14/10/2009

Assignment on Training And Development

CONTENTS

1 INTRODUCTION TO HR PAGE

3 - 4

2 TRAINING 5-16

3

ORGANIZATIONAL CHANGE 17-20

4

VOTE OF THANKS AND SELF EVALUATION 21

5

ANNEXURE

COPY OF TRAINING POLICY

COPY OF TRAINING CALENDAR

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INTRODUCTION Human Resource Management

“HRM is concerned with the people dimensions in management. Since every

organization is made up of people, acquiring their services, developing their skills,

motivating them to higher levels of performance and ensuring that they continue

to maintain their commitment to the organization are essential to achieving

organizational objectives. This is true, regardless of the type of the organization –

government, business, education, health, recreational, or social action.”

MEANING OF HRMHRM is management function that helps managers to recruit, select, train and

develop members for an organization. Obviously HRM is concerned with the

people’s dimensions in organizations. HRM refers to set of programs, functions,

and activities designed and carried out.

ImportanceNo country has ever progressed without improving the quality of its human

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HRM Activities

HR Planning

Job Analysis

Job Design

Recruitment & selection

Orientation & Placement

Training & DevelopmentPerformance Appraisals

Compensation & remuneration

Motivation

Communication

Welfare

Industrial Relations

resources. With this focus management of human resources has become an

important dimension of organizational ethics - a ‘corporate trend’.

SCOPE OF HRMThe scope of HRM is from Entry to the Exit of an employee in the organization.

Scope of HRM can be described based on the following activities of HRM. Based

on these activities we can summarize the scope of HRM into 7 different categories

as mentioned below after the activities.

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TRAINING

MEANING OF TrainingTraining is the act of increasing the knowledge and skills of an employee for

doing a particular job.

Training is a short-term educational process and utilizing a systematic and

organized procedure by which employees learn technical knowledge and skills for

a definite purpose.

Importance of TrainingThe importance of training and development to a larger extent depends on

human resource development. Training is most important technique of human

resource development. Training develops human skills and efficiency. Trained

employees would be a valuable asset to an organization. Organizational efficiency,

productivity, progress and development to a greater extent depend on training.

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Organizational objectives like viability, stability and growth can also be achieved

through training.

Benefits of Training Helps remove performance deficiencies in employees

Greater stability, flexibility and capacity for growth in an organization

Accidents, scraps and damages to machinery can be avoided

Serves as effective source of recruitment

Reduces dissatisfaction, absenteeism, complaints and turnover of

employees

Helps person handle stress, tension, frustration and conflict

Provides a good climate for learning, growth and co-ordination

Improves labour management relations

Aids improving organizational communication

Helps employees adjust to change

Improves the moral of workforce

Develops a sense of responsibility to the organization for being competent

and knowledgeable

It is an investment in HR with a promise of better returns in future

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Difference Between Training, Education and Development

Training Education Application orientedJob experienceSpecific Task in mindNarrow PerspectiveTraining is Job Specific

Theoretical Orientation Classroom learningCovers general conceptsHas Broad PerspectiveEducation is no bar

Difference between Training and Development

Training DevelopmentTraining is skills focused Development is creating learning

abilities

Training is presumed to have a

formal education

Development is not education

dependent

Training needs depend upon lack or

deficiency in skills

Development depends on personal

drive and ambition

Trainings are generally need based Development is voluntary

Training is a narrower concept

focused on job related skills

Development is a broader concept

focused on personality development

Training may not include

development

Development includes training

wherever necessary

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Job & Organizational Analysis Evaluate the Trainee(s)

Prepare the Instructor

Design the Training Needs

Prepare the Trainee

Design Training Content, teaching methods & media

Prepare cost budget {Cost benefit analysis}

Identify Training Needs

Get ready to teach

Present the operations

Gain the acceptance of the programme

Implement the training programme

Update the programme

Evaluate the results

Training is aimed at improving job

related efficiency and performance

Development aims at overall

personal effectiveness including job

efficiencies

Process of Training

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Take feedback form the trainees

Determining Of Training NeedsTraining needs are identified on the basis of organizational analysis, job analysis

and man analysis. Training programme, training methods and course content are

to be planned on the basis of training needs.

Training needs = Job & Organizational requirements – Employee specification.

Individual Training Needs Identification Methods

Performance Appraisals

Interviews

Questionnaires

Attitude Surveys

Informal Observation

Group Discussions

Training Progress Feedback

Work Sampling

Rating Scales

Group Level Training Needs Identification

Organizational Goals and Objectives

Personnel / Skills Inventories

Organizational Climate Indices

Efficiency Indices

Exit Interviews

MBO / Work Planning Systems

Quality Circles

Customer Satisfaction Survey

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Analysis of Current and Anticipated Changes

Benefits of Training Needs Identification

Trainers can be informed about the broader needs in advance

Trainers Perception Gaps can be reduced between employees and their

supervisors

Trainers can design course inputs closer to the specific needs of the

participants

Diagnosis of causes of performance deficiencies can be done

Need For TrainingIndividual level

To match employee specifications with the job requirements

Technological advances

Diagnosis of present problems and future challenges

Improve individual performance or fix up performance deficiency

Improve skills or knowledge or any other problem

To anticipate future skill-needs and prepare employee to handle more

challenging tasks

To prepare for possible job transfers

Group level

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To face any change in organization strategy at group levels

