Human resources management Module 2 MBA NOTES.pptx

Nature and importance of Training, Methods of training,
TNA, Nature of HRD program,
Methods of Management Development and Executive
Development Programs, Development beyond training,
Contemporary HRD practices.

Pre-requisite for Employee Training
• Providing training and development to employees allows employers to
pinpoint the knowledge and skills they want their employees to have.
Training and development programs can educate employees about new skills or
provide updates on existing skills to enhance productivity. some common
prerequisites for employee training includes:
• Training Needs Assessment
• Clear Objectives and Learning Outcomes
• Relevant and Engaging Content
• Trained and Skilled Trainers
• Accessible Training Materials
• Time and Resources

Training
• ‘The organized procedure by which people learn knowledge and/or skill for a
definite purpose’.
• Training refers to the teaching and learning activities carried on for the
primary purpose of helping members of an organization acquire and apply
the Knowledge, Skills, Abilities, and attitudes needed by a particular job
and organization.

Knowledge, Skill and Ability (KSA)
• Knowledge refers to the theoretical or factual understanding of a subject or topic.
It is acquired through learning, study, or experience.
• Skill refers to the practical application of knowledge to perform a specific task or
activity. It is acquired through practice and experience.
• Ability refers to the innate or acquired capacity to perform a particular task or
activity. It is a combination of knowledge and skill that enables a person to
perform at a high level.
• Example of a Chef:
• Knowledge: A chef might have knowledge of different cuisines, cooking techniques, and
food safety regulations.
• Skill: The chef might have the skill of preparing a wide variety of dishes, using different
kitchen tools and equipment, and managing the kitchen staff.
• Ability: The chef might have the ability to create new recipes and menu items, manage time
and resources effectively, and maintain consistency in taste and quality across all dishes.

Knowledge, Skill and Ability (KSA)
• Example of a software developer:
• Knowledge: The developer might have knowledge of programming
languages, software architecture, and industry trends.
• Skill: The developer might have the skill of writing clean, efficient code,
testing software for bugs and errors, and collaborating with other developers.
• Ability: The developer might have the ability to quickly learn new
programming languages, think critically to solve complex software
problems, and communicate effectively with team members and
stakeholders.

Training- Significance
• Environmental changes: Automation & Computerization
• Training on automation software, programming language, robotics, AI, Data analysis and
interpretation, cyber security etc.,
• Organizational complexity: various levels in structure, diversification
• Leadership Training, Recruitment and Hiring Training, Diversity and Inclusion for
Customer Service, Change Management etc.,
• Human relations: generations, personalities
• Workplace Harassment and Discrimination Prevention Training, Diversity and Inclusion
Training, Cross-Cultural Communication Training, Work-life balance training,
Retirement planning training, Conflict resolution training, Emotional intelligence
training.
• To match employee specifications with the job requirements and
organizational needs:
• Change in the job assignment: job rotation, enrichment

• Environmental changes: Mechanization, computerization, and automation
have resulted in many changes that require trained staff possessing enough
skills. The organization should train the employees to enrich them with the latest
technology and knowledge.
• Organizational complexity: With modern inventions, technological
upgradation, and diver
sification most of the organizations have become very
complex. This has aggravated the problems of coordination. So, in order to cope
up with the complexities, training has become mandatory.

• Human relations: Every management has to maintain very good human
relations, and this has made training as one of the basic conditions to deal with
human problems.
• To match employee specifications with the job requirements and
organizational needs: An employee’s specification may not exactly suit to the
requirements of the job and the organization, irrespective of past experience and
skills. There is always a gap between an employee’s present specifications and
the organization’s requirements. For filling this gap training is required.
• Change in the job assignment: Training is also necessary when the existing
employee is pro
moted to the higher level or transferred to another department.
Training is also required to equip the old employees with new techniques.

