BITS

Pilani
Pilani Campus

Chapter 8 :Training and Development, Career Management and

Talent Management
Text Book: Aswathappa K., Human Resource Management- Text and Cases, Tata McGraw
Hill, 7th Edition, 2013.
Learning Objectives

• Understand the nature and importance T&D

• Identify inputs in the programme
• Explain the process of the programme
• Understand Career Management and Talent Management

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 Training & Development
• T &D refers to the imparting of specific skills, abilities and knowledge to an
employee.
• Training refers to the process of imparting specific skills
• Development refers to the learning opportunities designed to help employees
grow
• Education is theoretical learning in class rooms
• Training and Development need = Standard performance – Actual performance

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Inputs/Components in T&D

• Skills
• Education
• Development
• Ethics
• Attitudinal changes
• Decision making skills
• Creativity
• Literacy
• Diversity
• Crisis
• Team
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T & D As Competitive Advantage

T& D can be a source of Competitive Advantage as:

 They remove performance deficiencies. May increase job satisfaction
 Supports employee retention strategies .Make employees stay long
 May decrease errors in the workplace.
 Minimize accidents, scraps and damage
 Improves individual, team and organization performance.
 Meet future employee needs.
 Increases flexibility. Improves customer service.
But true only when:
 Deficiency is caused by lack of ability rather than lack of motivation
 Individuals have the aptitude and motivation to learn to do the job better
 Supervisors and peers are supportive of the desired behavior
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Training Process

1. Needs assessment
2. Deciding on objectives of T&D
3. Designing T&D programme
4. Implementation of the programme
5. Evaluation

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Training Process
Needs assessment
a. Organisation support
b. Organisational analysis
c. Task and KSA analysis
d. Person analysis

Development of
Instructional Objectives Training validity
criteria

Selection and design of Transfer validity

instrumental programs

Intra-organisational
Training validity

Use of evaluation
Inter-organisational
models
validity

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Needs Assessment
Performance Discrepancy

Yes

Is it worth fixing

Yes

Reward/Punishment
KSA Deficiency Inadequate Feedback Obstacles in the System
Incongruence

Yes Yes Yes Yes

Choose Appropriate Remedy Change Contingencies Provide Proper Feedback Remove Obstacles

Job Aid

Training

Practice
Initiatives to Rectify Performance
Change the Job
Discrepancy
Transfer or Terminate
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Needs Assessment (TNA)

 Identifies the skills needed for employees to perform their jobs.

 Assesses existing skills.
 Identifies objectives to close any identified skills gaps.
 May be done at the individual or organizational level

Issues in Needs Assessment

 Organizational Support
 Organizational Analysis
 Task and KSA Analysis

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Methods in TNA

Group or Organizational Individual Analysis

Analysis  Performance Appraisal
 Organizational Goals and Objectives  Work Sampling
 Personnel/Skills Inventories  Interviews
 Organizational Climate indices  Questionnaires
 Efficiency indices  Attitude Survey
 Exit interviews  Training Progress
 MBO or work planning systems  Rating Scales
 Quality Circles
 Customer survey/satisfaction data
 Consideration of current and projected
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Deriving Instructional Objectives

• Provides the inputs for designing the training programme as we as for the
measures of success that would help assess effectiveness of the training
programme.

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Designing Training and Development Programme

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Training Methods

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Steps in OJT

 Prepare the trainer

 Present the operation
 Do a Tryout
 Follow up

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Learning Principles

 Employee motivation
 Recognition of individual differences
 Practice opportunities
 Reinforcement
 Knowledge of results
 Goals
 Schedules of learning
 Meaning of material
 Transfer of learning

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Implementation of the Training Programme

• Deciding the location and organizing training

• Scheduling the training programme
• Conducting the programme
• Monitoring the progress of trainees

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Evaluation of the Programme

 Need for evaluation

 Principles of evaluation
 Criteria for evaluation – Training Validity, Transfer validity, Intra-organizational
validity, Inter – organizational validity
 Techniques for evaluation
 Levels of evaluation

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Levels of Evaluation
Levels Questions being asked Measures

Accidents
Quality
Productivity
Is the Turnover
organisation or Morale
unit better because of Costs
Result Profits
the training?

Performance Appraisal
Are trainees behaving differently on the job after by superior, peer, client,
training? Are they using the skills and knowledge subordinate
Behaviour they learnt in training?

To what extent do trainees have greater knowledge or skill Written tests

after the training programme than they did before? Performance tests
Learning Graded simulations

Did the trainees like the programme, the trainers, the facilities? Do they think
the course was useful? What improvement can they suggest? Questionnaires
Reaction
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Management Development

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Career Development
Career – is progress or general course of action of a person in some profession or
in an organization
 Broader, longer time frame, wider scope.
 Training is group oriented and duration specific whereas career development is
individualized and an ongoing process
 Career Planning – process whereby an individual sets career goals and identifies
means to achieve them
 Career Development – Formal approach used by the firm to ensure that people
with proper qualifications and experience are available when needed
 Career Management – process of enabling employees to better understand and
develop their skills and interests and use them for the benefit of the organization
and self
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Roles for Career Development

 Organization
 Manager
 HR Manager
 Employee

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Career Development Initiatives

• Career planning workshops

• Career counselling
• Monitoring
• Secondments
• Personal development Plans (PDPs)
• Career workbooks

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 Career Management Process

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Talent Management

 All HR initiatives that help build competitiveness of an organization

 Talent management is the process of attracting, developing, retaining and
developing the best people
 Efforts to create a pipeline or pool of talent people and ensuring that
workforce development is inclusive, accessible and focused on developing
organizations capabilities

 Talent management seeks to align people with roles or roles with people

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Talent Management Life Cycle

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Talent Management Initiatives

 Role Design
 Talent relationship management
 Performance management
 Resourcing strategy
 Learning and development
 Career management
 Succession planning
 Coaching
 Self drive
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