Employee Development
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This document discusses training and development of employees. It defines training as providing specific skills for current jobs, while development builds leadership skills for future roles. Benefits of development include increased retention, motivation, and competencies. Approaches include formal education, in-house programs, assessments, and job experiences. Positive organizational scholarship research finds companies with compassionate leaders and positive climates have better profits, innovation and retention.
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This document discusses training and development in human resource management. It defines training and its importance, outlines the training and development process, and describes different training methods. These include on-the-job training techniques like job rotation and coaching. Off-the-job methods like case studies and role playing are also discussed. The document also covers performance management, management development, organizational development, and measuring the effects of training programs.
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Training and development involves traditional and modern approaches. Traditionally, organizations did not believe in training, but now see its importance. Training methods include cognitive and behavioral approaches. Cognitive methods impart knowledge through lectures, demonstrations, discussions, and computer-based training. Behavioral methods develop skills through games/simulations, role plays, case studies, and on-the-job training like coaching, mentoring, and job rotation. Off-the-job training includes sensitivity training, transactional analysis, and lectures to develop managers. The goal is to reduce randomness and ensure structured, organized learning.
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This chapter discusses training, development, and organizational learning. It covers the purposes of training and development including new employee orientation. It describes how to assess training needs, design programs, and use various techniques like on-the-job training. Management development and organizational development are also discussed. The chapter concludes by addressing how to evaluate the effectiveness of training and development programs.
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Mba ii hrm u-3.1 training and development
This document discusses training and development in human resource management. It defines training and its importance, outlines the training and development process, and describes different training methods. These include on-the-job training techniques like job rotation and coaching. Off-the-job methods like case studies and role playing are also discussed. The document also covers performance management, management development, organizational development, and measuring the effects of training programs.
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This slide contains information about Training and its types and various methods along with their benefits. Hope you will like it.
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TRAINING & DEVELOPMENT
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
1 training & development introduction
Training and development programs are necessary for organizations to improve employee performance as technologies and environments change. Training involves teaching technical skills to non-managers over a short period for a specific job, while development provides conceptual knowledge to managers long-term. Organizations need training to onboard new employees, introduce new techniques, and move employees between roles. Benefits include improved quality, efficiency, and reduced costs. Training needs are identified through analyzing jobs and employee skills. Objectives are to prepare, develop, and build competent employees. Programs should be evaluated against objectives to ensure the investment is worthwhile.
The coach
The document discusses coaching and what makes a good coach. It defines a coach as someone who trains a sports team or individual to help them improve. Coaching involves directing, instructing and training people to achieve goals and develop skills. Some qualities of a good coach include having knowledge of the sport, effective communication and teaching skills, the ability to motivate and inspire players, and adopting a player-centered philosophy focused on long-term development over short-term wins. The document also outlines different types of coaching styles such as authoritarian, personable, casual, intense and business-like.
Motivation & related problems
The word 'Motivation' is widely used or misused. This PPT is an eye opener for most of the managers faced with the problem of lack of motivation of their subordinates.
This is an attempt to solve their problem in a nutshell.
Employee Retention PPT ( Ram )
This document discusses employee retention and strategies for retaining employees. It defines employee retention as encouraging employees to remain with an organization for as long as possible. Key factors that influence employee retention include compensation, growth opportunities, work environment, relationships, and support. The document outlines specific retention strategies organizations can implement related to these factors, such as providing training, recognition, flexible work schedules, and career development. It emphasizes the importance of retention for reducing costs associated with employee turnover.
training and employee development
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
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This document summarizes training and development in organizations. It discusses the systems approach to training, which includes four phases: needs assessment, program design, implementation, and evaluation. The needs assessment phase involves analyzing gaps in organizational, task, and individual employee performance. The design phase considers trainee readiness, learning principles, and instructor characteristics. A variety of training methods are discussed for implementing programs for managerial and non-managerial employees. Evaluation criteria include reactions, learning, behavior change, and results. Special topics like orientation, skills, and diversity training are also mentioned.
