Human Resource Management MBA

1. TRAINING AND
DEVELOPMENT
Presented by:- Presented for:-
Soni Yadav – 111 Dr. Ruchi Sinha
Mohd. Saif Alam – 130
Shweta Srivastava – 126
Gurvinder Singh – 136

2. Training.
Human resource management
regards training and
development as a function
concerned with organizational
activity aimed at bettering
the job performance of
individuals and groups in
organizational settings.

3. Development.
It is any attempt to improve
current or future employee
performance by increasing an
employee's ability to
perform through learning,
usually by changing the
employee's attitude or
increasing his or her skills
and knowledge.

4. Role of Training &
Development.
■ Increase in efficiency
■ Increase in morale of employees
■ Better human relation
■ Reduced supervision
■ Increased organizational viability and
flexibility

5. INPUTS IN
TRAINING AND
DEVELOPMENT

6. 1. Skills.
• Basic skills.
• Motor skills.
• Interpersonal
skills.

7. 2. Education.
 To teach theoretical concepts.
 Develop a sense of reasoning and judgement.
3. Development.
 Less skill oriented
 Stresses on overall knowledge about business
environment, principles, techniques, human behaviour
etc.

8. 4. Ethics.
 To maintain decorum in the organisation.
 To make the employees or trainees understand the
difference between ethical and unethical behaviour.
5. Attitudinal changes.
 To change the negative attitude of employees into
positive attitude.
 To make the employees or trainees feel more
motivated, committed, satisfied etc.

9. 6. Decision making
and problem solving
skills.
Methods and techniques for
making organisational
decisions and solving work
related problems.
Typically provided to:
 Managers.
 Supervisors.
 Professionals.

10. 7.Creativity.
3 popular techniques
used to induce
creativity in
individuals:
 Brainstorming.
 Grid analysis.
 Lateral thinking.

11. 8. Literacy.
 Corporate language.
 Accent neutralisation (MTI).
9. Crisis.
 Training needs to be focused also on these dimensions:
 Accidents
 Unethical acts.
 Violence and even killings.

12. 10. Diversity.
 Regions.
 Religions.
 Cultures.
 Languages.
 Age groups.
 Genders.

13. 11. Teams.
 For better interaction
between employees.
 Helps in completion of
projects in effective
manner.
 Build relationships.

14. TRAINING
METHODS

15. On The Job Training:
1. Coaching.
It is one to one training process. It helps in
identifying the weak areas of the employee and
personally focusing on them.
2. Job instruction.
This method includes training through step by step.

16. 3. Job rotation.
It is a process of rotating
employees through a series
of related jobs. Rotation
must be logical

17. 4. Internships.
In this new individuals
are provided with the
thorough instructions
and practical aspects.

18. Off the Job Training:
1. Case study.
The case study is a method which provides descriptive
situations which stimulate trainees to make decisions. The
purpose of the case method is to make trainees apply what
they know, develop new ideas to manage a situation or solve a
problem.
2. Role playing.
Role playing is an active learning technique in which
employees act out situations under the guidance of a trainer.
In each scenario, employees take on a role and act out the
scene as though it were real.

19. 3. Conference or
lectures.
Lectures and conferences are
the traditional and direct
method of instruction. Every
training programme starts
with lecture and conference.
It’s a verbal presentation
for a large audience.
However, the lectures have to
be motivating and creating
interest among trainees. The
speaker must have
considerable depth in the
subject.

20. 4. Vestibule.
Vestibule Training is a
term for near-the-job
training, as it offers
access to something new
(learning). In vestibule
training, the workers are
trained in a prototype
environment on specific
jobs in a special part of
the plant.

21. THANK YOU!