Employee training involves assessing needs, designing instruction, implementing programs, and evaluating results. It can occur through formal classroom training, on-the-job training, e-learning, webinars, and more. Common types of training include new employee orientation, compliance training, soft skills development, and management or leadership development. Effective training transfers skills to the workplace and motivates learning.
Ethics is the backbone of an organization and its activities. Ethical performance management is defined as planning, managing, appraising, and monitoring employee performance based on principles of fairness, objectivity, transparency and good corporate governance. Ethical performance management builds a better society, cultivates high-performance teams, attracts and retains talent, maintains legal sanctity, improves reporting, and promotes a strong corporate image. However, it also faces ethical issues and dilemmas such as managerial malpractice, value conflict, moral mazes, workplace politics, and violation of ethics. Strategies for ethical performance management include education and training on ethics, employment accountability, communication, resolving value conflicts, and increasing employee engagement.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
This document provides an overview of conducting an HR audit. It begins with an introduction on the importance of measuring HR practices and programs. It then outlines the typical agenda covered in an HR audit, including challenges for the HR department, purposes and objectives of an audit, benefits, frequency, principles, types of audits, scope, measures, standards, and the tasks of auditors.
The document delves into the various phases of an HR audit process - the foundational/initiation phase which involves planning and set up, the assessment phase which involves analyzing policies and practices against criteria, and the concluding/reporting phase which involves preparing and presenting an audit report with findings and recommendations. Key aspects like developing checklists, formulating
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
Ethics is the backbone of an organization and its activities. Ethical performance management is defined as planning, managing, appraising, and monitoring employee performance based on principles of fairness, objectivity, transparency and good corporate governance. Ethical performance management builds a better society, cultivates high-performance teams, attracts and retains talent, maintains legal sanctity, improves reporting, and promotes a strong corporate image. However, it also faces ethical issues and dilemmas such as managerial malpractice, value conflict, moral mazes, workplace politics, and violation of ethics. Strategies for ethical performance management include education and training on ethics, employment accountability, communication, resolving value conflicts, and increasing employee engagement.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
This document provides an overview of conducting an HR audit. It begins with an introduction on the importance of measuring HR practices and programs. It then outlines the typical agenda covered in an HR audit, including challenges for the HR department, purposes and objectives of an audit, benefits, frequency, principles, types of audits, scope, measures, standards, and the tasks of auditors.
The document delves into the various phases of an HR audit process - the foundational/initiation phase which involves planning and set up, the assessment phase which involves analyzing policies and practices against criteria, and the concluding/reporting phase which involves preparing and presenting an audit report with findings and recommendations. Key aspects like developing checklists, formulating
Human Resource Planning is the process of determining manpower requirements and meeting those requirements to achieve organizational goals. The objectives of HRP include ensuring optimal human resource use, avoiding imbalances in distribution, assessing future skill needs, and providing control measures. HRP involves analyzing current staffing levels, projecting future needs, and developing programs for recruitment, training, and staffing changes. Both internal factors like company policies and external factors like technology and regulations affect HRP. Benefits of HRP are reduced costs, improved employee development, identification of skills gaps, and improved business planning.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
This document discusses different approaches to strategic human resource management (SHRM). It defines SHRM and outlines five key approaches: traditional, strategy implementation, strategy formulation, best practices, and best fit. For each approach, it provides an overview of the focus and assumptions, as well as advantages/criticisms. The traditional approach views HR as separate from business strategy. The other four seek to align HR with organizational goals and strategy in different ways.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
The document discusses functional implementation and strategies in strategic management. It explains that functional implementation is carried out through functional plans and policies in five key areas: marketing, financial, operations, personnel, and information management. Functional strategies involve developing plans for each functional area to achieve business objectives. These strategies must have vertical and horizontal fit to ensure coordination across levels and functions. The document then provides examples of the types of plans and policies developed for each functional area, including marketing, operations, financial, human resources, and information management.
The document discusses various aspects of internal mobility within an organization such as promotion, transfer, and demotion. It defines promotion as the advancement of an employee to a higher level job with greater responsibility, prestige, skills and pay. The key purposes of promotion are to utilize employee skills and develop competencies for higher roles. Merit and seniority are described as the main bases for promotion, each with their own advantages and disadvantages. The document also discusses transfer as a lateral movement between jobs of equal pay and status, as well as separation processes like layoffs and retirement.
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
A pay structure sets pay rates or ranges for jobs based on their internal value determined through job evaluation and external market rates. It aims to maintain competitive and equitable pay levels. A pay structure has elements like pay schedules, grades, and ranges. Designing a pay structure involves job analysis, evaluation, setting a pay policy, budgeting payroll, researching average salaries, and establishing a pay grade system to group positions by compensation level based on qualifications.
