TRAINING AND DEVELOPMENT
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The document discusses various topics related to human resource management including orientation, training, performance management, career planning, and performance appraisal. Specifically, it defines orientation as the process of becoming familiar with a new organization. It also outlines the objectives and importance of orientation training for new employees. Performance management is discussed as an ongoing process to improve employee performance and align it with organizational goals. Various methods of training evaluation and performance appraisal are also summarized.
TRAINING AND DEVELOPMENT
- 1. HUMAN RESOURCE MANAGEMENT Module Leader : Shalu Maria Paul Module Tutor : Jerrin Elza
- 2. Orientation is the process of becoming familiar with a new place, organization, or complex process.
- 3. Orientation training is often given as part of bringing a new employee into a workplace. The purpose of such orientation is to inform the new employee of procedures to be followed and hazards to be avoided, as well as of resources that are available.
- 4. (1) To gain employee commitment. (2) To reduce his or her anxiety. (3) To help him or her understand organization's expectations. (4) To convey what he or she can expect from the job and the organization.
- 5. An induction or introduction programme should try to achieve the following objectives: To provide information about the organisation – its structure, products, rules and regulations, etc to the new employee. To build up the new employee’s confidence in the organisation and in himself so that he may become an efficient employee. To promote a feeling of belonging and loyalty to the organisation among new comers. To foster a close relationship between the new workers and the old workers and supervisors. To bring about agreement between the organisational goals and personal goals of the new employee.
- 6. To welcome a new employee. Provides essential information . Helps you get to know the employee and assess training needs. Create a Positive 1st Impression. Reduce turnover .
- 7. Training is an organised activity for increasing the knowledge and skills of people for a definite purpose. It involves systematic procedure for transferring technical know-how to the employees so as to increase their knowledge and skills for doing specific jobs with proficiency.
- 8. According to Edwin B . Flippo, “Training is the act of increasing the knowledge and skills of an employee for doing a particular job”
- 9. To increase the knowledge of workers in doing specific jobs. To impart new skills among the workers systematically so that they learn quickly. To bring about change in the attitudes of the workers towards fellow workers, supervisors and the organisation. To improve overall performance of the organisation. To make the workers handle materials, machines and equipment efficiently and thus to check wastage of time and resources. To reduce the number of accidents by providing safety training to workers. To prepare workers for higher jobs by developing advanced skills in them.
- 10. 10 Training Development Increases job skills Changes attitude For imparting specific skills For overall development Short term perspective Long term perspective Job oriented in nature Career oriented in nature Role of a trainer is important Self development important Training Vs. Development 10
- 11. Induction or Orientation Training Job Training Apprenticeship Training Internship Training
- 12. 12 Why should training be imparted to Employees? 1. Changing Technology 2. Greater Productivity 3. Stable Work Force 4. Increased Safety 5. Economical Operations 6. Quick Learning 7. Standardization of Procedures 8. Less Supervision 9. High Morale 10. Preparation of future Managers 11. Better Management 12
- 13. 1. Determining training needs 2. Selecting target group 3. Preparing trainers 4. Preparing training packages 5. Presentation 6. Performance 7. Follow up
- 14. 14 Design of a Training Programme 14 Identification of Training Needs • Organisational Analysis • Task Analysis • Human Resource Analysis Setting Training Objectives Organization of Training Programme Selection of the Trainees Training and Instructor Training Period Training Methods and Material Evaluation of Training Results
- 15. ON-THE-JOB TRAINING Coaching Under study Position Rotation
- 16. OFF-THE-JOB TRAINING. Special lecture cum-discussion Conference training Case study Sensitivity Training Special projects Committee Assignment VESTIBULE TRAINING
- 17. i. Increase in efficiency of worker ii. Reduction in labour turnover iii. Increase in discipline iv. Reduction in wastage and therefore cost of production v. Proper care of tools and equipments vi. Employee development in career terms vii. Overall efficiency in the company
- 18. 1. Increase in efficiency of worker 2. Reduced supervision 3. Reduction in wastage 4. Less turnover of labour 5. Training helps new employees 6. Union management relations
- 19. 1. Better career opportunities 2. High rewards 3. Increased motivation 4. Group efforts 5.Promotion
- 21. Evaluation involves the assessment of the effectiveness of the training programs. This assessment is done by collecting data on whether the participants were satisfied with the deliverables of the training program, whether they learned something from the training and are able to apply those skills at their workplace. There are different tools for assessment of a training program depending upon the kind of training conducted.
