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The document outlines the comprehensive aspects of employee training, focusing on needs assessment, training methods, and evaluation. It emphasizes the necessity of training for both new hires and existing employees to enhance skills, improve performance, and prepare for career advancement. Additionally, it highlights the importance of career planning and development for employee retention and motivation within organizations.
training
- 2. • Employee training • Training need assessment • Training methods • Training evaluation • Cross-cultural training • Designing executive development program • Techniques of executive development • Career planning and development
- 3. Training? Training helps to bridge the gapExisting • Skills • Knowledge • Attitudes Required • Skills • Knowledge • Attitudes Training is expensive…..Without training it is more expensive..
- 4. Performance/Re sults Time Expected Curve Actual Curve Gap In training terms this means we need to develop programs to fill the Gap 1,000 Cars 800 Cars 200 Cars The Gap Concept
- 5. Acc. to Michael Armstrong “The systematic development of knowledge, skills and attitudes required by an individual to perform adequately a given task of job”. Acc. to Dale S. Beach “Training is the act of increasing knowledge and skills of an employee for doing a particular job.”
- 6. New candidates who join an organization are given training. This training familiarize them with the organizational mission, vision, rules and regulations and the working conditions. The existing employees are trained to refresh and enhance their knowledge. If any updates and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer implementation . The employees are trained about use of new equipment's and work methods. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job. Training is given on four basic grounds:
- 7. Improving Employee Performance Updating Employee Skills Avoiding Managerial Obsolescence Succession Planning Retaining and Motivating Employee Creating an Efficient and Effective Organization Improves morale of employees Less supervision Fewer accidents Chances of promotion. Increased productivity BENEFITS OF TRAINING
- 9. On-the Job Training Trainee Job Rotation Apprenticeship training/Paid Internship Vestibule training Coaching Temporary promotions Off-the Job Training Organizing Special Curriculum and Classes Organizing Conference and seminars Training in Education Institutions Case Study Method Incident Analysis Method Lecture Method Role Playing Method
- 10. Needs assessment Design training objectives Develop program content Implement training program Evaluate effectiveness of training program Developing Human Resources
- 12. Needs Assessment • Refers to the process used to determine if training is necessary. • Because needs assessment is the first step in the instructional design process: • If it is poorly conducted, training will not achieve the outcomes or financial benefits the company expects. 3 - 12
- 13. The Needs Assessment Process 3 - 13 Reasons or “Pressure Points Outcomes What is the Context?•Legislation •Lack of Basic Skills •Poor Performance •New Technology •Customer Requests •New Products •Higher Performance Standards •New Jobs •What Trainees Need to Learn •Who Receives Training •Type of Training •Frequency of Training •Buy Versus Build Training Decision •Training Versus Other HR Options Such as Selection or Job RedesignWho Needs the Training? In What Do They Need Training? Organization Analysis Task Analysis Person Analysis
- 14. Needs assessment involves: Organizational Analysis – involves determining: the appropriateness of training, given the business strategy resources available for training support by managers and peers for training Task Analysis – involves: identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks 3 - 14
- 15. Needs assessment involves: (continued) Person Analysis – involves: determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work design problem identifying who needs training determining employees’ readiness for training 3 - 15
- 16. Key Concerns of Upper- and Midlevel Managers and Trainers in Needs Assessment Upper-Level Managers Midlevel Managers Trainers Organizational analysis Is training important to achieve our business objectives? How does training support our business strategy? Do I want to spend money on training? How much? Do I have the budget to buy training services? Will managers support training? Person analysis What functions or business units need training? Who should be trained? Managers? Professionals? Core employees? How will I identify which employees need training? Task analysis Does the company have the people with the knowledge, skills, and ability needed to compete in the marketplace? For what jobs can training make the biggest difference in product quality or customer service? What tasks should be trained? What knowledge, skills, ability, or other characteristics are necessary? 3 - 16
- 17. 17 Developing and Conducting Training 1. Determine location and who will conduct the training. o Onsite facilities vs. offsite. o Inside training staff vs. outside vendors. 2. Develop training curricula. Based on job/task analysis and individual needs. 3. Select training methods. o Considering learning principles. o Consider appropriateness and cost.
- 18. “ the process of collecting the outcomes needed to determine if training is effective”. Training evaluation Reasons for evaluating training • To identify the program’s strengths and weaknesses. • To assess whether the content, organisation and administration of the program contribute to learning and the use of training content on the job. • To identify which trainees benefited most or least from the program. • To gather data to assist in marketing programs. • To determine the financial benefits and costs of the program. • To compare the costs and benefits of training versus non-training investments. • To compare the costs and benefits of different training programs, so as to choose the best program.
