(HRM)

1. Class: T.Y.R.M.
Sub: Human Resource Management
Submitted To: Dr. Vrushali Datar

2. MODULE 2:
HUMAN RESOURCE MANGEMENT
PROCESS

3. NAME TOPIC
Mona Gupta (65) 2.1 Human Resource Planning
• Introduction and meaning
• Steps in Human Resource Planning
• Features of Human Resource Planning
Siddhi Nagda (74) 2.2 Recruitment and Selection Process
• Concept and Process of Recruitment
Shweta Verma (85) • Concept and process of Selection
Pooja Harijan (66) • Promotion and Transfer
Swarnlata Saipogu (77) 2.3 Training and Development in HRM
• Role of a Trainer
Jyotima Dwivedi (62) • Identification of Training Needs
• Methodology
Content

4. 2.1. Human Resources Planning
Introduction and Meaning

5. Introduction of human resource planning
• Human resource planning, or HRP, is the ongoing,
continuous process of systematic planning to achieve
optimum use of an organization's most valuable asset —
its human resources
• The objective of HRP is to ensure the best fit between
employees and jobs while avoiding
manpower shortages or surpluses.

6. • The four key steps of the HRP process are
• analysing present labour supply,
• forecasting labour demand,
• balancing projected labour demand
• supply and supporting organizational goal

7. Meaning of human resource planning
• Human Resource Planning (HRP) is the process of
forecasting the future human resource requirements
• the organization and determining as to how the
existing human resource capacity of the organization
can be utilized to fulfil these requirements.
• It, thus, focuses on the basic economic concept of
demand and supply in context to the human resource
capacity of the organization.

8. Steps of human resource of planning
• Human resource planning
is a process through which
the right candidate for the
right job is ensured.
• Six steps in human
resource planning are
presented.

9. 1. Analysing Organizational Objectives
The objective to be achieved in future in various fields
such as
• production,
• marketing,
• finance,
• expansion
• and the sales gives the idea about the work to be
done in the organization.

10. 2. Inventory of Present Human Resources
• From the updated human resource information
storage system and
To fill the various job requirements, are
• Internal sources (i.e., employees from within the
organization)
• External sources (i.e., candidates from various
placement agencies) can be estimated.

11. 3. Forecasting Demand and Supply of Human
Resource
• The human resources required at different positions
according to their job profile are to be estimated
• There should be proper matching of job description
and job specification of one particular work, and the
profile of the person should be suitable to it.

12. 4. Estimating Manpower Gaps
• Comparison of human resource demand and human
resource supply will provide with the surplus or
deficit of human resource.
• Extensive use of proper training and development
programme can be done to upgrade the skills of
employees.

13. 5. Formulating the Human Resource Action Plan
• The human resource plan depends on whether there is
deficit or surplus in the organization. Accordingly, the
plan may be finalized either for new recruitment,
training, interdepartmental transfer in case of deficit
of termination, or voluntary retirement schemes and
redeployment in case of surplus

14. 6. Monitoring, Control and Feedback
• It mainly involves implementation of the human
resource action plan
• The plan is monitored strictly to identify the
deficiencies and remove it. Comparison between the
human resource plan and its actual implementation is
done to ensure the appropriate action and the
availability of the required number of employees for
various jobs.

15. Most Important Characteristics of Human Resource
Management
• History of HRM is as old and complex as the history
of work and organization. HR is the most important
asset possessed by any organization
• Human Resource management is a process and
philosophy of acquisition, development, utilization,
and maintenance of competent human force to
achieve goals of an organization in an efficient and
effective manner.

17. 2.2 Recruitment and Selection Process
Concept and Process of Recruitment

19. Meaning
• “Recruitment is the process of searching for
prospective employees and stimulating and
encouraging them to apply for jobs in an
organization”.

21. Process of Recruitment
The recruitment process consists of the following
steps:
• Recruitment process generally begins when the human
resource department receives requisitions for
recruitment from any department of the company. The
human resource requisitions contain details about the
position to be filled, number of persons to be recruited,
the duties to be performed, qualifications required from
the candidate, terms and conditions of employment and
the time by which the person should be available for
appointment, etc.

