3. Definition
Systematized tailor-made exercise to
suit the needs of a particular
organization for developing certain
attitudes, skills and abilities in
employees irrespective of their
functional level.
4. Purpose
• Rendering better service to patients.
• Reducing waste
• Filling higher posts
• Promoting safety measures
• Teaching employees
• Develop manpower to meet current and future needs
of organization.
• Effective utilization of human resources.
• Increasing performance level of employees.
• Integrating individual goals with organization goals.
• Updating employee knowledge
• Develop skills of employees
• Stabilizing workforce.
5. Advantages
Improves quality
and quantity of
output
Better use of
material and
equipment
Spot promising
employees
Locates mistakes
in selection
process
Creates feeling of
security among
employees
6. Determining training needs
Three step approach to determine
training needs:
Organization analysis to
determine where training
emphasis should be placed in
the organization.
Operations analysis to decide
as to what the training
programme should consists.
Man analysis to decide who
needs to be trained
7. Types of employee training
Steps for effective training:
Prepare the employee for the training
Instruct clearly and patiently
Correct his errors
Choose a buddy for help
Check frequently
Types of training:
Entry training
Job training
Training for promotion
Refresher training
8. Training policy
INDICATES HOW
TRAINING WILL BE
CARRIED OUT
WHO WILL BE
RESPONSIBLE FOR
ADMINISTRATION
WHO WILL BEAR
THE COST ETC,..
INCLUDES
COMPENSATORY
OFFS IF REQUIRED
9. Evaluation of training
Comprehensive evaluation and assessment of training plans must be
undertaken
Measures must be evolved to evaluate the effectiveness with which
the methods, procedures, training aids and materials are used by
the training instructors.
There should be effective means by which the progress of the
trainees during the training programme may be assessed and
evaluated.
Achievements of those who have received training must be
followed up over a period of time to assess whether performance
has improved
10. Principles of management
development
1st principle: Long term strategy for management training.
2nd principle: Integration of management training with work.
3rd principle: Training should be designed to be progressive.
4th principle: Must be collaborative
5th principle: Must take full account of organizations objectives.
6th principle: Must be related to individual needs.
7th principle: Must be monitored and evaluated.
11. Grooming Leaders
Effective leaders invest in developing peoples skills and competencies.
Create an effective learning environment.
1. Develop a buy-and-build strategy. Identify the needs you can address by buying short-term talent and the areas you can improve by
grooming long-term leaders.
2. Train senior leaders to coach and mentor younger employees. Many senior employees want to help create a succession plan but don't know
how to go about it.
3. Encourage collaboration across generations through formal mentoring programs and skill-based volunteer opportunities.
4. Design well-thought-out mentoring programs. Curate focused discussions that maximize the time experienced leaders spend with high-
potential employees.
5. Make sure your leadership programs are multi-tiered so you engage everyone from younger C-suite leaders to new hires.
6. Identify the skills you need so you can most effectively develop leaders who address those needs.
7. Create a respectful succession plan so older leaders do not feel forced out.
8. Find new motivating techniques for young employees who may expect different benefits than their older predecessors.
9. Offer tuition assistance or stand-alone courses for employees who want to learn about managerial techniques in a more formal setting.
10. Remember to delegate and give your employees the opportunity to demonstrate their skills.
13. Meaning of Promotion
• According to E.B. flippo “promotion involves a change from one job to another that is better in the
terms of status and responsibilities.”
• According to Scott and Spreigal: “APromotion is the transfer an employee to a job that pays more
money or that enjoys some preferred status.”
14. Purpose of Promotions
1. Recognize and reward employee’s good/superior performance and commitment.
2. Promote a feeling of content with the existing conditions of the company and a sense of
belongingness.
3. Build loyalty and to boost morale and job satisfaction.
4. Retain skilled and talented employees and reduce discontent and unrest.
5. Promotions acts as a tool for reducing labour turnover.
6. Increase interest in acquiring higher qualifications, training and self development with a view to
meet the requirements of promotion.
7. Reduce/Eliminate problems created by the leader of workers’ unions by promoting them to
the officer’ levels where they are less effective in creating problems.
8. Ultimately it improves organizational health.
15. Seniority
1. Seniority means length of
recognized service in an
organization.
2. Seniority means the calculation of
time from when an employee has
joined the company and served for
how many years in the company.
3. The senior most person in the
lower grade shall be promoted as
and when there is an opening in
the higher position
4. Seniority is suggested as the criteria
for promotion on the plea that
there is a positive correlation
between length of the service and
talent
Merit
1. Merit means ability to work.
2. It denotes an individual employee’s
skill, knowledge, ability, efficiency and
aptitude as measured from
educational, training and past record
3. If the merit is adopted as basis of
promotion then the person in the lower
grade ,no matter his junior most in the
company, shall be promoted.
4. It encourage all employee to improve
their efficiency
Basis for Promotions
16. Seniority Based
1. Easy to measure the length
of service
2. Trade unions generally emphasis on
seniority.
3. Security and certainty.
4. Minimize the scope of grievances
and conflicts.
5. Reduce labour turnover
6. Sense of satisfaction to senior
employees and is in line with the
Indian Culture of respecting
seniority in all walks of life.
Merit Based
1. Difficult to judge merit.
2. Implies the knowledge, skills and
performance record of an employee.
3. Motivates competent employees to
work hard and acquire new skills.
4. Maintains the efficiency of the
organization by recognizing talent
and performance
5. Attracts and retains young and
promising employees in the
organization
Advantages of Seniority and Merit Based
Promotions
17. Disadvantages of Seniority and Merit Based
Promotions
Seniority Based
1. Length of Service is not
directly proportional to
talent.
2. Performance and potential of
an individual is not
recognized.
