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HRM - Training & Development and Career Development

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HRM - Training & Development and Career Development

  1. 1. Training, Development and Career Advancement
  2. 2. Training & Development
  3. 3. ✗ Training refers to the process of imparting specific skills 3
  4. 4. ✗ Development refers to the learning opportunities designed to help employees grow 4
  5. 5. Inputs in Training Program
  6. 6. 6 Basic, Motor and Interpersonal Skills To teach theoretical concepts and develop a sense of reasoning and judgement Education Less skill-oriented but stresses on knowledge Development Forms attitude and behaviour Ethics Represent feelings and beliefs of individuals towards others Attitudinal changes For making organisational decisions and solving work-related problems Decision Making and Problem Solving Skills Element of freshness, originality, and novelty that is appropriate to the context Creativity Know corporate language Literacy Promotes creativity and adds to its vibrancy Diversity Accident management Crisis Project specific, for coordination Teams
  7. 7. Training process
  8. 8. 8 1. Needs Assessment 2. Driving Instructional Objectives 3. Designing Training and Development Program 4. Implementation of the Program 5. Evaluation of the Program
  9. 9. 9 1. Needs Assessment • Before committing such huge resources, organisations would do well to assess the training needs of their employees • Individual level, Group level, Task analysis • Techniques : Observation, Questionnaire, Interviews, Focus Group, Documents, Technology 2. Deriving Instructional Objectives • Provide the input for designing the training programme as well as for the measures of success
  10. 10. 10 3. Designing Training and Development Programme • Who are the Trainees? - selected on the basis of self nomination, recommendations of supervisors or by the HR department itself • Who are the Trainers? - Superior, Coworkers, HR staff, Specialist, Outside consultant, Industry association, Faculty • Methods and Techniques of Training • What Should be the Level of Learning? - basic understanding, skills development, increased operational efficiency • Learning Principles - motivation, individual differences, practice, reinforcement, knowledge of results, goal setting, schedules of learning, meaning of material, transfer of learning • Conduct of training - at the job itself, on site, off site
  11. 11. On the job training method 11 Job rotation • movement of the trainee from one job to another • eliminate boredom, encourage development • costly and time-consuming, not be feasible for some industries Coaching • placed under a particular supervisor • provides feedback, offer suggestions • not have the freedom or opportunity to express his own idea Committee Assignments • group of trainees are given and asked to solve an actual organisational problem, the trainees solve the problem jointly Apprenticeship • combines classroom education with on-the-job work under close supervision • curriculum is planned in advance and conducted in steps from day to day • e.g., job of a craftsman, a machinist, a printer, a tool maker, a pattern designer, a mechanic
  12. 12. Off the job training method 12 1. Lectures • verbal presentation of information by an instructor to a large audience • used for large audience, low cost per trainee • low popularity, one way communication, no feedback from audience, no practice 2. Audio-Visuals • television slides, overheads, video-types and films • wide range of realistic examples, controlled quality • one way communication, no flexibility 3. Programmed Instruction • information is provided to the trainee in a book form of through a teaching machine. After reading of material, the learner must answer a question about it • feedback in the form of correct answers is provided after each response • self paced, structured material • less learning, preparing books and material cost 4. E - learning • access training material from computer, laptop, mobile • high quality, self paced 5. Simulation • technique that duplicates as nearly as possible the actual conditions -- Case study - written description of an actual situation in business which provokes, in the reader, the need to decide what is going on, what the situation really is or what the problems are, and what can and should be done
  13. 13. 13 -- Role playing - assume the parts of specific personalities in the realistic situation better understanding among individuals, promote interpersonal relations -- Vestibule training - utilises equipment which closely resemble the actual ones used on the job relieve pressure to produce cost of duplicate facilities and special trainer -- Business games - teams of 5-7 members are teamed up and two or more such batches compete against each other to build a profitable virtual business --Assessment centre - each team needs to debate and arrive at workable solutions at given situation, experts observe and track the behavioural pattern difficult to duplicate pressure and realities, act differently in real life situation 6. Sensitivity Training • uses small numbers of trainees, less than 12 in a group, they meet with a passive trainer and gain insight into their own and others’ behaviour • greater openness, increased conflict - resolution skills • again resort to their old habits 7. Out bound learning • over 1-2 days at outside the workplace, involves a series of exercises, games and activities • Learning through fun 8. MOOCs • available at the click of a mouse • free, accessed on electric device, sequential manner, material, certificate
  14. 14. 14 4. Implementation of the programme • Problems - • availability of trainers • scheduling training around the work • record keeping • busy managers 5. Evaluation of the programme • Need - correcting performance deficiency, ensure that changes are due to training, useful to explain program failure, to proved that firm is benefited • Outcome - reaction, cognitive outcome, behavior and skill based outcome, affective outcome, results, ROI • Techniques - Experimental and control group, Longitudinal or time series analysis, Questionnaire
  15. 15. Career Development
  16. 16. ✗ Career is progress or general course of action of a person in some profession or in an organisation 16
  17. 17. ✗ career planning is a process whereby an individual sets career goals and identifies the means to achieve them 17
  18. 18. ✗ Career management is the process of enabling employees to better understand and develop their skills and interests and use them for the benefit of the organisation and self 18
  19. 19. Career Development initiatives 19 Career Planning Workshops Career counselling Mentoring Sabbaticals Personal Development Plans Career workbooks
  20. 20. Challenges of Career Development 20 laissez-faire attitude of the management job rotation or an overseas assignment is itself a developmental experience making promotions or lateral moves that stretch the person to the point of breaking, without proper support and a safety net moving the high potential individual from one role to another too quickly, eliminating the opportunity to learn from experience and mistakes some individuals are too ambitious, impatient and greedy
  21. 21. 21 THANK YOU !!!

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