When new products and services are launched

To avoid scraps and accident rates

To minimize resistance to change

Improve health and safety

Improve organizational climate

Prevention of obsolescence

Objectives of Training To prepare the employees both new and old to meet the present as well as

the changing requirements of the job and the organization

To impart new entrants the basic knowledge and skill they need for an

intelligent performance of definite job

To prepare employees for higher level tasks

To broaden the minds of senior managers by providing them with

opportunities for an interchange of experiences within and outside with a

view to correcting the narrowness of outlook that may arise from over

specialization.

To ensure smooth and efficient working of the organization.

Training Costs

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This includes cost of

Employing trainers, and trainees, Providing the means to learn, Maintenance and running of training centers, Wastage, Low level of production, Opportunity cost of trainers and trainees etc. The value of the training includes increased value of human resources of

both the trainee

Methods of Training

On the job training Off the job training

Job Rotation Classroom Lectures Job Coaching Audio-Visual Job Instruction Simulation Apprenticeships Case Studies Internships and Assistantships Role Plays

Sensitivity Trainings

On the Job Trainings: These methods are generally applied on the workplace

while employees is actually working

Off the Job Trainings: These are used away from work places while

employees are not working like classroom trainings, seminars etc. Following

are few of the off-the-job methods;

Classroom Lectures: It is a verbal lecture presentation by an instructor to

a large audience

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Audio-Visual: It can be done using Films, Televisions, Video, and

Presentations

Simulation: creating a real life situation for decision-making and

understanding the actual job conditions give it

Case Studies: It is a written description of an actual situation and trainer

is supposed to analyze and give his conclusions in writing. The cases are

generally based on actual organizational situations. It is an ideal method to

promote decision-making abilities within the constraints of limited data.

Role Plays: Here trainees assume the part of the specific personalities in a

case study and enact it in front of the audience. It is more emotional

orientation and improves interpersonal relationships. Attitudinal change is

another result. These are generally used in MDP.

Sensitivity Trainings: This is more from the point of view of behavioral

assessment, under different circumstances how an individual will behave

himself and towards others. There is no preplanned agenda and it is instant.

Advantages – increased ability to empathize, listening skills, openness,

tolerance, and conflict resolution skills. Disadvantage – Participants may

resort to their old habits after the training.

In Basket Method: the trainees are first given background information

about a simulated company, its products, key personnel, various

memoranda, requests and all data pertaining to the firm. The trainee has to

understand all this, make notes, delegate tasks and prepare memos within

a specified amount of time. Abilities that this kind of exercise develops are

Situational judgment in being able to recall details, establishes

priorities, interrelate items and determine need for more

information.

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Social sensitivity in exhibiting courtesy in written notes, scheduling

meetings with personnel involved and explaining reasons for actions

taken and

Willingness to make decision and take action.

Evaluation Of TrainingReaction Evaluation

Questionnaires Mails Feedback to training department

Outcome of Evaluation

Immediate Intermediate Ultimate

Training program can also be evaluated on the basis of employee satisfaction which in turn can be viewed on the basis of:

1.Decrease in employee turnover.

2.Decrease in absenteeism.

3.Decrease in number and severity of accidents.

4.Betterment of employee morale.

5.Decrease in grievance and disciplinary cases.

6.Reduction in time to earn piece rates.

7.Decrease in number of discharge or dismissals.

and trainer and their contribution to raise production, reduce wastage,

breakage, minimization of time requirement etc.

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Cost-value relationship of a training program or a training technique is

helpful in:

(a) determining the priorities for training (for present and potential managers, age structure of the trainees etc) ,

(b) matching the employee and job through training,

(c) determining the work of management sacrifices like time taken by training program, non-availability of staff for production during training period etc

(d) choosing the right training method.

Other methods of training evaluation are:

1.Immediate assessment of trainees’ reaction to the pro-gram.

2.Trainees’ observation during training program.

3.Knowing trainees’ expectations before the training program and collecting

their views regarding the attainment of the expectations after training.

4.Seeking opinion of trainee’s superior regarding his/her job performance and

behavior before and after training.

5.Evaluation of trainee’s skill level before and after training program.

6.Measurement of improvement in trainees on the job behavior.

7.Examination of testing system before and after sometime of the training

program.

8.Measurement of trainee’s attitudes after training program.

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9.Cost-benefit analysis of the training program.

10.Seeking opinion of trainee’s colleagues regarding his/her job performance

and behavior.

Inference:

In the immediate sense, the specific course of training can be evaluated in

terms of written and performance teats. The test is supported by a sample

of what the trainee knows or can do. Successful accomplishment of the

tests would indicate successful training. But the true test is whether or not

has been learned in training is successfully transferred and applied to the

job. It is dangerous to rely upon tests alone to demonstrate the true value

of training. Performance appraisal on the job before and after training may

be supplemented to the tests. Cost-Value

Relationship must also be taken into account to assess the effectiveness of

the training. Cost factor in training should be taken into consideration in

evaluating the training effectiveness. Cost of various techniques of training

and their value in the form of reduced learning time, improved learning

and higher performance can be taken into account.

