HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness…………… Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,one such important division is Training & Development. Training – Introduction This activity is both focussed upon, and evaluated against, the job that an individual currently holds education . This activity focusses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Training and personal development is an important method for a business to improve the performance of employees. Training is a process whereby an individual acquires job-related skills and knowledge. It is a cost to firms to pay for the training and also to suffer the loss of working hours whilst an employee is being trained. However, the potential gains from employee training are significant. The main benefits of training are improved productivity and motivation of staff and also better quality products being made. Some of the specific reasons as to why a business should train its employees are: • • • • • • • Introduce new employees to the business (this is known as “induction training”) – see below Help provide the skills the business needs (in particular making the workforce more flexibleor being trained on new higher technology machinery) Provide employees with better knowledge about the business and the market it operates in Provide support for jobs that are complex and for which the required skills and knowledge are often changing (e.g. a firm of lawyers training staff about new legislation) Support the introduction of new working methods, such as a firm introducing new lean production techniques Reduce the need for supervision and therefore free up valuable manager timeHelp achieve a good health and safety recordHelp improve quality of a product or service and lower customer complaints Increase employee motivation and loyalty to the business

Induction training Induction training is important as it enables a new recruit to become productive as quickly as possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training: • • • • • Learning about the duties of the job Meeting new colleagues Seeing the layout the premises Learning the values and aims of the business Learning about the internal workings and policies of the business

On-the-job training On the job training occurs when workers pick up skills whilst working along side experienced workers at their place of work. For example this could be the actual assembly line or offices where the employee works. New workers may simply “shadow” or observe fellow employees to begin with and are often given instruction manuals or interactive training programmes to work through. Off-the-job training This occurs when workers are taken away from their place of work to be trained. This may take place at training agency or local college, although many larger firms also have their own training centres. Training can take the form of lectures or self-study and can be used to develop more general skills and knowledge that can be used in a variety of situations, e.g. management skills programme.

Methods of training
Human Resource Management is concerned with the planning, acquisition, training & developing human beings for getting the desired objectives & goals set by the organization. The employees have to be transformed according to the organizations' & global needs. This is done through an organized activity called Training. Training is a process of learning a sequence of programmed behavior. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps in bringing about positive change in the knowledge, skills & attitudes of employees. Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands. Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should

take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned into an investment or it was a total expenditure for an organization. Training is a continuous or never ending process. Even the existing employees need to be trained to refresh them & enable them to keep up with the new methods & techniques of work. This type of training is known as Refresher Training & the training given to new employees is known as Induction Training. This is basically given to new employees to help them get acquainted with the work environment & fellow colleagues. It is a very short informative training just after recruitment to introduce or orient the employee with the organization's rules, procedures & policies. Training plays a significant role in human resource development. Human resources are the lifeblood of any organization. Only through trained & efficient employees, can an organization achieve its objectives. * To impart to the new entrants the basic knowledge & skills they need for an intelligent performance of definite tasks. * To prepare employees for more responsible positions. * To bring about change in attitudes of employees in all directions. * To reduce supervision time, reduce wastage & produce quality products. * To reduce defects & minimize accident rate. * To absorb new skills & technology. * Helpful for the growth & improvement of employee's skills & knowledge. METHODS OF TRAINING: The most widely used methods of training used by organizations are classified into two categories: On-the-Job Training & Off-the-Job Training. ON-THE-JOB TRAINING is given at the work place by superior in relatively short period of time. This type of training is cheaper & less time-consuming. This training can be imparted by basically four methods: Coaching is learning by doing. In this, the superior guides his sub-ordinates & gives him/her job instructions. The superior points out the mistakes & gives suggestions for improvement. Job Rotation: - In this method, the trainees move from one job to another, so that he/she should be able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end & front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able to perform any type of job. OFF THE JOB TRAINING: - is given outside the actual work place. Lectures/Conferences:- This approach is well adapted to convey specific information,

