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Effectivehrtrainingdevstrategies PDF
Effectivehrtrainingdevstrategies PDF
DEVELOPMENT STRATEGY
TRAINING AN OVERVIEW
Training if effectively managed achieves aims and
objectives of an organization.
Training is always job orientated for the development
of the general culture of the company.
Training is a process to improve aptitude skills and
abilities of the employees to perform specific jobs.
Due to rapid growth in technology fields there is a
great need for training for updating skills of employees.
To respond effectively to competition from rival
business organization in house training is given to keep
abreast with latest development in their field.
CHAPTER 1
Present day role of training.
Now a days training is a crucial element , a sound basis for modern
day management at the micro level.
It has an extensive role in
a) enhancing productivity.
b) improving organizational functions.
Definitions of training
Training is defined to be a organized activity involving systematic procedures
for transferring technical know how to the employees for increasing the
knowledge and skills of the people for a definite purpose.
Definition by Edwin B Flippo. The purpose of training is to achieve a change
in the behavior of those trained to enable them to do their jobs better. It is
equally necessary for the new as well as the old employees. Training is a
continuous process to bring a positive change in
1) knowledge
2) Skills
3) Attitude Of the workers
Contd.
CHAPTER 1
John P. Jkenny and others (1979) defined
training to help out an individual to learn how
to carry out his present job satisfactorily.
SCOPE OF TRAINING
Training vs Development
Training is often referred to as teaching specific skills and behavior.
Development in contrast is more general and more oriented to individual
needs as well as organizational needs often aimed towards management
people.
Development is to provide knowledge and understanding to people to carry
out functions such as problem solving , decision making related to people.
Training is meant for operatives and development is meant for managers.
Training improves specific skill whereas development aims in improving
total personality of an individual.
Training is a one shot deal whereas development is a continuous process.
Contd.
CHAPTER 1
Training is the result of some outside motivation whereas
development is the result of inside motivation
Training seeks to meet the current requirement of the job, it is a
reaction process whereas development is a proactive process.
Learning Training Development
Dimensions
Who Non managers managers
What Technical mechanical Theoretical
operations conceptual ideas
Why Specific job related General knowledge
information
When Short term long term
CHAPTER 1
Triggers of Training
Training programs is a stimulating process and should take
off with enthusiastic participation.
Some example of triggering are:
1) CEOs initiative with a ceremony for introduction of new technology.
2) HRD document with mission policy and action plan
3) An incentive for fast learners
4) A letter from the CEO on the subject to employees
5) Publicity for skilled persons
6) Shram shakti awards
7) Unveiling career plan for the newly trained people or new skill base.
8) Threat of lateral recruitment instead of internal promotions for higher
posts
CHAPTER 1
Benefits of training
Training offers innumerable benefits both to employees and employers.
Tips for Trainees on how to benefit from business seminars.
Plan your schedule ahead of time
Make sure what your company would like you to learn from the seminar.
Learn about the proper attire for the seminae
Network at the seminar. Bring business cards
Meet people before each session.and break the ice by making useful
conversation. Introduce yourself to the presenter.
Bring back information to the company by either making a oral
presentation or written report
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Benefits of training to a company
The major benefits are:
1) Increased productivity
2) Improved morale
3) Reduced supervision
4) Reduced accidents
5) Increase organizational stability
CHAPTER 1
The private sector is on the growth path in India and has to move from
old economy to new economy where owners and employees are
subordinated by the enterprise.
They are going for employee stock ownership scheme ,greater
representation of the employees on the board .
In order to meet the modern day challenges big business houses have
set up their own business schools and management academys like Tata
Management training centre, Reliance Management Academy etc.
Though there is technology boom in India there is a gap in setting up
technical management institutes.
The private sector cannot make any meaningful beginning on the
management development unless it starts developing existing personnel.
CHAPTER 1
HRD in Banking
Banks are key sectors of national economy and are important
public sector enterprise.
Being in service sector Banks realise the importance of HRD and
they do have brain storming sessions , idea banks at zonal centres
Human values are given greater importance.
They have schemes for career planning management
development process by rotation of staff, open and planned
appraisal systems.
In their HRD programs due importance is given to interpersonal
skill development and analysis of consumer behavior.
On the job class room , optimization of available staff, continued
education and vocational training are some good features of HRD
plans.
CHAPTER 1
Problems in Training
Despite setting up institutes various problems in respects of
training have surfaced from time to time .
