Human Resource Management

(HRM)
 Part Three: Developing Human Resources
1. Employee Training
2. Human Resource Development
3. Career Planning and Development
4. Employee Empowerment
 3.1. Employee Training
• Differences between Training, Education &
Development
– Training is short term, task oriented and targeted
on achieving a change of attitude, skills and
knowledge in a specific area. It is usually job
related.
– Education is a lifetime investment. It tends to be
initiated by a person in the area of his/her interest
– Development is a long term investment in human
resources.
 3.1. Employee Training
• What is Training?
– Training is defined as methods used to give employees
skills they need to perform their jobs (Dessler, 2005).
Therefore, training implies preparing an employee for an
occupation or specific skills. In this case, it has to be
narrow in its focus and be for the job, rather than
personally oriented.
– Training is usually provided to adults and is aimed at
producing an improvement in performance at work, by
addressing weaknesses in knowledge, skills, or attitudes. It
tends to be more practically focused and can take place in a
variety of environments and concerned with the acquisition
of knowledge, skills and attitudes.
 3.1. Employee Training
• What is Training?
– Training refers to the process of imparting specific skills.
An employee undergoing training is presumed to have had
some formal education. No training program is complete
without an element of education. Hence we can say that
Training is offered to operatives.
• Training Process
– Conducting needs assessment: gap identification
– Planning and carrying out the training
– Evaluating the training
 3.1. Employee Training
• Training Approaches
– On-the-Job Techniques
• On-the-job training (OJT) refers to training
methods in which a person with job experience
and skill guides trainees in practicing job skills at
the workplace. This type of training takes various
forms, including apprenticeships and internships.
– Job Instruction Training
– Job Rotation
– Apprenticeships
– Coaching
 3.1. Employee Training
• Training Approaches
– Off-the-Job Techniques
• Off-the-job training takes place usually in a
training school or appropriate facilities away from
the immediate workplace, has the advantage of
allowing the trainee to concentrate on learning the
new job without distraction.
–  Lecture
– Case Study
– Vestibule Training
– Role Playing
– Video Presentation
 3.1. Employee Training
• Training is required if there is a change in technology,
working conditions, products, inadequate performance,
shortage of staff.
• Training has many advantages for the individual and the
organization because it is expected to provide:
– A skilled pool of human resources,
– Improvement of existing skills,
– An increase in knowledge and experience of employees,
– Improved employees' motivation,
– Improved job performance,
– Improved customer service, and
– Improved personal growth and
– Opportunity for career development.
 3.1. Employee Training
• Impediments To Effective Training
– Management Commitment is Lacking and Uneven: Most
companies do not pay attention and spend sufficient budget on
training.
– Aggregate Spending on Training is Inadequate: Companies
spend minuscule proportions of their revenues on training.
– Educational Institutions Award Degrees but Graduates
Lack Skills: This is the reason why business must spend vast
sums of money to train workers in basic skills.
– Large-scale Poaching of Trained Workers: Trained
workforce is in great demand.
– Organized Labor can Help: unions are busy in attending to
mundane issues such as bonus, wage revision, and settlement
of disputes than training.
 3.1. Employee Training
• Training at the end contribute in responding to:
– Reduce dependence on hiring new employees
– Job openings to be filled internally
– Increase satisfaction
– Employee Obsolescence
– International and Domestic Workforce Diversity
– Technological change
– Employee turnover
 3.1. Employee Training
• Three Levels of Training Evaluation
– Immediate Feedback
• Survey or interview directly after training
– Post-Training Test
• Trainee applying learned tasks in workplace?
– Post-Training Appraisals
• Conducted by immediate supervisors of trainees
 3.1. Employee Training
• Tips to make training effective:
– Ensure that the management commits itself to allocate major
resources and adequate time to training.
– Ensure that training contributes to competitive strategies of
the firm.
– Make learning one of the fundamental values of the company
– Ensure that there is proper linkage among organizational,
operational and individual training needs.
– Create a system to evaluate the effectiveness of training as
discussed above.
– Ensure that a comprehensive and systematic approach to
training exists, and training and retraining are done at all
levels on a continuous and ongoing basis.
 3.2. Human Resources Development
• HR Development
– Development: Development means those learning
opportunities designed to help employees to grow.
Development is not primarily skills oriented. Instead it
provides the general knowledge and attitudes, which will be
helpful to employers in higher positions.
– Efforts towards development often depend on personal drive
and ambition. Development activities such as those supplied
by management development programs are generally
voluntary in nature.
– Development provides knowledge about business
environment, management principles and techniques, human
relations, specific industry analysis and the like is useful for
better management of a company.
 3.2. Human Resources Development
• HR Development
– It is more career-orientated than job-oriented and is
concerned with the longer term development and potential
of the individual.
– Development occurred during a person’s experience and
growth throughout a career and lifespan.
– HRD is the part of people management that deals with the
process of facilitating, guiding and coordinating work-
related learning and development to ensure that
individuals, teams and organizations can perform as
desired.
 3.2. Human Resources Development
• HR Development:
– It revolves in the development and combination of
three elements:
• Cognitive capacities: : the foundations of intelligence,
conceptualized as the processing and possession of
information in the brain and higher-order neurological
abilities
• Capabilities: the practical abilities involved in work roles,
either inherent in the person or developed through practice.
• Desired Behaviors: from motivation to ‘social skills’,
enabling social interaction, mediated by the affective; can
be conceptualized variously as attitudes, values or
‘emotional intelligence’ (EI)
 3.2. Human Resources Development
• Challenges in HRD:
– Changing workforce demographics
– Competing in global economy
– Eliminating the skills gap
– Need for lifelong learning
– Need for organizational learning
 3.3. Career Planning and Development
• A career is a pattern of work-related experiences that
span the course of a person’s life
– Career goals are the future positions one strives to reach as part
of a career. These goals serve as benchmarks along one’s career
path.
