TRAINING, DEVELOPMENT & CAPACITY BUILDING

1. SUBJECT:
EDUCATIONAL MANAGEMENT

2. TRAINING,
DEVELOPMENT AND
CAPACITY BUILDING

3. INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT,
TRAINING, DEVELOPMENT &
CAPACITY BUILDING

4. INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT

5. Ω Human Resource Management is concerned with
getting better results with the collaboration of
people.
Ω It is an integral but distinctive part of management
concerned with people at work and their relationships
within the enterprise.
Ω HRM helps in attaining maximum individual
development, desirable working relationship between
employees and employers, employees and employees,
and effective modelling of human resources as

6. INTRODUCTION TO TRAINING

7. Training involves the set of
systematic procedures, as it is an
organized activity for increasing the
skills of people for a definite
purpose.

8. INTRODUCTION TO
DEVELOPMENT

9. Development is a
long-term educational process utilizing a systematic
and organized procedure by which managerial
personnel can learn conceptual and theoretical
knowledge for general purpose.

10. INTRODUCTION TO CAPACITY
BUILDING

11. Human resources capacity
building equips employees to
achieve organizational goals.

12. DEFINITION OF HUMAN
RESOURCE MANAGEMENT

13. Edwin Flippo defines- HRM as “planning,
organizing, directing, controlling of procurement,
development, compensation, integration,
maintenance and separation of human resources
to the end that individual, organizational and

14. DEFINITIONS OF TRAINING

16. defines,

17. DEFINITION OF DEVELOPMENT

18. N. G. Nair & Latha Nair has defined
development as the process of transition of an
employee from a lower level of ability, skill and
knowledge to that of higher level. This
transition is influenced by education, training,
work experience and environment. This will
improve value of individual employee in terms

19. According to C. B. Memoria , 'development
covers not only activities, which improve job
performance, but also those, which bring about
growth of personalities, help individuals in the
progress towards maturity and actualization of
their potential capacities so that they become
not only good employee but better men and

20. DEFINITION OF
TRAINING & DEVELOPMENT

21. Training and development refers to the
imparting of specific skills, abilities, and
knowledge to an employee of an
organization. The need for employee's
training is determined by employee's
performance deficiency, computed as
follows:

22. POINT OF DISTINCTION BETWEEN
TRAINING & DEVELOPMENT

23. SR. NO. POINT OF
DISTINCTION
TRAINING DEVELOPMENT
1. Contents Technical &.
Mechanical
operations
Conceptual &
philosophical
concepts
2. Participants Non-managerial
personnel
Managerial
personnel
3. Time period Short-term: one
shot affair
Long-term
continuous process

24. SR. NO. POINT OF
DISTINCTION
TRAINING DEVELOPMENT
4. Purpose Specific, job related
skills
Total personality
5. Initiative From management
External motivation
From individual
itself Internal
motivation
6. Nature of
Process
Reactive process- to
meet current needs
Proactive process–to
meet current needs

25. FEATURES OF
TRAINING & DEVELOPMENT

26. ∫ Skills
∫ Education
∫ Development
∫ Ethics
∫ Attitudinal Changes
∫ Decision Making and Problem-
Solving Skills

27. OBJECTIVES OF
TRAINING & DEVELOPMENT

28. Individ
ual
Organizati
onal
Functio
nal
Social

29. IMPORTANCE OF
TRAINING & DEVELOPMENT

30. ∆Development of Skills
∆Increases Productivity
∆Creates Team Spirit
∆Improves Organizational Culture
∆Improves Organizational Climate
∆Improves Quality of Work and Life
∆Increases Morale and Loyalty
∆Enhance Profitability

31. INTRODUCTION TO
CAPACITY BUILDING

32. Capacity can be defined as the ability of
humans, institutions and societies to perform
successfully, to identify and reach their goals,
and to change when necessary for sustainability,
development and advancement purposes (Ubels
et al., 2010). Capacity building is aimed towards
capacitating the human resources, i.e., human
competencies to become able to achieve their

33. CAPACITY BUILDING
ACCORDING TO UPDP

34. Development of conditions
that allow individual
participants to build and
enhance existing knowledge
INDIVIDUAL LEVEL

35. Community capacity building on an institutional level
should involve aiding pre-existing institutions in developing
countries. It should not involve creating new institutions,
rather modernizing existing institutions and supporting
them in forming sound policies, organizational structures,
and effective methods of management and revenue
control.
INSTITUTIONAL LEVEL

36. SOCIETAL LEVEL
Community capacity building at the societal level
should support the establishment of a more
"interactive public administration that learns
equally from its actions and from feedback it
receives from the population at large."
Community capacity building must be used to

37. OBJECTIVES OF
CAPACITY BUILDING

38. Prioritising the areas for improvement
Developing specific outcomes to achieve along
with strategies and tactics
Identifying resources required to achieve
identified outcomes
Implementing
Evaluating what worked and what did not and
what was learnt in the process

39. SIGNIFICANCE OF
CAPACITY BUILDING

40. Optimum utilisation of resources through consistent
application of research and development
Helping the organisation acquire competitive advantage in
identified fields
Facilitating long term decisions in the organisation
Providing training and guidance to facilitate development
of individual careers
Developing a database to measure and evaluate the current
working capacity of the organisation

41. PROCESS OF
CAPACITY BUILDING

42. Preparing information material to promote the
organisation's work
Developing and implementing job descriptions
Developing a formal organisational chart
Preparing and maintaining a core operating
budget

43. Developing a routine for strategic planning and
work plan management
Developing fund raising strategies and building a
donor database
Developing a database to measure, trend and
evaluate working activities

44. STRATEGIES OF
CAPACITY BUILDING

45. Participation of all stakeholders
in programme development,
implementation, monitoring and learning
Integration of economic, social and environmental
priorities within national and local policies plans and
programmes.
Information about sustainable development to help

46. CONCLUSION

47. CONCLUSION
₾ In conclusion, we all know that training and development
programs are important for an organization to develop the
employee.
₾ Training aims at continued self-development of the
employees.
₾ When the employees in an organization are developed from
time to time with all updated knowledge, then definitely
that organization will grow to a greater height.

48. REFERENCE
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Delhi,2005
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49. • Ubels, J., Fowler, A., and Acquaye-Baddoo, N. (2010). A Resource Volume on Capacity
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national workshop of the millennium civil service. Federal Civil Service Agency, Addis Ababa,
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REFERENCE

50. THANKYOU