Human Resource Training and Development

MBA – HR : 3rd semester
Training & Development:
Systems & Practices
Unit-1: Training- Basic Concepts
Vimal Jyothi
Institute of Management & Research- Chemperi
Kannur Dt, Kerala-670632. www.vjim.ac.in; 91-4602213399
Jinuachan Vadakkemulajanal, Faculty -administrator; jinuachan@gmail.com

Unit-1: Training- Basic concepts
• The Training Context: Nature and Scope of
Training, Training Challenges, Forces Influencing
Working and Learning, Role of Training in
Organizations, Systematic Approach to Training,
• Learning: Theories and Process Strategic
Training:
• Models of Training- Faculty, Customer, Matrix,
Corporate University and Business Embedded
Model, Snapshots of Training Practices:
• Training Facts and Figures, Training Investment
Leaders etc. 2Jinuachan@gmail.com T&D
MBA3E18 : TRAINING & DEVELOPMENT: SYSTEMS & PRACTICES

Functions of HRD
a. Managerial Functions
b. Operative Functions
c. Advisory Functions
a. Managerial Functions: The HR Manager is a
part of the organizational management &
must perform the basic managerial functions
of planning, organizing, directing and
controlling in relation to his department.
Eg Manpower Planning, Salary estimation,
3Jinuachan@gmail.com T&D

b. Operative Functions
The operative functions are specific duties of the
HR or personnel department. These are
concerned with :
 Employment, development, compensation
 Integration- (Grievance and disciplinary) and
maintenance of personnel (QWL+ Welfare),
Motivation.
 Personal records- HRIS, IR, separation

c. Advisory Functions
• Human resource manager has specialized in
education and training for managing HR.
• Advise to Top Management
• Advise to Departmental Heads
• Training Functions, TNA

1. Nature and Scope of Training
• Skills, Education, Development, Ethics,
Attitudinal Change
• Innovative, Problem solving and Regular
behaviour of HR

What is training ?
• Meaning – training is the systematic process of
increasing the knowledge & skills of an employee
for doing a specified job by providing a learning
experience. Eg? X-ray welding, Pay roll maintenance
• It helps the trainee acquire new skills, technical
knowledge, problem-solving ability etc. thereby
increasing the performance of the employees.
• It also gives awareness of rules & procedures
• It gives an ethical responsibility to HR
• Helps to imbibe commitment and job satisfaction

DEFINITION OF TRAINING
• Training is the continuous, systematic development
among all levels of employees in knowledge, skills
and attitudes which contribute to their welfare and
of the company. – Planty, Cord M.C and Efferson
• “It is the process of aiding employees to gain
effectiveness in their present and future work - Richard
P. Calhoon

SCOPE OF TRAINING
• It enhance job-related performance, organizational
effectiveness, make behavioural changes, develops
life skills leading to personal growth.
• The scope has considerably widened. It equips an
individual with competencies that help him/her
cope-up with day-to-day problems of living &
manage interpersonal relations and improving them.
• Ultimately it aims commitment to profession through
better QWL and employee development

Importance of Training objectives
i. Articulate the goal of training: When, where,
how, why, whom
ii. Communicate intent to learner
iii. Provide means of evaluation: significance
and future valuation. eg in salary /promotion
iv. Assists in selection of materials, content,
methods.

Elements of Training objectives
• Outcomes of training program: observable
behaviours  “by the end of the program participants
will be able to …”
• Conditions of the training program: circumstances
in which the outcomes should take place  “in a
cohesive team situation”, without the use of instructional
materials”
• Standards of the training program: expected level of
attainment in terms of quality  “ to 100% accuracy (or
some other level)”, “at the rate of 50 per hour”.

FUNCTIONS OF TRAINING
According to Miller five functions
i. Research – training systems
ii. Analysis - identifying training needs
iii. Development – teaching materials
iv. Operation – training aids & methods
v. Evaluation – monitors the effectiveness of
trainer in meeting goals, success of program
and its impact on performance of employees.

BENEFITS OF TRAINING
• Regular training and learning opportunities are an
investment that helps employees to prosper and
develop their careers while giving your business a
highly skilled workforce and a competitive
advantage.
• By investing in employee development
organisations are able to demonstrate their loyalty
and commitment to their staff.
• It ensures increased engagement, improved
retention, dedication to company goals, and is an
important element for `Employers of Choice?

