The document discusses the history and development of training and development in India. Early studies from the 1960s found that some businesses did not believe in training and saw it as too costly. Later studies in the 1970s showed that while training was overseen by personnel departments with inadequate budgets, organizations were starting to recognize the importance of training to increase productivity. This led more companies to invest in training. However, critics argued that training resources did not benefit organizations and that many trainings lacked relevance to real work. The training industry also faced issues like a lack of focus on those most needing training and "mushrooming" of trainers prioritizing profits over quality.
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
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Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Strategic fit strategic human resource managementmanumelwin
The concept of strategic fit states that to maximize competitive advantage a firm must match its capabilities and resources to the opportunities available in the external environment.
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Management development plays a vital role in human resource management. Because of the changes in organizational goals, technological advancements, etc efficiency of existing managers should be updated. Management Development Programs bring efficiency in managerial personnel.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
1. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
TRAINING AND DEVELOPMENT HAS ACQUIRED ATRAINING AND DEVELOPMENT HAS ACQUIRED A
SIGNIFICANT POSITION IN THE WORLD OF BUSINESSSIGNIFICANT POSITION IN THE WORLD OF BUSINESS
ACROSS THE DEVELOPING AND DEVELOPED COUNTRIESACROSS THE DEVELOPING AND DEVELOPED COUNTRIES
WHICH INCLUDES INDIA.WHICH INCLUDES INDIA.
A STUDY CARRIED OUT BY IIM AHMEDABAD, IIM CALCUTTAA STUDY CARRIED OUT BY IIM AHMEDABAD, IIM CALCUTTA
AND ADMINISTRATIVE STAFF COLLEGE OF INDIA IN 1964-AND ADMINISTRATIVE STAFF COLLEGE OF INDIA IN 1964-
67 INDICATED THAT:67 INDICATED THAT:
A number of enterprises believe that managers areA number of enterprises believe that managers are
born. They do not believe in training.born. They do not believe in training.
For some enterprises, high cost of training is notFor some enterprises, high cost of training is not
worth it.worth it.
2. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
• In another study carried out by Prof. Rudrabasavaraj of
12 leading organization in the private sector, it was
opined (in 1977) that:
• There is no proper organization for executive
development within the set up but has been part of the
responsibility of the Personnel department, which is
poorly staffed.
• There was no proper budget and in no case does it
seem to come up to even one percent of the sales turn
over of a company.
• However, there has been improvement in the situation
as organizations start realizing the importance of people
development with a view to enhance productivity and to
keep the people abreast of the latest development in the
field of management and technology.
3. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
• A large number of business organization, then
started investing in people for training and
development and ensured to get ‘value for
money’ invested.
• Some companies have initiated policies for
nominating their people for regular updating of
competencies.
• Public sector companies also started the same
policy and also established in-house training
infrastructure.
4. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
• SOME SCEPTICS WHO WERE NOT CONVINCED ABOUT
THE WORTH OF TRAINING AS THEY THOUGHT:
• Financial resources used for training programmes
could be used for more productive activities.
• Training is often removed from ground realities.
• It provide superficial and theoretical solutions to
critical work and personal solutions.
• It is more of an image building exercise without
much concern for getting real value out of it.
5. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
• LACK OF ORGANIZATIONAL CONCERN:
• Where there is no financial commitment,
organizations have been deputing people who
are available or can be spared and not those
who really need training.
• Training agencies at times, in order to complete
quota, compromise on entry criteria.
• A number of people volunteer and are deputed
for training to get away from stresses and strains
of the routine task.
6. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
• MUSHROOMING:
• A lot of trainers/Agencies are in for making a fast
buck without any real concern for training.
• New training areas are being developed and
marketed without any real concern for relevance
or applicability in local conditions.
• Ideas and subjects are being imported or
downloaded and targeted at unsuspecting
customers in the name of advanced techniques.
7. TRAINING AND DEVELOPMENT IN INDIATRAINING AND DEVELOPMENT IN INDIA
• HALO EFFECT:
• In order to attract big business houses and to
add prestige to the courses, training has
become an event to be watched:
• COURSES ARE CONDUCTED IN 5 STAR
HOTELS.
• HIGHER AND HIGHER FEES ARE BEING
CHARGED TO ATTACH SOPHISTICATION
AND PRESTIGE.