Human resource planning is a process that forecasts an organization's future demand and supply of employees. It involves determining HR needs based on factors like the organization's strategy, growth, and environment. The planning process includes forecasting demand and supply of employees, identifying surpluses or shortages, and developing programs to address them. Forecasting techniques help estimate demand and include managerial judgments, ratio trend analysis, and regression analysis. The HR plan is then implemented through actions like recruitment, training, retention programs, and downsizing if needed. Regular evaluation ensures the plan adapts to changes in the organization or environment.
HRM involves planning, recruiting, selecting, training, developing, compensating, and maintaining the workforce. The key functions of HRM are acquisition, training, appraisal, compensation, labor relations, health and safety, fairness, motivation, and maintenance of employees. HRM helps achieve organizational goals through strategic workforce planning and developing high-performance work systems. Emerging trends shaping HRM include globalization, technological changes, workforce demographic shifts, and a need for more strategic and evidence-based approaches.
An HR audit analyzes an organization's HR functions to measure current performance and identify areas for improvement. It reviews areas like recruiting, training, compensation and benefits to ensure compliance with laws and policies. The document outlines the audit process which involves initiating the audit by defining its purpose and scope, assessing HR functions using methods like interviews and documentation review, and concluding by preparing a report with findings and recommendations to strengthen HR. The report is provided to line managers, HR specialists, and top management.
The document discusses job analysis, which is the process used to collect information about the duties, responsibilities, skills, outcomes, and work environment of a particular job. It outlines several key stages and methods of job analysis, including defining job tasks and requirements, developing job descriptions and specifications, setting performance standards, and determining important applications like selection, training, and compensation. Common methods of collecting job analysis information discussed are observation, interviews, questionnaires, previous studies, and work diaries.
Human Resource Management ( competitive advantage)fathima habeeb
The document discusses several theories and frameworks related to gaining a competitive advantage through human resources. It describes Barney's resource-based view which indicates that human resources can provide sustained competitive advantage if they are valuable, rare, imperfectly imitable, and non-substitutable. Porter's five forces model and innovation strategies are also mentioned. Finally, the document discusses frameworks from Boxall and Guest for identifying, defending, and leveraging human resources to achieve a competitive advantage.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Human resource accounting involves measuring the costs and value of employees to an organization. It aims to provide cost and valuation information to aid management decision making regarding acquiring, developing, and maintaining human resources. The objectives of human resource accounting include monitoring human resource use, analyzing whether human assets are conserved or depleted, and facilitating valuation and disclosure of human resources in financial statements.
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
Potential appraisal refers to identifying an employee's hidden talents and skills to predict their future performance potential. It aims to evaluate employees' ability to assume higher positions. Potential appraisal is a future-oriented process that identifies strengths, weaknesses and an individual's suitability for development. It considers technical skills, managerial capabilities, behavioral traits and conceptual abilities through methods like self-appraisals, peer reviews, psychological tests and feedback to help employees understand their potential and areas for growth.
Human resource planning ensures an organization has the right number and type of employees with the necessary skills at the right time and place to achieve its strategic objectives. It is linked to the organization's overall strategy, mission and goals. Job analysis defines job duties and requirements and is used for recruitment, performance reviews, compensation, and training. Selection involves differentiating applicants to identify those most likely to succeed through tools like testing, interviews and background checks. New employees are onboarded through orientation to introduce them to their roles and the organization.
Human Resource Planning – Concept And Need. Factors Affecting Hrp, Hrp Proces...ankushgakhar
The document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. Some key points:
- HRP is the process of determining how to meet future human resource needs by having the right people in the right place at the right time.
- Objectives include ensuring optimal HR use, forecasting future needs, and assessing surpluses and shortages.
- Factors like organizational strategy, growth, environment, and jobs affect HRP.
- The HRP process involves forecasting HR needs and supply, programming actions, implementation, and evaluation of surpluses and shortages.
This document discusses the training process and provides details on each stage. It begins by defining training, development, and education. The 5 stages of the training process are then outlined as: 1) needs assessment, 2) deriving objectives, 3) developing curriculum, 4) implementation, and 5) evaluation. Further sections provide more details on needs assessment methods, selecting trainees and trainers, and training methods like on-the-job, off-the-job, and levels of learning. The overall document serves as a guide to developing and implementing effective employee training programs.
Employee training involves determining needs, planning programs, and evaluating effectiveness. Training needs arise from changes in performance, technology, or organizational objectives. The training process involves assessing needs, developing objectives, selecting methods, conducting training, and evaluating transfer. Evaluation criteria include reactions, knowledge, attitudes, job performance, and organizational performance. Methods include pre-post testing, control groups, and feedback.