22. • Locating and developing the sources or required
number and type of employees.
• Identifying the prospective employees with required
characteristics.
• Communicating the information about the
organisation, the job and the terms and conditions of
service.
• Encouraging the identified candidates to apply for
jobs in the organisation.
• Evaluating the effectiveness of recruitment process.

23. Sources of Recruitment
Recruitment
Internal Sources
i) Transfers
ii)Promotions
External Sources
i) Press Advertisements
ii) Educational Institutions
iii) Executive Search Agencies/ Placement
Agencies
iv) Employment Exchanges
v) Labour Contractors
vi) Unsolicited Applicants
vii) Employee Recommendations
viii) Recruitment at factory Gate

24. 1. Internal Sources
Internal sources consist of the following:
• Present employees
• Retired and retrenched employees who want to return
to the company may be rehired.
• Dependants and relatives of deceased and disabled
employees.

27. Steps of Recruitment
8 • Measure, review, evaluate
7
• Induct the new starter
6
• Select the ' right person'
5
• Advertise the vacancy
4
• Determine the reward
3
• Define the selection criteria
2
• Analyse the requirements
1
• Identify the need to recruit

28. Concept and Process of Selection

31. Concept and Process of Selection
• Selection is the process of choosing the
most suitable person out of all the
applicants. In the applicants with the
job requirements.
• Selection divides all the applicants into
two categories-(a) suitable, and (b)
unsuitable.
• Relevant information about applicants
is collected through a series of steps so
as to evaluate their suitability for the
job to be filled.
• It helps to reduce absenteeism and
labour turnover. Proper selection is
helpful in increasing the efficiency and
productivity of the enterprise.

32.  The selection process can be
successful if the following
conditions are satisfied:
a)Someone should have the
authority to select.
b)There must be some standard of
human resources with which
applicant can be compared.
c)There must be a sufficient
number of applicants from whom
the required number of employees
may be selected.

33. Steps in selection process:
The selection process consists of a series of steps. At
each stage, facts may come to light which may lead to
the rejection of the applicant. It is a series of
successive hurdles or barriers which an applicant
must cross. Candidates who qualify a hurdle go to the
next stage while those who do not qualify are dropped
out.
1)Preliminary Interview: Preliminary interview is
essentially a sorting process in which prospective
candidates are given the necessary information about
the nature of the job and the organization. If the
candidate is found suitable, he is selected for further
screening. Preliminary interview is the first contact of
an individual with the organization.

35. 2)Application Blank: Application form is a traditional
and widely used device for collecting information from
candidates.
a)Identifying information- Name, address, telephone
number, etc.
b)Personal information-age, sex, place of birth, marital
status, dependents, etc.
c)Physical characteristics- height, weight, eyesight, etc.
d)Family background.
e)Education- academic, technical and professional.
f)Experience- job held, employers, duties performed,
salary drawn, etc.
g)References.
h)Miscellaneous- extracurricular activities, hobbies,
games and sports, membership of professional bodies, etc.

37. 3)Selection Test: psychological tests are being
increasingly used in employee selection. A test is a
sample of some aspect of an individual’s attitude,
behaviors and performance. It also provide a
systematic basis for comparing the behavior,
performance and attitude of two more persons, tests are
based on the assumption that individuals differ in their
job related traits which can be measured.

38. 4)Employment Interview:
a)Obtaining information about the
background, education, training,
work history and interest of the
candidate.
b)Giving information to candidate
about the company, the specific job
and human resources policies; and
c)Establishing a friendly relationship
between the employer and the
candidate so as to motivate the
successful applicant to work for the
organization. In practice, however,
interview becomes a one-sided affair
serving only the first purpose.

