HUMAN RESOURCE MANAGEMENT

1. MANAGEMENT OF TRAINING
PROGRAMME
Dr. Mohamed Kutty Kakkakunnan
Associate Professor
P.G. Dept. of Commerce
NAM College Kallikkandy
Kannur – Kerala – India

2. Conduct of Training Programme
After assessing the training needs and
designing of the training programme the next
stage is to organize and conduct the training
programme
In this stage the following factors need be
considered
1. Organizational training policy
2. Type of training programme
3. Participants in the training programme

3. Training and Development Policy
Every organization will have their training
policies – implied or expressed
Training policy include
– Training and development methods
– Methods of selecting trainees-
– Cost of training – different expenses
– Identification of training or resource personnel
Internal or external- both have their own merits
and demerits (Better to have a combination)

4. Conduct of the Training Programme
Decide what type of training programme to be
implemented
There are two alternatives
Organizing in-house or in-company training
programmes
External agencies
When there are large number of participants, it is
better to adopt in-house training programme
In this case the organization conducts the
programme in its own premises and makes use of
facilities available in the organizations

5. Major advantage of this method are
– Large number of employees can be trained
– Tailor made programmes suitable to the
organizational needs can be chalked out
– Minimizes the cost of training
To be more beneficial better to have both
internal external training personnel

6. External Agencies
There are several agencies engaged in providing
training and development programmes
Provide training to employees belonging to
different organisations
Reputed technical and educational institutions,
councils, professional associations etc provide
training
Such training programmes are meant for
personnel belonging to different organisations,
their cost, quality, facilities and effectiveness of
the training programme need be given special
consideration

7. Identification and Selection of Trainees
Need assessment – personal / individual analysis
Participants are to be selected in an objective
manner, there shall not be any subjectivity
Nominated by superiors – ensure that the right
person is nominated
Employees can also be selected for training on
the basis of their application
Immediately after conclusion of the training
programme, the trained personnel should be
given posting in the areas where he can make use
of the new KSA acquired through the training and
development programmes

8. ORGANIZATION AND MANAGEMENT OF
TRAINING FUNCTION
• Discuss the steps involved in organizing a
training and development programme
• Training is an abstract managerial function,
the benefit of which cannot be seen – may
take years
• Planning is an important function and the first
function of management, proper planning of
training and development programme is
essential

9. Before organizing the training programme, a manager
has to answer certain critical questions
a) Whether training should be undertaken at all?
b) What objective is the training activity likely to satisfy?
c) Who should impart training?
d) Do we need a separate department for imparting
training programme?
e) How training should be imparted to trainees?
f) How should the results be evaluated?
the above questions provide answers regarding
decisions to be made by a manager in organizing and
managing the training programme

10. Steps in organizing and conduct of a training
programme
1. Identification of training needs
2. Setting training objectives
3. Organizational set up for training
4. Training operations
5. Evaluation of training programme
IDENTIFICATION OF TRAINING NEEDS
i. Organizational analysis
ii. Task analysis
iii. Manpower or human resource analysis

11. i. Organizational Analysis
Basically a study of an organization's objectives,
resources, resource allocation and utilization,
growth potential and its environment
Purpose of organizational analysis is to determine
where training emphasis should be placed in
the organization for increasing organizational
efficiency and effectiveness
Organizational analysis involves :-
a. Objective analysis
b. Resource Utilization Analysis
c. Climate Analysis

12. a. Analysis of objectives
 Both long-term and short-term objectives and
their priorities are analyzed
 Specific goals will be set for individual
departments for achieving the overall
organizational goal
 In objective analysis these organizational goals
(objectives) are analyzed
 Through objective analysis, the management
can determine the training needs for achieving
the organizational goals and individual
departmental goals

13. b. Resource Utilization Analysis
Allocation of human and other physical resources
and their efficient utilization in meeting the
operational targets are analyzed
In this analysis, whether the firm has sufficient
qualified and competent human resources for the
efficient and effective utilization of various
resources is ascertained
Also helps to ascertain the performance of
human resources
Helps to ascertain the training needs to utilize the
various resources