• Career has objective events, like jobs and subjective
views of work like attitudes, values, expectations.
• Careers develop over time, have multiple work
related paths and experiences. Individuals,
organizations and the environment are critical to the
development of a career
– Focus is taken away from the stereotypical idea of the
career as a stable, long-term, predictable, organization
driven sequence of vertical movements.
 3.3. Career Planning and Development
• Career development is “an ongoing process by which
individuals progress through a series of stages, each of
which is characterized by a relatively unique set of issues,
themes, and tasks.”
• There is a strong relationship between career development and
T&D activities.
• Traditionally, career development programs helped
employees advance within the organization. Today, each
individual must take responsibility for his or her career.
• The biggest challenge companies face is how to balance
advancing current employees’ careers with
simultaneously attracting and acquiring employees with
new skills.
 3.3. Career Planning and Development
• Career Path: lines of advancement in an occupational
field within an organization.
• Career development involves two distinct processes:
career planning and career management
– Career planning involves activities performed by an
individual, often with the assistance of counselors and others, to
assess his or her skills and abilities in order to establish a
realistic career plan.
– Career management involves taking the necessary steps to
achieve that plan, and generally focuses more on what an
organization can do to foster employee career development.
• Career plans can be implemented, at least in part,
through an organization’s training programs.
 3.3. Career Planning and Development
• Career Planning can be:
– Organization-Centered Career Planning:
Focuses on jobs and on identifying career paths
that provide for the logical progression of people
between jobs in the organization.
– Individual-Centered Career Planning: Focuses
on individuals’ careers rather than in
organizational needs.
 3.3. Career Planning and Development
• Individual Career Development is related with:
– Job Performance
– Exposure
– Networking
– Resignations
– Organizational Loyalty
– Mentors and Sponsors
– Key Subordinates
– Growth Opportunities
– International Experience
 3.3. Career Planning and Development
• Multiple career concept model:
– Linear – steady movement up the hierarchy
– Expert – devotion to expertise within an
occupation
– Spiral – periodic moves across related occupations
– Transitory – frequent moves across different jobs
or fields
 3.3. Career Planning and Development
• Creating Favorable Conditions
– Management Participation
• Provide top management support
• Provide collaboration between line managers and HR
managers
• Train management personnel
– Setting Goals
• Plan human resources strategy
– Changing HR Policies
• Provide for job rotation
• Provide outplacement service
– Announcing the Program
• Explain its philosophy
 3.3. Career Planning and Development
• Career Planning Process
– Self-Assessment: Examine personal interests, skills, values, and
abilities.
– Opportunity Exploration: Seek information on available job
opportunities from family, friends, online job boards, job fairs. Examine
the skills and abilities required.
– Goal Setting/Reality Checking: Decide which job/occupational
opportunities fit both personal interests and skills/abilities. Set
specific target job objectives for a defined time period.
– Action Planning: Outline all steps needed to reach a specific
career goal—formal training, internships, job search, strategy
development, network building, further career exploration, etc.
– Evaluation: Review progress on steps in the action plan, realism of
goals, and accuracy/currency of self-assessment. Revise career plan
based on new information.
 3.3. Career Planning and Development
• The Individuals Role in career development:
– Knowing what: understanding industry’s O/T and
requirements
– Knowing why: Understanding the meaning, motives and
interests
– Knowing where: Understanding boundaries for entering,
training and advancing within a career
– Knowing whom: Forming relationships that will gain
access to opportunities and resources
– Knowing when: Understanding the timing and choices
– Knowing how: Understanding and acquiring the skills
needed
 3.3. Career Planning and Development
• The Manager’s Responsibility in career development:
– Coach: Listens, clarifies, probes and defines career
concerns
– Appraiser: Gives feedback, clarifies performance standards
and job responsibilities
– Advisor: Generates options, helps set goals, makes
recommendations and gives advice
– Referral agent: Consults with the employees on action
plans and links employees to other people and resources
 3.4. Employee Empowerment
• Empowerment - giving employees authority and
responsibility to make decisions about their work without
traditional managerial approval and control
– Sharing Information and Decision-Making Authority
– Keeping them informed about company’s financial performance
– Giving them broad authority to make workplace decisions
• A primary goal of employee empowerment is to give
workers a greater voice in decisions about work-
related matters.
• Decision-making authority can range from offering
suggestions to exercising veto power over management
decisions.
 3.4. Employee Empowerment
• Benefits of Empowerment
– All employees view themselves as ‘owners’ of the
business
– Improved productivity
– Creativity & Innovation
– Customer-focus
– Faster decision-making
– Organizational learning
– Making full use of Human resources-
– “Engaging the mind of every employee”
 3.4. Employee Empowerment
• Organizational improvement through employee
empowerment
1. Empowerment can strengthen motivation by providing
employees with the opportunity to attain intrinsic
rewards from their work, such as a greater sense of
accomplishment and a feeling of importance. Intrinsic
rewards such as job satisfaction and a sense of purposeful
work can be more powerful than extrinsic rewards such as
higher wages or bonuses.
2. Employee empowerment can increase productivity is
through better decisions. Especially when decisions
require task-specific knowledge, those on the front line
can often better identify problems.
 3.4. Employee Empowerment
• Elements Of Empowerment:
– Employees receive information about company
performance
– Employees receive knowledge and skills to
contribute to the company goals.
– Employees have the power to make substantive
decisions.
– Employees understand the meaning and impact of
their jobs.
– Employees are rewarded based on company
performance.