Motion pictures are often used in conjunction with Conference. They make decisions just like these are made in real-life situations. discussions to clarify & amplify those points that the film emphasized. In this method of training. Simulation activities include case experiences. The trainee is presented with a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & are asked to take decisions on these within a stipulated time. an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions.Also known as In-tray method of training. evaluate alternative courses of action & decide what course of action would be most satisfactory. it minimizes the problem of transferring learning to the job. procedures or methods. This method is useful. structured learning experiences where individuals learn by doing.Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation.are usually short. experiential exercises. The employee attempts to find and analyze the problem. In-Basket Exercise: . Management Games: .Its just like acting out a given role as in a stage play. The trainees are provided feedback on their performance.The game is devised on a model of a business situation. vestibule training.present an in depth description of a particular problem an employee might encounter on the job. Additionally. management games & role-play.rules. The trainees are divided into groups who represent the management of competing companies. Cases: .can provide information & explicitly demonstrate skills that are not easily presented by other techniques. Simulation Exercise: . Films: . The cost per trainee is low in this method. Role Play: . rather than talking about inter-personal conflicts & how to deal with them. Experiential Exercises: . the trainees are required to enact defined roles on the basis of oral or written description of a particular situation.Employees learn their jobs on the equipment they will be using. Vestibule Training: . For instance. but the training is conducted away from the actual work floor. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. Here are seven . Vestibule training allows employees to get a full feel for doing task without real world pressures. but it needs to be used with care in order to derive all the benefits. where the information is to be shared among a large number of trainees. RECOMMENDATIONS & CONCLUSION: No doubt Training is a very powerful tool for the smooth functioning of the organization. The decisions taken by the trainees are compared with one another. The game goes on in several rounds to take the time dimension into account. While expensive.

and the learning objective. There should be a two-way communication between the trainer & trainee. the business¡¦ environment. 4. the trainee. entire books have been written on the ways to deliver training. gender. Experienced & skilled trainer. and integrate performance with other skills and knowledge. enable the trainees to apply and practice what they've been taught. The method by which training is delivered often varies based on the needs of the company. so that the organization comes to know about the deficiencies in the training program & also suggestions to improve upon the same. should give training. Thus. the content. Other factors affecting the choice of a training method include: -Age. help trainees retain and transfer what they have learned. How can a manager charged with training his or her employees choose an appropriate method? This article defines some of the most common training methods and reviews pros and cons for each one. There are many different ways to train. It benefits both the organization as well as the employees. 7. time & money on training.recommendations for getting the best out of this tool: 1. The method or type of training should be very cautiously selected by the organization depending upon the organizations' resources & an employee's individual need for training. Learn about the needs and proficiency of each and every employee before an organization invests its effort. 2. The method should suit the audience. & everchanging environment. who possesses good amount of knowledge & understanding about the organization's objectives. training is a vital tool to cope up with the changing needs & technologies. and on the task being performed. or level of education of the trainees -Learning styles of the trainees . the method chosen will motivate employees to learn. 3. individual abilities & the present environment. Active participation from the trainees should be encouraged. Focus of training should be on priority development needs and to produce strong motivation to bring change in employees. Feedback should be taken from the trainees after the training is over. 6. help employees prepare themselves for learning. Its better to identify the needs & shortcomings in an employee before actually imparting training to him/her. The cost incurred on the training program should not exceed its benefits. Ideally. Indeed. 5.

Communication is primarily one-way: from the instructor to the learner. touching. Pros: Less time is needed for the trainer to prepare than other methods. The trainer may provide an opportunity for trainees to perform the task being demonstrated. feeling. The trainer shows trainees how to do something.-Number of trainees -Budget -Trainer's skills and training style Common group training methods include: Lecture A lecture is the method learners often most commonly associate with college and secondary education. Cons: Planning is time-consuming. Demonstration Demonstration is very effective for basic skills training. There also needs to be an adequate space for the training to take place. poor work habits can be learned by the trainee. demonstrations. one person (the trainer) does all of the talking. It provides a lot of information quickly when it is less important that the trainees retain a lot of details. . The trainer can use many group methods as part of the seminar activity. Cons: Does not actively involve trainees in training process. Pros: This method emphasizes the trainee involvement. Pros: Group members are involved in the training. Yet. or posters to support the lecture. If the trainer is not skilled in the task being taught. The trainer must have skill in conducting a seminar. visual aids. More time is needed to conduct a seminar than is needed for many other methods. it is also considered one of the least effective methods to use for adult learners. The trainees forget much information if it is presented only orally. In this method. He or she may use handouts. conferences. Cons: It requires a great deal of trainer preparation and planning. Seminar Seminars often combine several group methods: lectures. discussions. question/answer. It engages several senses: seeing. hearing.