14. c. Climate Analysis
Organizational climate reflects the attitude of its
members with regard to trust, loyalty, openness,
commitment to organizational goals
Organizational climate analysis helps to ascertain
whether the environment prevailing in the
organization is conducive for fulfillment of
organizational goals
This helps to ascertain whether, training is
required to enhance organizational climate,
attitude etc among the members

15. 2. Training objectives
Specific objectives
i. Increase productivity
ii. Improve quality
iii. Better human resources planning
iv. High morale
v. Better health and safety
vi. Prevention of HR obsolescence
vii. Enhance personal growth etc
Overall objective
Increased organizational effectiveness

16. 3. Organizational set up for training
Proper organizational set up is required for
efficient and effective conduct of training
programme
Thus, organizational structure, clearly laying
down the authority and responsibility of
training and development progamme should
be planned and created
Here the organization asks whether, it require
and is it feasible to have own training center
or to entrust the training programme to
outside or external parties

17. Advantages of in-house training centre
i. The training programme will be under the
direct control and supervision of an executive
ii. Special importance can be given to the
organizational objectives
iii. If training is a regular exercise, it is feasible to
have own training centre
iv. Maintain secrecy of training given to
employees
v. Effectiveness of training programme can be
evaluated without difficulty

18.  However, at present facilities for training is
available economically and more and more
transitions prefer external training
 For making training programme conducted in
in-house training, it is better to hire services
of external experts. Trainees give more
attention to what is being said by external
expert

19. However, while taking a decision on in-house
training centre the following points need be
considered
1. Support of top management
2. Amount investment required and the
organization wish to make
3. Volume of training programme
4. Continuity of training programme
5. Flexibility of training programme
6. Privacy desired in training programme

20. Organizational Structure For Training
?Organizational structure
• The exact position of the training dept. in the
organizational structure shall be specified
• Training being a staff function, there are
chances for sidelining in large organizations
(what is staff function? Is there any other
function in the organization?)

21. Typical Structure of Training Department
i). As a part of HRD
(ii) Matrix Organizations
(iii) Training By Functional Depts.
I. Can be organized as a part of the personnel (HR)
department – most organizations follow this pattern
– under the control of HR manager
-in such depts. there can be a permanent manager
in charge of training
- he is responsible for training activities
- he reports to the HRD manager
- on the basis of necessity, permanent faculty can be
hired

22. ii. In the form of matrix organizations
• Training manager may not be a specialist in functional areas
• In such case, for providing sophisticated training
programmes, it is common practice to take a manager from
the functional dept.
- Eg. Training to sales personnel, the training manager may
take the help of Marketing Manager. All the activities
related with the training will be done by the marketing
manager who belongs to another department.
- The training manager under the HRD dept. make all
arrangements for training according to the plan and design
prepared by the marketing manager
• Thus, the training activity is conducted in the form of a
matrix origination
• The training manager merely acts as a facilitator

23. iii. Training by Functional Heads
When training is not a regular exercise – authority and
responsibility of training will be given to the functional
heads
Roles and Responsibilities of Training Dept
• Roles and responsibilities shall be clearly laid down to
eliminate buck-passing
• In matrix organizations there are chances for risk of role
conflict (managers with equal status belonging to different
depts.) – may feel others infringe or interfere others
authority – such a situation is not suitable
• Shared responsibility will not fix responsibility upon no
one and everybody becomes irresponsible – consequently
training becomes ineffective

24. 4- Training Operations
- To operationalise (conduct) training
programme according to the plan and design
- From the operational angle the following steps
are to be taken:-
i. Selection of trainees
ii. Training the trainer
iii. Training period
iv. Training method
v. Actual conduct of the training programme

25. i. Selection of trainees
ii. Training the trainer
– Trainer has a key role – must competent in all
respects – professional and technical
competency
– Internal experts – better – have knowledge and
experience in various activities of the
organization
– But may not have teaching skill
– Then better to hire external experts

26. iii. Training period
– Duration of the training period must be fixed
– Depends upon the skill to be acquired – method
used for training programme
iv. Methods (discussed)
On-the-job
Off-the-job
Effectiveness of training depends upon the
methods and techniques used
Depends upon the trainer, trainee and other
contexts