- 22. Evaluation acts as a check to ensure that the training is able to fill the competency gaps within the organisation in a cost effective way. This is specially very important in wake of the fact the organisations are trying to cut costs and increase globally. Some of the benefits of the training evaluation are as under:
- 23. Evaluation ensures accountability - Training evaluation ensures that training programs comply with the competency gaps and that the deliverables are not compromised upon. Check the Cost - Evaluation ensures that the training programs are effective in improving the work quality, employee behaviour, attitude and development of new skills within the employee within a certain budget. Feedback to the Trainer / Training - Evaluation also acts as a feedback to the trainer or the facilitator and the entire training process. Since evaluation accesses individuals at the level of their work, it gets easier to understand the loopholes of the training and the changes required in the training methodology.
- 24. TRAINING EVALUATION The process of examining a training program is called training evaluation. Training evaluation cheks whether training has the desired effect. Training evaluation ensures that whether candidates are able to impliment their learning in their respective work places,or to the regular work routines.
- 26. PURPOSE OF TRAINING EVALUATION Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training. Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly
- 27. Power : At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.
- 28. Before Training: The learner's skills and knowledge are assessed before the training program. During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals. After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training.
- 29. The various methods of training evaluation are: Observation Questionnaire Interview Self diaries Self recording of specific incidents
- 30. Evaluation: Self-graded Test Feedback Effectiveness of Training The degree which trainees are able to learn Instructor How to measure effectiveness of training 1. Reactions 2. Learning 3. Job Behaviour 4. Results Obj., contents, methods – good or bad The extended knowledge and skill Improvement in JB + attitude towards job High Productivity, Quality improvement reduction in Cost, Accident, Labou r Turn over, Absenteeism, Out come / Output
- 32. Management development consist of all activities by which executives, learn to improve their behavior and performance. It is designed to improve the effectiveness of managers in their present job and to prepare them for higher jobs in future. It involve all those activities and programmes which have substantial influence on changing the capacity of the individual to perform his present assignment better and in so doing are likely to increase his potential for future management assignments.
- 33. The manager must have working knowledge of the new technology. Socio-cultural environment is changing at a fast speed. The managers must have up-to-date knowledge of the socio- cultural environment to understand the behavior of people. Frequent labor-management conflicts need trained managers to bring industrial peace in the organization. To understand and meet the needs of consumers properly
- 34. A management development program is a program initiated by a company's leadership to train and retrain managers within the company's structure. This program can train employees in how to effectively manage other employees, gain product knowledge, learn negotiating, business etiquette, and filling out company- issued documents. According to Ahuja and jain, ”MDP is a programmes by which managers acquire not only skills and competencies in their present jobs but also capabilities for future managerial tasks of increasing difficulty and task”
- 35. To increase the overall knowledge and conceptual and decision making skill of managers To improve the performance of managers in their present position To introduce change in the organisation by developing managers into change agents or facilitators To provide opportunities to the managers for their career advancement
- 36. MDP On-the –job methods : Off-the-job methods : a)on-the-job coaching b)Job rotation c)Committee assignments a)Special courses b)Conference training c)Role playing d)Case study
- 37. Under this method, the immediate superior guides the subordinates about various ways and methods and skills to do the job. It is important to note that the superior only guides and does not teach ,although he extends his assistance whenever needed. Periodic feedback and evaluation are also the part of coaching activity.
- 38. It consist of systematic and co-ordinated effort to transfer an executive from job to job or plant to plant. The executive is given all the normal duties and responsibilities which go along with the job to which he is transferred. Job rotation serves to curb the feeling of superiority of one department over the others.
- 39. Under this method a committee is constituted and is assigned a subject to discuss and make recommendations. The committee has assigned objectives and responsibilities related to some aspect of the organization. It will make a study of the problem and present its suggestions to the departmental heads.
