hrm module 2 -training and development
TRANSCRIPT
Module Outline Training and development – assessment of training needs and training methodologies – evaluation of training schemes
Management development program and career planning
Performance Appraisal – concept and purpose- methods and techniques
Employee counseling
Training The act of increasing the knowledge and skill of an employee for doing a particular job
The process of aiding employees to gain effectiveness in their present and future work
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Differences between Training, Education & Development
Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related.
Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest
Development is a long term investment in human resources.
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Importance of Training Maintains qualified products / services Achieves high service standards Provides information for new comers Refreshes memory of old employees Achieves learning about new things; technology, products / service delivery
Reduces mistakes - minimizing costs Opportunity for staff to feedback / suggest improvements Improves communication & relationships - better teamwork
Need of Training Increased productivity
Higher employee morale
Less supervision
Less wastage
Easy adaptability
Reduced turnover & absenteeism
Employee development
Steps tin systematic Training plan
1. Determining training needs
2. Establishing training policies
3. Setting goals & objectives of training
4. Preparing training budget
5. Deciding the training venue
6. Deciding the methods & techniques to be deployed in training
7. Determining methods of evaluating training
1. Determining training needs1. Organizational analysis
-Analysis of objectives
-Resource utilization analysis
-Environmental scanning
-Organizational climate analysis
2. Task or role analysis – for employees who are new to the job
3. Manpower analysis
-Performance
-Capability to be trained
-Improvement prospective
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The Gap Concept
Performance/Results
Time
Expected Curve
Actual Curve
Gap
In training terms this means we need to develop programs to fill the Gap
1,000 Cars
800 Cars
200 Cars
3. Setting goals & objectives of training
Operational objectives (Eg. Increase in sales)
Performance objectives (quality and quantity)
Instructional objectives
Reaction objectives
Personal growth objectives
Innovation or Change makingobjectives
6. Deciding the methods & techniques to be deployed in training
Factors governing the selection of training methods
Depth of knowledge / nature of skills to transferred Background of trainees Operative problems confronted by the organization Consideration of facilities Number of persons to be trained
Training methods & Techniques
On the Job Training
Job Instruction training Coaching Mentoring Position rotation Apprenticeship Committee Assignments
Training methods & Techniques
Off the Job Training Vestibule Training Class room training Internship training Conferences Role Playing Programmed Learning
Training methods & Techniques
Electronic Training Audio – visuals Computer based training Electronic Performance Support systems
Training methods & Techniques
Distance and Internet based Training Teletraining Video Conferencing Business Portals
Evaluation of training schemes
Any attempt to obtain information on the effects of training & assess the value of training in the light of that information
Objectivesof Evaluation of training schemes-Determine the ability of the trainees to perform the job for which they are trained -Determine the specific nature of training deficiencies-Determine whether the trainees need any additional OJT-Determine the extent of training not needed by the participants-Determine the cost effectiveness of the program
Principles of evaluation Evaluator must be clear about the goals & objectives Evaluation should be continuous Should be specific Should provide the means & focus for the trainees to appraise themselves
Must be based on objective methods & standards Realistic target dates for evaluation
Techniques of evaluation
Experimental & control groups
Longitudinal or time series analysis
Questionnaires & structured interviews
Cost benefit analysis
CIRO method (4 dimensions are considered – Contextual factors, input factors, reason, Output)
KILPARTIK’s training model (Reaction, behavior, Learning & Results)
Training evaluation form
Management Development Program
The programme by which the executives capacities to achieve desired objectives are increased
Features of Executive development program
Planned, organized and systematic
Continuous process
Long term process
Aim is to prepare mangers for better performance
Importance & Need of Executive Development programs
Increase in size of organizations Shortage of trained managers Technological changes Socio-cultural changes Changing labour management relations Social responsibility of management Shift in nature of management Unending process
Process of executive development
Analysis of developmental needs
Appraisal of present managerial talent