It is good for customer service and sales training. It is possible to experiment with many different approaches to a situation without alienating any actual customers. Cons: A lot of time is spent making a single point. Pros: Trainees often find it interesting to hear different points of view. the trainees assume roles and act out situations connected to the learning concepts. It can present a wide variety of skills in which applying knowledge is important. Pros: There is a lot of trainee participation. Pros: A case study can present a real-life situation which lets trainees consider what they would do. The results of the method can be difficult to evaluate. Cons: It requires a great deal of preparation. The trainees recommend solutions based on the content provided. Cons: It can be difficult to control a group. . Role Playing During a role play. The trainees build consensus and the trainer can use several methods (lecture. seminar) to keep sessions interesting. only a few people get to practice while others watch. The process invites employees to share their opinions and they are challenged to consider alternatives. causing conflict. Case Studies A case study is a description of a real or imagined situation which contains information that trainees can use to analyze what has occurred and why. panel. In some role play situations. Trainers must be skilled and creative in helping the class learn from the situation. This is an excellent method for using outside resource people. Pros: Trainees can learn possible results of certain behaviors in a classroom situation. They get an opportunity to practice people skills. Opinions generated at the conference may differ from the manager¡¦s ideas.Conference The conference training method is a good problem-solving approach. Panel members may have differing views but they must also have objective concerns for the purpose of the training. Panel A panel provides several points of view on a topic to seek alternatives to a situation. A group considers a specific problem or issue and they work to reach agreement on statements or solutions.

it will be difficult to obtain and maintain their interest. The type of project will vary by business and the skill level of the trainee. and research. Cons: Trainees can easily get side-tracked and may move slower than the trainer desires. as trainees are actively involved in the learning process. if they do not have an interest in the project or there is no immediate impact on their own jobs. Common individual training methods include: Self-discovery Trainees discover the competencies on their own using such techniques as guided exercises. The trainer must be very skilled and make sure that trainees practice the skills correctly. The trainer must be creative and very skilled at leading discussions. Pros: Trainees are able to choose the learning style that works the best for them. Only perfect practice makes perfect. It is also more difficult to measure the employee¡¦s progress. Movies/videos/computer-based training . Little time is needed to prepare the training experience. It is a useful technique for skills development. Projects Projects require the trainees to do something on the job which improves the business as well as helps them learn about the topic of training. making points. Cons: Simulations are time-consuming. interactive activity where they imitate actions required on the job. Simulations Trainees participate in a reality-based. the creation of a database. trainees may think they are doing somebody else¡¦s work. books. Pros: Training becomes more reality-based. Pros: This is a good training activity for experienced employees. increasing the chance that trainees will retain what they have learned. It might involve participation on a team.Cons: Cases can be difficult to write and time-consuming to discuss. or the forming of a new process. They are able to move at their own pace and have a great deal of ownership over their learning. Also. It directly applies to jobs performed after training. Projects can be chosen which help solve problems or otherwise improve the operation. Trainees get first-hand experience in the topic of the training. Simulations involve yet another learning style. and keeping trainees on track. Cons: Without proper introduction to the project and its purpose.

a trainer is limited only by his or her creativity. and the investments available. The trainee is placed on the job and the manager or mentor shows the trainee how to do the job. Mentors help employees solve problems both through training them in skills and through modeling effective attitudes and behaviors. With so many options. To be successful. Cons: Training can be interrupted if the mentor moves on. Mentoring A mentor can tutor others in their learning. It also helps the trainee get information regarding the business culture and organizational structure. There is often a tendency to have a person learn by doing the job. It also helps the employee establish important relationships with his or her supervisor or mentor. If a properly trained mentor is not chosen. Others will select a single method that works best for them and never vary. Pros: The training can be made extremely specific to the employee's needs. Pros: It is easy to provide this training and the trainer can follow-up with questions and discussion. When choosing from among these methods. during. Training and Human Resource . or after a shift. It is also easy to assure that the same information is presented to each trainee. This system is sometimes known as a buddy system. On-the-job training This is the most common method of training. the trainer must decide which one best suits the trainees. the environment. job breakdowns. the trainee can pick up bad habits. Cons: Training is not standardized for employees. Pros: It can take place before. providing no real training. and performance standards as a lesson plan. It is highly practical and reality-based. the training should be done according to a structured program that uses task lists. It gives the trainee individual attention and immediate feedback. making the content less specific to their needs. Most trainers choosing this option must purchase the training from an outside vendor. Cons: It is expensive to develop.Content for the training experience comes primarily from a videotape or computer-based program. Many trainers will choose to combine methods or vary them.

