Employee training and development implies a program in which specific knowledge, skills, and abilities are imparted to the employees, to raise their performance level, in their existing roles, as well as providing them with learning opportunities, to further their growth.
Training implies a process of upgrading an individual’s knowledge, skills, and competencies. When an employee joins the organization, he/she is given job-related training to ensure satisfactory performance of the tasks and duties assigned, so that the employee can contribute more to the organization.
This document discusses training and development in organizations. It defines training as helping employees improve skills for their current jobs, while development prepares managers for future roles. The key processes of training include determining needs, setting objectives, developing curriculum, evaluation, and feedback. Training methods can be on-the-job, like apprenticeships, or off-the-job like lectures. Management development focuses on improving conceptual and interpersonal skills for future leadership roles. Evaluating training effectiveness involves measuring reactions, learning, behavior changes, and results like productivity.
The document discusses the importance of training and development in organizations. It states that training aims to improve current job performance while development helps employees grow for future roles. The document outlines different types of training programs and describes the typical training system process of assessment, development, and evaluation. It also discusses needs assessment, learning methods, evaluation, and the role of management in employee development.
Determine evaluation objectives
Design the evaluation
Collect data
Analyze and interpret data
Report and apply findings
The document discusses evaluating human resource development (HRD) programs. It defines effectiveness as the degree to which a training program achieves its intended purpose. Evaluation involves systematically collecting descriptive and judgmental information to make effective training decisions. Kirkpatrick's four-level model is commonly used to evaluate reaction, learning, behavior, and results. Proper evaluation requires determining objectives, designing the evaluation, collecting and analyzing data, and reporting findings. The benefits of evaluation include improving programs, demonstrating returns on investment, and increasing credibility.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
This document discusses training and development (T&D) in organizations. It defines T&D and explains how training needs are determined and objectives are established. Various T&D methods are identified, such as classroom programs, mentoring, coaching, role playing and simulations. The document also describes how T&D programs are implemented, evaluated, and how they help organizations compete. It defines orientation and its purposes. Finally, it discusses organizational development techniques like survey feedback, quality circles, team building and sensitivity training.
This document discusses training evaluation in an organizational context. It outlines the purposes of training evaluation, which include identifying areas for modification and gaining information on needed changes. Principles of effective training are provided, such as clear objectives, organized material, and practice. The document also describes different types of training evaluation, including formative, process, outcome, and impact evaluation. Methods of evaluating training discussed include questionnaires, tests, interviews, and measuring performance and organizational metrics. Feedback is important to identify causes of any differences between expected and actual outcomes. Overall, regular evaluation of training programs and techniques is necessary to establish their effectiveness for the organization and individuals.
This document discusses training and development in organizations. It defines training as helping employees improve skills for their current jobs, while development prepares managers for future roles. The key processes of training include determining needs, setting objectives, developing curriculum, evaluation, and feedback. Training methods can be on-the-job, like apprenticeships, or off-the-job like lectures. Management development focuses on improving conceptual and interpersonal skills for future leadership roles. Evaluating training effectiveness involves measuring reactions, learning, behavior changes, and results like productivity.
The document discusses the importance of training and development in organizations. It states that training aims to improve current job performance while development helps employees grow for future roles. The document outlines different types of training programs and describes the typical training system process of assessment, development, and evaluation. It also discusses needs assessment, learning methods, evaluation, and the role of management in employee development.
Determine evaluation objectives
Design the evaluation
Collect data
Analyze and interpret data
Report and apply findings
The document discusses evaluating human resource development (HRD) programs. It defines effectiveness as the degree to which a training program achieves its intended purpose. Evaluation involves systematically collecting descriptive and judgmental information to make effective training decisions. Kirkpatrick's four-level model is commonly used to evaluate reaction, learning, behavior, and results. Proper evaluation requires determining objectives, designing the evaluation, collecting and analyzing data, and reporting findings. The benefits of evaluation include improving programs, demonstrating returns on investment, and increasing credibility.