Questions of appropriate organizations model , training mix ,
faculty composition, and methodology of evaluation are some
areas of trouble.
Adequacy of training budgets, interface of training objectives
with the other functionaries in the organization are some
thorny issues.
To address such problems a concerted research is initiated
on the functioning of in house training departments in PEs to
assess their performance.
CHAPTER 1
International Perspective: The Singapore Training Experience
Singapore is the best prototype of a nation that has successfully up
skilled its work force over the last 40 years.
Worlds Economic Forum has rated its labor force 1st in terms of
computer literacy and 2nd in terms of worker motivation and
availability of skilled work force.
Its education system meets the needs of a competitive economy .
Singapore is ranked 1st amongst all developing nations in terms of
number of human resource dimensions.
On education standards, comparing scores in maths and science
Singapore is ranked 1st.
On both educational and training dimensions or national human
resource development they have excellent achievements.
Contd.
CHAPTER 1
Factors contributing to the success of
Singaporean Skills development system.
The linkage between Skills Development and economic
development.
Resources
The distribution of training costs, such as wages and salaries of
the training staff and tuition reimbursements, was similar to that in
other regions. Japanese expenditures on outside providers were
also in line with other regions, at just under one third of the total.
CHAPTER 1
Japanese Training Scene : Innovative practices
Japanese employers use innovative training and work practices
similar to others around the globe.
The number of Japanese organizations providing :
Apprenticeship programs Coaching programs
Training information systems Employee involvement
Access to key business information is very similar to those in other
regions.
In other aspects of workspace learning and performance Japanese
firms led much of the world.
Japanese firms compensated employees on the basis of overall
organizational performance . They practice gain sharing, profit
sharing .
Employee stock ownership plans were twice as common in Japan.
CHAPTER 1
Japanese Training Scene: Cultural due diligence
Data says that the training methods in Japan are quite different
from those in rest of the world.
The apparent direction of disparity between Japan and other
countries is surprising. Being the recognized world leader in
workplace training and development it is anticipated that most of
the measures would be higher not lower than those of other
countries.
The true nature of unique training system that prevails in Japan
depends on the some important ways that may affect direct
comparison. They are
1) Lifetime employment.
2) A holistic approach to Development.
3) The Technology Angle. Contd..
CHAPTER 1
Japanese Training Scene,
Lifetime Employment
Japanese companies place great importance on the concept of
lifetime employment.
On entering work Japanese workers must evaluate their employers
carefully as they get few opportunities to work elsewhere.
Lifetime employment creates a unique context for the skill
development and learning opportunities.
Employers in Japan do not have to worry making substantial
investments in employees who might walk out before they recoup
the cost.
Japanese firms take a long term approach to developing their
employees.
CHAPTER 1
Japanese Training Scene; A Holistic Approach to Development
Japanese firms provide a full development process which also
includes short training events .
Employee learning in Japan can either be planned or unplanned ,
formal or informal.
They can be further subdivided into on the job or off the job
leaning.
Off-the-job formal learning is called training which is classroom
based, instructor led.
The three primary ways of employee learning in Japanese firms
are Off-the-job formal learning
On-the-job informal learning
Off-the-job informal learning. Contd.
CHAPTER 1
Japanese Training Scene,
A Holistic Approach to Development
Most of what US employees learn occurs informally during activities
as team and customer interactions,meetings, cross-training and shift
changes.
Employees of Japanese firms obtain much of their learning
informally, their proportion is substantially smaller than that of US
figured at 90%.
Sizable % of Japanese worker training happens as formal,
structured , on the job learning. This is missing from US.
According to 1998 Measurement Kit following is the statistics of
Japanese employment training.:
Informal 40% , Formal on- the- job learning 39% and Formal off- the
job learning 21%
CHAPTER 1
Japanese Training Scene,
The Technology Angle
Japanese firms differ from others in their use of learning technologies to
deliver training.
Japanese firms engage in the use of non-electronic, self paced delivery
methods more frequently
Most distance learning in Japan occurs through the mail ( correspondence
courses) rather than online.
They rely less on learning technologies than rest of the world.
Small amount of formal off-the-job training in Japan creates fewer
opportunities to use learning technologies like IT training.
In Japan the use of In US the use of
CD-ROM is 24% CD-ROM is 49
E-mail is 25% E-mail is 34%
Company internet 8% Company internet 24%
CHAPTER 1
Strategies for Effective Human Resource
Training and Development in 21st. Century
The main focus is how to link HR with business strategies.