- 19. Evaluating Training Effectiveness 5 Criteria - Kirkpatrick’s 1. Reaction Are participants satisfied with training? 2. Learning How much has been learned? 3. Attitude Change Did training result in attitude change? 4. Behavior change Did the learning transfer to the job? 5. Results criteria Was the training worth the cost to the company?
- 21. Employee Development Development relates to the development and growth of the employees in an organization through a systematic process. It helps in the developments of the -: Intellectual skills Managerial skills People management skills. It trains managers to understand and analyze different situations, and to arrive at and implement the correct solutions.
- 22. Knowledge Based Methods In this technique, trainees are exposed to concepts and theories, basic principles, and pure and applied knowledge in any subject area. The main aim is to make trainees aware of the fundamentals. The examples of this method are lectures, seminars, workshops, films and training, group discussions, etc.
- 23. Job rotation Multiple Management E-Learning Lesson study Consultation In-basket Methods (memo’s , letters, and reports.) Business games (groups or teams) Case studies Role play Employee Development Program
- 24. Improving the employee performance Enabling the senior manager to have overall perspective about the organization and also equipping them with necessary skills to coordinate the various units of the organization . Identifying the employees with executive talent and developing them so that they can occupy managerial position in the future. Motivating the managers to perform more effectively in accordance with the organizational goals Updating managers from time to time about the latest challenge and development s in their respective fields Improving the analytical and social areas Providing insight into conceptual issues relating to economic , technical and social areas Improving human relation skills and encouraging creative thinking Objectives of management Development
- 25. Executive Development Program Executive development programs are designed for business professionals. Through the executive development program, business executives can learn to become better leaders and gain skills that can help them develop a global business. Specific skills or abilities that business professionals can acquire through an executive development program include: Ability to function more adeptly in management roles by gaining additional confidence and knowledge Ability to apply new concepts Increases leadership skills Strengthens communication skills Ability to work with others, while assessing their skills and strengths Ability to formulate more competitive business strategies Skills in team building
- 26. Career Planning and Development
- 27. How do people choose careers? Interest Self-image Personality Family background Social background Qualification A Career can be defined as a sequence of positions, roles or jobs held by one person over a relatively long time span.
- 28. Career Planning “Career planning consists of activities and actions that you take to achieve your individual career goals” A career path is the sequential pattern of jobs that form. Career goals are the future positions that an individual strives to reach as part of a career.
- 29. How important is career planning? The top management view as a tool for succession planning The manager sees career planning as a retention And motivational tool A typical Employee views a career planning program as a path to upward mobility Win-Win situation for all
- 30. Advantages of Career Planning and Development For Individuals: 1. The process of career planning helps the individual to have the knowledge of various career opportunities, his priorities etc. 2. This knowledge helps him select the career that is suitable to his life styles, preferences, family environment, scope for self-development etc. 3. It helps the organization identify internal employees who can be promoted. 4. Internal promotions, upgradation and transfers motivate the employees, boost up their morale and also result in increased job satisfaction. 5. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and loyalty to the organization. 6. Employee will await his turn of promotion rather than changing to another organization. This will lower employee turnover. 7. It improves employee’s performance on the job by taping their potential abilities and further employee
- 31. For Organizations: - A long-term focus of career planning and development will increase the effectiveness of human resource management. More specifically, the advantages of career planning and development for an organization include: i. Efficient career planning and development ensures the availability of human resources with required skill, knowledge and talent. ii. The efficient policies and practices improve the organization’s ability to attract and retain highly skilled and talent employees. iii. The proper career planning ensures that the women and people belong to backward communities get opportunities for growth and development. iv. The career plan continuously tries to satisfy the employee expectations and as such minimizes employee frustration. v. By attracting and retaining the people from different cultures, enhances cultural diversity. vi. Protecting employees’ interest results in promoting organizational goodwill.