- 40. 1)Special courses The executives may be required to attend special courses which are formally organized by the enterprise with the help of experts from professional institutions. It may be noted that only the big organizations can send their executive to the management development courses run by the management institutes because the fee of these courses is very high
- 41. A conference is a group meeting conducted according to an organized plan in which the members seek to develop knowledge and understanding by obtaining a considerable participation It is an effective training device for persons in the positions of both conference member and conference leader.
- 42. Is a technique used for human relations and leadership training. Its purpose is to give trainees an opportunity to learn human relations skills through practice and to develop insight into one’s own behavior and its effect upon others.
- 43. A written problem or case is presented to a group of trainees for analyze and solution or decision making. Group members study the problem, then offer their solutions. Because of group participation group members are able to get immediate reactions to their ideas, as well as react to the ideas of others. Although groups are often led by a teacher or trainer group session can be so informal that they get off the track.
- 44. A comprehensive approach to managing effective performance Performance Management Process (PMP)
- 45. 1. Continuous Process of Identifying Measuring Developing The performance of individuals and teams and 2. Aligning performance with Strategic Goals of the organization . Performance Management
- 47. Performance Management ◦ Strategic business considerations ◦ Driven by line manager ◦ Ongoing feedback So employee can improve performance
- 48. Performance Appraisal ◦ Driven by HR ◦ Assesses employee Strengths & Weaknesses ◦ Once a year ◦ Lacks ongoing feedback
- 49. Clarify definitions of job success criteria Increase motivation to perform Increase self-esteem Enhance self-insight and development
- 50. Communicate supervisors views of performance more clearly. Managers gain insight about subordinates. Better and more timely differentiation between good and poor performers. Employees become more competent.
- 51. Clarify organizational goals . Facilitate organizational change. Fairer, more appropriate administrative actions. Better protection from lawsuits.
- 52. Lowered self-esteem Employee burnout and job dissatisfaction Damaged relationships Use of false or misleading information
- 53. Increased turnover Decreased motivation to perform Unjustified demands on managers’ resources Varying and unfair standards and ratings
- 54. Wasted time and money Unclear ratings system Emerging biases Increased risk of litigation
- 55. According to Newstrom, “It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance’’.
- 56. To fix the best salary For promotion, demotion, transfers etc To collect data To review the company policies & procedures To create & maintain a satisfactory level performance among employees To create clarification between superiors and subordinates
- 57. 1. Paired comparison 2. Graphic Rating scales 3. Forced choice Description method 4. Forced Distribution Method 5. Checks lists 6. Free essay method 7. Critical Incidents 8. Group Appraisal 9. Field Review Method 10.Confidential Report 11.Ranking 1. Assessment Center 2. Appraisal by Results or Management by Objectives 3. Human Asset Accounting 4. Behaviorally Anchored Rating scales Traditional Methods Modern Methods
- 59. Career planning is the process by which one fixes career goals and lays down the path of these goals. Its purpose is to provide continuity, order and meaning to a person’s life. From the organization point of view ,career planning means helping the employees to plan their careers in terms of their capacities within the context of organization’s need. Career planning is not an event or an end in itself, but a process of development of human resources.
- 60. To attract competent persons and to retain them in the organization To provide suitable promotional opportunities to the present work force. To enable employees to develop and make them ready to meet the future challenges. To correct mistake in employee placement. To improve motivation and morale of employees. To reduce employees dissatisfaction and turnover.
- 61. Preparation of human resources inventory Identifying individual career needs Analyzing career opportunities Matching employees need with career opportunities Formulation and implementation of training and development Review of career plan
- 62. Helps the individuals have the knowledge of various career opportunities ,his priorities,etc. It helps him select the career which is suitable to his life style,preference,family environment, scope for self development etc. It helps the organisation identify talented employees who can be promoted Internal promotion,upgradation and transfer motivates the employees ,boost up their morale and also result in increased job satisfaction
- 63. It improve employees performance on the job by tapping their potential abilities and stimulating their personal growth. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and loyalty to the organization. Each employees will await his turn of promotion rather than changing to another organization. This would lower employee turnover.
- 64. It can become a reality only when opportunities for vertical mobility are available. It is not suitable for small organizations. Systematic career planning might become difficult due to favoritism and nepotism in promotions,political interventions in appointments etc. Some career do not have score for much advancement. Employee cannot get promotions despite their career plans development in such jobs.