Training & development

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Training & development

  1. 1. Induction, Socialization; Training & Development HRM Lecture By: Pallavi Deshmukh
  2. 2. Placement <ul><li>After a candidate has been selected, he should be placed on a suitable job. </li></ul><ul><li>Placement is the actual posting of an employee to a specific job. </li></ul><ul><li>It involves assigning a specific rank & responsibility to an employee. </li></ul><ul><li>The placement decisions are taken by the line manager after matching the recruitments of a job with the qualifications of a candidate. </li></ul>
  3. 4. Induction/ Orientation <ul><li>Induction/ Orientation is a task of introducing the new employees to the organisation & its policies, procedures & rules. </li></ul><ul><ul><ul><li>According to Billimoria, “ Induction or orientation is the process through which a new employee is rehabilitated into the changed surroundings & introduced to the practices, policies & purposes of the organisation.” </li></ul></ul></ul>
  4. 5. Objectives <ul><li>It promotes a feeling of belongingness & loyalty to the organisation among newcomers. </li></ul><ul><li>Builds up confidence in employees </li></ul><ul><li>Introduce new colleagues, boss & subordinates </li></ul>
  5. 6. Elements of Induction <ul><li>Introductory information: Information regarding company history, product, structure, policies, rules & regulations, pay etc. </li></ul><ul><li>On the Job information: Information regarding where he is going to be placed, departmental facilities, requirements, safety measures etc. </li></ul><ul><li>Follow up Interview: A follow up interview should be arranged several weeks after the joining to answer the problems faced by the employee on the job. </li></ul>
  6. 7. Procedure Of Induction <ul><li>Time & place to report to work </li></ul><ul><li>Welcome of employee at org. by immediate boss </li></ul><ul><li>Administrative work should be completed </li></ul><ul><li>Departmental orientation should include job introduction, whom to look for help when in problem </li></ul><ul><li>Intro must be supplemented by employee handbook, employee manual, short guide tour around the plant </li></ul>
  7. 8. Problems of Induction <ul><li>New employee is overloaded with: </li></ul><ul><ul><li>Too much of information in short time </li></ul></ul><ul><ul><li>Forms to complete </li></ul></ul><ul><li>Employee is given menial (tedious) tasks that discourages employee </li></ul><ul><li>Employee may develop wrong perceptions because of short time spent on each job. </li></ul>
  8. 9. Socialization HRM
  9. 10. Socialization <ul><li>Meaning of Socialization: </li></ul><ul><li>S ocialization in an organisational context is basically a process of adaptation to a new culture of the organisation. </li></ul>
  10. 11. Types of Socialization Programme <ul><li>Formal / Informal: </li></ul><ul><li>New employees may be put directly into their jobs, with no effort made to differentiate them from those who have been doing the job for a considerable length of time. </li></ul><ul><li>Individual v/s Collective: </li></ul><ul><li> The socializing programme can be individual specific or for a group of new entrants. </li></ul>
  11. 12. Training & Development HRM
  12. 13. Training & Development <ul><li>Training = Altering behavior </li></ul><ul><li>Development = Increasing knowledge </li></ul><ul><li>Learning = Permanent change in behavior </li></ul><ul><li>Training is a process of learning a sequence of programmed behaviour. It tries to improve their performance on the current job or prepare them for an indented job. </li></ul>
  13. 14. Need For Basic Purposes Of Training To Increase Productivity : Because of training , instruction can help employees increase their level of performance on their present assignment. To Improve quality : Better informed employees are less likely to make operational mistakes. To Help a Co. fulfill its future personnel needs : It leads to less changes & adjustments in the event of sudden personnel alternation.
  14. 15. To Improve Organisational Climate : To improve health & safety : Proper training can help prevent industrial accidents. Obsolescence (becoming outdated) Prevention : It foster (promote growth) the & initiative creativity of employees & help to prevent manpower obsolescence. Personnel Growth : Employee on personal basis gain individually from their exposure to educational experiences. Need For Basic Purposes Of Training
  15. 16. Steps in Training Programmes 1. Identifying Training needs 2. Getting ready for the job 3. Presentation of the learner 4. Presentation of operations & knowledge 5. Performance try out 6. Follow up