39. 5)Medical Examination:
a)It determines whether the candidate is
physically fit to perform the job those who
are physically unfit are rejected.
b)It reveal existing disabilities and
providing a record of the employees’
health at the time of selection. This record
will help settling company’s liability under
the work man compensation act of claim of
an injury.
c)It prevent the employment of people
suffering from contagious disease.
d)It identifies candidate who are otherwise
suitable but requires specific job due to
physical handicap and allergies

40. 6)Reference Checks: the applicant is
ask to mention in his application from
the names and address for two or more
person who know him well these may
be his pervious employees heads of
education institution or public figures.
The organization contact them by mail
or telephone they are requested to
provide their frank opinion about the
candidate without incurring and
liability they are assured that all
information supplied will be kept
confidential in government and public
sector organization, candidate are
generally required to rout their
application to their present employees.

41. 7)Final Approval: in most of the organization selection
process is carried out by the human resources
department, the decision of this department are
recommendatory the candidate short listed by the
department are finally approved by the executives of the
concerned department/unit. Employment is offered in
the forms of appointment letter mentioning the post, the
rank, the salary grade, the data by which the candidate
should joint and other terms and condition in brief.

42.  Selecting Testing (Psychological Tests):
A Psychological test is an objective and standardized
measure of a sample of behavior from which inference of
future behavior and performance of the candidate are
drawn. Psychological tests are being increasingly used in
selecting employees. These tests provide a systematic
procedure for sampling human behavior.

44.  Types of tests:
1)Aptitude or Potential Ability Tests: these tests
measure the talent ability or potential of a candidate to
learn a new or skill. Peculiarities or defects in a person’s
sensory or intellectual capacity can be detected through
these tests. These focus attention on a particular type of
talent such as reasoning, learning, mechanical bent of
mind, etc. such test are of the following types:

45. a)Mechanical Aptitude Tests: These tests measure a
person’s capacity to learn a particular type of
mechanical work. Capacity for spatial visualization,
perceptual speed, manual dexterity, visual insights,
specialized knowledge for techniques, problem-
solving ability, technical vocabulary, etc. are judged
in these tests.

46. b)Mental or Intelligence Tests: these tests measures the
overall intellectual capacity of a persons. These reveal
whether an individual has the capacity to deal with the
new problem. These help to determine a person’s word
fluency, memory, inductive reasoning, comprehension,
speed of perception and spatial visualization. Intelligence
tests measure the ability to understand instructions and to
make decisions.

47. c)Psycho-motor or skill Tests: These tests measure a
person’s ability to perform a specific job. These help
to determine mental dexterity or motor ability, and
similar attributes involving muscular movement,
control, and coordination. These are primarily used
for selecting workers who have to perform semi-
skilled and repetitive jobs like assembly work,
packing, testing and inspection.

48. 2)Achievement or Proficiency Tests: These tests
measure what a person can do. These determine the skill
or knowledge already acquired through training and on
the job experience. These tests are of two types:
a)Job knowledge Tests: Also known as trade tests,
these are used to judge proficiency in typing, shorthand
and in operating calculating, adding machines, dictating
and transcribing machines or simple mechanical
equipment. These can be both oral and written
b)Work Sample Tests: in these tests, a candidate is
given a piece of work to judge how efficiently he does
it. For example, a typing test provide the material to be
typed and notes the time taken and the mistakes
committed.

49. 3)Personality Test: These are pen and paper tests
used to judge the psychological makeup of a person.
These probe deeply to discover clues to an
individual’s value system, emotional reactions and
maturity, and his characteristic mood. These help in
assessing a person’s motivation and interest, his
ability to adjust himself to the stress of everyday life,
his capacity for inter-personal relations and for
projecting an impressive image of himself.

50. a)Objective tests: these tests measure neurotic
tendencies, self-sufficiency, dominance-submission and
self-confidence. These traits are scored objectively.
b)Projective tests: these tests, a candidates is asked to
project his own interpretation on to certain stimuli like
ambiguous pictures, figures, etc. the ways in which he
responds to these stimuli reflect his own values, motives
and personality.
c)Situation tests: these tests measure a candidate’s
reaction when placed in a peculiar situation, his ability
to undergo stress and his demonstration of ingenuity
under pressure.

51. Promotion and Transfer

52. Introduction to Promotion
• According to Pigours and Myers, ‘Promotion is
advancement of an employee to a better job – better
in terms of greater responsibility, more prestige or
status, greater skill and especially increased rate of
pay or salary”.