The document discusses employee training and development. It begins by outlining the objectives of learning in the workplace and its impact on organizational performance. It then describes the process of learning, including preparing development plans, designing training, assessing training, and ensuring transfer of learning. Various methods for meeting learning needs are discussed, such as in-house training, external courses, coaching, mentoring, and e-learning. The importance of needs assessment, learning preferences, readiness, and evaluation are covered. Finally, it discusses emerging roles for learning and development professionals in managing workspaces and focusing on workplace learning experiences.
Employee training,
Training need assessment
Training methods
Training evaluation
Cross-cultural training,
Designing executive development programme
Techniques of executive development
Career planning and development
This document discusses training and development (T&D) in organizations. It defines T&D and explains how training needs are determined and objectives are established. Various T&D methods are identified, such as classroom programs, mentoring, coaching, role playing and simulations. The document also describes how T&D programs are implemented, evaluated, and how they help organizations compete. It defines orientation and its purposes. Finally, it discusses organizational development techniques like survey feedback, quality circles, team building and sensitivity training.
This document discusses training evaluation in an organizational context. It outlines the purposes of training evaluation, which include identifying areas for modification and gaining information on needed changes. Principles of effective training are provided, such as clear objectives, organized material, and practice. The document also describes different types of training evaluation, including formative, process, outcome, and impact evaluation. Methods of evaluating training discussed include questionnaires, tests, interviews, and measuring performance and organizational metrics. Feedback is important to identify causes of any differences between expected and actual outcomes. Overall, regular evaluation of training programs and techniques is necessary to establish their effectiveness for the organization and individuals.
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
give the best solutions on training and devlopmentNithin Kumar
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
This document discusses training and development in organizations. It provides an overview of key concepts in training including needs assessment, objectives, types of training, and benefits. A systematic approach to training is outlined involving assessment, training, and evaluation stages. The importance of linking training to organizational strategy and goals is emphasized. Training can provide a competitive advantage when focused on developing skills needed for the future and aligned with business objectives.
The document discusses high leverage training strategies and the training process. It covers needs assessment, evaluating employee readiness, the training design process, selecting training methods, and evaluating training programs. Some key points:
- Training can contribute to business strategy by improving employee performance and offering a competitive advantage.
- High leverage training links training to strategic goals, has top management support, relies on instructional design, and benchmarks other programs.
- The training process includes needs assessment, identifying learning objectives, administering the program, and ensuring transfer of training.
- Needs assessment involves analyzing the organization, persons who need training, and tasks to be trained.
- Evaluating employee readiness considers motivation, self-efficacy, benefits of training
This document discusses human resource development (HRD) and training and development. It defines HRD as a process of enhancing employee capacities and abilities for productive work through improving their knowledge, skills, and competencies. Training and development is defined as attempts to improve employee performance and increase abilities through learning and changing attitudes or skills. The document distinguishes between training, development, and education. Training refers to imparting specific job skills, development helps employees grow into higher positions, and education involves theoretical classroom learning. It discusses various training methods like on-the-job training and identifies training needs at individual and group levels.
UNIT - II: TRAINING & DEVELOPMENT OF EMPLOYEES: Analyzing Training needs &
Designing the program – Implementing different training program – Implementing
Management Development Programs – Evaluating the Training Programs; PERFORMANCE
APPRAISAL: Concept of Performance, Performance Management, Performance Appraisal –
Methods of Performance Appraisal - Assessment Centre.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
The document provides an overview of human resource development (HRD). It discusses definitions of HRD, key roles and principles of HRD, approaches to employee development including formal education, assessment, job experiences, and transfer of training. Evaluation techniques for HRD programs are also covered, including Kirkpatrick's four-level model and outcomes used to evaluate training programs.
This document discusses training and development (T&D) in organizations. It addresses:
- T&D as a core human resource function, including training, development, and performance evaluation.
- The difference between training, which focuses on present job skills, and development, which has a longer-term focus beyond current roles.
- Key factors that influence T&D, such as management support, technology changes, and learning styles.
- The typical T&D process, including determining needs, setting objectives, implementing programs, and evaluating outcomes.
This document discusses training and development. It defines training as seeking to improve an individual's ability to perform their job by changing their skills, attitudes, and knowledge. Development focuses more on long-term personal growth and career advancement. The training process involves analyzing needs, setting objectives, designing training methods, implementing training, and evaluating results. Determining training needs requires analyzing the organization, tasks, and individuals to identify performance gaps that training could address.