Competency mapping involves determining the skills, knowledge, and behaviors required for a job role. It creates an accurate job profile used for selecting, recruiting, and retaining employees. Competency mapping identifies key attributes for each position through job analysis and behavioral interviews. It allows organizations to focus on core competencies, manage time effectively, and build competitive advantages. Competency mapping aids recruitment, performance appraisal, training, development, and pay systems.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
The document discusses functional implementation and strategies in strategic management. It explains that functional implementation is carried out through functional plans and policies in five key areas: marketing, financial, operations, personnel, and information management. Functional strategies involve developing plans for each functional area to achieve business objectives. These strategies must have vertical and horizontal fit to ensure coordination across levels and functions. The document then provides examples of the types of plans and policies developed for each functional area, including marketing, operations, financial, human resources, and information management.
The document discusses various aspects of internal mobility within an organization such as promotion, transfer, and demotion. It defines promotion as the advancement of an employee to a higher level job with greater responsibility, prestige, skills and pay. The key purposes of promotion are to utilize employee skills and develop competencies for higher roles. Merit and seniority are described as the main bases for promotion, each with their own advantages and disadvantages. The document also discusses transfer as a lateral movement between jobs of equal pay and status, as well as separation processes like layoffs and retirement.
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
A pay structure sets pay rates or ranges for jobs based on their internal value determined through job evaluation and external market rates. It aims to maintain competitive and equitable pay levels. A pay structure has elements like pay schedules, grades, and ranges. Designing a pay structure involves job analysis, evaluation, setting a pay policy, budgeting payroll, researching average salaries, and establishing a pay grade system to group positions by compensation level based on qualifications.
Human resource planning is a process that forecasts an organization's future demand and supply of employees. It involves determining HR needs based on factors like the organization's strategy, growth, and environment. The planning process includes forecasting demand and supply of employees, identifying surpluses or shortages, and developing programs to address them. Forecasting techniques help estimate demand and include managerial judgments, ratio trend analysis, and regression analysis. The HR plan is then implemented through actions like recruitment, training, retention programs, and downsizing if needed. Regular evaluation ensures the plan adapts to changes in the organization or environment.
HRM involves planning, recruiting, selecting, training, developing, compensating, and maintaining the workforce. The key functions of HRM are acquisition, training, appraisal, compensation, labor relations, health and safety, fairness, motivation, and maintenance of employees. HRM helps achieve organizational goals through strategic workforce planning and developing high-performance work systems. Emerging trends shaping HRM include globalization, technological changes, workforce demographic shifts, and a need for more strategic and evidence-based approaches.
An HR audit analyzes an organization's HR functions to measure current performance and identify areas for improvement. It reviews areas like recruiting, training, compensation and benefits to ensure compliance with laws and policies. The document outlines the audit process which involves initiating the audit by defining its purpose and scope, assessing HR functions using methods like interviews and documentation review, and concluding by preparing a report with findings and recommendations to strengthen HR. The report is provided to line managers, HR specialists, and top management.
The document discusses job analysis, which is the process used to collect information about the duties, responsibilities, skills, outcomes, and work environment of a particular job. It outlines several key stages and methods of job analysis, including defining job tasks and requirements, developing job descriptions and specifications, setting performance standards, and determining important applications like selection, training, and compensation. Common methods of collecting job analysis information discussed are observation, interviews, questionnaires, previous studies, and work diaries.
Human Resource Management ( competitive advantage)fathima habeeb
The document discusses several theories and frameworks related to gaining a competitive advantage through human resources. It describes Barney's resource-based view which indicates that human resources can provide sustained competitive advantage if they are valuable, rare, imperfectly imitable, and non-substitutable. Porter's five forces model and innovation strategies are also mentioned. Finally, the document discusses frameworks from Boxall and Guest for identifying, defending, and leveraging human resources to achieve a competitive advantage.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Human resource accounting involves measuring the costs and value of employees to an organization. It aims to provide cost and valuation information to aid management decision making regarding acquiring, developing, and maintaining human resources. The objectives of human resource accounting include monitoring human resource use, analyzing whether human assets are conserved or depleted, and facilitating valuation and disclosure of human resources in financial statements.
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
Potential appraisal refers to identifying an employee's hidden talents and skills to predict their future performance potential. It aims to evaluate employees' ability to assume higher positions. Potential appraisal is a future-oriented process that identifies strengths, weaknesses and an individual's suitability for development. It considers technical skills, managerial capabilities, behavioral traits and conceptual abilities through methods like self-appraisals, peer reviews, psychological tests and feedback to help employees understand their potential and areas for growth.
Human resource planning ensures an organization has the right number and type of employees with the necessary skills at the right time and place to achieve its strategic objectives. It is linked to the organization's overall strategy, mission and goals. Job analysis defines job duties and requirements and is used for recruitment, performance reviews, compensation, and training. Selection involves differentiating applicants to identify those most likely to succeed through tools like testing, interviews and background checks. New employees are onboarded through orientation to introduce them to their roles and the organization.
