Strategic Hrm Training Development A Batch


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Strategic Hrm Training Development A Batch

  1. 1. Strategic Human Resource ManagementTRAINING AND DEVELOPMENT<br />Presented by : Group- 9<br />ANSAR C.B No:10<br />BINU K.S No:15<br />JOYCEE SPJ No:28<br />PRINCE THOMAS No:39<br />SONA MATHEW No:51<br />
  2. 2. What is SHRM<br /> Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.<br />
  3. 3. Strategic HRM has been defined as:<br /> “ All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of business”<br />
  4. 4. Strategic human resource management<br /> Concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need.<br /><ul><li>The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals is
  5. 5. concerned with explaining how HRM influences organizational performance</li></li></ul><li>Strategic human resource management<br />* Strategy defines organization's behaviour and how it tries to cope with its environment.<br />* If HRM is a coherent approach to the management of people,<br /> strategic HRM implies what is done on a<br /> planned way that integrates organizational goals with policies and action sequences.<br />
  6. 6. Traditional HR Versus Strategic HR<br />
  7. 7. Approaches of the SHRM, <br /><ul><li>Attempts to link Human Resource activities with competency based performance measures
  8. 8. Attempts  to link Human Resource activities with business surpluses or profit </li></li></ul><li>Benefits of SHRM<br />1. Identifying and analyzing external opportunities and threats that may be crucial to the company's success.<br />2. Provides a clear business strategy and vision for the future.<br />3. To supply competitive intelligence that may be useful in the strategic planning process.<br />4. To recruit, retain and motivate people.<br />5. To develop and retain of highly competent people.<br />
  9. 9. Benefits of SHRM<br />6. To ensure that people development issues are addressed systematically.<br />7. To supply information regarding the company's internal strengths and weaknesses.<br />8. To meet the expectations of the customers effectively.<br />9. To ensure high productivity.<br />10. To ensure business surplus thorough competency<br />
  10. 10. Barriers to Strategic HR<br />Short-term mentality/focus on current performance<br />Inability of HR to think strategically<br />Lack of appreciation for what HR can contribute<br />Failure to understand line managers’ role as an HR manager<br />Difficulty in quantifying many HR outcomes<br />Perception of human assets as higher-risk investments<br />
  12. 12. CONTENTS<br />DEFINITION<br />MODEL<br />ROLE<br />PURPOSE<br />STEPS<br />METHODS<br />
  13. 13. Training-definition<br />“Any attempt to improve employee performance on a currently held job or one related to it.”<br />Training refers to the methods used to give new or present employees the skills they need to perform their jobs. It is the act of increasing the knowledge and skills of an employee for a particular job.<br />
  14. 14. Training <br /><ul><li> imparts specific skills for specific jobs
  15. 15. Job oriented
  16. 16. Offered to both new and old employees
  17. 17. Continuous and never-ending process
  18. 18. Focus on the immediate period to help fix any current deficits in employee’s skills</li></li></ul><li>Development <br />Learning opportunities designed to help employees grow.<br />Refers to the nature and direction of change induced in employees through training and education.<br />It is the overall development of the competency of the managerial personnel in the light of the present requirement.<br />Focus on long term-to help employees prepare for future work demands<br />
  19. 19. Systems model of training<br /><ul><li>Need assessment
  20. 20. Organizational analysis
  21. 21. Job analysis
  22. 22. Person analysis
  23. 23. Development of the training program
  24. 24. Designing a learning environment for training
  25. 25. Preconditions of learning-</li></ul>Trainability<br />Support of trainees and others<br />
  26. 26. <ul><li>Conditions of the learning environment
  27. 27. Whole versus part learning
  28. 28. Massed versus spaced practice
  29. 29. Over learning
  30. 30. Goal setting
  31. 31. Knowledge of results
  32. 32. Attention
  33. 33. Retention</li></li></ul><li><ul><li>Evaluation
  34. 34. Reactions
  35. 35. Learning
  36. 36. Behavior
  37. 37. Results
  38. 38. ROI</li></ul>ROI (%) = net program benefits * 100<br /> program costs<br /><ul><li>Utility analysis</li></li></ul><li>Systems model of training<br />
  39. 39. Role of training <br /><ul><li>Increases efficiency
  40. 40. Increase in morale of employees
  41. 41. Increased organizational viability and flexibility
  42. 42. Better human relations
  43. 43. Reduced supervision</li></li></ul><li>TRAINING FOR SPECIAL PURPOSES<br />Literacy training<br />Values training<br />Diversity training<br />Training for teamwork and empowerment (work involvement programmes)<br />
  44. 44. 4 STEPS IN TRAINING AND DEVELOPMENT<br />Needs Analysis (specific levels)<br />Instructional Design (curriculum)<br />Validation<br />Implementation<br />
  45. 45. Training methods<br />Training methods are tools that enable learners acquire desired knowledge, sharpen behavioral and performance skill and develop appropriate attitudes. Employee training methods can be classified into two:<br /><ul><li>ON-THE-JOB TRAINING
  46. 46. OFF-THE –JOB TRAINING</li></li></ul><li>ON-THE-JOB TRAINING<br />Methods:<br />Job instruction training<br />Coaching<br />Programmed learning<br />Job rotation/enlargement/enrichment<br />Vestibule training<br />Simulation<br />Demonstration<br />Apprenticeship <br />
  47. 47. OFF-THE-JOB TRAINING<br />Methods:<br />Lecture method<br />Conference<br />Role playing<br />Training via CD ROM, the Internet and learning portals eg:,<br />
  48. 48. Special training programs<br />Employee orientation programs<br />Training for teams<br />Information-technology training <br />Diversity awareness training<br />Sexual harassment training<br />Creativity training<br />Training for international assignments<br />
  49. 49. THANKYOU<br />