The presentation by Miss Amna Malik at the National University of Modern Languages covers topics related to excellence in human resource management, including the advancement of efficiency and return on training investment. It emphasizes measuring training impact and aligning organizational needs with desired outcomes, focusing on areas such as learning, application, and performance metrics. The document outlines the importance of training in addressing misalignments within organizations and fostering significant changes in productivity and employee behavior.

2. NATIONAL UNIVERSITY OF MODERN
LANGUAGES
TRAINING & DEVELOPMENT
PRESENTATION
COURSE INSTRUCTOR: MISS AMNA MALIK

3. PRESENTERS
•IRFAN AHMAD
•ADNAN SIDDIQUE
•H. M. NOUMAN RIAZ

4. TOPICS
•EXCELLENCE (in terms of HRM)
•Return On Training Investment
•Measurement Of Training Impact
•Organization's Needs

5. EXCELLENCE
• “The quality of being outstanding or
extremely good”
Hrm adds some distinctive aspects to
simple definition of excellence
Superiority, Distinction, Supremacy, Value

6. •Enhancement of efficiency
•More output less input

7. BUSINESS EXCELLENCE
Business excellence, as described by the European foundation for
quality management (EFQM), refers to;
”outstanding practices in managing the organization and achieving
results, all based on a set of eight fundamental concepts”
• Results orientation
• Customer focus
• Leadership
• Constancy of purpose

8. BUSINESS EXCELLENCE
CONT.…
• Management by processes and facts
• People development and involvement
• Continuous learning
• Innovation and improvement
•Public responsibility

9. RETURN ON TRAINING
INVESTMENTIt is used to:
•Quantify the effectiveness of training.
•Manage the training budget.
•Provide evidence to management and other
stakeholders.
•Build trust and respect for ourselves and
our unit.
•Identify areas for improvement.
•Keep our jobs (enough skills are job

10. MODELS
BENEFITS TO COST RATIO:
ROI %
100(%) x
Cost
CostBenefit
ROI


CostsProgram
BenefitsProgram
BCR

11. RETURN ON TRAINING INVESTMENT
Different levels involved
1. Reaction and planned action (need and
response)
2. Learning (results of training to employees)
3. Application and implementation (how it is
used)

12. MEASUREMENT OF TRAINING
IMPACT

13. TRAINING INITIATIVE
Easy as A, B, C, D
Audience: who
Behavior: what do “they” do
Condition: what is the setting and method of
evaluation
Degree: measurement to be met (desired

14. Audience
Behavior
Condition
Degree
At the completion of the course the learner
will be able to score 85% or better on a
written multiple choice 25 question test
OBJECTIVE
EXAMPLE

15. COSTS, BUDGETS AND BENEFITS
Quantifying ROI means accounting for all the
costs of the program.
Fixed costs: independent of the number of
participants.
Variable costs: dependent on the number of
participants.
Count cost at every step.

16. OUTPUTS
Outputs are product-driven and include data that
are not performance-based but rather outcomes
of changes in performance or investment in
equipment.
Examples include:
• Units built.
• Time it takes to build the units.
• Income from sale of units.

17. IMPACT (SOFT SKILLS)
Change in:
•Attitude
•work climate
•Leadership
•Teamwork
Effectiveness Efficiency

18. ORGANIZATIONAL NEED
Four basic needs of
organization
• (BODY) SURVIVAL
• (MIND) GROWTH AND DEVELOPMENT — Economic
growth, customer growth, innovation of new products and
services, increasing professional and institutional competency.
• (HEART)RELATIONSHIPS — Strong synergy, strong external
networks, and partnering, teamwork, trust, caring, valuing
differences.
• (SPIRIT) MEANING, INTEGRITY AND CONTRIBUTION —

19. ORGANIZATIONAL NEED CONT….
Change in:
1) Attitude, 2) leadership, 3) teamwork.
• We desire these changes because they ultimately effect
productivity.
• Allow time for change in attitude or behavior, then
measure these changes and report qualitatively.
• Allow time for change in productivity, then measure
for data and report quantitatively.

20. NEED TRAINING
•Many times an organization will have policies,
procedures or structures in place that are not aligned
with the strategy or direction in which the organization
wants to move.
•It will define ‘how’ the organization can resolve the
underlying root causes that are hindering
performance.