finance. HR role now is: 1. and money. etc depends on training for its survival.e. Now-a-days. To increase the commitment level of employees and growth in quality movement (concepts of HRM). the role of HR professionals in training has been widened. anywhere training Training Effectiveness The effectiveness of training is a measurement of learning. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. The training and development activities are now equally important with that of other HR functions.Management Traning and Development Home » Training and Human Resource Management The HR functioning is changing with time and with this change. If training is not considered as a priority or not seen as a vital part in the organization. waste of time. then it is difficult to accept that such a company has effectively carried out HRM. Flexible access i. which measures the cost of raising a student’s skill by one unit. senior management team is now increasing the role of training. It is determined by comparing post-test scores with pre-test scores and then measuring the net change. As a result training is given on a variety of skill development and covers a multitude of courses. Rewards to be associated with self esteem and self worth 4. several of which . Rewards for improvement in performance 3. etc. production. Active involvement in employee education 2. Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business. resources. HR. There are several methods to measure this—on a per-student basis. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees. achieving their professional and personal goals. when training was considered to be futile. the relationship between the training function and other management activity is also changing." This is dangerously wrong! Let me explain! The difference between a pre-test score and a post-test score can be for many reasons. marketing & sales. anytime. increasing the level of job satisfaction. on a per-“skill point” base or on a per-dollar basis. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Gone are the days. training is an investment because the departments such as. Let’s look at the skill-point base. Training actually provides the opportunity to raise the profile development activities in the organization.

If 100% of trainees rate all the aspects at least 4 out of 5.. Generally effectiveness measures are defined in terms of the extent to which a set of objectives are met. then arguably the training at Level 4 (Business Impact of training) is just 40% effective.it's a measure of learning! You can learn everything required. This does NOT mean there is no link.and this is where evaluation practitioners get in to bother . It would be quite easy to have a large overlap here with efficiency measures. then arguably the pre and post test scores CAN be seen as a measure of effectiveness.x 100% Total number of training courses delivered Or 100% x (Number of trainees behaving as requried/operating equipment to required standard) / (Total number of people trained) Or 100% x Total benefits / Total costs Coming back to the effectiveness focus again there is some help to be found from our old friend Kirkpatrick. just that you haven't demonstrated one . Effectiveness at Level 1 (Reactions of trainees) could be measured in terms of getting at least 4 out of 5 in each area being rated.here are some examples: Number of training courses achieving the required outcomes ----------------------------------------------------------------.it's not about learning that's a bonus (in my humble opinion!).you cannot say WHY they are like this.yes. Training in organisations is ALMOST ALWAYS about achieving a better performance or capability than is currently available . even if you follow Kirkpatrick or Phillips' approach . then at Level 1 we'd be 100% effective. IF you can demonstrate causal links as I discussed earlier. Without any root cause analysis to identify the causal links between the different scores (pre-test and post-test) all you can truthfully say about this situation is that the pre-test scores were X and the post-test scores were Y .. Going back to the article I quoted from above. But if these same trainees have line managers sho report that these trainees are only demonstrating new but required behaviours for 40% of the time. Taking a similar theme I suggest training efficiency can be measured several ways .it's about OUTCOMES that favour the customer and the shareholder .may actually apply together.---. (Training) efficiency is generally defined as the number of units output for the number of units input. Read carefully with definitions!! . but fail to put it to required use and the required outcomes are not achieved.you have to have PROOF when the CFO and CEO ask for it .CORRELATION IS NOT CAUSATION!!! A measurement of learning is not training effectiveness .

i. and continuously improve training. in order to continue to exist in the competitive global market and to be effectual. structures and budgets. Cross-functional and reporting and learning analytics provide important connections between the measures of learning effectiveness offered by a learning management system (LMS) and the larger enterprise metrics that indicate whether learning is transferred and positively affects business results. This field is. Training Effectiveness & its Significance In India. etc. mechanization. inadequate use of personnel after training. All the firms. does not assure success unless it is sustained by workforce possessing indispensable expertise. it is important to develop business intelligence tools that will help companies improve the measurement of training effectiveness. expanding fast but controversies seem to envelop any attempts to find benefits commensurate with the escalating costs of training. These tools need to provide a methodology to measure. The Input-Process-Output Model for an Effective Training . Training is essential. but doubts arise over its contribution in practice. training as an activity has been going on as a distinct field with its own roles. With disillusionment mounting in the midst of expansion.. however. evaluate. Technical know-how alone. should espouse the most modern technology. Training has made remarkable contributions to the improvement of all kinds. The training apparatus and costs have multiplied but Unhappiness persists and is growing at the working level where the benefits of training should show up most clearly.e. computerization and automation. What is required is an insight into what training can or cannot do. Training is neither a panacea for all ills nor is it a waste of time. This disillusionment shows in many ways reluctance to send the most talented workforce for training. Hence. however. Given the large expenditures for training in many organizations.Measuring of training Training is a critical component in any organization's strategy. but organizations don't always evaluate the business impact of a training program. and skill in designing and executing training successfully and cost-effectively. training has entered a dangerous phase in its development. but it is still young. At the present time. all the organizations give more trust on commercializing their activities. organizations should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. Complaints are growing over its ineffectiveness and waste. as well as the organizational and technical infrastructure (systems) to implement the methodology.

