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Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
Human resource development
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Human resource development

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  • 1. Manpower Development Alzadd Lemente Prepared by:
  • 2. ORGANIZATION SuccessfulOrganization
  • 3. Two Persons in ORGANIZATION Reorientation (old employees)Orientation (New employees)
  • 4. Orientation (New Employees) To bring new employees up to speed with company policies and procedures To take the time to familiarize the employee with the company, the company’s goals, and other factors that will affect their job. To make the employee more productive and comfortable in the new position.Orientation(New employees)
  • 5. Reorientation (Old Employees)Reorientation(old employees) Another very common problem with many companies is when a business has an older, long- term employee who is being introducing to a completely new business process. It is common for the old-timers to believe there is nothing new under the sun and may rebel or now accept the fact he must continue to learn something new. Without a good training department placing into practice proper training methodology, companies will find it difficult to successfully implement a new business process at a company-wide level.
  • 6. Training Needs AnalysisIs the formal process of identifying the training gapand its related training need.Is a series of activities conducted to identifyproblems or other issues in the workplace, and todetermine whether training is an appropriateresponse.
  • 7. 3 types of Training Needs Analysis1. Organizational Needs AnalysisAccording to many training experts, attaining the objectivesof the business should be the ultimate concern of any trainingand development effort. Therefore, conducting anorganizational needs analysis should be the first step ineffective needs assessment. It begins with an examination ofthe short and long-term objectives of the organization andthe trends that are likely to affect these objectives. It caninclude a human resource analysis, analysis of efficiencyindexes, and an assessment of the organizational climate.
  • 8. 3 types of Training Needs Analysis2. Job Needs AnalysisThe specific content of present or anticipated jobs is examinedthrough job analysis. For existing jobs, information on the tasksto be performed (contained in job descriptions), the skillsnecessary to perform those tasks (drawn from jobqualifications), and the minimum acceptable standards(obtained from performance appraisals) are gathered. Thisinformation can then be used to ensure that training programsare job specific and useful.The process of collecting information for use in developingtraining programs is often referred to as job needs analysis. Inthis situation, the analysis method used should includequestions specifically designed to assess the competenciesneeded to perform the job.
  • 9. 3 types of Training Needs Analysis 3. Person Needs AnalysisA person needs analysis identifies gaps between a persons current capabilities and thoseidentified as necessary or desirable.Several approaches can be used to identify the training needs of individualsOutput Measures. Performance data (e.g., productivity, accidents, customer complaintsSelf-Assessed Training Needs. The self-assessment of training needs is growing inpopularity. Here top managers require the employee and his or her supervisor to identifywhat the business needs are for the department and the business, as well as the skill needsand deficiencies of the individual. Self-assessment is premised on the assumption thatemployees, more than anyone else, are aware of their weaknesses and performancedeficiencies. Therefore, theyre in the best position to identify their own training needs.Attitude Surveys. Attitude surveys completed by a supervisors subordinates or bycustomers or by both. , customer surveys can serve a dual role: providing information tomanagement about service and pinpointing employee deficiencies.
  • 10. 3 types of Training Needs Analysis 3. Person Needs AnalysisA person needs analysis identifies gaps between a persons current capabilities and thoseidentified as necessary or desirable.Several approaches can be used to identify the training needs of individualsOutput Measures. Performance data (e.g., productivity, accidents, customer complaintsSelf-Assessed Training Needs. The self-assessment of training needs is growing inpopularity. Here top managers require the employee and his or her supervisor to identifywhat the business needs are for the department and the business, as well as the skill needsand deficiencies of the individual. Self-assessment is premised on the assumption thatemployees, more than anyone else, are aware of their weaknesses and performancedeficiencies. Therefore, theyre in the best position to identify their own training needs.Attitude Surveys. Attitude surveys completed by a supervisors subordinates or bycustomers or by both. , customer surveys can serve a dual role: providing information tomanagement about service and pinpointing employee deficiencies.
  • 11. Things that can help for TNA identificationContext Analysis. An analysis of the business needs or other reasons the trainingis desired. The important questions being answered by this analysis are whodecided that training should be conducted, why a training program is seen as therecommended solution to a business problem, what the history of theorganization has been with regard to employee training and other managementinterventions.User Analysis. Analysis dealing with potential participants and instructors involvedin the process. The important questions being answered by this analysis are whowill receive the training and their level of existing knowledge on the subject, whatis their learning style, and who will conduct the training.Work analysis. Analysis of the tasks being performed. This is an analysis of the joband the requirements for performing the work. Also known as a task analysis orjob analysis, this analysis seeks to specify the main duties and skill level required.This helps ensure that the training which is developed will include relevant links tothe content of the job.
  • 12. Things that can help for TNA identificationContent Analysis. Analysis of documents, laws, procedures used on the job. Thisanalysis answers questions about what knowledge or information is used on thisjob. This information comes from manuals, documents, or regulations. It isimportant that the content of the training does not conflict or contradict jobrequirements. An experienced worker can assist (as a subject matter expert) indetermining the appropriate content.Training Suitability Analysis. Analysis of whether training is the desired solution.Training is one of several solutions to employment problems. However, it may notalways be the best solution. It is important to determine if training will beeffective in its usage.Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training.Effective training results in a return of value to the organization that is greaterthan the initial investment to produce or administer the training.
  • 13. THANK YOU AND GOD BLESS
  • 14. REFERENCESSusan Jackson and Randal Schuler, Managing Human Resources : A PartnershipPerspective, South-Western Publishinghttp://www.businessadmin101.com/employee_training_for_new_and_old_employees-shtml/www.discoverima.org/surveyhttp://en.wikipedia.org/wiki/Training_needs_analysishttp://www.dirjournal.com/guides/how-to-conduct-a-training-needs-analysis/http://ezinearticles.com/?The-Value-of-Annual-Re-Orientation&id=4160589

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