53. Introduction
• Arun Monappa and Mirza S Saiyadain defined
promotion as “the upward reassignment of an
individual in an organization’s hierarchy,
accompanied by increased responsibilities, enhanced
status and usually with increased income though not
always so”.

54. Condition of Promotion
 The employee will naturally be
delegated with greater
responsibility and authority.
 Promotion may be temporary or
permanent depending upon the
organizational needs and employee
performance.
 Promotion normally accompanied
higher pay.

55. Advantages of Promotions
• It enhances employee to use his knowledge and skills.
• It inspires employees to compete and get ahead of
others.
• It encourages them to remain royal and committed
to their jobs and the organization .
• Judging seniority though it seems to be easy in the
theoretical sense, it is highly difficult in practice.

56. Bases of Promotion
 Merit – based Promotions
 Seniority –based Promotions

57. Merit-based Promotions
Advantages –
• It motivates employees to work hard, improve
their knowledge, acquire new skills and contribute
to organizational efficiency.
• It helps the employer to focus attention on
talented people, recognize and reward their
meritorious contributions in an appropriate way .

58. Seniority-based Promotions
Advantages –
• It is easy to measure the length of service and judge
the seniority .
• There is no scope for favoritism, discrimination and
subjective judgments .
• Measurement of seniority and merit through a
common factor
• Minimum merit and seniority.

59. Limitations
• Personal prejudices ,biases and
union pressures may come in the
way of promoting the best
performer.
• When young employee s get
ahead of the senior employees in
an organization , they may fell
insecure and may even quit the
organization.

60. Limitations
• It demotivate the young and more competent
employees and results in greater employee
turnover.
• It kills the zeal and interest to develop , as everybody
will be promoted without showing any all-round
growth or promise.

61. Promotion Policy
• Establish a fair and equitable basis for
promotion (merit or seniority or both )
• Appropriate authority should be
entrusted with the responsibility of
taking a final decision on promotion.
• Detailed records of services ,
performances , etc. , should be
maintained for all employees ,
inspective of their background .

62. Introduction to Transfer
• A lateral shift causing movement of individuals from
one position to another usually without involving any
marked change in duties, responsibilities, skills
needed or compensation.
• Transfer is defined as the moving of an employee
from one job to another.

63. Purposes of Transfer
• To meet the organizational requirements
• To satisfy the employee needs
• To utilize employees better
• To adjust the work force
• To provide relief
• To reduce conflicts

64. Types of Transfer
• Production Transfer
• Replacement Transfer
• Rotation Transfer
• Shift Transfer
• Remedial Transfer
• Penal Transfer
• Personal Transfer

65. Benefits of Transfer
• Improve employees skills
• Reduce monotony boredom
• Remedy faulty placement decisions
• Prepared the employees for challenging assignments
• Improve employees satisfaction and morale
• Improve employer –employee relations
• It should provide equal opportunities for promotion in all
categories of jobs, departments and regions of an organization,

66. Problems of Transfer
• Inconvenient to employees who otherwise don’t
want to move .
• Employees may or may not fit in the new location.
• Shifting of experienced hands may affect
productivity.
• Discriminatory transfers may affect employee
moral.

67. Transfer Policy
• Name of the superior who is authorized and
responsible to initiate a transfer .
• The unit of the organization within which transfers
will be administered.
• Reasons which will be considered for personal
transfers , their order of priority etc.
• Reasons for mutual transfer of employees .

68. 2.3 Training and Development in HRM
Role of a Trainer

69. Objectives of Training:
• To impart new entrants the basic knowledge and
skills required for efficient performance of definite
tasks.
• To assist the employees to function more effectively
in their present positions by exposing them to the
latest concepts, information and techniques and
developing the skills they would require in their
particular fields.
• To build up a second line of competent officers and
prepare them to occupy more responsible positions.

70. Importance of training
1) Higher productivity:
Training helps to improve the level of performance.
Trained employees perform better by using better
method of work.
2) Better quality of work:
In formal training, the best methods are standardized
and thought to employees. Uniformity of work methods
and procedures helps to improve the quality of product
or service. Trained employees are likely to make
operational mistakes.