- 32. Objective of career planning Attract and retrain talent by offering better career growth Use HR effectively and achieve greater productivity Reduce employee turnover Improve morale and motivation Better succession planning
- 33. Typical entry-level Employee Expectation vs. Reality Expectation “I will have much freedom to work as I please” “Most of my work projects will fun.” “I will receive lot of helpful feedback from my boss” “If I do well at work, I will get good raises and promotions” “I can apply the latest technique that I learned at school” “I will be able to balance my personal needs and work life” Reality “My boss tells me what to do and how to do it.” “I have much boring, routine work” “Money and promotions are limited and factors other than performance count” “People resist new ideas that I suggest” “My job and personal goals often conflict”
- 35. 1. Self Assessment 2. Academic/ Career options 3. Relevant /Practical Experience 4. Job Search Career planning process
- 36. • Self-Assessment : The first step in the Career Planning Model involves gathering information about yourself to assist in making a decision about a career. You should develop an understanding of self including values, interests, aptitudes, abilities, personal traits, and desired life style, and become aware of the interrelationship between self and occupational choice • Academic/Career Options: The second step allows individuals to investigate the world of work in greater depth, narrow a general occupational direction into a specific one through an informed decision making process, and declare a major. • Relevant/Practical Experience: In Step III individuals evaluate occupational choices and gain practical experience through internships, cooperative education, relevant summer employment, volunteer work and campus activities. In addition, more specific decisions about occupational choices are made.
- 37. LG takes up career planning for employees – In an innovative way to beat attrition, which has hit 30 per cent across the industrial sector, LG Electronics India is taking up a 5-year programme to nurture the career of its white-collared employees. – The company has made the programme mandatory for its white-collared employees that number about 1,900. – "In this initiative all our employees will have to undergo an assessment by experts who would help them identify their weak points. During the course of the next five years they would be given thorough training in those areas. – "The senior employees will be assessed on the basis of their vision and leadership abilities. The young people will be assessed as per their functional capabilities,"
- 38. Dell supports your growth: Career development programs – Dell provides programs to power your career growth and development. Our programs help team members emerge as leaders through mentorship, encouragement, and opportunities that are just the right blend of rewards and challenges. – We invest in our people and have developed a series of special programs that enables you to pursue a career that fulfills your ambitions and potential. – From one-on-one meetings with mentors to regular 360-degree feedback and routine check-ins with a long-term career plan, these programs give you ample opportunity to carve your own path toward leadership. – Dell supports your career from the beginning by providing higher education
- 39. Issue in Career Planning – Dual Family Careers: The proportion of women in professional occupations has increased dramatically in the recent years. – Low Ceiling Careers: Some highly specialized jobs have little room for advancement in career terms. – Declining Opportunities: Career opportunities for certain jobs or categories sometimes decrease due to technological and economic changes. – Career Stages: Employees move through different career stages and their career needs change as they move from one stage to another. – Restructuring: The demands of a fast changing economy have been forcing organization to restructure and reorganize themselves. – Career Plateaus: Employees reach a plateau in their career when they feel that there in nothing else left to achieve. – Work-family Issues: Elderly parents, school going kids, a sick relative or family member, are some of the many family issues that change the career path of an employee.
- 40. – Career development is essential to implement career plan. Career development consists of personal improvements undertaken by the individual employee, training, development and educational programmes provided by the organization and various institutes. – The most important aspect of career development is that every employee must accept his/her responsibility for development. Various career development actions prove useful if an employee is committed to career development. Career Development
- 41. Process of Career Planning & Development Preparing and implementing action plan including acquiring resources for achieving goals. Formulating career strategy covering areas of change and adjustment. Establishing realistic goals both short-term and long-term. Relating specific jobs to different career opportunities. Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitude etc., and in terms of qualifications, experience and training received etc. Analysis of career opportunities both within and outside the organization. Analysis of individual skills, knowledge, abilities, aptitudes etc.
- 42. Steps involved in Career Development System Needs: -Defining the present system i.e. this step involves in the conducting a needs assessment as in a training programme. – Establishroles and responsibilitiesof employees, managers, and the organization. – Identifyneeds; establishtarget groups. – Establishcultural parameters;determineorganizationalreceptivity,support, and commitmentto career development. – Assess existing HR Programme or structure;consider possible linksto a career development programme. – Determineprior attemptsat solving the problem or need. – Establishthe missionor philosophy of the programme. – Design and implementneeds assessment to confirm the data or collect more data. – Establishindicators or criteriaof success.
- 43. Steps involved in Career Development System – 2. Vision: -The needs of the career system must be linked with the interventions. An ideal career development system known as the vision links the needs with the interventions. –Create a long-term philosophy. –Establish the vision or objectives of the programme. –Design interventions for employees, managers, and the organization. –Organize and make available career information needed to support the programme.
- 44. Action Plan: -An action plan should be formulated in order to achieve the vision. The support of the top management should be obtained in this process. –Assess the plan and obtain support from top management –Create a pilot programme –Assess resources and competencies. –Establish an advisory group. –Involve advisory group in data gathering, programme design, implementation, evaluation and monitoring Results: -Career development programme should be integrated with the organization’s on-going employee training and management development programmes. The programme should be evaluated from time to time in order to revise the programme. –Create long-term formalized approaches. –Publicize the programme. –Evaluate and redesign the programme and its components.