The corporate training must be understood in terms of paradigm
shift that is taking place in Indian Industry.
Three factors have added new dimension to the need for training
in all industries , they are
1) Liberalization 2) Imbalance in demand and supply of
professional talent
3) Growing expectation of employees regarding their
professional and personal development.
Training is an effort into immediate position while
development is an effort directed towards growth.
CHAPTER 1
Classifying Employees for training
3)Stars: These are people of high potential who are performing at the
highest quadrant of the potential.
a
n
d
CHAPTER 1
The principle of the model is simple and there are three categories of the
business factors that our strategies should contain.
The 1st set of drivers are more or less permanent for the organization.
First will be the mission , vision and the values of the organization.
Secondly there will be set of values relating specifically to people
development.
Thirdly there is a need to maintain and enhance the core competencies of
the organization.
Contd.
CHAPTER 1
Contd.
CHAPTER 1
The next step is the selection of trainees which must have a strategy.
To determine the obvious target group.
Own premises
Catering costs.
Contd.
CHAPTER 1
Outsourcing the entire training function is a huge change that when handled
properly can yield improved services and decreased costs.
Due to economic pressure companies are turning to total outsourcing of HR
functions.
Training is a perfect candidate for BPO as a function , as it is administrative
and it is not seen as a revenue producer.
Outsourcing all training means comprehensive , end-to-end outsourcing of
the management function to the design ,delivery and reporting.
The success of outsourcing will depend on companys motivation, its
industry, the type of training and how the process is managed.
Contd.
CHAPTER 1
The Benefits:
Produce Cost Savings:The potential for cost saving is the initial reason for
most companies opting for outsourcing.This cost reduction is through
consolidation of services,reengineering of processes, automation of
administration and delivery etc.By outsourcing training companies can save
30 to 40 % of their training costs.
The success indicator is when employees do not realize training has been
completely outsourced.
The goal is to deliver high quality training at a reasonable price without losing
the personal touch of in-house training.
The need is to pay attention to the trend of outsourcing training; to look ways
to improve your value and decrease costs.
CHAPTER 1
Core competencies: From training for functional skills to
learning in Indian Organization
Abstract:
Most current human resource development approaches and techniques are
unsuitable for developing core competencies of knowledge workers in
competitive firms today.
In todays knowledge organization the traditional model of expertise
development is challenged and the new directions are presented.
IPE presents a framework of decision-making in firms for the development
of the employees from entry level skills to functional skills, and from there to
cross-functional and integrative and creative competencies.
Indian Organizations are yet to recognize the creative and durable
contribution of knowledge workers and invest in them as a matter of
strategic concern for business.
CHAPTER 1
Learning through experience :
The most basic finding is a larger practice effect for repeated stimulus
sequences as compared to stimuli presented in random order- even though
the performers are not told of the existence of the sequence or to try ro use
sequential constraints among stimuli.
Although the sequence learning exhibited in choice reaction tasks appears
to occur in the absence of instruction to look for or use sequential
constraints,this does not mean that the performer is unaware of what had
been learned.
To determine whether knowledge that is evident in implicit measures of
learning derived from task performance are also evident in explicit measures
of learning obtained from tests of conscious recollection.
To evaluate better whether awareness of the sequence is necessary
requirement for obtaining the performance benefit of the repeated sequence,
experiments were carried on patients suffering from amnesia . The results
indicated such learning can occur without awareness.
CHAPTER 1
Expertise and knowledge creation
While expertise draws on knowledge on one hand , it creates knowledge on
the other hand.
Explicit knowledge or coded knowledge ,as a body of organized information
can be understood at three levels. These are:
Further deeper ,one examines how such analysis was made and pays
attention to reliability ,validity and tenability of explanations by replicating the
analysis previously undertaken.
Nonaka & Takeuchi (1995) addressed the issue of tacit vs coded knowledge
and raised the importance of tacit knowledge in human endeavours.
Contd
CHAPTER 1
Contd.
CHAPTER 1
Training is a line management responsibility.
He is the one who can recognize the need for specialist advice.
In future the training officer will become much more of an internal
consultant to management.
The trainer will act as a catalyst adviser to the working group,for his
qualities of judgment and insight as of his specialized knowledge of
training techniques.
Contd..
CHAPTER 1
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