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H.R. Professionals across the world have contributed to this discussion on "Employee Engagement Activities". This document is a Summary of the entire discussion.
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Training Methods
The document discusses different training methods used to impart skills and information to employees. It describes on-the-job training which focuses on learning while working, coaching which provides one-on-one feedback and correction, and job rotation to gain experience in multiple jobs. Other methods covered include vestibule training which simulates real work conditions, apprenticeship which combines theoretical and practical learning, lectures, discussion which encourages constructive thinking, and field trips outside the normal work environment for observation and experience.
MBA760 Chapter 03
The document summarizes key aspects of conducting a needs assessment for training programs. It discusses using organization analysis, person analysis, and task analysis to determine training needs. Methods of needs assessment include interviews, surveys, focus groups, and reviewing performance data. The needs assessment process identifies performance gaps, who needs training, training objectives, and evaluation methods. It also addresses analyzing employee characteristics like skills, motivation, and job fit to ensure training readiness and success.
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Training & Development
1. The document outlines an introduction to training and development presented by 5 students and 2 faculty members.
2. It discusses the differences between training, which focuses on short-term skills, and development, which involves long-term personality and career growth.
3. The key methods of training covered are on-the-job training, which occurs while employees work, and off-the-job training, which takes place away from the workplace through lectures and simulations.
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The document discusses training in businesses, including why it is important for productivity, quality, and adapting to change. It outlines different types of training like induction, on-the-job, and off-the-job training and how businesses can assess training effectiveness through needs analysis, appraisals, and measuring how learning transfers to work. While training has costs, it provides benefits to businesses like higher retention, motivation, and ability to implement new strategies.
Training and development
1. This document discusses various aspects of employee training and development programs. It covers the importance of training, who should conduct training, how employees learn best, developing training programs, retraining, orientation, and overcoming obstacles to learning.
2. Key aspects of developing a training program include establishing performance standards, writing training objectives, developing standard procedures, and providing check points to measure progress. Training should involve showing employees what to do as well as having them perform tasks.
3. Effective training programs actively involve employees, use relevant material presented in chunks, and provide feedback. It is important to evaluate training programs through methods like surveys, observation, and measuring changes in productivity.
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The document outlines an employee development program with the goals of improving performance quality, incorporating new technologies, developing future leaders, building relationships, and keeping employees focused on customers. The program proposes four approaches: performance appraisals to set goals and measure outcomes; formal education through on-site and off-site courses; a job rotation and mentoring program to provide experience in different roles and foster relationships; and evaluating the effectiveness of the mentoring relationships.
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The document outlines an employee development plan for the Department of Veterans Affairs' Employee Education System to improve work performance and continuing education through programs at 9 Employee Education Resource Centers across the country in order to better serve clients. It discusses the importance of development for engagement, interdependent partnering, and maintaining positivity in the workplace. Typical development initiatives and topics covered include formal education, assessments, tuition reimbursement, mentoring, communications, computer skills, customer service, and diversity training.
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Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.
Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.
Career management PPT Slides
The document discusses various organizational and individual initiatives for career planning and development. Organizational initiatives include job posting systems, mentoring activities, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career pathing programs. Individual initiatives are career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies through tools like career interest inventories. The overall purpose is to encourage employees to take responsibility for their own career development and provide them resources to effectively plan their careers.
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This document discusses employee development and provides guidance on creating an effective employee development plan. It outlines four stages of employee development based on their experience level and needs. The stages are exploration and trial, establishment and advancement, mid-career growth and maintenance, and disengagement. A sample development plan template is also included, which identifies objectives, skills to develop, an action plan, potential barriers and success measures. The document promotes using a 70/20/10 model for development, with 70% from experience, 20% from relationships, and 10% from education. Managers are encouraged to help create learning opportunities for their employees using this model.
TRAINING & DEVELOPMENT
A Presentation On Topic "Training & Development"
With A Interesting Case Study.