Output • Release of training plan • Issue of orders of deputation for individual programmes • Feedback on effectives: from participants. strategic moves. • Monitoring the training conducted by various departments. • Information on implementation of new practices. and changes in the environment. if large number of participants require training. • Deputation of employees for short term training programmes conducted by local training institutes. • Training policy of the administration Process • Exercise of determining needs & maintenance of training register • Verification of need to prepare training plans • Deciding to conduct onsite programmes. • Updation of procedures. from departmental heads . technological changes. • Implementation of changes in the prgramme as necessitated by the feedback. • Conducting induction training for new recruits. • Information on new recruitments.Input • Training need analysis: survey based on performance gaps in previous year & performance opportunities in the next year. rules & regulations. • Periodical request from department heads based on potential appraisal exercises.

may partake in the future.Less supervision .Introduction This activity focusses upon the activities that the organization employing the individual. monitoring progress and training effectiveness Benefits of training to a business The main benefits to a business of a well-trained workforce are: . Multi-skilling is only possible if the workforce is well trained . and is almost impossible to evaluate. .lower supervision and management costs if employees can get on with their jobs.Draw up an action plan to show how investment in training and development will help meet business goals and objectives.Help in achieving change .Implement the plan.through greater empowerment .Identify the skills and abilities needed by employees.businesses with a good reputation for training are likely to find it easier to attract good quality staff . The main steps in developing a training strategy are to: . This might also improve motivation . TRAINING AND DEVELOPMENT :- . lower production / operating costs) .More flexibility .Better productivity (and. .and then keep them .More successful recruitment and employee retention .Training starts with a strategy It is important that a business provides training that is consistent with the business strategy.training helps employees develop a variety of skills. therefore.businesses with strong training systems and culture find it easier to implement change programmes Development . or that the individual is part of.Higher quality .

workplace relationship authority. "Human Resource Development" was rejected by academics. In the field of human resource management. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. although interrelated. who objected to the idea that people were "resources" — an idea that they felt to be demeaning to the individual. The sponsors of training and development are senior managers. Costine. and performance. as author. the field is still widely known by the other names. activities The "stakeholders" in training and development are categorized into several classes. Each of these groups has its own agenda and motivations. The clients of training and development are business planners. It ensures that randomness is reduced and learning or behavioural change takes place in structured format. they encompass three separate. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. and Heraty. note that these ideas are often considered to be synonymous. resources. However. Eventually. the CIPD settled upon "Learning and Development". The number one reason people leave their jobs is conflict with their bosses.It is a subsystem of an organization. And the providers are specialists in the field. which sometimes conflict with the agendas and motivations of the others. Garavan. to practitioners. Training and development encompasses three main activities: training. although that was itself not free from problems. and development. and . It has been known by several names. The conflicts are the best part of career consequences are those that take place between employees and their bosses. Moreover. including employee development. education. And yet. "learning" being an overgeneral and ambiguous name. Line managers are responsible for coaching. of the Irish Institute of Training and Development. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. human resource development. and learning and development.

Talent. there are four other objectives: • Individual. • Functional. In addition to that. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Individual Objectives – help employees in achieving their personal goals. Dr. . or customer TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach – Most of the organizations before never used to believe in training. Organizations used to believe more in executive pinching. There were also some views that training is a very costly affair and not worth. peer. and • Societal. and skill alone won't compensate for a sour relationship with a superior. nobody ever enhanced his or her career by making the boss look stupid. TRAINING AND DEVELOPMENTS OBJECTIVES :The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.executive coach. Organizational Objectives – assist the organization with its primary objective by bringing Individual effectiveness. knowledge. John Hoover points out. They were holding the traditional view that managers are born and not made. enhances the individual contribution to an organization. Training is now considered as more of retention tool than a cost. which in turn. • Organizational. "Tempting as it is. But now the scenario seems to be changing.

• Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. It helps in inculcating the zeal to learn within the employees. The employees get these feelings from leaders. relationship so that individuals goals aligns with organizational goal. • Quality – Training and Development helps in improving upon the quality of work and work. subordinates and peers. It helps to expand the horizons of human intellect and all over personality of the employees. team spirit. . and inter-team collaborations. It helps to build good employee. • Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. • Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. • Organization Climate – Training and Development helps building the positive perception and feeling about the organization.Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.life. • Healthy work-environment – Training and Development helps in creating the healthy working environment. • Team spirit – Training and Development helps in inculcating the sense of team work. It helps in creating the learning culture within the organization. It also helps the employees in attaining personal growth. • Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society Importance Of Training and Development • Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.

Recruitment If training is so important. • Profitability – Training and Development leads to improved profitability and more positive attitude towards profit orientation.e. Some businesses are reluctant to spend on training because: . What training cannot solve it is tempting to think that training is the solution to many if not all business problems. better attitudes. • Training and Development helps in developing leadership skills.Ineffective or inefficient equipment. it takes time for the effects of training to impact business performance.A desire to minimise short-term costs . production organisation .Poor job design .They fear employees will be poached by competitors (who will then benefit from the training) . Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies. .They cannot make a justifiable investment case Training should meet two basic objectives. and other aspects that successful workers and managers usually display.• Morale – Training and Development helps in improving the morale of the work force. why do some businesses invest so little in it? Ideally training should be seen as an investment in the future of the business.Poor management (although management training might help!) . there are some things that training can rarely solve: these include: . motivation. • Training and Development aids in organizational development i. loyalty. However. • Image – Training and Development helps in creating a better corporate image.

Process standard means the standard in which the process is important but no weightage is given to the end result. and duration of absence of the workforce from the operational units are minimized. Training should be cost effective. training becomes focussed and the training time and costs. This methodology has both the process standard and product standard. Because of this. by means of a high standard of training for aviation personnel through what are known as Standardized Training Packages (STPs). Training should make the personnel skilled enough to do the job on hand efficiently leading to targeted productivity levels. The TRAINAIR is a programme of the International Civil Aviation Organization that was evolved to strengthen the basic civil aviation concept of safety and and regularity of air transport operations. The training duration should be as short as possible and resources used efficiently for meeting objective number 2. Analysis . The TRAINAIR Standardized Training Package (STP) preparation methodology is based on an engineering approach called the system approach. knowledge and attitude required to perform the job and eliminate all things which are extraneous and not required to perform that job. I would like to describe about a training approach. The TRAINAIR course development methodology is a scientific approach of developing training courses for a job-oriented objective. Training must be based on scientific approach and quality training material to meet objective number one. Product standard means the standard in which end result is important but no weightage is given to the process. called ICAO TRAINAIR Methodology. 2. In this connection. This methodology seeks to impart skill. TRAINAIR methodology has both process and product standards. which is accepted and followed by many Civil Aviation Training establishments all over the world. That means the trainees are taught only the “Need-to-Know Things” and not the “Nice-toKnow Things”. 1. It consists of following three activities.1.

The job is divided into duties. Progress tests. and further the skill/ knowledge/ attitude required to carryout sub-tasks are decided. again the Course Developers team visits operational unit. the data on target population’s (i. tasks are divided into sub-tasks. 2. In the Phase 3. Design and production 3. Instructor guide. analyzes the system and interviews the personnel working. In Phase 4. the Phase 2 activities commence. flow charts or automation etc. Develop a Standard Training Package (STP) as a training solution If it is found appropriate to proceed with a training solution by development of an STP. is invoked when a decision is to be taken whether or not training is needed to do a job on hand. all the course materials such as Trainee Handouts. Mastery tests. Phase 1. then assistance of a qualified Course Developers team is requested. Practical exercise sheets. job experience. social background. Recommending non-training management solutions like developing a job aid such as checklists. The modules and sequence of training program are decided in this phase. key to progress tests. Design of modules. qualifications.. Design of Curriculum. the difference in skill/knowledge/ attitude required (decided in phase 2) and those acquired (decided in phase 3) will become the Course Curriculum. In Phase 2. intended trainee group) acquired skill/ knowledge/ attitude. . duties are divided into tasks. key to mastery tests will be developed. Evaluation All these activities are divided into 9 Phases. The course developers team visits the operational unit. In Phase 5. Job analysis.e. Population Analysis. Preliminary analysis. learning preferences are collected and analyzed. one of the following: 1.2. The result of analysis is interviews the working experts.