The document discusses various aspects of developing human resources through training. It covers the nature of training, legal issues, how training supports organizational strategy and competitiveness, knowledge management, performance consulting, global strategies, developing strategic training plans, establishing objectives and priorities, training design principles, internal and external training approaches, and methods for evaluating training.
This document discusses staff development in education. It defines several terms used for staff development processes like professional growth, in-service education, and human resource development. It emphasizes that staff development should be proactive and personalized to individual needs, focusing on strengths rather than weaknesses. The major purposes of staff development are to improve teaching and learning for students, and enable staff to work towards organizational and personal goals. Some operational procedures and models for staff development are outlined, along with common methods like mentoring, quality circles, and clinical supervision. The document stresses that effective staff development facilitates personal and institutional growth.
The document discusses training and development of employees in organizations. It provides details on the different types of training programs offered, including induction training, job training, apprenticeship training, and refresher training. It also describes various on-the-job and off-the-job training methods like coaching, syndicate method, case study method, role playing, and simulation. The document highlights the importance of training in improving employees' skills and organizational performance. It also discusses some challenges in implementing effective training programs.
This document discusses key concepts in human resource development (HRD). It begins by defining HRD and explaining its emergence beyond traditional training. HRD encompasses activities like coaching, group work, and career development. The document then examines the relationship between HRD and human resource management (HRM), noting that HRD is one function within the broader HRM framework. Several HRD functions like training and development, organizational development, and career development are also outlined. The document concludes by looking at challenges for HRD like changing demographics, the need for lifelong learning, and developing learning organizations.
1. To determine the extent and degree of the training programmes fulfilling the set objective.
2. To identify and analyze whether the training’s input, trainings techniques and methods are in line.
The document discusses training and development. It defines training as acquiring knowledge and skills to enhance job performance, while development helps handle future responsibilities with less focus on current duties. The benefits of training include increased productivity, quality and profitability for organizations, as well as personal growth, job satisfaction and handling future responsibilities for individuals. Key concepts in training such as assessment, competencies, career development and different training methods are also outlined.
Strategic Hrm Training Development A Batchajithsrc
This document discusses strategic human resource management and training and development. It defines strategic HRM as activities linking the HR function to organizational strategy to improve performance. Traditional HR focuses on the short-term, while strategic HR takes a long-term view and integrates goals and policies. The document outlines the benefits of strategic HRM, barriers to it, and describes the systems model of training which includes need assessment, design, evaluation and implementation. It also discusses the roles, purposes, steps and methods of training and development including on-the-job and off-the-job training.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This document discusses the importance and benefits of training for employees. It defines training as a systematic process that improves corporate performance by developing employee skills and knowledge through instruction and practical activities. The document outlines differences between training, education, and development. It also describes principles of learning and a systematic approach to developing a training plan, including assessing needs, specifying objectives, designing programs, and evaluating training effectiveness.
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
give the best solutions on training and devlopmentNithin Kumar
This document outlines the key aspects of training and development (T&D) in organizations. It defines T&D and distinguishes between training, which provides skills for present jobs, and development, which focuses on long-term learning beyond current roles. The document then describes the T&D process, including determining needs, setting objectives, selecting methods, implementation, and evaluation. It also covers orientation, management development, and career planning to help employees maintain job and career security through ongoing skills development.
This document discusses training and development in organizations. It provides an overview of key concepts in training including needs assessment, objectives, types of training, and benefits. A systematic approach to training is outlined involving assessment, training, and evaluation stages. The importance of linking training to organizational strategy and goals is emphasized. Training can provide a competitive advantage when focused on developing skills needed for the future and aligned with business objectives.
The document discusses high leverage training strategies and the training process. It covers needs assessment, evaluating employee readiness, the training design process, selecting training methods, and evaluating training programs. Some key points:
- Training can contribute to business strategy by improving employee performance and offering a competitive advantage.
- High leverage training links training to strategic goals, has top management support, relies on instructional design, and benchmarks other programs.