Human Resource Planning – Concept And Need. Factors Affecting Hrp, Hrp Proces...ankushgakhar
The document discusses human resource planning, including its meaning, objectives, importance, factors affecting it, and process. Some key points:
- HRP is the process of determining how to meet future human resource needs by having the right people in the right place at the right time.
- Objectives include ensuring optimal HR use, forecasting future needs, and assessing surpluses and shortages.
- Factors like organizational strategy, growth, environment, and jobs affect HRP.
- The HRP process involves forecasting HR needs and supply, programming actions, implementation, and evaluation of surpluses and shortages.
This document discusses the training process and provides details on each stage. It begins by defining training, development, and education. The 5 stages of the training process are then outlined as: 1) needs assessment, 2) deriving objectives, 3) developing curriculum, 4) implementation, and 5) evaluation. Further sections provide more details on needs assessment methods, selecting trainees and trainers, and training methods like on-the-job, off-the-job, and levels of learning. The overall document serves as a guide to developing and implementing effective employee training programs.
Employee training involves determining needs, planning programs, and evaluating effectiveness. Training needs arise from changes in performance, technology, or organizational objectives. The training process involves assessing needs, developing objectives, selecting methods, conducting training, and evaluating transfer. Evaluation criteria include reactions, knowledge, attitudes, job performance, and organizational performance. Methods include pre-post testing, control groups, and feedback.
This document discusses various training and development techniques for employees. It begins by covering orienting new employees, including providing background information, benefits, policies, and facilities tours. It then discusses training new employees on basic job skills through methods like on-the-job training, lectures, simulations, and computer-based learning. The document also addresses analyzing training needs, designing training programs, developing materials, implementing training, and evaluating effectiveness. Management development techniques include job rotation, coaching, and action learning.
Employee orientation and training involves providing new employees with background information on the company, benefits, policies, and safety regulations. It also teaches new employees the skills needed to perform their jobs through methods like on-the-job training, apprenticeships, lectures, and simulations. Training is evaluated to assess its impact on employee learning, behavior, and business results. Organizational development aims to implement organizational change by having employees help formulate and carry out needed changes to attitudes, values, and structure.
This document discusses employee training. It defines training as a planned program designed to improve employee performance and bring about measurable changes in knowledge, skills, attitudes, and behaviors. Training focuses on improving skills for a particular job, correcting performance deficiencies, and improving short-term performance. It is more narrowly focused than development, which aims to improve an employee's overall personality. Training benefits both the business by improving efficiency and the employee by making them more valuable and able to advance their careers. The document outlines different types of training methods including on-the-job and off-the-job approaches.
Training employees is important for developing skills to perform jobs effectively. The process involves analyzing needs, designing instruction, implementing training techniques, and evaluating outcomes. Techniques include on-the-job, simulated, distance learning, and computer-based methods. Manager development focuses on leadership, case studies, and modeling behaviors to transfer skills. Evaluation assesses reactions, learning, changed behavior, and business results from training investments.
Training & Development_Parakramesh Jaroli_MBA_Human Resource ManagementParakramesh Jaroli
The document discusses training and its importance for organizations. It defines training as a planned effort to help employees learn job-related skills. The goals of training are for employees to master knowledge and skills from training programs and apply them on the job. High-leverage training is linked to strategic goals, uses instructional design, benchmarks against other companies, and encourages continuous learning. Continuous learning requires employees to understand relationships between their jobs, work units, and the company.
The document discusses various training methods including lectures, audiovisual instruction, on-the-job training, self-directed learning, apprenticeships, simulations, case studies, business games, role plays, behavior modeling, team training, adventure learning, and scenario-based training. It provides the advantages and disadvantages of each method and discusses key elements to make certain methods like on-the-job training, self-directed learning, behavior modeling, and adventure learning effective.
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development relates to longer-term goals. There are various methods of training, including on-the-job methods like apprenticeships, internships, and job rotation, as well as off-the-job methods like classroom lectures. Training needs assessment identifies gaps between current and required skills and knowledge to determine what training is needed. The process involves analyzing organizational needs, job tasks, and individual employee skills.
Training and development involves improving organizational and individual effectiveness. Training focuses on immediate changes through instruction, while development addresses longer-term goals. There are various training methods, including on-the-job methods like apprenticeships and job rotations, and off-the-job methods like classroom lectures. Training needs assessment identifies gaps between present and required skills and knowledge. Competency-based training focuses on specific skills, while role-based training applies skills through practical exercises. Outsourcing training can leverage costs and resources.
