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Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
Hrms chapter10
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Hrms chapter10

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  • 1. Training and Development Chapter 10
  • 2. Learning Outcome
    • Supporting goals of increased training and development with implementation and use of an HRMS.
  • 3. Role of the Training Specialist
    • Training specialists must be experienced trainers, but much more as well. They must understand the business of the organization, including its strategic context, and the implications that this has for human resources.
    • In support of all of the above the training specialist must know how to use an HRMS effectively
  • 4. HRMS Training Model
    • The strategic/business plans of the organization should translate into the need for training through demand forecasting. The internal and external availability of skilled personnel, resources, etc., on right hand side of the model gets reflected in supply forecasting; that is, what is expected to be available.
  • 5. Training Model Cont’d
    • The demand for skilled personnel should get translated into job requirements at the individual position level through task or occupational analyses.
  • 6. Training Model Cont’d
    • The potential external labour supply, as well as the knowledge and skills that they bring with them may be determined through external human resources scans (block A1).
    • The internal supply of human resources along with the knowledge and skills inherent in it should be available from the employee module of the HRMS.(block C3).
  • 7. Training Model Cont’d
    • Human resources/succession planning is used to determine how the need for human resources in the right numbers, with the right skills, doing the right things will be met.
  • 8. Training Model Cont’d
    • Human resources/succession planning (block B3) along with task/occupational analyses (block A3) may be used to define the skills required for a position, or in aggregate, for a work unit (block A4).
    • Human resources/succession planning, along with personal/performance appraisal information may also define the skills that an individual requires, or that are required across a work unit (block C3)
  • 9. Training Model Cont’d
    • Human resources/succession planning (block B3) along with knowledge of skills required to perform a job or jobs successfully (block A3), and knowledge about what skills exist or do not exist among employees (skill inventory - block C4) may be used along with training surveys of various kinds in training needs analysis to determine what training and development may be required (block B4).
  • 10. Training Model Cont’d
    • Training needs analysis, in turn, may serve as the basis for decisions about what training and development might best meet the need.
    • This may be formal courses provided in-house, external courses, or on-job training.
  • 11. Training Model Cont’d
    • Once training and development programs have been developed and implemented, procedures are required to schedule courses and attendees, to manage logistics issues, and to gather and store the results of training.
  • 12. Training Model Cont’d
    • The cost-effectiveness of training and development for the organization should be monitored continuously
  • 13. Training Management Information
    • Training and development departments in some organizations develop independent training management systems. This may arise when training and development staff:
        • require automated assistance to help them manage their training and development information, but do not have an effective central HRMS; or,
        • want direct control of the collection and use of training information.
  • 14. Training Management Information
    • Training and development modules are included as integral parts of most comprehensive HRMS.
    • Seemingly independent training and development modules may be linked to other HRMS modules to form coordinated networks.
  • 15. Training Management Information Employee Screen
    • Employee name ______________
    • Employee number ____________________
    • Position number ____________________
    • Organization Number ____________________
    • Address
        • Work ______________________________
        • Home ______________________________
    • Training and Development Required: _________________________________
    • Date Requested ____________________________
    • Priority ____________________________
    • Date Scheduled ____________________________
    • Date Completed ____________________________
    • Cost ____________________________
  • 16. Training Management Information Course Screen
    • Course Title __________________________
    • Course Code __________________________
    • Course Description _________________________
    • Course Location __________________________
    • Tuition (if any) __________________________
    • Other Costs __________________________
    • Prerequisites (if any) ________________________
    • Instructor ___________________________________
    • Method of Instruction __________________________
    • Equipment/Materials __________________________
    • Start Date ___________ End Date ________________
    • Minimum Enrollees ____ Maximum Enrollees _____
    • Enrollment Deadline _________________________
    • Number Enrolled To-date_________________________
  • 17. Training Management Information Employee/Course Mgmt Screen
    • Employee Name __________________________
    • Employee Number __________________________
    • Course Title __________________________
    • Course Number __________________________
    • Status: Enrolled___ Wait-Listed ___ Completed ___
    • Date Enrolled ________ Date Completed _________
    • Fees: Tuition Paid ____ Other Expenses Paid ____
    • End-Course Evaluation __________________________
    • _________________________________________________
  • 18. Training Management Information Applications
    • Data Storage, including:
        • lists of courses available by subject area
        • training curriculum
        • employee training and development plans
        • student course results
        • results of training
        • training location
        • training history
        • course evaluations
        • lists of instructors
        • survey results (e.g., needs analysis, org. surveys, etc.)
  • 19. Information Applications Cont’d
    • Creating class rosters
    • Course Scheduling
    • Creating training announcements and confirmation notices
  • 20. Information Applications Cont’d
    • Reports:
        • training costs, by student, per course, by organizational unit, etc.
        • numbers of employees trained by course, per year, by organizational unit, etc.
        • numbers of individuals requiring specific kinds of training and development
        • course evaluations by topic area, or by instructor
  • 21. Training Management Info Need for Documentation
    • organizations to be able to demonstrate that they have taken all reasonable precautions to safeguard the health and safety of the public, clients, and employees.
    • organizations must ensure that their employees are trained to recognize health and safety hazard, and to take corrective action. It also means that employees must be trained to respond appropriately when accidents happen.
    • The organization may be liable if it cannot demonstrate that it took all reasonable efforts to ensure that staff were qualified for the responsibilities that the organization was respecting them to perform.
  • 22. Question 1
    • Why is it that the training management information systems are becoming increasingly important as modules of a larger HRMS, or as "stand-alone" systems? What skills do you feel that training specialists need to use such tools successfully?
  • 23. Question 2
    • What are some of the relationships and divisions of responsibility that should exist with regard to training information that should exist between training specialists and human resources management information personnel? For example: Who should decide what data to gather? Who should be responsible for data input? Accessing data? Preparing reports?

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