It Is A Very Important Topic Which Is One Of The Chapter Or An Important Part For The Subject "Human Resources Management" (HRM).
The Presentation Consist Of Following Topics :-
1. Key Terms.
2. Introduction Of Training & Development.
3. Inputs In Training & Development.
4. Training Process.
5. Methods Of Training.
6. Techniques Of Training.
7. Case Study On "Reliance Communications".
1 training & development introduction
Training and development programs are necessary for organizations to improve employee performance as technologies and environments change. Training involves teaching technical skills to non-managers over a short period for a specific job, while development provides conceptual knowledge to managers long-term. Organizations need training to onboard new employees, introduce new techniques, and move employees between roles. Benefits include improved quality, efficiency, and reduced costs. Training needs are identified through analyzing jobs and employee skills. Objectives are to prepare, develop, and build competent employees. Programs should be evaluated against objectives to ensure the investment is worthwhile.
The coach
The document discusses coaching and what makes a good coach. It defines a coach as someone who trains a sports team or individual to help them improve. Coaching involves directing, instructing and training people to achieve goals and develop skills. Some qualities of a good coach include having knowledge of the sport, effective communication and teaching skills, the ability to motivate and inspire players, and adopting a player-centered philosophy focused on long-term development over short-term wins. The document also outlines different types of coaching styles such as authoritarian, personable, casual, intense and business-like.
Motivation & related problems
The word 'Motivation' is widely used or misused. This PPT is an eye opener for most of the managers faced with the problem of lack of motivation of their subordinates.
This is an attempt to solve their problem in a nutshell.
Employee Retention PPT ( Ram )
This document discusses employee retention and strategies for retaining employees. It defines employee retention as encouraging employees to remain with an organization for as long as possible. Key factors that influence employee retention include compensation, growth opportunities, work environment, relationships, and support. The document outlines specific retention strategies organizations can implement related to these factors, such as providing training, recognition, flexible work schedules, and career development. It emphasizes the importance of retention for reducing costs associated with employee turnover.
training and employee development
This document discusses training and development. It defines training as assisting employees to enhance their efficiency and effectiveness through gaining knowledge and skills. Training focuses on technical skills, is short term, and aims to fulfill specific job requirements. Development focuses on managerial skills and providing learning opportunities for career growth. Training needs arise when there is a gap between required and actual performance. Benefits of training include competitive advantage and improved human relations. The training process involves various types of training and a four level evaluation approach. Costs must be balanced with benefits, and effective training utilizes adult learning principles like experience, relevance, and style.
Learning and Transfer of Training Part 1
This document discusses learning and transfer of training. It covers five types of learner outcomes, implications of learning theory for instructional design, incorporating adult learning theory, and how learners process information. It also discusses internal learner conditions, external learning environment conditions, implications of open/closed skills and near/far transfer, and features needed for learning and transfer. Theories discussed include reinforcement theory, social learning theory, and goal theories.
Training and development
This document summarizes training and development in organizations. It discusses the systems approach to training, which includes four phases: needs assessment, program design, implementation, and evaluation. The needs assessment phase involves analyzing gaps in organizational, task, and individual employee performance. The design phase considers trainee readiness, learning principles, and instructor characteristics. A variety of training methods are discussed for implementing programs for managerial and non-managerial employees. Evaluation criteria include reactions, learning, behavior change, and results. Special topics like orientation, skills, and diversity training are also mentioned.
Employee Benefits and Services
This document discusses employee benefits and services provided by Infosys. It describes various fringe benefits such as health insurance, transportation, food services, recreational facilities including a large gymnasium and mini golf course. Profit sharing plans are discussed as a valuable retirement benefit option. Specific services offered by Infosys are detailed like medical centers, ATMs, shopping, cultural programs, offshore trips and sports grounds. The document also provides an example compensation breakdown for a systems engineer at Infosys.