This document outlines different types of training provided in organizations. It discusses induction training which introduces new employees to rules and procedures to help them become productive more quickly. Job training increases employee knowledge and skills to improve job performance. Safety training minimizes accidents. Promotional training prepares employees for higher level roles. Remedial training addresses underperformance. Other trainings discussed include internship, skills, cross-functional, team, refresher, diversity, literacy, and ethics training. The goal of all these trainings is to improve employee and organizational performance.
The document discusses learning, training, and development. It defines training and development, explaining that training refers to imparting specific skills while development refers to learning opportunities for growth. The goal of training and development is to change employee behavior, knowledge, or attitudes through learning to improve performance. Different training methods are discussed, such as on-the-job training, classroom instruction, e-learning, and simulations. It also covers evaluating training using models like Kirkpatrick's criteria of measuring reaction, learning, behavior, and results. Finally, the document discusses managing employee careers through career planning, development, and management in order to motivate employees and help them attain
WHAT IS TRAINING ?
•Training refers to the process of imparting of specific skills , abilities and knowledge to an employee.
•Training is specialised function & is one of the fundamental operative functions of human resource management.
•Training is an act of increasing the knowledge and skills of an employee for doing a particular job.
-Objective & Need of Training
-Process Of Training
-Methods and Techniques of Training
-On-the-job methods
-Off-the-job methods
-Conclusion.
This document defines and compares training and development. Training focuses on learning job-specific skills in the short term and is job-oriented, while development focuses on enhancing conceptual knowledge for future career growth in the long term. Some key training methods mentioned include technology-based learning, simulators, on-the-job training, coaching, lectures, and role playing, while the goal of development is to prepare employees for future challenges through self-motivated learning.
This document discusses training and development in organizations. It defines training as a process of learning skills to perform a job effectively, whereas development helps employees handle a variety of assignments to promote them. Some key advantages of training are that it facilitates business strategy implementation, improves performance by filling skills gaps, and enhances employee retention. The document outlines various techniques for analyzing training needs such as observation, performance analysis, employee surveys, and assessment centers. It also discusses the training program design process which involves setting objectives, developing content and schedule, choosing methods, locations, and trainers.
Training and development is a core function of human resource management that ensures continuous skill development of employees. The presentation discusses the objectives, importance, types, and methods of training. It defines training and identifies needs through job, task, and human resource analyses. Various on-the-job and off-the-job training methods are described, including coaching, lecture, and case study. The key steps in designing an effective training program are identified as needs assessment, setting objectives, organization, and evaluation.
This document discusses training and provides information on various aspects of developing and implementing training programs. It defines training and explains why training is needed. It also outlines different training methods that can be used, such as instructor-led classroom training, e-learning, hands-on training, and simulations. The document discusses evaluating training programs to assess their effectiveness and determine areas for improvement. The evaluation should happen at three levels: through immediate feedback, post-training tests, and post-training appraisals.
Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
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The document discusses employee training and development. It describes the training process, which includes assessing needs, designing programs, selecting instruction methods, implementing training, and evaluating. It covers orienting new employees and common training methods like lectures, hands-on learning, and computer-based training. Management development techniques are also outlined, such as on-the-job training, case studies, and corporate universities. The document emphasizes evaluating training at multiple levels from reaction to learning to behavior and business results.
This document discusses how Industry 4.0 technologies are disrupting jobs and skills requirements. It outlines key aspects of Industry 4.0 like integrated machinery, information technology, and improved production. Countries that have adopted national Industry 4.0 strategies are identified. Economic sectors adopting Industry 4.0 are listed, along with futuristic job roles. Issues around the skills gap in India's workforce are examined, with mental health, communication, and decision making cited as important future skills. Ways for colleges and job seekers to address this gap are proposed.
The study has been summarized in the form of a presentation so that others can understand its relevance. It is really important to look for ways to empower women through creative and innovative entrepreneurial ventures.
It will be helpful to go through Ethics in Writing for researchers and phd scholars. It will explain about various ethics of writing and how to draft a manuscript along with how to improve and make your draft error free and how to select a journal for your paper. It will be useful for academicians, researchers, and writers.
Distress refers to feeling overwhelmed by problems with no end in sight, such as financial issues, relationship conflicts, or chronic illness. In contrast, eustress is a positive form of stress from meaningful challenges and opportunities that provide energy, such as graduating college, getting married, or changing jobs. While all stress affects us, eustress can be a motivator for meeting responsibilities and achieving goals.
Perception is how individuals organize and interpret their sensory impressions to understand their environment. It is influenced by perceiver characteristics like attitudes and experiences, target characteristics like appearance and actions, and situational characteristics like settings. Attribution theory looks at how people explain their own and others' behaviors, and is subject to biases like the fundamental attribution error of blaming others' actions on internal causes rather than external ones. Perceptual errors can also occur, such as selective perception, halo effects, stereotyping, and self-fulfilling prophecies.