71. 3) Less learning period:
A systematic training programme helps to reduce the
time and cost involved in learning. Employees can more
quickly reach the acceptable level of performance. They
need not waste their time and efforts in learning through
trial and error.
4) Cost reduction:
Trained employees make more economical use of
materials and machinery. Maintenance cost is also
reduced due to fewer machine breakdown and better
handling of equipment's.

72. 5) Reduced supervision:
Well trained employees tend to be self-reliant and
motivated. They need less guidance and control.
Therefore, supervisory burden is reduced and the span
of supervision can be enlarged.
6) Low accident rate:
Trained personnel prescribe adopt the right work
methods and make use of the prescribed safety devices.
Health and safety of employees can be improved.

73. 7) High morale:
Job satisfaction and morale are improved due to rise in
the earnings and job security of employees. Training
reduce the employee grievances because opportunities
for internal promotion are available to well trained
personnel.
8) Personal growth:
well trained personnel can grow faster in their career.
Trained employees are more valuable asset to an
organization. Training helps to develop people for
promotion to higher posts and to develop future
managers.

74. 9) Organizational climate:
A sound training programme helps to improve the
climate of an organization. Industrial relations and
disciplines are improved. Organizational stability is
enhanced because training helps to reduce employee
turnover and abscentism. Training is an investment in
people and, therefore systematic training is a sound
business investment.

75. Benefits of training to employees
1) Self confidence: Training helps to improve the self-
confidence of an employee. It enables him to
approach and perform his job with enthusiasm.
2) Higher earnings: Trained employees can perform
better and thereby earn more.
3) Safety: Training helps an employee to use various
safety devices. He can handle the machines safely
and becomes less prone to accidents.

76. 4) Adaptability: Training enables an employee to adapt
to changes in work procedures and methods.
5) Promotion: Through training, employee can develop
himself and earn quick promotions.
6) New skills: Training develops new knowledge and
skills among employees. The new skills are a
valuable asset of an employee and remain
permanently with him.

77. Distinguish Between:
Training Development
1. Technical and mechanical
operations
1. Conceptual and
philosophical concepts
2. Non-managerial personnel 2. Managerial personnel
3. Short term one short affair 3. Long term continuous
process
4. Specific, job related skills 4. Total personality
5. From management- external
motivation
5. From individual himself-
internal motivation
6. Reactive process- to meet
current need
6. Proactive process- to meet
future needs

78. Types of training
1) Orientation training:
It is also known as pre-job training. Every new employee
needs to be made fully familiar with the job, his supervisors
and subordinates and with the rules and regulations of the
organization. It is also known as pre-job training.
2) Job training:
Employees may be taught the correct methods of handling
equipment and machines used in the job. Such training helps
to reduce accidents, waste and inefficiency in the
performance of the job.
3) Safety training:
Training provided to minimize accidents and damage to
machinery is known as safety training.

79. 4) Promotional training:
Employees with potential are selected and they are given
training before their promotion, so that they do not find it
difficult to shoulder the higher responsibilities of the new
positions to which they are promoted.
5) Refresher training:
Refresher training is designed to revive and refresh the
knowledge and update the skills of the existing employees.
Refresher or re-training programmes are conducted to avoid
obsolescence of knowledge and skills.
6) Remedial training:
Some of the experienced employees might have picked up
appropriate methods and styles of working. Such employees
are identified and correct work methods and procedures are
taught to them.

80. Methods/techniques of training:
1) On-the-job training
In this method the trainee is placed on a regular job and taught
the skills necessary to perform it. The trainee learns under the
guidance and supervision of the superior an instructor.
Merits Demerits
a) The trainee learns on the actual
machine in use and in the real
environment of the job.
a) The learner finds it difficult to
concentrate due to noise of the actual
workplace
b) Line supervisors take an active part
in training their subordinates
b) The superior or experienced
employee may not be a good trainer.
c) This method is very economical
because no additional space,
equipment, personnel or other facilities
are required for training.
c) The trainee may cause damage to
costly equipment and materials.