Employee Engagement Activities
H.R. Professionals across the world have contributed to this discussion on "Employee Engagement Activities". This document is a Summary of the entire discussion.
For more insighful discussions in the field of Human Resources, please join the LinkedIn Group - www.tinyurl.com/hrprofessionals
Training Methods
The document discusses different training methods used to impart skills and information to employees. It describes on-the-job training which focuses on learning while working, coaching which provides one-on-one feedback and correction, and job rotation to gain experience in multiple jobs. Other methods covered include vestibule training which simulates real work conditions, apprenticeship which combines theoretical and practical learning, lectures, discussion which encourages constructive thinking, and field trips outside the normal work environment for observation and experience.
MBA760 Chapter 03
The document summarizes key aspects of conducting a needs assessment for training programs. It discusses using organization analysis, person analysis, and task analysis to determine training needs. Methods of needs assessment include interviews, surveys, focus groups, and reviewing performance data. The needs assessment process identifies performance gaps, who needs training, training objectives, and evaluation methods. It also addresses analyzing employee characteristics like skills, motivation, and job fit to ensure training readiness and success.
Designing compensation system Part I
The document discusses components of compensation systems including internal equity, external equity, and individual equity. It covers job evaluation methods like job ranking, grading, factor comparison, and point method. Key aspects of designing compensation for internal equity are discussed like job analysis, job description, job specification, and job evaluation process. External equity is established through compensation surveys. Individual equity considers pay ranges, broadbanding, and setting individual pay based on seniority, merit and skills.
Training & Development
1. The document outlines an introduction to training and development presented by 5 students and 2 faculty members.
2. It discusses the differences between training, which focuses on short-term skills, and development, which involves long-term personality and career growth.
3. The key methods of training covered are on-the-job training, which occurs while employees work, and off-the-job training, which takes place away from the workplace through lectures and simulations.
HRM - Training
The document discusses training in businesses, including why it is important for productivity, quality, and adapting to change. It outlines different types of training like induction, on-the-job, and off-the-job training and how businesses can assess training effectiveness through needs analysis, appraisals, and measuring how learning transfers to work. While training has costs, it provides benefits to businesses like higher retention, motivation, and ability to implement new strategies.
Training and development
1. This document discusses various aspects of employee training and development programs. It covers the importance of training, who should conduct training, how employees learn best, developing training programs, retraining, orientation, and overcoming obstacles to learning.
2. Key aspects of developing a training program include establishing performance standards, writing training objectives, developing standard procedures, and providing check points to measure progress. Training should involve showing employees what to do as well as having them perform tasks.
3. Effective training programs actively involve employees, use relevant material presented in chunks, and provide feedback. It is important to evaluate training programs through methods like surveys, observation, and measuring changes in productivity.
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The document outlines an employee development program with the goals of improving performance quality, incorporating new technologies, developing future leaders, building relationships, and keeping employees focused on customers. The program proposes four approaches: performance appraisals to set goals and measure outcomes; formal education through on-site and off-site courses; a job rotation and mentoring program to provide experience in different roles and foster relationships; and evaluating the effectiveness of the mentoring relationships.
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The document outlines an employee development plan for the Department of Veterans Affairs' Employee Education System to improve work performance and continuing education through programs at 9 Employee Education Resource Centers across the country in order to better serve clients. It discusses the importance of development for engagement, interdependent partnering, and maintaining positivity in the workplace. Typical development initiatives and topics covered include formal education, assessments, tuition reimbursement, mentoring, communications, computer skills, customer service, and diversity training.
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This document proposes a company-wide employee development plan with the objectives of improving employee productivity and performance. It defines employee development as a joint effort between employees and the organization to upgrade skills and abilities. The proposed plan includes initiatives like 360-degree feedback, mentoring, coaching and career support. It is intended to foster employee retention, readiness for promotion, and job performance. The rationale is that employee development can help employees view their work as a calling and fully adopt company goals, leading to improved performance. The next steps involve discussing plan details aligned with company goals and agreements.