3. Demotivates and
demoralizes the young
employees who are
talented.
4. Kills the zeal and interest for
self development
5. Fails to attract young
and hardworking
employees
Merit Based
1. Measuring Merit is not
easy. Subjective judgement
may be involved.
2. Many, particularly trade unions
distrust the management’s
integrity in judging merit.
3. When younger employees are
promoted over the older one,
the older employees may feel
insecure or leave.
18. As both seniority and merit as basis suffer from certain
limitations, a sound promotion policy should be based on a
combination of both seniority and merit.
A proper balance between the two can be maintained by
differentiating the way minimum length of service is
prescribed.
Relative weightage may be assigned to seniority and merit and
employees with a minimum performance record and
qualifications are treated eligible for promotion. Seniority is
used to choose from the eligible candidates
Seniority cum Merit as a Basis for
Promotion
19. Meaning of Transfer
• A transfer is a horizontal or lateral movement of an employee from one
job, section, department, shift plant or position to another at some
other place where salary, status and responsibility are usually the same.
• Transfer is defined as “a lateral shift causing movement of individuals
from one position to another usually without involving any kind of
change in duties, responsibilities, skills needed or compensation”.
20. Types of Transfers
Production Transfer: Such transfers are resorted to when there is a need of
manpower in one department and surplus manpower in another department.
Such transfers are made to meet the company requirements.
Replacement Transfers: Replace an existing employee who has been in the
organization for a long time with a new employee and thereby giving some
relief to an old employee from the heavy pressure of work.
Remedial Transfers: As the name suggest, these transfers are made to rectify
the situation caused by faulty selection and placement procedures. Such
transfers are made to rectify mistakes in placement and recruitments.
Versatility Transfer: Such transfers are made to increase versatility of the
employees in more than one job and department. This type of transfer, also
referred to as ‘Job Rotation’ is a tool to train employees.
21. Types of Transfers, contd.,
Shift Transfers: are transfers of workers from one shift to another on the
type of work. Workers generally dislike second or third shift as it affects their
participation in community life.
Selection Transfers: they are made within the department or section. It is to
train the workers and prepare them to handle different types of operations
within the department.
Departmental Transfers: transferring from one department to another
department within the plants.
Inter-Plant transfers: if there is more than one plant under the control of
same management transfer may be made from one plant to another for
varied reasons. Such transfers are called inter- plant transfers.
22. Benefits of Transfer
Increase in productivity and effectiveness of the organization.
Greater job satisfaction to employees.
Stabilize fluctuating job needs.
Improve employee skills.
Remedy for wrong placement.
Improve labour relationships.
Develop employees for future promotions.
Avoid monotony and boredom.
23. Reasons for Transfer
1.Meet the organizational requirements and also personal requirements of
employees.
2.Satisfy employee’s needs.
3.Utilize employees’ skill, knowledge etc., where they are more suitable or
badly needed.
4.Correct inter-personal conflicts.
5.Avoid favoritism and nepotism.
6.Creates transparency among the employees and their work
7.Maintain healthy relationship among staff in order to ensure
harmonious environment and to avoid unnecessary disputes.
8.Limits the ability of an employee to take advantage and sole control over the
seat or section.
24. • The process of reorganizing or restructuring a business by
cost-cutting, reduction of workforce or reorganizing upper-
level management. The goal is to get the company molded
properly to achieve maximum profit. The term rightsizing is
often used by companies instead of downsizing because it
sounds less drastic.
• It is proactive and needs to be a constant part of the
process of managing an organization. To do rightsizing of
an organization, the leaders first look at market needs and
trends, technologies, alternative approaches, and new
ideas.
Right Sizing the Workforce
25. 1. Ensures that the required functions are properly maintained.
2. Cost-control and to Maximize Profits
3. Avoid formation of trade unions
4. Enhance employee performance and productivity
5. Improve employee collaboration
6. Create a sense of belongingness within the employees.
Need for Right Sizing
26. Demotion has been defined as the assignment
of an individual to a job of lower rank and pay
usually involving lower level of difficulty and
responsibility.
Demotions serves as a useful purpose in the
sense that they keep the employees alert and
alive to their responsibilities and duties.
Demotion
27. Separation
Separation means cessation of service from the organisation
for one or more reasons.
The employee may be separated from HR payroll due to:
• Resignation
• Discharge and dismissal
• Suspension and retrenchment
• Lay off
29. Nature, Scope and Purpose
Process of passing messages from one mind to
another.
Purpose is to provide
Information and understanding necessary for group work
Attitudes necessary for motivation, cooperation and job
satisfaction
Work satisfaction
Assistance in decision making
30. Barriers to communication
Listening barriers (support listening, responding
listening, retention listening)
Physical barriers (environmental barriers which prevent
or reduce the sending and receiving of communication)
Personal barriers (judgments, emotions and social
values of people)
Semantic barriers( arise from limitations of language)
31. Planning Communication
Know your objective
Identify your audience
Determine your medium
Tailor the communication
Establish mutual interest
Watch your timing
Measure results
32. Essentials of effective
communication
Do a needs assessment
Start with general questions
Organize the data into categories
Opinions about effective communication
system
Analyze the response of the audiences
Design the communication plan
33. Directions of communication
Downward communication (dissemination of
information from superiors to their subordinates).
Upward communication(info from employee levels to
administration)
Horizontal Communication( communication amongst
personnel at the same level in an organization)
Grapevine( formal or informal)
34. Styles of Communication
Interaction with
superiors.
Interaction with
subordinates.
Interaction with
colleagues.
Modes of
Communication
Notice Boards
House magazines
Suggestion schemes
Hospital and Department
letters
E-mail
Personnel policy manuals