81. 2) Of-the-job training:
a) Vestibule training:
In this method, a training Centre called vestibule is set up and
actual job conditions are duplicated and stimulated in it.
Merits Demerits
a) The trainee can concentrate on
learning without disturbance of the
workplace noise.
a) It is expensive method because of
additional investments in classrooms,
equipment and expert trainers.
b) The interest and motivation of the
trainee are high as the real job
conditions are duplicated.
b) The training situation is somewhat
artificial and the trainee does not get a
feel of the real job.
c) It permits the trainee to practice
without the fear of being observed and
described by the superior co-worker
c) Separation of training from the
supervisory responsibilities may lead
to problems in the organization.

82. b) Apprenticeship training:
• Theoretical instruction and practical learning are provided to
trainees in training institutes. Generally, a stipend is paid
during the training period. Thus it is an “earn when you learn”
scheme.
Merits Demerits
a) This method is that
combines theory and practice.
a) It is time consuming and
expensive.
b) The trainee acquires skills
which are valuable in the job
market.
b) Many persons leave the
training programme midway
as the training period is from
one year to five years.
c) Apprenticeship
programmes provide skilled
workforce to industry.
c) It is the oldest method of
training.

83. c) Classroom training:
• Training is provided in the company classrooms
or in educational institutes. Lectures, case studies,
group discussions, and audio visual aids are used
to explain knowledge and skills to the trainees.
• Classroom training is suitable for teaching
concepts and problem solving skills.
• It is also useful for orientations and safety training
programmers.
• Some companies maintain their own training
institutes or schools. Special training course are
designed. E.g.: computer courses for typists, etc.

84. d) Internship training:
• It is a joint programme of training in which
educational institutions and business firms cooperate.
• Selected candidates carry on regular studies for the
prescribed period. They also work in some factory or
office to acquire practical knowledge and skills.
• This method helps to provide a good balance between
theory and practice.
• But it involves a long time period due to slow
process. This method of training is used in
professional work. e.g.: MBBS, CA, ICWA, company
secretaries. etc.

85. e) E-learning:
• Business firms are increasingly using electronic
technology for training.
• E-learning methods include training through CD-
ROM. Internet and intranet, satellite broadcasts,
virtual classrooms and digital collaboration between
trainees.
• This system provides a single log on point for all e-
learning opportunities offered through the company.
• E-learning makes use of social software such as
blogs, wikis, podcasts, and virtual world. This
phenomenon is also known as ‘Long Trait Learning’.

86. Role of trainers
Role of a trainer:
Training programmes respond to both present and future
needs. The role of training are “content” vs ‘process”.
Apart from their training roles, the trainers are required to
discharge perform roles with respect to research,
consulting, and change management. These roles have
been taken up briefly as follows:
Trainers should perform:
1) Training role
2) Research role
3) Consulting role
4) Change management role

87. 1) Training role:
• This role facilitates in developing competencies
needed by various role occupants. The trainers must
consider the curriculum, content, training aids, and
learners’ receptivity. Trainers must keep themselves
updated, and must have the relevant technical
knowledge.
2) Research role:
• Trainers must identify the necessary competencies for
accomplishment of the product range and what will
be needed in the organization in the future. This role
is of great help to the organization.

88. 3) Consulting role:
Many organizations require the help of consultancy
when they cannot find the solution of a problem
Trainers with vast experiential backgrounds and a
reservoir of knowledge should preferably discharge the
consulting role, in addition to their other roles. The
trainers should extend the requisite consultancy to keep
the wheel of synergy moving.
4) Change management role:
Training becomes essential to enhance the ability of
strategic thinking, taking responsibility, feeling
accountable, elevate creativity, and empowering others.
The trainers must be involved in the main business of
the organization or trainers are to be drawn from within
the organization having exposure in multiple functional
areas.

89. Identification of Training Needs

90. Identification of Training Needs
• Training is the process of gaining skills and
knowledge to perform an activity effectively.
• Training usually has a practical focus.
• Rarely does someone walk into a job with all the
skills, knowledge and attributes required to do their
work to an optimum level from day one.
• Often there is a requirement for some form of training
or knowledge development.
• Training and development is also useful to up-skill
your existing employees into higher positions or to
take on different roles in your business.

