DR MALA RANI

HUMAN RESOURCE MANAGEMENT

TRAINING AND DEVELOPMENT METHODS:

TRAINING DEVELOPMENT
• ON THE-JOB
•Understudy
•Job Rotation
• ON-THE-JOB •In-Basket
•Understudy •Coaching and Mentoring
•Job Rotation •Apprenticeship
•Apprenticeship
• OFF THE-JOB
•Vestibule
• OFF-THE-JOB •Case Study
•Vestibule/Simulated •Role Playing
•Sensitivity Training
•Management Games
•Conferences and Seminars
•Management Development Programme (MDP)

UNDERSTUDY:
In this method, a superior gives training to a subordinate who he hopes will be his heir-apparent. The
subordinate learns through experience and observation by participating in handling day to day problems.
This is practiced as both lower as well as higher levels of management. For example, a potential future
CEO works as the assistant to the current CEO.

JOB ROTATION:
It is the process of training employees by rotating them through a series of related jobs. Rotation not only
makes a person well acquainted with different jobs, but it also alleviates boredom and allows to develop
rapport with a number of people. This helps to develop a versatile and multi-skilled workforce.

APPRENTICESHIP:
A structured process by which the trainee becomes a skilled worker through a mix of classroom teaching
and on-the-job training. Suitable for craftsmen, electricians, plumbers, masons, mechanics, printers, etc.

VESTIBULE/SIMULATED TRAINING:
Vestibule is a passage between the outer door and interior of a building; a lobby or a foyer. This is a
computer-based training method and is provided by special instructors, away from the shop floor. It
consists of simulators that help to train by creating a miniature version of the actual situation.
 DR MALA RANI
HUMAN RESOURCE MANAGEMENT

CASE STUDY:
Study of some real-life problems that happened in the past. Trainees are asked to resolve these past
problems through alternative solutions. This teaches the trainees that there is no single solution to a
problem and ways to explore the different approaches to solve any given problem.

ROLE PLAYING:
To understand interpersonal problems and attitude change, different roles are assigned to trainees to enact
on the basis of a given situation.
For example, Student I is the CEO, Student II is the HR Manager, Student III is the trade union leader,
Student IV is a worker and Student V a consultant. Given these roles, students may be asked to try and
enter into a Wage Agreement.

SENSITIVITY TRAINING:
In a formal and unstructured set-up, trainees sit around a table and discuss various issues, express their
opinions on said issues and favour or criticise the opinions expressed by others. This type of training
leads to:
i. Awareness about own behaviour and how others perceive it.
ii. Increased sensitivity to the behaviour of others.
iii. Better interpretation of body language.
iv. Insight into group functioning and inter-group interactions.

MANAGEMENT GAMES:
Trainees are divided into teams to compete against each other in a simulated marketplace. As a team, they
have to take decisions regarding the quantity of production, quantity of inventory, advertising budget, etc.
They also learn to face the effects of decisions taken by competitors, on their own sales. This helps to
develop problem-solving skills, planning skills, decision-making and leadership skills as well as
teamwork.
 DR MALA RANI
HUMAN RESOURCE MANAGEMENT

MANAGEMENT DEVELOPMENT PROGRAMME (MDP):

A systematic process to facilitate the overall growth of human resources, where knowledge is not only
gained but applied as well.

IMPORTANCE OF MDPS:
1. Development of executive talent.
2. Improvement in human capital quality helps the organisation to grow in size and attain the long-
term goals.
3. A low-cost investment that results in higher returns.
4. Results in in-house trained and developed suitable managers.

PROCESS OF MDP:
• Step 1 – Calculating organisational and individual needs.
• Step 2 – Measuring availability of human capital.
• Step 3 – Identifying the gap and hence, the training needs.
• Step 4 – Designing an effective MDP.
• Step 5 – Arranging appropriate resource persons.
• Step 6 – Implementing the MDP.
• Step 7 – Gathering review and feedback (for future planning).

LIMITATIONS OF MDP:
1. Results in wastage of resources if programme is not planned and implemented properly.
2. Results in wastage if expected results are not achieved.
3. Results in wastage if workers are unwilling to participate and learn.
4. Results in heavy cost if trained workers leave the organisation.
 DR MALA RANI
HUMAN RESOURCE MANAGEMENT

TRAINING METHODS (FOR MANAGERS ONLY):

ROLE SPECIFIC/SKILL-BASED TRAINING
It is the training of executives to impart skills to enable them to play various roles. It is also known as
Task-based Training. It depends on the functions that the company has to perform. As customised
training, unique roles of workers are identified and then, they are trained to perform those specific roles.
After training, the employees become able to perform those skills that are relevant to their jobs.
1. Decision-making skills
2. Planning skills
3. Organising skills
4. Leadership skills
5. Controlling skills

COMPETENCY-BASED TRAINING:
It is the training of executives to bring observable and measurable behaviour and attitude change. A
worker’s position and roles are compared with her/his strengths and weaknesses. A specific programme is
designed to enhance her/his competence or capability to perform the particular job. Once the desired
skills are imparted, the competency level of the worker is improved.
1. Personal Training – Helps to develop:
i. Vision
ii. Result-oriented
iii. Constant learner
iv. Committed, honest worker

2. Leadership and Management Training – Helps to develop:

i. Strategic thinking.
ii. Goal setting.
iii. Teamwork.
iv. Coordination.

3. HR Role Specific Training – Helps to develop:

i. Business acumen.
ii. Change manager.
iii. Staffing.
iv. Training and development.

4. HR Core Training – Helps to develop:

i. Responsible planning.
ii. Stewardship.
iii. Talent management.
iv. Counselling.