… Benefits of Training…
• Benefits to the business
• Benefits to the employees
– Improved staff attitude, morale & confidence
– More efficient & effective
– Staff turnover and recruitment
– Increase workforce flexibility
– Produce more with minimum effort
Jinuachan@gmail.com T&D 14
Increase staff efficiency
Wastage eliminated
Less chances of accidents
Reduced supervisory need
Increase quality of goods
-Product accuracy and efficiency
-Good work safety practices
-Better service delivery.
-'soft skills' such as inter-staff
-Staff morale and satisfaction.
-Communication and leadership.
-Time management customer
satisfaction

• Some of the challenges faced in training are:
– Schedule selection
• It can be one of the most difficult challenges a HRD can
face. Many managers are reluctant to let employees take
much time away from their duties for training.
– Rapid changes
• Rapid changes in technology, corporate initiatives and
programs can make it difficult to adequately prepare
training materials and deliver training before employees
need information and new skills.
• Eg: Mobile OS, Banking services and products
2. Challenges Faced in Training

Challenges faced in training
–Age, gender, and professional status
• Different cultures give different regard to age,
gender, and professional qualification.
• Some countries are also biased about the gender.
Like in Gulf countries, women’s role is limited to
households only. North east –female workers
• Same is with high professional status - the higher
the qualification of the trainer, the more will be
the importance attached to the information.

Challenges faced in training
–Language problem in training and
development
• Language comprises of both spoken and
unspoken means of communication.
• The best of the best training programs will fail if
trainer is not well versed in communicating
trainees’ language. Language is one of the most
important ingredients of culture.
• Non verbal, ethos and symbolisms, Cultural
contexts

Challenges faced in training– Organizational barriers to learning
• Typically, as organizations grow and mature they develop
more rigid systems and processes and ways of thinking.
• This has an impact on the organizational learning process.
• When problems arise in the company, the solutions that
are proposed often became for a short term application.
– Individual barriers to learning
• Resistance to learning can occur within an organization if
there is not sufficient buy in at an individual level.
• Learning and personal mastery is a question of individual
choice and cannot be forced.
• Higher learning may add extra works and responsibilities
• Wants to be in safe zone with routine works

3. Forces Influencing Working and Learning process
A. External forces
• Market competition for skilled employees
• Attracting and retaining apt employees becomes
a challenge.
• Limited market opportunities for advancement.
• Tremendous Technological development
• Emerging learning organizations- People rapidly
expand their capacity to create the results they truly desire for.

B. Internal Forces
• Need for additional skills- skill requirements have
been on the rise, skills as per rapid tech. changes
• Funding for employee training and
development is a concern in budgeting.
• Less job security concerns/ attrition –
transferable skill development
• Productivity, safety, quality, culture demands
• Strategic innovation in process, products and
services

4. Role of Training in Organizations
• It is essential for every organization to be with
changing trends of the market place.
• Adaptation to the technological change in
products presupposes HR adaptation too
• Firms fail due to inertia for change- Kodak,
• First mover benefits in the market forces
• Maintain competitive edge in service and
products- Android TVs

BASIC PURPOSES OF TRAINING
1. Increasing productivity
2. Improving quality
3. To fulfill future personnel needs- promotion, succession
4. Improve organizational climate- QWL, Team spirit
5. Improve health &safety
6. Obsolescence prevention- innovation
7. Personal growth – career path planning- development
8. Optimum Utilization of Human Resources
9. Development of skills of employees – Core competency
KSA
10. Productivity

Need for Training
• Increased use of technology
• Labour turnover
• Need for additional hands
• New employees- Induction, apprentice
• Promotion, career development
• Increasing the employee morale
• For reducing grievances & minimizing accident rates
• Refresher training for Old employees

Ref: Managing Human
Resources, 12e, by
Bohlander/Snell/Sherman ©
2001 South-Western/Thomson
Learning
6-24
Need for
Training

5. Systematic Approach to Training
• System- subsystem-closed system concept
• Training as routine model- induction, refresher
programme, mock drills,
• Training as an open system model approach
• Training as process model- systematic approach