Effective Human Resource ManagementPurpose of the pr.docx
Effective Human Resource Management
Purpose of the presentation
Improved performance and the role of Human Resource Management is more and more popular topic. Business pressures are ever-increasing, and firms are now required to become more effective and efficient as well as executing better business strategy so as to remain competitive (Sims, 2002).
The presentation aims at highlighting the SWOT analysis, recommendations on how to add value to an organization as far as the from employee performance, workflow and the flow of information are concerned.
SWOT analysis
Active wellness program
Strong leadership
Annual performance goals set for each employee for bonuses
Professionalism
High instances of workers’ compensation claim
Financial cutback
Weaknesses
Strengths
SWOT Analysis
Opportunities
Last year’s strategic planning process identified knowledge management as an area for organization-wide improvement
Ongoing exploration of Canadian and European markets
Addition of idea blogs to the company’s intranet
Improved exit interview process.
Threats
A layoff of newly hired employees which is likely to harm the company’s reputation in the society and render recruiting difficult when the economy grows.
Because the staffing forecast is based on sales numbers, which is inconsistent, The hiring freeze may not be sufficient.
Heavy reliance on one client is a significant worrying source for the Managerial team.
Proposed recommendations
Creating of emphasis on Employee Development
One of the organizational goals has been to be a strong supporter of employee development.
The employees are encouraged to attend training seminars with tuition reimbursement available for college-level courses that are related to every employee’s particular task.
New Pay Structure:
The organization should ensure a Broadband pay structures that would encourage the development of broad employee skills since non-managerial jobs would be appropriately valued and skill Development rewarded (Sims, 2002).
Additionally, a broadband pay structure can stand a changing market and pricing conditions, hence less costly to administer and manage over time. They also provide significant non-promotional income opportunities for workers
Proposed recommendation
New Training
A company can improve its employee training by the use of instructional media which can support both near and far training. Self-management strategies like goal-setting can help learners plan about how they will use their knowledge and skills in the work set up (Lawler & Boudreau, 2015).
Involving managers and peers to support training transfer offer learners with opportunities to apply their newly acquired skills in their work practically.
Value added
The recommendations add value to the areas of people, performance, information
and workflow. For instance, announcing more opportunities and the training enables
sharing of ideas. It improves efficiency (Scarpello, 2008) ...
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This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
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The learning environment and learning contents are important component for improving learning experience. The leadership style, internal communication and collaborative learning practice are also crucial for maximising experience and learn efficiently.Reflect on and explore the reasons why evaluation is critical to tra.docx
Reflect on and explore the reasons why evaluation is critical to training success. Discuss the reasons evaluation is critical to effectiveness of training. Explain the connection between organizational improvement and training effectiveness.
Your initial post should be 250 to 300 words. Use this week’s lecture as a foundation for your initial post. In addition to the Blanchard and Thacker (2013) text, use at least one additional scholarly source to support your discussion.
Week Six Lecture
Training Evaluation
Evaluation should not be underestimated as part of the training process. However, as Blanchard and Thacker (2013) point out, “many rationalizations for not evaluating training continue to exist, and evaluation of training is often not done” (p. 315). This is often because training managers are resistant to the process of evaluation for reasons that Blanchard and Thacker (2013) have delineated in the course text, as well as for myriad other fears related to their own sense of self-efficacy and/or job security. However, it is important to note, that the evaluation process should be considered from the very beginning of the training process.
Figure 1: Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall
When a training needs analysis is conducted, it is wise to begin considering all of the aspects of the training process as well as the intended outcomes of the training process. As an example, consider the layout of Chapter Nine of the Blanchard and Thacker (2013) text. It begins with a graphic that depicts the evaluation phase of training. Then the learning objectives are stated, clearly, succinctly, and achievably (SMART). They are:
Describe the pros and cons of evaluation and indicate which way to go on the issue.
Explain what process evaluation is, and why it is important?
Describe the interrelationships among the various levels of outcome evaluation.