How to achieve employee motivation and what are the related motivation theories. What is their role in improving employee motivation. How do they affect organizational work.
how learning can be useful for organizational employees. how they can learn easily, what are the learning tools companies can inject for improving employee productivity. benefits and features of learning to the organization are important part of this slide
The document discusses various theories of leadership including trait theory, behavioral theory, contingency theory, and transformational theory. It examines research from Ohio State University and the University of Michigan that identified two primary dimensions of leader behavior - consideration of employees and initiating structure. The document also outlines qualities associated with good leadership such as drive, honesty, self-confidence, intelligence, and extraversion.
This document discusses job satisfaction and its effects in the workplace. It covers the meaning of job satisfaction, factors that affect it, and how job satisfaction relates to job performance, customer satisfaction, organizational citizenship behavior, absenteeism, turnover, and workplace deviance.
This document discusses different levels and types of conflict, including intrapersonal, interpersonal, and intergroup conflict. It covers approaches to conflict like transactional analysis and the Johari window model. Conflict resolution strategies mentioned include finding a win-win solution, using transactional analysis principles of adult communication, and changing attitudes and behaviors. Other intergroup conflict resolution strategies highlighted are problem solving, restructuring, aligning to common goals, upgrading resources, preventing conflict, and finding commonalities between groups.
Unit 2 discusses attitudes and how they can change. It defines an attitude as a tendency to behave and feel a certain way toward an object. Attitudes are characterized by continuing unless changed, existing on a continuum from favorable to unfavorable, and being directed at a specific object. Attitudes have three components - cognition, affect, and behavior. They can change through cognitive dissonance theory, where inconsistent attitudes cause discomfort leading to change, or self-perception theory, where behavior influences attitude. Workplace attitudes can change by setting examples, identifying motivators, eliminating negative influences, providing a good environment, giving recognition, and offering support.
This document discusses various human resource management topics related to employee discipline and termination. It covers discipline procedures like warnings, appeals, and dismissal. It also discusses types of termination such as resignation, retirement, layoffs, and exit interviews. The key points are that discipline aims to correct behavior and develop employees, there are formal procedures to issue warnings and appeals for discipline cases, and termination can be voluntary, involuntary, or mutual depending on the situation and employee rights.
This document discusses performance appraisal and ensuring workplace safety. It covers the objectives and processes of performance appraisal, including methods like rating scales and 360 degree feedback. It also outlines an employer's responsibilities to provide a safe work environment, such as establishing health and safety committees, training programs, and open communication. The Occupational Safety and Health Act of 1970 is mentioned as the primary law governing workplace safety in the US. Ensuring job safety, reducing workplace stress, and the responsibilities of both employers and employees are also summarized.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
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2. Employee Training
Training is the process of teaching new employees the
basic skills they need to perform their jobs.
3. Employee training
• Strategic context of training
– Performance management: the process employers
use to make sure employees are working toward
organizational goals.
• Web-based training
• Distance learning-based training
• Cross-cultural diversity training
4. Training and Development Process
Needs analysis
Identify job performance skills needed, assess prospective
trainees skills, and develop objectives.
Instructional design
Produce the training program content, including workbooks,
exercises, and activities.
Validation
Presenting (trying out) the training to a small representative
audience.
Implement the program
Actually training the targeted employee group.
Evaluation
Assesses the program’s successes or failures.
5. Make the Learning Meaningful
• At the start of training, provide a bird’s-eye view of
the material to be presented to facilitates learning.
• Use a variety of familiar examples.
• Organize the information so you can present it
logically, and in meaningful units.
• Use terms and concepts that are already familiar to
trainees.
• Use as many visual aids as possible.
6. Make Skills Transfer Easy
• Maximize the similarity between the training situation
and the work situation.
• Provide adequate practice.
• Label or identify each feature of the machine and/or step
in the process.
• Direct the trainees’ attention to important aspects of the
job.
• Provide “heads-up” preparatory information that lets
trainees know they might happen back on the job.
7. Motivate the Learner
• People learn best by doing so provide as much
realistic practice as possible.
• Trainees learn best when the trainers immediately
reinforce correct responses
• Trainees learn best at their own pace.
• Create a perceived training need in the trainees’
minds.
• The schedule is important too: The learning curve
goes down late in the day, less than full day training
is most effective.
8. Training need assessment
• Task analysis
– A detailed study of a job to identify the specific
skills required, especially for new employees.
• Performance analysis
– Verifying that there is a performance deficiency
and determining whether that deficiency should be
corrected through training or through some other
means (such as transferring the employee).
9.