Training as an open system model approach

6. Learning: Theories and Process
Reinforcement
Theory
Social Learning
Theory
Goal Theories
Need Theories
Expectancy Theory
Adult Learning
Theory
Information
Processing Theory

Reinforcement theory: +,-, punishment, extinct
Social learning theory: next slide
Goal setting theories
Need theory Need hierarchy, ERG
Expectancy theory 3 factor
Adult learning theories Andragogy
Information Processing theories
Learning cycle
6. Learning: Theories and Process

Processes of Social Learning Theory
Match
Modeled
Performance
Attention Retention
Motor
Reproduction
Motivational
Processes
• Model Stimuli
• Trainee Characteristics
• Coding
• Organization
• Rehearsal
• Physical Capability
• Accuracy
• Feedback
• Reinforcement

Knowles’ 4 Principles Of Andragogy
Malcolm Shepherd Knowles (1913 – 1997) US educator.
In 1984, he suggested 4 principles that are applied
to adult learning:
1. Adults need to be involved in the planning and
evaluation of their instruction.
2. Experience (including mistakes) provides the basis for
the learning activities.
3. Adults are most interested in learning subjects that
have immediate relevance and impact to their job or
personal life.
4. Adult learning is problem-centered rather than
content-oriented. (Kearsley, 2010)
Assumptions: Self-concept, Adult Learner Experience,
Readiness to Learn, Orientation to Learning, Motivation to
Lear

7. Models of Training
• Faculty, Customer, Matrix, Corporate,
University and Business Embedded Model
• Traditional models & Business Embedded Models
• System Model
• Transitional model
• INSTRUCTIONAL SYSTEMS DEVELOPMENT (ISD)
• KSA model

Faculty, Customer, Matrix, Corporate- University
Models
• Training departments are getting dynamic with OS
and methods
Faculty Model
• It works like a college; department, dean, Asso.P,
Asst P etc
• Standard material, systematic delivery, timings
• It has experts in the related field of training
• -ve: Feed back is not incorporated, individual
needs and skills are not addressed

Customer – Client Model Training depart.
• Identify the client needs, competency and
expected skills
• Trainee oriented training
• Internal/outsourced training may be given
• Emphasis: training needs of person/ department
• Suitable for flexible business, cut through
competitions etc
• It is always in remodeling, motion, shifting, new
emphasis…..

Matrix Model of training dept
• Multiple reporting model
• Line Manager :: Training dept director
• Helps to match training needs, organization
goals, recourses can be shared across
departments,
Training Director
Line -
functi
ons
Function Consultant 1 Consultant 2 Consultant 3
Subject matter Basic concepts, IT Team building
…
Development
Special projects C++, Automation Motivation, .. 360 degree,
etc

Corporate- University Models
• ‘Internal universities’ provide range of skill
imparting
• Similar to traditional university model
• Target: employees, suppliers, customers,
learners community- community college
• Corporate needs are taken up into curriculum,
place-able passouts,
• Eg whirlpool Inc – Indiana Uni, Michigan Univ
Ref: p-13-19; Training org by O’Connor. Bronner; Replika Press Pvt Ltd-2003

Traditional models
• Traditional training approach is a rigid set of
learning requirements that are built around a
compliance driven methodology.
• Eg: A training team living in a grain store from
the sales, operations and other teams.
• What occurs is that training may be outdated
and based on old policies and practices.

Business-embedded model
• This model is dynamic and ever evolving.
• The basic strategy: training should never be static.
It is directly tied to strategy and supports a learning
environment-
- where all employees are expected to continue their learning
to whatever degree is required to maintain a competitive
advantage.
• This expectation is injected into the culture and employees
initiate the process
• SWOT analysis become regular practice
• The voice of the customer is incorporated to the training
• Purpose: to drives new products and enhances competitive
advantage.

Transitional model
• Transitional model focuses on the organization
as a whole.
• The outer loop describes the vision, mission,
value etc
• Inner loop represent the micro level of the
training: objectives, plan, implement and
execute

Trends in training
• Aligning training with Business strategy
• Incorporating the technological advancement
• Talent Managing method, right talent+ diversity
• Quality and continuous improvement
• Legal issues: equal employment, harassment,
equity,

Dear Students,
Plz refer the class notes for the further
elaboration of the topic. The examples given
during the lecture should be added to each
part while answering the questions

Human Resource Training and Development

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