Describe the costs and benefits of evaluating training.
Differentiate between the two types of cost-effectiveness evaluation (cost savings and utility analysis).
Describe the various designs that are possible for evaluation and their advantages and disadvantages.
Define and explain the importance of internal and external validity (Appendix 9-1).
As you review the learning objectives and then do the same with the chapter, it becomes increasingly evident that Blanchard and Thacker (2013) have laid out precisely what they intend to do. They have followed through, with as many examples and means of addressing diverse learning styles as they perceive necessary toward design and delivery of the material for purposes of learning effectiveness and efficiency. It is obvious that their goal – as well as your instructor’s goal (which is in alignment) – is to ensure you learn about ways you can successfully impart transferrable skills to others. The goal is for you to learn valuable information that teaches how to evaluate the effectiveness of future training sessions that you design a.
effect of trainin
Training and learning help improve organizational performance in three key ways:
1. Training equips employees with new skills and knowledge to perform their jobs better and be more productive.
2. Learning opportunities help employees understand their roles and responsibilities better, increasing engagement and retention.
3. Regular evaluation of training programs ensures they are addressing organizational needs and transferring learning effectively to improve performance.
Training Effectiveness Top Premier Essays.pdf
This document discusses the importance of evaluating training effectiveness. It provides an overview of several frameworks for evaluating training, including Kirkpatrick's four levels of evaluation (reaction, learning, behavior, results), Kaufman's five levels of evaluation, and Phillips' five-level return on investment framework. Evaluation is important for assessing whether training has achieved its intended outcomes, both for individuals and the organization. It should be considered from the beginning when designing training and include measuring reaction, learning, application of skills, business impact, and return on investment. Done effectively, evaluation provides feedback to improve future training programs.
Impact of Training on Employee Development
This document discusses employee development and training. It defines employee development as a process where employees enhance their skills and acquire new knowledge and skills with employer support. Employee training teaches skills and knowledge to perform tasks. Training improves employee performance and organizational productivity. Development focuses on future skills while training focuses on current job skills. Development approaches include formal education, assessments, job experiences, and relationships. Training methods include on-the-job and off-the-job techniques. The goal of development and training is to improve quality, meet competition, incorporate technology changes, and ensure employees can perform effectively.
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The document describes the Star Achievement training program, which aims to develop skills, attitudes, teamwork and strategies in participants. It is a philosophy-based program taught over three levels and 12 modules. The program enhances fundamental business skills, increases productivity, and transforms individuals and business culture. Testimonials praise improvements in critical thinking, confidence, communication and self-esteem from participants.
HRD Individual EssayHuman resource development (HRD) pr.docx
HRD Individual Essay
Human resource development (HRD) professionals are tasked with the challenge to create a competitive advantage for organisations through investment in human capital. It is therefore imperative for HRD professionals to employ initiatives that improve the motivation, knowledge and skills of employees which are difficult for competitors to replicate (Hagen, 2012; Kim, 2014). Coaching in the workplace is becoming a widely used intervention to help organisations achieve these goals (Cox, Bachkirova & Clutterbuck, 2014; Ellinger, Ellinger, Bachrach, Wang & Elmadag Bas, 2011; Ellinger, Ellinger & Keller, 2003; Goldman, Wesner & Karnchanomai, 2013; Hagen & Peterson, 2014; Hui, Sue-Chan & Wood, 2013; Kim, 2014; Ladyshewsky, 2010). However, there is disagreement as to whether coaching sits in the realm of HRD or as a separate business function (Egan & Hamlin, 2014). This is due to coaching being a relatively new intervention which lacks a defined framework, definitive boundaries and the level of research found in an established industry (Egan & Hamlin, 2014). While it is a generally accepted view in academic research that implementation of such a program will result in improvements in performance on both an individual and organisational level, who is responsible for this program and how it should be implemented is widely debated (Hamlin, Ellinger & Beattie, 2008; Hamlin & Stewart, 2011). This review will focus on how managerial coaching fits into the realm of HRD through analysing the effect on not only performance levels but other important HRD concepts and goals such as the learning and meaning of work paradigms as defined by Bates and Chen (2004, 2005).