91. Identifying Training Needs of Employees
• Training bridges gap between what employee has (in
terms of skills and abilities) and what his/her job
demands.
• This clearly underlines the need for proper
identification of training needs of employee.
Identifying training needs is a process that involves
establishing areas where employees lack skills,
knowledge, and ability in effectively performing their
jobs.
• Training needs have to be related both in terms of the
organisation’s demands and that of the individual
employee’s.

92. Five methods of identifying training needs:
1. Views of the line manager.
2. Performance appraisal.
3. Company and departmental plans.
4. Views of training manager.
5. Analysis of job difficulties.

93. It consists of the following three components:
1. Organisational analysis
2. Task analysis
3. Man analysis

94. 1. Organisational Analysis:
• It involves a comprehensive analysis of organisation
in terms of its objectives, resources, resource
allocation and utilization, culture, environment, and
so on.
• Such an analysis would help identify deficiencies and
mechanisms that would be needed to make
adjustments in those identified deficiencies.

95. Generally, organisational analysis includes the
following steps:
(i) Analysis of Objectives:
• Organisational analysis begins with achieving a
clear understanding of both short and long-run
goals and also the order of priorities accorded to
various objectives.
• Long-run objectives are broken down into specific
objectives and strategies for each of the
department/division/unit. Short-run objectives are
constantly in need of adaptation to the changing
environment, both external and internal.
• However, long-run goals, if carefully thought out,
are expected to be much less subject to
modification. General objectives are also needed to
be translated into specific operational targets.

96. (ii) Resource Utilization Analysis:
• Once the organisational objectives are analysed, the
next step involved in identifying training needs is to
analyse the allocation of human and other physical
resources and evaluate their level of utilization in
meeting operational objectives.
• In order to examine the flow of the inputs and outputs
of the total system, various efficiency indices can be
developed and used.
• While using these efficiency indices, focus should be
on the contribution of human resources in meeting the
organisational goals.

97. (iii) Environmental Scanning:
• Such an analysis is done to study the organisation as a
subsystem operating in a distinct environment
consisting of socio-cultural, economic and political
components.
• This enables the organisation to identify the
environmental factors which the organisation can
influence and the constraints which cannot control.

98. (iv) Organisational climate analysis:
• The organisational climate is a reflection of its
members’ attitudes towards various aspects of work,
supervision, company procedure and so on.
• These have own bearing on affecting the
effectiveness of a training programme in the
organisation.

99. 2. Task Analysis:
• This is also called job or operational analysis. This
involves a detailed analysis of various components of
a job, its various operations, and the conditions under
which it has to be performed.
• Task analysis will indicate the skills and training
required to perform the job at the required standard.
For almost all jobs have an expected standard of
performance.
• Knowledge of task as gained through task analysis
will help in understanding what skills, knowledge and
attitudes an employee should have to fulfil the
expected performance.

100. 3. Man Analysis:
• This is the third component in identifying employee
training needs. The focus of man analysis as on the
individual employee, his skills, abilities, knowledge
and attitude. Of the three analyses, this is more
complex one because of difficulties in assessing
human contribution.
• The reason is that the available measures to study
man (employee) are much less objective and suffer
from many individual variations.

101. Methodology

102. Training Methodology
1. Focus on holistic learning-
Training programs focus on all-round development of
the student and is customized to suit the requirements of
every student participating in the training program.
Personalized attention and guidance help students to
gain in-depth knowledge about the tests which help
them in securing a good score.
2. Customized modules-
The training modules are customized to suit the
requirements of every participant and is designed to
ensure that students coming from any background can
focus to secure a high score.

103. 3. Practical sessions-
The course is designed to include many practical sessions
that enable a participant practice the exam as many times
as possible and this can help them to secure high scores.
4. Personal Counselling and Guidance-
The special feature of our training programs is personal
Counselling and Guidance. Our mentors conduct a one to
one session with every participant to understand
individual level of competency and this can help design a
customized course that can fit to the requirements of
every student.
5. Peer based learning approach-
We believe in the concept of peer based learning where
the results can be substantially high if mentored by a peer
along with the trainer.