- The training process includes needs assessment, identifying learning objectives, administering the program, and ensuring transfer of training.
- Needs assessment involves analyzing the organization, persons who need training, and tasks to be trained.
- Evaluating employee readiness considers motivation, self-efficacy, benefits of training
This document discusses human resource development (HRD) and training and development. It defines HRD as a process of enhancing employee capacities and abilities for productive work through improving their knowledge, skills, and competencies. Training and development is defined as attempts to improve employee performance and increase abilities through learning and changing attitudes or skills. The document distinguishes between training, development, and education. Training refers to imparting specific job skills, development helps employees grow into higher positions, and education involves theoretical classroom learning. It discusses various training methods like on-the-job training and identifies training needs at individual and group levels.
UNIT - II: TRAINING & DEVELOPMENT OF EMPLOYEES: Analyzing Training needs &
Designing the program – Implementing different training program – Implementing
Management Development Programs – Evaluating the Training Programs; PERFORMANCE
APPRAISAL: Concept of Performance, Performance Management, Performance Appraisal –
Methods of Performance Appraisal - Assessment Centre.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
The document provides an overview of human resource development (HRD). It discusses definitions of HRD, key roles and principles of HRD, approaches to employee development including formal education, assessment, job experiences, and transfer of training. Evaluation techniques for HRD programs are also covered, including Kirkpatrick's four-level model and outcomes used to evaluate training programs.
This document discusses training and development (T&D) in organizations. It addresses:
- T&D as a core human resource function, including training, development, and performance evaluation.
- The difference between training, which focuses on present job skills, and development, which has a longer-term focus beyond current roles.
- Key factors that influence T&D, such as management support, technology changes, and learning styles.
- The typical T&D process, including determining needs, setting objectives, implementing programs, and evaluating outcomes.
This document discusses training and development. It defines training as seeking to improve an individual's ability to perform their job by changing their skills, attitudes, and knowledge. Development focuses more on long-term personal growth and career advancement. The training process involves analyzing needs, setting objectives, designing training methods, implementing training, and evaluating results. Determining training needs requires analyzing the organization, tasks, and individuals to identify performance gaps that training could address.
The document discusses various aspects of developing human resources through training. It covers the nature of training, legal issues, how training supports organizational strategy and competitiveness, knowledge management, performance consulting, global strategies, developing strategic training plans, establishing objectives and priorities, training design principles, internal and external training approaches, and methods for evaluating training.
This document discusses staff development in education. It defines several terms used for staff development processes like professional growth, in-service education, and human resource development. It emphasizes that staff development should be proactive and personalized to individual needs, focusing on strengths rather than weaknesses. The major purposes of staff development are to improve teaching and learning for students, and enable staff to work towards organizational and personal goals. Some operational procedures and models for staff development are outlined, along with common methods like mentoring, quality circles, and clinical supervision. The document stresses that effective staff development facilitates personal and institutional growth.
The document discusses training and development of employees in organizations. It provides details on the different types of training programs offered, including induction training, job training, apprenticeship training, and refresher training. It also describes various on-the-job and off-the-job training methods like coaching, syndicate method, case study method, role playing, and simulation. The document highlights the importance of training in improving employees' skills and organizational performance. It also discusses some challenges in implementing effective training programs.
This document discusses key concepts in human resource development (HRD). It begins by defining HRD and explaining its emergence beyond traditional training. HRD encompasses activities like coaching, group work, and career development. The document then examines the relationship between HRD and human resource management (HRM), noting that HRD is one function within the broader HRM framework. Several HRD functions like training and development, organizational development, and career development are also outlined. The document concludes by looking at challenges for HRD like changing demographics, the need for lifelong learning, and developing learning organizations.
1. To determine the extent and degree of the training programmes fulfilling the set objective.
2. To identify and analyze whether the training’s input, trainings techniques and methods are in line.
The document discusses training and development. It defines training as acquiring knowledge and skills to enhance job performance, while development helps handle future responsibilities with less focus on current duties. The benefits of training include increased productivity, quality and profitability for organizations, as well as personal growth, job satisfaction and handling future responsibilities for individuals. Key concepts in training such as assessment, competencies, career development and different training methods are also outlined.