Prior to understanding the link between HRD and managerial coaching, it is imperative to grasp relevant concepts. Human resource development is training and development and organisation development initiatives with the intended outcome being enhancement of performance for both the individual and the organisation (Hamlin & Stewart, 2011; McGraw & Peretz, 2011; Young Sung & Choi, 2014). Although there are multiple definitions in the literature, consistently coaching is defined as intentionally guiding the individual, group or organisation to achieve performance improvements as well as growth and development on a personal level (Baker, 2010; Beattie, Kim, Hagen, Egan, Ellinger & Hamlin, 2014; Goldman et al. 2013; Hamlin & Stewart, 2011; Rock & Donde, 2008; Rowold, 2008). On the surface, the definitions of coaching and HRD both focus on the same outcome so obviously must be linked. The analysis of the two concepts is however not so straight forward. Managerial coaching is facilitated by a manager or supervisor within the organisation (Ellinger et al. 2011; Hagen, 2012; Hagen & Aguilar, 2012; Kim, 2014; Kim, Egan & Moon, 2014). Performance is usually aligned with productivity and relates to how effectively an employee carries out their specific role in the organisation (Ellin ...
Touheed
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
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Employee Development
- 2. Training provides employees with specific skills and knowledge to perform their job (Laureate Education, 2011) Development of employees is a long range goal to season workers, build their leadership skills, and to lay a foundation so they can become higher level managers over time (Laureate Education, 2011) Development can grow capabilities Difference Between Training and Development
- 3. Increases retention and mitigates losing valued employees to competitors (Noe, 2013) Increases employee motivation Ensures employees have the competencies to serve customers and create new products (Noe, 2013) Reduces labor costs (SCR, 2015) Identifies and prepares future leaders Benefits of Development
- 4. Formal Education In-house development programs; can be tied directly to business needs (Noe, 2013) Corporate University Executive Education focusing on various topics (Noe, 2013) Leadership Innovation Global Business Development Approaches
- 5. Assessment Performance Appraisals (Noe, 2013) Used to improve performance and explain expectations 360 Degree Feedback Employee’s behavior and skills are evaluated by various individuals (Noe, 2013) Allows for multiple perspectives of employee’s performance Development Approaches
- 6. Other Strategies Job Experience- Most common approach to development (Noe, 2013) Allow employees to perform different duties and roles Benefits employees to gain an overall appreciation of the company’ s goals (Noe, 2013) Transfers- Assign employees to different jobs or locations Temporary Assignments- Provides opportunity to determine if employee is the right fit Mentoring- Informal approach to develop employees Employee learns from a senior employee Development Approaches
- 7. Why do some companies perform better than others? Companies that promote positive environments see better success Positive Organizational Scholarship (POS) is a broad framework that seeks to explain behaviors in and outside of organizations The study of positive deviance within the workplace is a core emphasis of POS (Pace, 2010) Power of Positivity A Case Study
- 8. Create positivity through compassion One company performed above industry standards because employees felt the company enabled them to be better people Leaders fostering positive climates Companies with more positive climates performed significantly better in profits, production, quality, innovation, customer satisfaction, and employee retention (Pace, 2010) Power of Positivity A Case Study
- 9. Laureate Education (Producer). (2011). Employee development [Video file]. Baltimore, MD: Author. Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill. Pace, A. (2010). Unleashing positivity in the workplace: positive organizational scholarship has helped answer important questions about why some companies perform so much better than others. Concepts about virtue, compassion, and positivity may seem simple, but they turn out to be crucial implements for broader success. T+D, (1). 40. SCR. (2015, July). 5 Advantages of Employee Development. Retrieved from http://www.scrllc.net/2015/07/25/5-advantages-of-employee-development/ References