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Training and development_Human Resource Management

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Training and development_Human Resource Management

  1. 1. People acquire { Knowledge Skills Abilities { Training to perform jobs or developing additional skills Traditional Training Evaluated on  No. of Programs  No. of Hours  Training Activity in the Company
  2. 2. People acquire { Organization Knowledge Skills Abilities { Training to perform jobs or developing additional skills High Leverage Training Objectives Strategic Business Goals Employee
  3. 3. Why ? Organizations. Individual. Human relations. A desire to reduce the scrap & improve quality. TRAINING is EXPENSIVE without training its MORE Expensive.
  4. 4. Factors Influencing Training Economic Cycles Down sizing the work force to reduce the cost Globalization -Off shoring Cross -cultural training TQM Latest Technology
  5. 5. Who Provides Training Trainers Managers Employee Experts In-House Consultants Outsource But Why ? Reduce Costs Access to Talent Mitigate Risk Training is Not Core Business Training Outsourcing Companies Cognizant, Accenture, IBM, etc.,
  6. 6. Training Design Process ReAnalysis
  7. 7. Conclusion Steven Covey's book “7 Habits of Highly Effective People” A woodcutter How can I ? I have no time!! Can't you see I am too busy sawing?? Skills , Tools , Creativity gets BLUNT Training and Development helps in sharpening our saws
  8. 8. Disclaimer – “This “Introduction to Training & Development” is prepared simply for practicing presentation-skills and understanding “slideshare’s online platform. – All content is simply for the learning purpose. – We don’t claim accuracy or complete information. All information is presented just for overview. – Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.

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