Training Needs Analysis Model contd…
• Organizational Support:
• Establish Relationship with Top Management: Establishing a relationship with top
management is crucial for the success of any training program. This involves gaining the support
of top executives and stakeholders in the organization who have the power to approve the
training program and allocate resources for it. This sub-step involves identifying key decision-
makers, understanding their priorities, and presenting the business case for the training program.
• Establish Relationship with Other Organizational Members: After gaining the support of top
management, it is important to establish relationships with other organizational members who
will be involved in the training program. This requires identifying key stakeholders, such as
supervisors, trainers, and employees, and obtaining their buy-in and support for the training
program. This sub-step is crucial to ensure that everyone in the organization is aligned and
committed to the training program.
• Form Project or Liaison Team: a project or liaison team should be formed to manage the
training program. This team will be responsible for coordinating the various activities involved
in the training program, including designing the curriculum, scheduling the training sessions, and
evaluating the effectiveness of the program. This sub-step is essential to ensure that the training
program is implemented smoothly and efficiently.

• Organizational Analysis:
• Specify Goals: Specifying the goals involves identifying the knowledge,
skills, and attitudes that employees need to acquire to improve their
performance on the job.
• Determine Training Climate: This involves assessing the attitudes and
perceptions of employees towards training. For instance, if the company has
a poor history of providing quality training programs, employees may be less
motivated to participate in a new training initiative.
• Identify External and Legal Constraints: This includes identifying any
regulations or laws that need to be complied with, as well as any external
factors that may impact the success of the training program. For instance, if
the company operates in a highly competitive market, there may be pressure
to deliver the training program quickly to maintain a competitive edge.

• Requirements Analysis:
• Define the Target Job: The target job is defined to identify the key skills, knowledge,
and behaviors required for the job. This is done by analyzing the job description, work
processes, and other relevant information.
• Choose Needs Analysis Method: This involves selecting a method that will help identify
the gaps between the current performance of employees and the desired level of
performance. the needs analysis method could be a focus group discussion or a survey to
gather feedback from employees and managers on what areas of training are needed for
the job.
• Determine Participants: This involves identifying the target audience for the training
program and determining who needs to be involved in the needs analysis process. if the
target job is a customer service representative, the participants could include employees
who currently hold the job, supervisors, and other stakeholders who have a vested interest
in the success of the training program.

• Determine Points of Contact: This involves identifying the people who will be
responsible for collecting and analyzing data, as well as communicating the results of the
needs analysis to other stakeholders. the points of contact for a needs analysis process
could include a training manager, a subject matter expert, and a data analyst who will
collect and analyze feedback from employees and managers.
• Anticipate Problems: Potential problems during a needs analysis process could include
lack of participation from employees or difficulty in obtaining accurate feedback.
Developing a plan to encourage participation and ensure the accuracy of feedback would
help address these issues.
• Develop Protocol: This involves creating a plan that outlines the steps involved, the roles
and responsibilities of the stakeholders, the timeline for completion and a plan for
communicating the results of the needs analysis to other stakeholders.

• Job Analysis:
• Analyze KSAs: This includes determining the level of expertise required to perform the job successfully. In order
to analyze the required KSAs of a job, the company might analyze the skills necessary to handle difficult tasks,
such as conflict resolution and communication skills.
• Develop Tasks: This includes breaking down the job into smaller, manageable tasks. For example, In a customer
service representative job, the tasks could include identifying the customer's complaint, de-escalating the situation,
and finding a solution that satisfies the customer.
• Form Task Clusters: The identified tasks are grouped together into task clusters based on their similarities. In the
customer service representative job, the task clusters could be related to handling complaints, answering customer
queries, and resolving billing issues.
• Develop KSAs: The KSAs required for each task cluster are identified and defined. For the task cluster related to
handling complaints, the required KSAs could include active listening, problem-solving, and empathy.
• Determine Relevant KSAs and Tasks: The relevant KSAs and tasks are identified based on their importance to
the job and the organization's goals. In the customer service representative job, the KSAs and tasks related to
handling complaints may be considered more important than those related to answering general customer queries.
• Link Relevant KSAs to Tasks: Creating a matrix that shows the required KSAs for each task. The matrix for the
customer service representative job might show that active listening and problem-solving are required for handling
complaints, while knowledge of the company's products and policies is required for answering customer queries.

