HUMAN RESOURCE MANAGEMENT

TRAINING AND DEVELOPMENT

 TRAINING

A PROCESS WHEREBY PEOPLE ACQUIRE

CAPIBILITIES TO AID IN THE ACHIEVEMENT OF
ORGANIZATIONAL GOALS
TRAINING & DEVELOPMENT
 Training - Designed to provide
learners with the knowledge and
skills needed for their present jobs

 Development - Involves learning

that goes beyond today's job
TRAINING & DEVELOPMENT
TRAINING DEVELOPMENT
 Workers  Executives

 Current job  Current and future

jobs
 Individual driven
 Management driven
 General knowledge
 Specific job related
information
 TRAINING & DEVELOPMENT
TRAINING DEVELOPMENT

FOCUS Current Job Current & future

jobs

Individual Work group or

SCOPE
Employee organization

TIME
Immediate Long term
FREME

Fix current skill Prepare for

GOAL
deficit future work
demands
TRAINING THE NEED OF THE
TIME
 Changes in organizational
structure
 Changes in technology
 Need for more highly skilled
workers
 Changes in workforce
 Increased emphasis on learning
organizations
CHANGES AFFECTING T & D
 Changes in organizational
structure
 Changes in technology
 Need for more highly skilled
workers
 Changes in workforce
 Increased emphasis on learning
organizations
 CHANGES AFFECTING
T&D

 ORGANIZATIONAL COMPETITVENESS

 TRAINING AS A REVENUE SOURCE

 INTEGRATION OF JOB PERFORMANCE,

TRAINING AND LEARNING
 TRAINING AND
PERFORMANCE CONSULTING

DESIRED ACTUAL
RESULTS RESULTS

PERFORMANCE
GAP

DESIRED
ACTUAL
PERFORMANCE
PERFORMANCE

PERFORMANCE NEED
ANALYSIS

NON TRAINING TRAINING

ACTIONS ACTIONS
 TRAINING & PERFORMANCE
CONSULTING
•Performance Consulting – Where trainer & organizational
client work together to boost workplace performance in support of
business goals

•PC compares Desired & Actual organizational results with desired

and actual employee performance

•Revolve around integration of multi-faceted approach

–Focus on identification & addressing of root causes of
performance problems
–Recognition of Interaction of individual & organizational factors
influencing employee performance
–Documentation of actions and accomplishments of high
performers & comparison with actions of more typical
performers
 DIVISION OF HR
RESPONSIBILTIES -
TRAINING
HR Unit
 Prepares skill-training
materials
 Coordinates training efforts
 Conducts or arranges for off-
the-job training
 Coordinates career plans &
employee development efforts
 Provides input & expertise for
organizational development
MANAGERS
 Provide technical
information
 Monitor training needs
 Conduct & monitor
continuing on-the-job
training
 Continually discuss
employees’ growth &
future potential
 Participate in
organizational change
efforts
CHIEF LEARNING OFFICER

 Strategic Leader who links learning &

knowledge through training for
individual employees & organization
LINKAGE BUSINESS AND
TRAINING STRATEGIES

STRATEGIC TRAINING

• Develop employee capabilities TRAINING

BUSUNESS • Encourage change STRATEGIES &
STRATEGIES • Promote continuous learning ACTIVITIES
• Creates / shares new knowledge
• Facilitates communication
 DEVELOPING STARTEGIC
TRAINING PLAN

 STRATEGY FOR TRAINING PROGRAMS

 PLANNING
 ORGANIZE
 JUSTIFY
 TRAINING PROCESS

ASSESMENT DESIGN DELIVERY

. Analyze training methods
.Identify training objectives
and criteria
. Schedule training
. Pretest trainees
. Conduct training
. Select training methods
. Monitor training
. Plan training content

EVALUATION
.Measure training outcomes
. Compare outcomes to objectives/criteria
 SOURCES OF TRAINING
NEED ASSESSMENT

ORGANIZATION-WIDE SOURCES
. Grievances . Observations
. Accidents . Complaints JOB-BASED SOURCES
.Waste/Scrap . Exit interviews . Employee KSAs
Training Observations . Job specifications
Equipment use

INDIVAIDUAL EMPLOYEE SOURCES

. Tests . Questionnaires
. Records . Attitude surveys
Assessment centers
Performance appraisals
 STAGES FOR
ON JOB TRAINING

PREPARE THE LEARNERS PRESENT THE INFORMATION

. Put them at ease . Tell,show, question
. Find out what they know . Present one point at a time
. Get them interested . Make sure they know

DO-FOLLOW UP TRAINEES PRACTICE

. Put them on their own . Trainees perform tasks
.Check frequently . Ask questions
. Reduce follow-up as performance . Observe and correct
improves . Evaluate mastery
EXTERNAL TRAINING

OUTSOURCING OF TRAINING
TRAINING EVALUATION
 LEVELS OF EVALUATION

• observe job performance

RESULTS
• views from trainee, peer,
supervisor. Behavioural change Measure
takes time productivity,
BEHAVIOUR sales, quality,
Tests before and time, turnover,
after the training to costs
measure learning
LEARNING

REACTION
•How workers liked the Source: Kirkpatric
training
Evaluation Model
• Questionnaire & interview
 COST BENEFIT ANALYSIS

TYPICAL COSTS TYPICAL BENEFITS

. Trainer’s salary and time
. Increase in production
. Trainees’ salary and time
. Reduction in errors and accidents
. Materials for training
. Reduction in turnover
. Expenses for trainer and trainees
. Less supervision necessary
. Cost of facilities and equipment
. Ability to use new capabilities
. Lost productivity ( opportunity cost )
. Attitude changes
 MANAGEMENT
DEVELOPMENT
 Management development consists of
all means by which managers learn to
improve their behaviour and
performance

 A planned effort to improve

effectiveness of managers in present
jobs and to prepare them for higher
jobs in future
Relationship between Managerial
Level and Skill Requirement

Technical Skills

Human Skills

Conceptual Skills

Low Managerial Level High

The END