Strategic Hrm Training Development A Batchajithsrc
This document discusses strategic human resource management and training and development. It defines strategic HRM as activities linking the HR function to organizational strategy to improve performance. Traditional HR focuses on the short-term, while strategic HR takes a long-term view and integrates goals and policies. The document outlines the benefits of strategic HRM, barriers to it, and describes the systems model of training which includes need assessment, design, evaluation and implementation. It also discusses the roles, purposes, steps and methods of training and development including on-the-job and off-the-job training.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
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Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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By Dr. Vinod Kumar Kanvaria
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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2. Introduction to Training
Training is the systematic process
of altering employee behavior in a
way that will achieve organizational
goals
It should be related to present job skills and
abilities
It helps employees master the specific skills
and abilities needed to be successful
2
Human Resource Management
3. Introduction to Training
A training program is an
opportunity for employees to
acquire skills, attitudes, and
knowledge
Learning is the act by which an individual
acquires skills, knowledge, and abilities that
result in a relatively permanent change in
behavior
Any behavior that has been learned is a skill
Motor, cognitive, and interpersonal skills are
training targets
3
Human Resource Management
4. Introduction
Training and development are
processes that provide employees
with:
Information
Skills
An understanding of the organization and
its goals
The ability to make positive contributions in
the form of good performance
4
Human Resource Management
5. What is Management
Development?
Development that uses behavioral science
knowledge to deal with problems of change
It is a continuous process in the most effective
firms
Management development should be planned
because it requires:
Systematic diagnosis
Development of a program
The mobilization of resources
Top-management commitment for success
There is no best development approach
5
Human Resource Management
6. Training & Development
Training & development
Represents ongoing investment in employees, and
recognition that employees are assets
Importance of training & development
Rapid technological changes cause skill obsolescence
Redesign of work brings need for new skills
Mergers and acquisitions have increased need for integrating
employees into different cultures
Globalization of business requires new knowledge and skills
6
Human Resource Management
7. Benefits of Training & Development
Individual employee
Increased employee marketability
Increased employee employability security
Organization
Improved bottom line, efficiency and profitability
Increased flexibility in employees who can assume different
and varied responsibilities
Makes employees more accountable for results
7
Human Resource Management
8. Employee Training
Determining training needs
Specific training goals should be based on:
organization’s needs
type of work to be done
skills necessary to complete the work
Indicators of need for more training:
drops in productivity
increased rejects
inadequate job performance
rise in the number of accidents
8
Human Resource Management
9. Principals of Learning
Learner Attention
Importance/Relevance to job
Positive Reinforcement/Corrective
Feedback
Transfer of Learning
Knowledge of Progress
Practice
Whole vs Part
9
Human Resource Management
10. Learning Theory and Training
Learning principles can be applied
to job training:
The trainee must be motivated to learn
The trainee must be able to learn
The learning must be reinforced
The training must provide for practice of the
material
The material presented must be meaningful
The material must be communicated
effectively
The training taught must transfer to the job
10
Human Resource Management
11. Training Process
Identify Training Needs
Set Training Objectives
Evaluation Criteria
Choose Training Materials and
Methods
Conduct Training
Evaluate Training
11
Human Resource Management
12. Needs Assessment
Needs assessment is a process used
to determine if, and what type of,
training is necessary
Organizational analysis: examining a firm’s
mission, resources, and goals
Person analysis: determining who needs
training and their readiness for training
Task analysis: identification of the tasks,
knowledge, skill, and behaviors that should
be included in a training program
12
Human Resource Management
14. Assessing Current Employees’
Training Needs
Performance Appraisals
Job-Related
Performance Data
Observations
Interviews
Assessment Center
Results
Individual Diaries
Attitude Surveys
Tests
Methods for
Identifying
Training
Needs
14
Human Resource Management
15. Needs Assessment
The information gathering provides a
profile of:
What type of training is needed
Who should be trained
When training should be conducted
Whether training is the preferred approach
Instructional objectives lead to the
selection and design of instructional
programs:
If assessment and program design are done
carefully, training and development can be
monitored and evaluated
15
Human Resource Management
