HRM

Assignment 1

Jayati Singh
Kumar Abhishek
Luv Walia
Mohit Rastogi
Mukul Gokhale
Nitin Rathore
Prabhjot Singh Bhatia
Deepti Bhavaraju
 TRAINING….???
• Who: The learners (think about their skills, needs and resources) and the
trainer(s).
• Why: Overall purpose of the training and why it is needed
• When: The time frame should include a precise estimate of the number of
learning hours and breaks and starting and finishing times each day.
• Where: The location with details of available resources and equipment and
how the venue will be arranged
• What: The skills, knowledge and attitudes that learners are expected to learn—
the content of the learning event (keep in mind the length of the training when
deciding on the amount of content)
• What for: The achievement-based objectives—what participants will be able to
do after completing the training
• How: The learning tasks or activities that will enable participants to accomplish
the “what for”
 METHODS OF TRAINING
• Cognitive methods are more of giving theoretical training to the trainees.
Cognitive approach provide the rules for how to do something, written or
verbal information, demonstrate relationships among concepts, etc.
• Lectures
• Demonstrations
• Discussions
• Computer Based Trainings
• Behavioral methods are more of giving practical training to the trainees.
The various methods that come under Behavioral approach are:
• Games & Simulations
– Behavior Modeling
– Games
– Case Studies
– Stimulators
– Role Plays
Knowledge Skill Attitude COMPETENCY
Technical Competencies and Skills:
• Possesses strong oral and written communication skills
• Works independently with little direct supervision
• Works as part of a team
• Accepts responsibility and is self-motivated
• Demonstrates strong work ethic to achieve academy goals
• Displays effective multi-tasking and time management skill
Administrative Competencies and Skills:
• Assists in assessing changing curricular needs and offers plans for improvement.
• Maintains effective and efficient record keeping procedures
• Performs other duties and responsibilities as assigned by their supervisor
People Competencies and Skills:
• Models professional and ethical standards when dealing with students, parents, peers,
and community
• Collaborates with peers to enhance the instructional environment

TRAINING NEEDS
• Need for Training in the Area of Personal and Social Guidance
• Need for Training in the Area of Educational Guidance
• Mediation skills – facilitation skill, dealing with other staff and facilitation
 RELATIONSHIP OF PERFORMANCE
MANAGEMENT AND TRAINING
• Training and other HRM activities aim to increase individual performance. Thus, the result leads
to higher firm performance.
• Devanna et al. (1984) model - emphasizes the interrelatedness and coherence of human
resource management (HRM) policies and performance.
• Interrelatedness and the coherence of HR practices, firm strategy and firm-level outcomes is
presented by Wright and McMahan (1992).
• They present six theoretical models from the fields of organizational theory, finance and
economics. Three of them (resource-based view of the firm, cybernetic systems, and behavioral
perspective) are considering the relationship between training and firm performance.

Though training is necessary, it needs to be mapped according to below questions:

• What is the underlying business problem
• Is the cause behind the problem is a skill gap
• Who are the personnel to be trained
• Is it the best solution
• How to support training to get maximum returns out of it.
 Firm performance
HR outcomes - Financial performance (ROI,
- Knowledge, skills, and ROA, ROE, ROS, Sales,
Training abilities Productivity, etc.)
- Attitudes, behaviors, and - Non-Financial performance
motivation (Labor Turnover, Absence,
Conflict, Quality, etc)

An appraisal system is another way of improving business

performance. It represents a good opportunity to discuss with
individual employees their strengths and weaknesses and agree
new aims and objectives with them.
 TRAINING AN OLD EMPLOYEE
Needed when
– changes are made that affect the job,
– employee’s performance drops below par,
– the worker has not mastered a particular technique.

Approach:
– Deal with people as they are (teach people not tasks), keep it simple, involve all the senses
– Reduce fear with a positive approach (inculcate confidence in the worker).
– Increase motivation:
– Emphasize whatever is of value to the learner;
– Make the program form a series of small successes,
– Build in incentives and rewards.

A positive one-on-one approach to retraining is referred as coaching.

Plan -> Present -> Trial -> Follow Up
THANK YOU