10. On the Job Training
• On-the-job training (OJT)
– Having a person learn a job by actually doing the job. Like
Coaching or understudy, Job rotation, Special assignments
• Steps in OJT
– Prepare the learner
– Present the operation
– Do a tryout
– Follow up
• Advantages
– Inexpensive
– Immediate feedback
11. • Apprenticeship training
– A structured process by which people become skilled
workers through a combination of classroom
instruction and on-the-job training.
• Informal learning
– The majority of what employees learn on the job they
learn through informal means of performing their jobs
on a daily basis.
• Job instruction training (JIT)
– Listing each job’s basic tasks, along with key points,
in order to provide step-by-step training for
employees.
12.
13.
14.
15. The 25 Most Popular Apprenticeships in USA
• Boilermaker
• Bricklayer (construction)
• Carpenter
• Construction craft laborer
• Cook (any industry)
• Cook (hotel and restaurant)
• Correction officer
• Electrician
• Electrician (aircraft)
• Electrician (maintenance)
• Electronics mechanic
• Firefighter
• Machinist
• Maintenance mechanic (any industry)
• Millwright
• Operating engineer
• Painter (construction)
• Pipefitter (construction)
• Plumber
• Power plant operator
• Roofer
• Sheet-metal worker
• Structural-steel worker
• Telecommunications technician
• Tool and die maker
According to the U.S. Department of Labor apprenticeship database, the occupations listed below
had the highest numbers of apprentices in 2001. These findings are approximate because the
database includes only about 70% of registered apprenticeship programs—and none of the
unregistered ones.
16. Effective lectures
– Use signals to help listeners follow your ideas.
– Don’t start out on the wrong foot.
– Keep your conclusions short.
– Be alert to your audience.
– Maintain eye contact with the trainees.
– Make sure everyone in the room can hear.
– Control your hands.
– Talk from notes rather than from a script.
– Break a long talk into a series of five-minute talks.
17. Programmed Learning
• Programmed instruction (PI)
– A systematic method for teaching job skills involving:
• Presenting questions or facts
• Allowing the person to respond
• Giving the learner immediate feedback on the accuracy of his or
her answers
• Advantages
– Reduced training time
– Self-paced learning
– Immediate feedback
– Reduced risk of error for learner
18. • Literacy training techniques
– Responses to functional illiteracy
• Testing job candidates’ basic skills.
• Setting up basic skills and literacy programs.
• Audiovisual-based training
– To illustrate following a sequence over time.
– To expose trainees to events not easily demonstrable in live
lectures.
– To meet the need for organization wide training and it is too
costly to move the trainers from place to place.
• Simulated training (occasionally called vestibule training)
– Training employees on special off-the-job equipment so
training costs and hazards can be reduced.
– Computer-based training (CBT)
– Electronic performance support systems (EPSS)
– Learning portals
19. Computer-based Training (CBT)
Advantages
– Reduced learning time
– Cost-effectiveness
– Instructional consistency
Types of CBT
– Intelligent Tutoring systems
– Interactive multimedia training
– Virtual reality training
20. Electronic Performance Support Systems (EPSS)
• Sets of computerized tools and displays that automate training,
documentation, and phone support, integrate this automation into
applications, and provide support that’s faster, cheaper, and more
effective than traditional methods.
• An electronic performance support system (EPSS) is any computer
software program or component that improves user performance.
21. • An EPSS is best considered when:
– Workers require knowledge to achieve individual performance in a
business environment.
– Skilled performers are spending a lot of time helping less skilled
performers
– New workers must begin to perform immediately and training is
impractical, unavailable or constrained
– Employees need to be guided through a complex process or task that
cannot be memorized.
• Components
– the user interface shell (the human computer interface) and the database
– generic tools (help system, documentation, text retrieval system, intelligent
agents, tutoring facility, simulation tools and communication resources)
– application-specific support tools
– a target application domain (schools, particular business settings, military,
etc.)
22. Advantages of EPSS
• Reducing the complexity or number of steps
required to perform a task
• Providing the performance information an
employee needs to perform a task
• Providing a decision support system that
enables an employee to identify the action that
is appropriate for a particular set of conditions
23. Distance and Internet-Based Training
• Tele-training
– A trainer in a central location teaches groups of
employees at remote locations via TV hookups.
• Video conferencing
– Interactively training employees who are
geographically separated from each other—or from
the trainer—via a combination of audio and visual
equipment.
• Training via the Internet
– Using the Internet or proprietary internal intranets to
facilitate computer-based training.
24. Distance and Internet-Based Training
• Virtual classroom
– A learning environment that uses special
collaboration software to enable multiple remote
learners, using their PCs or Laptops, to participate in
live audio and visual discussions, communicate via
written text, and learn via content such as Power
Point slides.