Any one of the possible combination of the methods of training evaluation listed below can be used by an organization for evaluation depending upon the need and convenience.

Organizational Change16 | P a g e

Change has become one certainty in the business today. Mergers, acquisitions, downsizing, and corporate restructurings continue to transform the global business landscape. At the same time, emerging technologies, the push towards a global economy, and the imperative of all organizations to compete more effectively are all rewriting the rules of business engagement, altering the components of the “psychological” contract that has long existed between employers and employees, and thus transforming the very nature and notion of work itself.

MeaningOrganizational change means moving from an old way of doing things to a new one that will bring positive outcomes. The transitional stage may be difficult, even painful.

Need for Organizational change Significant organizational change occurs under the following circumstances:

External Forces of Change: Marketplace Labor markets Economic Changes Technology Laws and Regulations

Internal Forces of Change Corporate Strategies Workplace Technology and Equipments Employee Attitudes

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Change Agents: (Who can bring about change?)ManagersExternal ConsultantsStaff Specialists

Process of ChangeLewins Three steps

Kurt Lewin theorized a three-stage model of change that has come to be known as the unfreezing-change-refreeze model.

Stage 1 – becoming motivated to change (unfreezing)

This phase of change is built on the theory that human behavior is established

by past observational learning and cultural influences. Change requires

adding new forces for change or removal of some of the existing factors that

are at play in perpetuating the behavior. This unfreezing process has three

sub-processes that relate to a readiness and motivation to change.

Stage 2 – change what needs to be changed (unfrozen and moving to a new state) Once there is sufficient dissatisfaction with the current conditions and a real

desire to make some change exists, it is necessary to identify exactly what

needs to be changed. Three possible impacts from processing new

information are: words take on new or expanded meaning, concepts are

interpreted within a broader context, and there is an adjustment in the scale

used in evaluating new input.

Stage 3 – making the change permanent (refreezing)

Refreezing is the final stage where new behavior becomes habitual, which

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includes developing a new self-concept & identity and establishing new

interpersonal relationships.

Phases of Change ProcessPhase 1: Clarifying Expectations and Roles for Change Process

This phase is sometimes called the "Contracting" and/or "Entry" phase. This

phase is usually where the relationship between you (the initial change agent)

and your client starts, whether you are an external or internal consultant.

Activities during this stage form the foundation for successful organizational

change. The quality of how this phase is carried out usually is a strong

indicator of how the project will go.

Phase 2: Joint Discovery to Identify Priorities for Change

Whether you are an external or internal change agent in this project, you and

your client will work together during this phase to understand more about the

overall priority of the change effort and how you all can effectively address it.

It might be a major problem in the organization or an exciting vision to

achieve. Together, you will collect information, analyze it to identify findings

and conclusions, and then make recommendations from that information.

Phase 3: Joint Planning of Organizational Development Activities to

Address Priorities

This phase is focused on further clarifying the recommendations of the

previous phase, along with developing them into various action plans. The

various plans are sometimes integrated into an overall change management

plan. Thus, the early activities in this phase often overlap with, and are a

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continuation of, the activities near the end of the earlier discovery phase. This

is true whether you are an external or internal consultant. Action plans

together can now provide a clear and realistic vision for change. They provide

the "roadmap" for managing the transition from the present state to the

desired future state. Development of the various action plans is often an

enlightening experience for your client as members of their organization

begin to realize a more systematic approach to their planning and day-to-day

activities.

Phase 4: Change Management and Joint Evaluation

During this phase, emphasis is on sustaining and evaluating the change effort,

including by addressing resistance that arises from members of the

organization -- and sometimes in the change agent, as well.

Resistance to ChangeUncertainty and AmbiguityPersonal Loss ConcernsFear of reduction in employmentFear of demotionFear of workload Disbelief in Change benefitsNo employee participation in change

Techniques of Reducing Resistance to Change

Education and CommunicationNegotiationManipulation and Co-optationParticipation

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FacilitationCoercion

Self Evaluation

I thank Mrs………… for covering the topic of Training and Development and giving us a lot

of industry inputs in addition to the theoretical aspects of the topic.

From her I can to know about the various Organizational Policies with regard to human

resources, like that of symphony’s policy which strongly states the importance of

Personnel

“Business of HR is business”

I also came to know about different training programmes such as the HCL Eagle

Programme which is one of a kind for developing future leaders for the

organization. And, also about the similar initiatives taken by other organizations such

as the TATA and AMC.

I also came to know about the career prospects in the field of training. And also

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about the Training Consultants who provide opportunity for fresher’s to set their feet in this field. Next India and Mafoi are two such

consultants.

By the end of the class I was clear and confident about preparing of Training policy. And after making this report I am very clear

about the concepts of Training and Development.

Thank you,

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