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RESEARCH TITLE
CANDIDATETUTORDATE OF
+OUTLINE
CHAPTER 1: Introduction CHAPTER 2: Theoretical background CHAPTER 3: Empirical evidence: Current situation of HR
Training at Agribank Trung Yen CHAPTER 4: Recommendations
+CHAPTER 1: INTRODUCTIONRationale
Human Resources Management has become a prominent factor for a firm’s competitiveness
Banks now receive more investments into human resources training and development
Agribank Trung Yen’s current HR human resource issues No long term HR training strategy Part of staffs are experienced but lack professional training
and vice versa Job analysis is poor
HR Training issues Training programs are not consistent with training needs Limited variety of training methods HR department lacks capabilities to conduct effective training Training evaluation neglected
+RESEARCH OBJECTIVES & QUESTIONS RESEARCH OBJECTIVES
To review theories on staff training that are relevant to the case of Agribank Trung Yen
To assess current situation of staff training at Agribank Trung Yen to find out existing problems and their causes
To point out what need being done to improve staff training at Agribank Trung Yen
RESEARCH QUESTIONS What theory of staff training is relevant to Agribank Trung Yen? What problems are Agribank Trung Yen facing in training HR
and their causes? What should be done to improve staff training at Agribank
Trung Yen?
+RESEARCH METHODOLOGIES
DATA COLLECTION Primary data:
Questionnaire-based surveys on 61 employees of Agribank Trung Yen Branch
Interviews with 14 middle managers and 3 HR training managers
Secondary data: reports, textbooks, academic journals, etc.
DATA ANALYSIS Survey questions based on 4-point scale Use of Microsoft Excel
+RESEARCH PROCESSSetting up research
objectives
Setting up research objectives
Secondary data (Reports, textbooks, magazines,…
Primary data (Survey with questionnaire, interviews…)
Analyzing data (Excel program)
Staff training needs, current situation of training activity at
ATY
Writing the thesis
Recommendations
Collecting data
+CHAPTER 2: THEORETICAL BACKGROUNDOverview of HR Training HR TRAINING
Gives new or current employees the skills they need to perform their jobs (Dessler, 2002)
Is different from HR DEVELOPMENT (opportunities created to help employees grow)
Plays a strategic role to improve organization’s competitiveness
Types of HR Training
Orientation/Socialization
Skills development
Career education
Training supervisors
and managers
+THEORETICAL BACKGROUNDMethods of HR Training
Methods of HR Training
On the job
Job instruction
Apprentice/Internship
Coaching/Counseling
Job rotation/Transfer
Off-the job
Education Seminars/Workshops
Computer-assisted
programsDistant Training
Behavior Modeling
+THEORETICAL BACKGROUNDProcess of HR TrainingTraining Needs
AssessmentTraining Design
Training Implementatio
nTraining
Evaluation
Organizational analysis
Task analysis
Individual analysis
Reaction
Learning
Behavior
Results
Objectives
Content
Methods
Instructors
Costs
Facilities
Materials
Time
Duration
Logistics
+CHAPTER 3: HR TRAINING AT AGRIBANK TRUNG YENOverview
Employees by department
During the past three years (2011-2013), Agribank Trung Yen held 24 short-term training courses on various topics:
- Professional banking skills and expertise
- Legal compliance
- Foreign language and computer skills
- Miscellaneous
+TRAINING NEEDS ASSESSMENT
• 49% employees agree organizational reviews are regular
• 54% agree training objectives support business and strategic goals
• More than 50% agree training policies well support professional capacity, work productivity and work result
ORGANIZATIONAL ANALYSIS
+TRAINING NEEDS ASSESSMENT (cont.)
• Job descriptions are not clear or comprehensible
• Training needs do not really base on job descriptions (58% have mixed opinions)
• Training does not really help staffs complete work tasks (59% show mixed feeling)
TASK ANALYSIS
• Staffs are frequently asked about skills and knowledge they need for their jobs (51% strongly agree)
• Training does not really satisfy personal aspiration
INDIVIDUAL ANALYSIS
+TRAINING DESIGN
Presentation of TRAINING OBJECTIVES is clear,
but objectives have not met employee needs
TRAINING CONTENT is not quite applicable to actual jobs.
39% strongly agree, 30% agree
37% show mixed feeling, 23% show dissatisfaction
More than half employees show mix feelings
Fact Statistics
+TRAINING DESIGN (cont.)
TRAINING METHODS are not really suitable.
Participants have opportunities to contribute to the lessons.
SELECTION OF TRAINERS is excellent
TRAINING COST is reasonable to employees
54% neutral opinion 89% agree
Most employees are satisfied with past trainers’ knowledge and teaching skills
48% say training costs are reasonable to them
Fact Statistic
+TRAINING IMPLEMENTATION
FACILITIES AND EQUIPMENT are well arranged
TRAINING MATERIALS are sufficient
TRAINING LOGISTICS has been poorly performed
TRAINING DURATION is reasonable
but TRAINING TIME is inappropriate
61% strongly agree
77% agree
44% say logistics are poor
66% agree
41% neutral, 39% show dissatisfaction
Fact Statistics
+TRAINING IMPLEMENTATION
OVERALL Employees are dissatisfied with the performance of
HR department Employees are overall satisfied with training quality
(46% very satisfied with training quality) Employees are excited about future training
opportunities (51% show excitement)
+TRAINING EVALUATION
• Almost never been conductedREACTION
• Usually have examinations on completion of training courses
LEARNING
• Not thoroughly evaluatedBEHAVIOR
• Business review is regularly and formally conducted
RESULT
56% say feedback never conducted
60% say there is always a training examination
52% neutral opinion
53% agree performance evaluations are frequently conducted
Fact Statistics
+SUMMARY
Strengths• Management frequently
surveys employees on their needs and desires
• Lecturers are of high quality
• Training materials are sufficient
Weaknesses• Training needs
assessment lacks efficiency
• Training objectives do not support employee needs
• Short variety of training methods available
• Training costs may cause a financial burden on branch’s budget
• Training time not suitable• HR department is not
competent• Training evaluation is
neglected
+CHAPTER 4: RECOMMENDATIONBranch strategic directions and implications for HR Training
Branch strategic directions: Secure market share and reach out to potential customers Expand range of services Focus on service quality and excellent customer care
Implications for HR training Provide intensive training for front line staffs Focus on new employee orientation
+RECOMMENDATIONS
Reinforce existing strengths Enhance training needs assessment Diversify training methods Balance training budget Schedule appropriate training time Enrich HR capabilities Revise training evaluation process Develop HR environment
+
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