• Person Analysis:
• Develop Performance Indicators: Identifying the key performance areas are critical to
the success of the job. In the customer service representative job, the performance
indicators could include customer satisfaction ratings, call resolution time, and number of
repeat customers.
• Form KSA Gaps: This involves comparing the current performance of employees to the
desired level of performance as indicated by the performance indicators. After analyzing
the performance indicators for the customer service representative job, the company may
find that its employees are taking longer to resolve customer complaints than desired,
indicating a gap in their conflict resolution skills.
• Determine Approach to Resolve Gaps: This step involve providing training, coaching,
mentoring, or other interventions. In the customer service representative job, the company
may decide to provide conflict resolution training to employees in order to address the
identified KSA gap and improve call resolution time.

Training Process
Needs
Assessment
Defining
Training
Objectives
Designing a
Training
Program
Implementation
of Training
Program
Evaluation and
Follow Up
Identify the Gaps in
KSA
• Knowledge Transfer
• Skill Development
• Improved Performance
• Employee Engagement
• Improved Customer Service
• Reduced errors
• Compliance & Regulatory Requirements
• Identify the objectives
• Identify the target audience
• Develop a curriculum
• Choose appropriate delivery methods
• Determine the resources needed
• Evaluate the program
• Establish timelines
• Assign responsibilities
• Communicate the training program
• Provide necessary
resources
• Schedule training sessions
• Deliver training sessions
• Provide feedback
• Monitor progress

Training Process
• Needs Assessment: bridges the gap between standard and actual performance.
• Defining Training Objectives: basic objective of training is to bring proper
match between man and the job
• Designing training programs: Training methods are desired means of attaining
training objectives.
• Implementation: the prepared plans and programs are implemented to get the
desired output.
• Evaluation and follow up: evaluation of various aspects of training in order to
know whether the training program was effective. A feedback mechanism is
created in order to identify the weak areas in the training program and improve
the same in future.

Types of Training
• On the Job Training: The training method used to impart training to employees
while he is at the workplace performing the job is known as On-the-job training.
• Job instruction training or JIT is a form of simple on the job training where a new
employee is trained step by step by a supervisor or an assigned coworker. This kind of
training usually exists for jobs requiring manual skills such as factory workers. The jobs
require relatively low skills and hence can be taught in a simple step by step procedure. Job
instruction training can be provided on a one on one basis as well as one to many. JIT is also
used to train existing workers about new technology.
• Coaching: Coaching involves methods used by a coach to assist a person in developing
new skills, learning to make transformations in their work, and realizing new objectives.
The trainee enters the coaching relationship with the intention of working towards the
fulfillment of their personal and career development.
• Mentoring: Mentoring is a knowledge-tiered relationship whereby the mentee benefits
from engaging with an exceptionally experienced person in their field. The mentoring
relationship offers direction and career-based instructions for the “greener” mentee, so they
are paired with a mentor who has a lot to offer them when it comes to business know-how.

On the Job Training - 2
• Job Rotation: Job rotation implies systematic movement of employees from one job to
the other. Job remains unchanged but employees performing them shift from one job to
the other.
• Apprenticeship Training: In an apprenticeship program, the apprentice receives hands-
on training in the practical aspects of the trade, such as how to use tools, materials, and
equipment, as well as how to perform specific tasks and procedures. At the same time, the
apprentice also learns about the underlying principles and theory of the trade, such as
safety regulations, technical concepts, and best practices, through classroom instruction.
• Committee Assignments: refer to the process of assigning employees to specific
committees or teams within the organization as part of their training and development.
These committees or teams may be focused on specific projects, initiatives, or areas of
the business, and may include both experienced employees and those who are new to the
organization or the role.