- 46. Expatriate • An expatriate (often shortened to expat) is a person temporarily or permanently residing in a country other than their native country. • An expatriate is an individual living in a country other than their country of citizenship, often temporarily and for work reasons. An expatriate can also be an individual who has relinquished citizenship in their home country to become a citizen of another. If your employer sends you from your job in its New York office to work for an extended period in its London office, once you are in London, you would be considered an expatriate or "expat."
- 47. REPATRIATION Career managementFinancial management Reentry shock Expatriate Training PREDEPARTURE Stress training Business issues ASSIGNMENT Culture awareness program Language skills Personal and family orientation Career planning Practical Assistance Language Skills Local mentoring
- 48. Pre-departure Phase. Employees need to receive language training and an orientation in the new country’s culture and customs. The family should be included in the orientation. Expatriates and their families need information about housing, schools, recreation, shopping, and health care facilities in the area where they will live. Experiential training methods are most effective in assignments that require significant interpersonal interaction with host nationals.
- 49. Methods of training Truly global operations means having a team of international managers who are available to go anywhere in the world. • Provide international experience to many levels of managers • Short-term development assignments ranging from a few months to several years • International job rotation • Attendance at common training and development programs held either in the parent country, or regional centers, or both • International meetings in various locations that foster interaction and personal networks
- 50. Types of Training and Development Understanding the culture of host country, enhance effectiveness, familiarization trip before formal transfer. Manager’s ability to interact, help build rapport and improve manager’s effectiveness. Adjust to day to day life in host country, establish a routine, successful adaptation, Cultural Training Language Training Practical Training
- 51. On-site Phase. Training involves continued orientation to the host country and its customs and cultures through formal programs or through a mentoring relationship. Expatriates and their families may be paired with a mentor from the host country who helps them understand the new, unfamiliar work environment and community.
- 52. Prepares expatriates for return to the parent company and country from the foreign assignment. Expatriates and their families are likely to experience high levels of stress and anxiety when they return because of the changes that have occurred since their departure. Repatriation Phase
- 53. Cross Cultural Training (CCT) • Cross-cultural preparation involves educating employees and their families who are to be sent to a foreign country. • MNC’s offer CCT to teach their expats, the host country’s appropriate norms and behavior. • CCT may be understood as any Planned intervention to increase the knowledge and skills of the expatriates to live and work effectively in a unfamiliar host country and culture.
- 54. Components of Cross Cultural Training (CCT) Preliminary visits Language training Practical assistance Cultural awareness program Job related factors Cultural knowledge and skills and facilitates expatriates’ adjustment to the host country’s culture
- 55. 55 Preliminary Visits • A well-planned overseas trip for the candidate and spouse provides a preview that allows them to: assess their suitability for and interest in the assignment introduce expatriate candidates to the business context in the host location adjust easier to the host location.
- 56. Language Training Language training is a desired component of a pre- departure program. There are three interrelated aspects related to language ability that need to be recognized. • The Role of English as the Language of World Business • Host-Country Language Skills and Adjustment • Knowledge of the Corporate Language
- 57. 57 Role of English as the Language of World Business Exclusive reliance on English diminishes the multinational’s linguistic capacity. The resultant lack of language competence has strategic and operational implications as it limits the multinational’s ability to monitor competitors and process important information. Consider including language training as a means of better communication and the avoidance of ethnocentrism.
- 58. 58 Host-Country Language Skills and Adjustment The ability to speak a foreign language can improve the expatriate’s effectiveness and negotiating ability. Language skills are important in terms of task performance and cultural adjustment. Hiring language competent staff to enlarge the “language pool” from which potential expatriates may be drawn is one answer and language training is another.
- 59. 59 Knowledge of the Corporate Language When communicating with non- English speaking segments of the corporation, the multinational adopts a common company language to facilitate reporting standardization and other control mechanisms, particularly normative control. Pre-departure training programs may need to include both language of the host country and the corporate language.
- 60. 60 Practical Assistance Pre-departure training program should provide information that assists in relocation. HRM staff can liaise with the sending line manager as well as the HR department in the foreign location to assist the family relocate. Where are we going? What can we take? Do I need a passport and visa? How about work permits? How long will it take us to get there? Money exchange? Where is the office and where is a good place to live?
- 61. 61 Job-Related Factors There are differences in the way people approach tasks and problems across different cultures, and this can have an impact on the learning process. The ability to transfer knowledge and skills in a culturally- sensitive manner perhaps should be an integral part of pre-departure training programs.