Off the job training


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Evaluation Of Training

Reaction Evaluation

Questionnaires

Mails

Feedback to training department

Outcome of Evaluation

Immediate

Intermediate

Ultimate


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Training program can also be evaluated on the basis of employee

satisfaction which in turn can be viewed on the basis of:

1.Decrease in employee turnover.

2.Decrease in absenteeism.

3.Decrease in number and severity of accidents.

4.Betterment of employee morale.5.Decrease in grievance and disciplinary cases.

6.Reduction in time to earn piece rates.

7.Decrease in number of discharge or dismissals.


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Cost-value relationship of a training program or a

training technique is helpful in:

(a) determining the priorities for training (for present and potential

managers, age structure of the trainees etc) ,

(b) matching the employee and job through training,

(c) determining the work of management sacrifices like time taken by

training

program, non-availability of staff for production during training period etc

(d) choosing the right training method


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SUMMARY


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REFERENCES:ANDRES, TOMAS D., HUMAN RESOURCE TRAINING AND

DEVELOPMENT, NEW DAY PUBLISHERS, QUEZON CITY (1980)

CORPUZ, CRISPINA R., HUMAN RESOURCE MANAGEMENT

(REVISED Ed), 2006

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