Types of Training
• Off the Job Training: Off-the-job training involves the training of employees outside the job
location.
• Vestibule training: It is one of the training methods in which a simulated setup is established, proximate to
the main production plant, wherein the technical staff learns how to operate the tools and machinery, that may
be exactly similar, to what they will be using at the actual work floor.
• Role Play: During role-playing exercises, participants are typically assigned specific roles or characters to
play, and are provided with a scenario or script that outlines the situation and objectives of the exercise.
Participants then engage in simulated interactions or conversations, and receive feedback and guidance from
trainers or other participants to help them improve their performance.
• Lecture Method: It is a training method that involves an expert or trainer delivering information and
instruction on a particular topic to a group of learners in a structured and formal setting in a linear, sequential
manner, using a variety of techniques such as slides, handouts, and visual aids to support the presentation.
• Programmed Instructions: It is a self-paced instructional materials, such as books, manuals, or computer
programs, to teach learners specific skills or knowledge in a structured, sequenced manner, with each step
building upon the previous one. Programmed instructions can be delivered through a variety of formats, such
as books, CDs, or online modules, and can be tailored to meet the needs and skill levels of individual learners.
• Behavioral skills training: This training approach used to teach individuals specific skills or behaviors
through a combination of instruction, modeling, practice, and feedback. It is based on the principles of
behaviorism and focuses on observable behaviors that can be measured and modified.

Difference between Training and Development

Role of Technology in Training:
• The role of technology in training is to enhance learning and development through various digital tools, platforms, and
resources. It facilitates:
• Accessibility: Technology enables training materials to be accessible anytime, anywhere, allowing for remote and
flexible learning.
• Engagement: Interactive content, simulations, and gamification make training more engaging and immersive, leading to
better retention and understanding.
• Personalization: Technology allows for tailored training experiences, adapting content to individual learner needs and
preferences.
• Efficiency: Automated assessments, tracking, and data analytics streamline training administration and assessment
processes.
• Global Reach: Technology enables training to reach a global audience, promoting cross-cultural learning and
collaboration.
• Continuous Learning: Online resources and mobile apps support ongoing, just-in-time learning, fostering a culture of
continuous development.
• Cost-Effectiveness: Digital training often reduces the costs associated with traditional in-person training, such as travel
and printed materials.
• Scalability: Technology makes it easier to scale training programs to accommodate growing numbers of learners.
• Data-Driven Insights: Technology provides data and analytics that help organizations assess the effectiveness of training
initiatives and make informed improvements.

MDPs
• Management development programs in organizations are designed to enhance the skills, knowledge, and capabilities of
current and future leaders within the company. These programs aim to improve leadership abilities, strategic thinking,
decision-making, and overall managerial effectiveness. Here are various types of management development programs
commonly implemented in organizations:
• Leadership Training Programs: Leadership development is a fundamental aspect of management development. These
programs focus on developing leadership qualities, including communication, conflict resolution, motivation, and team
building. They may include workshops, seminars, and coaching sessions.
• Mentorship and Coaching: Pairing junior or aspiring managers with experienced mentors or coaches can be an effective
way to facilitate skill development and provide guidance. Mentoring and coaching programs often have a one-on-one or
small group format.
• Executive Education Programs: Many organizations send their high-potential managers to executive education programs
offered by universities and business schools. These programs provide in-depth education on various management and
leadership topics.
• On-the-Job Training: Learning by doing is a valuable approach to management development. Assigning managers to
challenging projects, cross-functional roles, or international assignments allows them to gain practical experience and
develop new skills.
• Job Rotation: Rotational programs involve moving managers through various departments or roles within the organization.
This helps them gain a broader understanding of the business and develops their adaptability and problem-solving skills.
• Cross-Functional Teams: Encouraging managers to participate in cross-functional teams or special projects exposes them
to different aspects of the business and encourages collaboration and innovation.

MDPs-2
• Online Learning and E-Learning: Organizations can leverage online platforms and e-
learning modules to provide flexible and cost-effective management development
opportunities. These programs can cover a wide range of topics and be accessed from
anywhere.
• In-House Workshops and Seminars: Conducting in-house workshops and seminars led by
internal experts or external consultants can provide targeted training on specific skills or
areas of knowledge.
• Succession Planning: Succession planning programs identify high-potential employees and
prepare them for key leadership positions within the organization. This includes grooming
individuals to step into leadership roles when current leaders retire or move on.
• 360-Degree Feedback: 360-degree feedback assessments gather feedback from peers,
subordinates, superiors, and self-assessment to provide managers with a comprehensive view
of their strengths and areas for improvement. This feedback can guide personalized
development plans.
• Professional Certifications: Encouraging managers to pursue industry-specific certifications
or credentials can enhance their expertise and credibility in their respective fields.