the effectiveness of the course which is now implemented is evaluated by analyzing 1. then the same course will be administered to the remaining trainee population in subsequent sessions. full STP Course is available for future deliveries. the prepared Mastery tests. Did the training program effectively meet the operational need which gave rise to it?. Production and developmental testing. Progress tests and practical exercises are tried out as developmental testing to check the accuracy and reliability of training materials. for the first time. In Phase 8. Montreal for accord of approval as full-fledged STP. In Phase 9. If 80% of the participants passes with 80% marks or attain the standard. Any deficiencies noted will be corrected during this phase. Post-training evaluation. They also take a note of the result at the end of the course. and observe the reactions of trainees and instructors. hand outs for the trainees. . The group of Course Developers will monitor the delivery of the course throughout. all the developed training materials will be sent to the ICAO TRAINAIR Central Unit. The same course is also available for global sharing among the members of TRAINAIR programme. . In Phase 7.In Phase 6. Detailed lesson plans to guide the instructors. Was there the desired improvement of the trainees’ performance when they return to their jobs? 2. At the end of this phase. Validation and Revision. the prepared course material will be tried on a group of trainees for whom the course is designed. audio-visual materials etc are all prepared ready for the initial Validation delivery of the package. Implementation.

as a key differentiator of sales team performance. driven by various factors in the marketplace: • • • • • Increased competition. . Support cross-functional teams who develop high value strategic customer relationships.This is done by gathering information which is used to make improvement in the training and determine the costs and benefits of the training development project. The challenges many organisations face in response to the above factors: • • • Developing sales managers who lift performance through best practice leadership of sales teams.High Performing Sales Organisations Sales organisations are facing higher level challenges. Cross-functional teams developing strategic customer relationships. where customers are looking for value and insight from their suppliers. Organisations moving towards preferred supplier agreements. During the entire process of course of development. leading to new purchasing methods and changing relationships with customers (more e-based business). Course Developers interact with the Subject Matter Experts and skilled job performers as and when required and get the required inputs. Create differentiated skills and behaviours in sales teams to lift the performance of sales people. Impact of technology. including from non-traditional competitors. Productivity differentials between high and medium performing sales people can be significant. Rising customer expectations. Drive reliable processes and practices throughout the sales organisation. Hemsley Fraser works with organisations to: • • • • Develop sales managers. Sales Organisation Effectiveness . especially in the case of longer term contract based relationships. Globalisation of markets. Development and retention of high performing sales people.

This programme has been designed to aid all Human Resource practitioners in measuring the effectiveness of training. Key Benefits • • • Introduction to the different Training Evaluation models Learn how to make detailed measurements of training Measure the effectiveness at various levels up to the impact of training on the organisation Course Content • • • • • • Introduction to various Training Evaluation Models Measuring the Impact of Training on Operational Results Measuring the Impact of Training on the Organisation using Corporate Indicators Identifying and Measuring “Soft” Areas in the Organisation Understanding and Measuring Organisational Development through a Morale Survey Measuring the Personal Competencies of Employees Learning Methodology • Group work and exercises will be used to provide participants with many opportunities to demonstrate their knowledge. with supporting processes.• • Create clear strategies for development and retention of high performing sales people. learning and skills. Measuring the Effectiveness of Training and Development More and more successful organisations are increasingly intent on measuring the impact of training on their organisations. Who Should Attend . to reaffirm the performance outcomes expected and to make changes to training plans where necessary. to acquire and retain long-term profitable customers. Having an evaluation of training effectiveness in place is also one of the dimensions of the People Developer Standard. Create a strong focus on a strategy.

Lack of proper and scientific selection procedure. 7. which usually demand far more from their area of specialisation. People have to work in multidimensional areas .• All Human Resource Personnel who are involved in Training and Development and those responsible for attaining the People Developer Standard for their organisation. Training emplyees Importaance of training Training your employees do have a significant role in modern business era. To make the job challenging and interesting 9. Rapid technological innovations impacting the workplace have made it necessary for people to consistently update their knowledge and skills 2. Training your emplyess is important because 1. 5. Not just to equip them with latest tools your company has implemented. This is a must read if you employ or mean to employ in future atleast one person. 8. For employee motivation and retention . 6. 4.I have sorted down them in a list. For higher motivation and productivity. Change in the style of management. Due to non-practical collage education. For career advancement. For self and development 10. 3. there is a lot more to it.