Inventory of executive manpower
Individual development program
Establishment of training & development program
Evaluating development programs
Different types of knowledge & skills required for managers
Decision making skills
Interpersonal skills
Job knowledge
Organizational knowledge
General knowledge
Specific individual needs
Techniques of Executive Development ProgramsDecision making skills
In basket exercise Management games Case study
Techniques of Executive Development ProgramsInterpersonal skills
Role playing
Sensitivity training (Kurt Lewin) – T-group training
Behavior modeling (social learning theory)
Transactional Analysis (Eric Berne – psychotherapy)
Multiple management (for junior executives)
Techniques of Executive Development Programs Job knowledge
On the job experience
Coaching
Understudy
Techniques of Executive Development Programs Organizational Knowledge
Job rotation
Multiple management
Techniques of Executive Development ProgramsGeneral knowledge-Special courses
-Special meetings
-Special readings
Techniques of Executive Development Programs Specific individual needs
Special project Assignments
Committee Assignments
Conferences
Career Planning Career – Sequence of jobs occupied by a person during the course of his lifetime
Career planning – deliberate process through which a person becomes aware of personal career related attributes & the life long series of stages that contributes to his career fulfillment
Steps in Career planning
Preparing personal profile
Formulating personal & professional goals
Analyzing environmental effect
Analysis of strengths & weaknesses
Developing alternatives
Developing contingency plans
Monitoring career plan
Important facts to remember while choosing a career
Career path is irreversible
Being aware of employment trends
Avoid narrow field of specialization
Make a realistic choice
Elements of career management program
Preparation of up-to-date inventory of job position Preparation of personnel inventory of present anticipated H.R
Career planning & Development
- Matching the management & individual career plans-Management development-Criteria in development of career planning (dialogue, guidance, involvement & participation, feedback, dynamic)
Important methods of career planning
Career paths
Job posting (suggesting self for promotion)
Assessment centre
Performance Appraisal Objective assessment of an individual’s performance against well defined benchmarks
Systematic evaluation of individual with respect to his or her performance and his or her potential to development.
Objectives of P.A. Work related objectives.
Career development objectives
Communication (feedback, K.R.A., counseling, relations)
Organizational objectives (promotion, salary, training)
Objectives of performance appraisal Effect promotions based on competence & performance
Confirmation
TNA
Increments & benefits
Helping the employees in self evaluation
Improve communication
Effectiveness of HR activities
Limitations of P.A. Halo Error (on a specific trait)
Central tendency
Leniency or strictness (positive & negative)
Similarity error (evaluator’s trait as the basis)
Miscellaneous biases
Psychological blocks
Limitations of P.A. Faulty assumptions
-Impartiality is not practical
-Assumption that appraisal system once implemented will be used in every project
-Personal judgment is better than appraisal system
-Employees want to avoid appraisal
P.A. Process Establishing standards
Communicating standards to the employees
Measuring actual performance
Comparing actual with standards
Discussing reports with employees
Taking corrective action
Methods of P.A. Traditional methods (trait based)- Confidential report-Graphic scales (continuous – unsatisfactory, poor, fair, avg, good, excellent & discontinuous)-Straight ranking method-Paired comparison-Grading system (analytical ability, dependability, job knowledge – grades are given)-Forced distribution (poor & outstanding – 10, Above & below avg – 20,Avg – 40)
Methods of P.A. Check list method-Simple checklist-Weighted checklist-Forced choice checklist Critical incident method Free essay method Group appraisal Field review method (experts questions – outstanding, satisfactory & non satisfactory)
Nominations Work sample test
Methods of P.A. Modern methods
-Assessment centers (higher officials, job related exercises, self appraisal & peer evaluation, team of trained evaluators)
- Human resource accounting (cost & contributions of the employees)
-360 degree performance appraisal
-Computerized & web based performance appraisal (electronic performance monitoring)
Methods of P.A.-MBO
Set the organization’s goal
Discuss departmental goals
Define expected results (set individual goals)
Performance reviews
Provide feedback
Methods of P.A.-Behaviorally anchored rating scales
Steps
Generate critical incidents
Develop performance dimensions (clusters)
Reallocate incidents
Scale the incidents
Develop final instrument (sub clusters)
P.A. & competitive advantage
Improving performance
Making correct decisions
Ensuring legal compliance
Minimizing job dissatisfaction or turn over
Consistency between organizational strategy & behavior