MDPs-3
• Soft Skills Training: Soft skills, such as emotional intelligence, communication, and
adaptability, are crucial for effective management. Training in these areas can help managers
improve their interpersonal and leadership abilities.
• Diversity and Inclusion Training: In today's diverse workplace, organizations often include
diversity and inclusion training as part of their management development programs to promote
equity and cultural sensitivity.
• Ethical Leadership Training: Training on ethical decision-making and leadership helps
managers make principled choices in complex situations and maintain the organization's
ethical standards.
• Feedback and Evaluation: Regular performance reviews and feedback sessions are essential
to track the progress of management development initiatives and adjust them as needed.
• Effective management development programs contribute to organizational success by ensuring
that leaders are well-prepared to meet the challenges of a dynamic business environment.
These programs not only benefit individuals but also help the organization build a strong
leadership pipeline and maintain a competitive edge.

Case Study -1
• In today’s rapidly evolving business environment, the role of Human Resource Management (HRM) has
become increasingly critical. One of the key functions of HRM is to ensure that employees have the
necessary skills and knowledge to perform their jobs effectively. This case study examines the challenges and
solutions related to training and development in HRM within a hypothetical organization, XYZ Corporation.
• Case Background:
• XYZ Corporation is a medium-sized technology company with a diverse workforce. The company has been
experiencing challenges related to employee performance and skill gaps. Many employees are struggling to
keep up with new technologies and market trends, which is impacting the company's competitiveness. In
response, the HR department has been tasked with addressing these issues through effective training and
development programs. They don’t have any clue of their employee potential and required training sessions
and also XYZ Corporation has limited resources for training and development.
• Most of the times whenever they plan for training majority employees of the organization are not showing
interest in the training sessions.
• What do you think that XYZ Corporation needs to accurately identify the training needs of its employees?
• How does this company must choose the most suitable training methods considering the diverse employee
base?
• How do you motivate employees to attend training programs and events those are planned?

Case Study- 2:
• Case Study
• Read the case given below and answer the questions given at the endOne Monday morning Sanjay Nagpal
a recent recruit from a reputed Management institute in Chennai walked into the sales office at Manipal as
a new sales trainee. Raghavan the Zonal sales manager for a large computer hardware firm was there to
greet him Raghavan's job consisted of overseeing the work of sales officers. Field executives and trainee
salesman numbering over 50 of three areas namely Manipal, Bangalore, Trivandrum. The sales growth of
computers, parts and other office equipments in his area was highly satisfactory, especially in recent years
thanks to the developmental initiatives taken by the respective state government in spreading computer
education in offices, schools, colleges. Banks and other institutions. Raghavan had collected all the sales
reports, catalogues and pamphlets describing in details the types of the office equipment sold by the
company After a pleasant chat about their backgrounds. Raghavan gave Sanjay the collected material and
showed him to his assigned desk. Thereafter Raghavan excused himself and did not return. Sanjay spent
the whole day scarming the material and at 5.00 p.m. he picked up his things and went home.
• Questions:
• 1. What do you think about Raghvan's approach for training programme ?
• 2. How training helps improvise the skills, gaining knowledge and increase adaptability ?
• 3.According to your knowledge which training methods will give morebenefits to the new employees?

Important Questions from the Previous Papers to study:
2015 - Role of Technology in training in organizations -5m
2016-Importance of training – 5m
-Methods of MDP-10m
2017- Nature and Significance of Training – 5 m
-TNA and Methods of Training – 10m
2018- TNA -5 M
-Methods of Executive Development Programs -10m
2019- Distinguish between training and Development -5M
-15 marks case study on training

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