  16. 17. Steps in Training needs <ul><li>Identifying Training needs: It must be on the basis of organisational analysis, operational analysis & individual analysis. </li></ul><ul><li>Getting ready for the job: Under this step, it is to be decided who is to be trained – new comer or old employee, supervisor or manager. </li></ul><ul><li>Preparation of the learner: It includes putting the learner at ease, stating the importance & ingredients of job, explain the process of training, familiarizing him with the equipment, materials, tools, & trade terms. </li></ul><ul><li>Presentation of operation & knowledge: The trainer should clearly tell show, demonstrate & question in order to put over the new knowledge & operations. </li></ul><ul><li>Performance try out: Under this, the trainee is asked to go through the job several times slowly, explaining him each step. Mistakes are corrected. </li></ul><ul><li>Follow – Up: This step is undertaken with view to testing the effectiveness of training efforts. </li></ul>
  17. 18. Training Methods & Techniques <ul><li>On the job training: Duration may be 1 week or 45 days to 1 year. </li></ul><ul><li>Vestibule/ Training centre training/ Simulation: It duplicates the job situation in a company classroom. Where equipment & machine training is being imparted. </li></ul><ul><li>Demonstration & Examples: the trainer describes & displays something when he teaches an employee how to do something by actually performing the activity. </li></ul><ul><li>Apprenticeship: In technical areas apprenticeship training is the oldest & commonly used method, here each apprentice is given a programme of assignments according to a pre determined schedule. Duration is 2 – 3 yrs </li></ul><ul><li>Class Room Methods: </li></ul><ul><ul><ul><ul><li>Lectures </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Conference </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Case Study </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Role Playing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Programmed Instruction </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Audio Visual </li></ul></ul></ul></ul>
  18. 19. Development HRM
  19. 20. Nature of Development <ul><li>Training of employees: </li></ul><ul><li>Employees are trained after being posted. </li></ul><ul><li>Transfer of employees- This is done according to employees ability, competency & experience, & according to the needs of org. </li></ul><ul><li>Evaluation of employees qualities: </li></ul><ul><li>Employees performance is being evaluated & verified his suitability for the job. </li></ul><ul><li>Promotion of employees- This is done on the basis of merit & seniority of employee. </li></ul>
  20. 21. Objective of employee development <ul><li>Securing continued supply of competent working force: </li></ul><ul><li>Optimum utilization of human resources: </li></ul><ul><li>Developing technical & administrative skill: </li></ul><ul><li>Prevention of managerial obsolescence: </li></ul>
  21. 22. Range of management development Traditional lectures, LCD & OHP lecturer, chart lecture, dinner meeting lecture E) Leader – centered instruction: (Structured & controlled by the instructor, a more or less authoritarian directive) <ul><li>Discussion- guided or directed </li></ul><ul><li>Case discussion </li></ul><ul><li>Problem solving conferences, syndicates, brain storming, buzz sessions </li></ul><ul><li>Role playing, Stimulated group activities: </li></ul><ul><ul><li>Business games, In basket games, exercises, workshops </li></ul></ul>D) Student centered Instructions: (Permissive & democratic) <ul><li>Planned reading </li></ul><ul><li>Correspondence courses </li></ul><ul><li>Programmed instruction (PI) </li></ul><ul><li>Computer aided instruction (CAI) </li></ul><ul><li>News letter, manuals, handouts, TV lessons; </li></ul>C) Student on his own: (Self- teaching but structured/ controlled by the instructor) Night school/ college on leave to attend short term Programmes. B) Individual Off the job: (mid- stream education, different methods) <ul><li>Coaching & counseling; </li></ul><ul><li>Job rotation, assistant to positions; </li></ul><ul><li>Under study: </li></ul><ul><li>Task force assignment; </li></ul><ul><li>Junior Board or Committee members </li></ul>A) Individual On the job technique: (Guided & controlled experience under line managers)
  22. 23. Distinction between T & D Long term Short term When? General Knowledge Specific job- related purpose Why? Theoretical, conceptual ideas Technical & mechanical operation What? Managerial personnel Non- Managerial personnel Who? Development Training Learning Dimensions
  23. 24. tImE...... oUt...... NOW TIME

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