• MP3/Instant Messaging
– Instant messaging is recommended as a quick
learning devices. Like J P Morgan
25. Cross-cultural training
• Cross-cultural training is defined as any
formalized intervention designed to increase
the knowledge and skills of international
assignees to live and work effectively in an
unfamiliar environment.
26.
27. Implementation of Training Programme
Deciding the location and organizing
training and other facilities.
Scheduling the training programme.
Conducting the programme.
Monitoring the progress of trainees.
28. Evaluation of Training Programme
• Need for evaluation
– Huge sums of money are spent on T&D. Thus, its necessary to
evaluate the results of T&D programme.
• Principles of evaluation
– Must be clear about the goals and purpose
– Must be continuous and specific
– Must provide means and focus to trainer
– Based on objective methods and standards
• Criteria for evaluation
– Training validity
– Transfer validity
– Intra-organizational validity
– Inter organizational validity
29. Impediments to effective training
• Management commitment is lacking and uneven
• Aggregate spending on training is inadequate
• Educational institutions award degree but
graduates lack skills
• Large-scale poaching of trained workers
• No help to workers displaced because of
downsizing
• Employers and B-schools must develop closer ties
• Organized labor can help
30. Management development
• Any attempt to improve current or future management
performance by imparting knowledge, changing
attitudes, or increasing skills.
• Succession Planning is a process through which senior-
level openings are planned for and eventually filled.
• Anticipate management needs
• Review firm’s management skills inventory
• Create replacement charts
• Begin management development
31. Techniques of Executive Development
• Job rotation
– Moving a trainee from department to department to
broaden his or her experience and identify strong and
weak points.
• Coaching/Understudy approach
– The trainee works directly with a senior manager or
with the person he or she is to replace; the latter is
responsible for the trainee’s coaching.
• Action learning
– Management trainees are allowed to work full-time
analyzing and solving problems in other departments.
32. Off-the-Job Management Training and
Development Techniques
• Case study method
– Managers are presented with a description of an
organizational problem to diagnose and solve.
• Management game
– Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
• Outside seminars
– Many companies and universities offer Web-based
and traditional management development seminars
and conferences.
33. • Role playing
– Creating a realistic situation in which trainees assume the roles of
persons in that situation.
• Behavior modeling
– Modeling: showing trainees the right (or “model”) way of doing
something.
– Role playing: having trainees practice that way
– Social reinforcement: giving feedback on the trainees’ performance.
– Transfer of learning: Encouraging trainees apply their skills on the
job.
• Corporate universities
– Provides a means for conveniently coordinating all the company’s
training efforts and delivering Web-based modules that cover topics
from strategic management to mentoring.
Off-the-Job Management Training and
Development Techniques contd..
34. Off-the-Job Management Training and
Development Techniques contd..
• In-house development centers
– A company-based method for exposing prospective
managers to realistic exercises to develop improved
management skills.
• Executive coaches
– An outside consultant who questions the executive’s
boss, peers, subordinates, and (sometimes) family in
order to identify the executive’s strengths and
weaknesses.
– Counsels the executive so he or she can capitalize on
those strengths and overcome the weaknesses
35. Career planning and development
• Career
– The occupational positions a person has had over many
years.
• Career management
– The process for enabling employees to better understand
and develop their career skills and interests, and to use
these skills and interests more effectively.
• Career development
– The lifelong series of activities that contribute to a
person’s career exploration, establishment, success, and
fulfillment.
36. • Career planning
– The deliberate process through which someone
becomes aware of personal skills, interests,
knowledge, motivations, and other characteristics;
and establishes action plans to attain specific goals.
• Careers today
– Careers are no simple progressions of employment
in one or two firms with a single profession.
– Employees now want to exchange performance for
training, learning, and development that keep them
marketable.
37. Career Development Initiatives
• Career planning workshops
• Career counselling
• Mentoring
• Sabbaticals
• Personal Development Plans
• Career workbooks
38. Innovative Corporate Career
Development Initiatives
• Provide each employee with an individual budget.
• Offer on-site or online career centers.
• Encourage role reversal.
• Establish a “corporate campus.”
• Help organize “career success teams.”
• Provide career coaches.
• Provide career planning workshops
• Utilize computerized on- and offline career development
programs
• Establish a dedicated facility for career development
39. The Individual
• Accept responsibility for your own career.
• Assess your interests, skills, and values.
• Seek out career information and resources.
• Establish goals and career plans.
• Utilize development opportunities.
• Talk with your manager about your career.
• Follow through on realistic career plans.
The Manager
• Provide timely performance feedback.
• Provide developmental assignments and support.
• Participate in career development discussions.
• Support employee development plans.
The Organization
• Communicate mission, policies, and procedures.
• Provide training and development opportunities.
• Provide career information and career programs.
• Offer a variety of career options.
Roles in Career Development