16. Training Needs and Objectives
Needs assessment involves
analyzing:
The organization’s needs
The knowledge, skill, and ability
needed to perform the job
The person or jobholder’s needs
The firm’s long- and short-term
objectives
16
Human Resource Management
17. Instructional Methods
This phase of training includes:
Selection of content and training methods
The actual training
17
Human Resource Management
18. On The Job Training Methods
Job instruction training (JIT)
Coaching
Mentoring
Job rotation
Apprenticeship training
Committee assignments
18
Human Resource Management
19. Off The Job Training Methods
Vestibule training
Role playing
Lecture method
Conference or discussion method
Programmed instruction
19
Human Resource Management
20. Methods of executive development
1.Decision-making skills
2.Interpersonal skills
3.Job knowledge (a) On-the-job experiences
(b) Coaching
(c) Understudy
4.Organisational knowledge (a) Job rotation
5.General knowledge (a) Special courses
(b) Special meetings
(c) Specific readings
6.Specific individual needs (a) Special projects
(b) Committee assignments
(a)In-basket
(b)Business game
(c)Case study
(a)Role play
(b)Sensitivity training
(c) Behaviour Modelling
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Human Resource Management
21. On-The-Job Training
This is the most widely used method
of training
Although OJT is simple and relatively
inexpensive, hidden costs can include:
Damaged machinery
Unsatisfied customers
Misfiled forms
Poorly taught workers
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Human Resource Management
22. Computer-Based Instruction
Benefits
Self-paced
Adaptive to different
needs
Can be customized
Easy to deliver
Usually less expensive to
administer
Can be conducted when
convenient for employee
Drawbacks
Learners must be self-
motivated
Cost of producing
online, interactive
materials
Lack of interaction
with others may work
against needs and
preferred learning
styles
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Human Resource Management
23. Case Method
The case method uses a written description of a
real decision-making situation
Managers are asked to study the case in order to:
Identify the problems
Analyze the problems
Propose solutions
Choose the best solution
Implement it
More learning takes place if there is interaction
with the instructor
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Human Resource Management
24. Role Playing
Each person is assigned a role in a situation and is
asked to react to other players’ role-playing
The player is asked to react to the stimuli as that
person would
Players are provided with background information
on the situation and the players
A script is usually provided
The success of this method depends on the ability
of the players to play the assigned roles believably
Role-playing can help a manager become more
aware of, and more sensitive to, the feelings of
others
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Human Resource Management
25. In-Basket Technique
The participant is given typical items from a
specific manager’s mail, email, and telephone
list
Important and pressing matters are mixed in with
routine business matters
The trainee is analyzed and critiqued on:
The number of decisions made in the time
allotted
The quality of the decisions
The priorities chosen for making them
To generate interest, in-basket materials must
be:
Realistic, job-related, and not impossible to make
decisions on 25
Human Resource Management
26. Behavior Modeling
There are four steps in this process:
Modeling of effective behavior (films)
Role playing
Social reinforcement (role playing)
Transfer of training to the job
Modeling offers promise for
developing leadership skills, if used
in conjunction with videotape
methods
Research evidence is generally positive
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Human Resource Management
27. Programmed Learning
Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for
learner
Presenting
questions, facts,
or problems to
the learner
Allowing the
person to
respond
Providing
feedback on the
accuracy of
answers
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Human Resource Management
28. Choosing the Best T&D Method
Choice of delivery method depends on:
Organizational culture and values
T&D objective and content
Profiles of trainees and trainers
Financial and technological resource availability
Time
Location
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Human Resource Management
29. Choosing the Best T&D Method
Developments occurring with regard to
delivery methods
Shift toward on-the-job training
Increased efficiency
Exploitation of technology to aid learning
Increased emphasis on teams
Focus on mentoring
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Human Resource Management
30. Evaluation
Integral part of overall training program
Provides feedback on effectiveness of
training program
Evaluation criteria should be established
in tandem with and parallel to training
objectives
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Human Resource Management
31. Four Levels of Training Evaluation
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Human Resource Management
32. Impediments to Effective T & D
Commitment lacking
Inadequate budget allocation
Universities award only degrees, not skills
Poaching of trained workers
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Human Resource Management