The benefits of evaluating training and development are to: . unit and individual levels. faculty/central department. 14. To keep in pace with times To bridge gap between skills requirement and skills availability For survival and growth of organisation and nation EVALUATION OF STAFF DEVELOPMENT AND TRAINING Introduction Staff development is an important part of assisting performance improvement at organisational. To improve organisational climate Prevention of obsolescence To help an organisation to fulfil its future manpower needs. 16. 12.11. 15. team and the organisation. 13. Evaluation is the process of finding out how the development or training process has affected the individual. It is therefore important that the transfer of learning into the workplace is assessed through a process of review and evaluation so that its success or otherwise can be established and so that we can demonstrate the contribution learning makes towards overall organisational success.

Use and reinforce techniques learned to help improve quality and customer service within the organisation. Ensure the transfer of learning into the workplace. Stages of Evaluation There are four key stages at which training and development should be evaluated: Reaction: At this stage evaluation provides information on the attitudes and opinions of participants to the learning they have undertaken typically via evaluation forms or comment sheets Learning attained: Evaluation at this stage looks at the extent to which learning objectives have been achieved. Help define future development objectives. observing Performance: Evaluation at this stage looks at the impact of a learning experience on individual/team performance at work. goals and targets. leading to better focused learning anddevelopment. Key to this level of evaluation is the need to have agreed clear . Identify cost effective and valuable training events orprogrammes.Promote business efficiency by linking efforts to train anddevelop staff to operational priorities. Evaluation of learning can take place during the activity using interactive sessions. tests and practical application and after the activity by re-testing knowledge and skills and comparing them with pretraining results.

Responsibility for evaluation Responsibility for evaluation of staff development rests at the following levels: Individual: The University’s Staff Development Application Form and Record requires individuals to identify their objectives linked to strategic development and training priorities and job role for the requested development activity. and whether or not it is cost effective in organisational terms. Organisational Impact: At this level evaluation assesses the impact of learning on organisational effectiveness.learning objectives prior to the learning experience so that when evaluation takes place there are measures to use. Manager: The manager is responsible for ensuring that staff have identified learning objectives for any development activity they plan to undertake and to agree on the methods to be used to evaluate learning Faculties/Central Departments: The Staff Development Plan template requires Faculties and Central Departments to annually set out their planned staff development activities and an explanation of how they will be evaluated.. Central Training Providers: All training courses delivered by central training providers are assessed by the University end of .

and training.course review form. Purposes of Training Evaluation The five main purposes of training evaluation are : Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it To learning outcomes. or to the regular work routines. Training evaluation checks whether training has had the desired effect. . At this level evaluation provides information on the attitudes of a participant to learning but does not measure how much they have actually learned. Research: It helps in ascertaining the relationship between acquired knowledge. Training Program Evaluation The process of examining a training program is called training evaluation. Organisation Development and Training (ODT): ODT will carry out follow up evaluation of a sample of centrally delivered courses/programmes 3-6 months after the event to measure how learning has been applied in the workplace. transfer of knowledge at the work place. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces.

Process of Training Evaluation : Before Training: The learner’s skills and knowledge are assessed before the training program. then It can be dealt with accordingly. candidates generally perceive it as a waste of resources because at . Power games: At times. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. During the start of training. Intervention: It helps in determining that whether the actual outcomes are aligned with the Expected outcomes.Control: It helps in controlling the training program because if the training is not effective.

most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware. . There are various evaluation techniques for this phase. During Training: It is the phase at which instruction is started. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

Intervention: It helps in determining that whether the actual outcomes are aligned with the expected Process of Training outcomes. . Once aware. Evaluation Before Training: The learner’s skills and knowledge are assessed before the training program. Power games: At times. During the start of training. candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. then it can be dealt with accordingly. they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style. the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.Control: It helps in controlling the training program because if the training is not effective.

There are various evaluation techniques for this phase.During Training: It is the phase at which instruction is started. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. This phase usually consist of short tests at regular intervals After Training: It is the phase when learner’s skills and knowledge are assessed again to measure the effectiveness of the training. Techniques of Evaluation : • • • • • Observation Questionnaire Interview Self Diaries Self recording of special incidents .

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