Supporting goals of increased training and development with
implementation and use of an HRMS.
3. Role of the Training Specialist
Training specialists must be experienced trainers, but much
more as well. They must understand the business of the
organization, including its strategic context, and the implications
that this has for human resources.
In support of all of the above the training specialist must
know how to use an HRMS effectively
4. HRMS Training Model
The strategic/business plans of the organization should
translate into the need for training through demand forecasting.
The internal and external availability of skilled personnel,
resources, etc., on right hand side of the model gets reflected in
supply forecasting; that is, what is expected to be available.
5. Training Model Contd
The demand for skilled personnel should get translated into job
requirements at the individual position level through task or
occupational analyses.
6. Training Model Contd
The potential external labour supply, as well as the knowledge
and skills that they bring with them may be determined through
external human resources scans (block A1).
The internal supply of human resources along with the knowledge
and skills inherent in it should be available from the employee
module of the HRMS.(block C3).
7. Training Model Contd
Human resources/succession planning is used to determine how
the need for human resources in the right numbers, with the right
skills, doing the right things will be met.
8. Training Model Contd
Human resources/succession planning (block B3) along with
task/occupational analyses (block A3) may be used to define the
skills required for a position, or in aggregate, for a work unit
(block A4).
Human resources/succession planning, along with
personal/performance appraisal information may also define the
skills that an individual requires, or that are required across a
work unit (block C3)
9. Training Model Contd
Human resources/succession planning (block B3) along with
knowledge of skills required to perform a job or jobs successfully
(block A3), and knowledge about what skills exist or do not exist
among employees (skill inventory - block C4) may be used along with
training surveys of various kinds in training needs analysis to
determine what training and development may be required (block
B4).
10. Training Model Contd
Training needs analysis, in turn, may serve as the basis for
decisions about what training and development might best meet the
need.
This may be formal courses provided in-house, external courses,
or on-job training.
11. Training Model Contd
Once training and development programs have been developed and
implemented, procedures are required to schedule courses and
attendees, to manage logistics issues, and to gather and store the
results of training.
12. Training Model Contd
The cost-effectiveness of training and development for the
organization should be monitored continuously
13. Training Management Information
Training and development departments in some organizations
develop independent training management systems. This may arise
when training and development staff:
require automated assistance to help them manage their training
and development information, but do not have an effective central
HRMS; or,
want direct control of the collection and use of training
information.
14. Training Management Information
Training and development modules are included as integral parts
of most comprehensive HRMS.
Seemingly independent training and development modules may be
linked to other HRMS modules to form coordinated networks.
15. Training Management Information Employee Screen
Employee name ______________
Employee number ____________________
Position number ____________________
Organization Number ____________________
Address
Work ______________________________
Home ______________________________
Training and Development Required:
_________________________________
Date Requested ____________________________
Priority ____________________________
Date Scheduled ____________________________
Date Completed ____________________________
Cost ____________________________
16. Training Management Information Course Screen
Course Title __________________________
Course Code __________________________
Course Description _________________________
Course Location __________________________
Tuition (if any) __________________________
Other Costs __________________________
Prerequisites (if any) ________________________
Instructor ___________________________________
Method of Instruction __________________________
Equipment/Materials __________________________
Start Date ___________ End Date ________________
Minimum Enrollees ____ Maximum Enrollees _____
Enrollment Deadline _________________________
Number Enrolled To-date_________________________
17. Training Management Information Employee/Course Mgmt Screen
Creating training announcements and confirmation notices
20. Information Applications Contd
Reports:
training costs, by student, per course, by organizational unit,
etc.
numbers of employees trained by course, per year, by
organizational unit, etc.
numbers of individuals requiring specific kinds of training and
development
course evaluations by topic area, or by instructor
21. Training Management Info Need for Documentation
organizations to be able to demonstrate that they have taken
all reasonable precautions to safeguard the health and safety of
the public, clients, and employees.
organizations must ensure that their employees are trained to
recognize health and safety hazard, and to take corrective action.
It also means that employees must be trained to respond
appropriately when accidents happen.
The organization may be liable if it cannot demonstrate that it
took all reasonable efforts to ensure that staff were qualified for
the responsibilities that the organization was respecting them to
perform.
22. Question 1
Why is it that the training management information systems are
becoming increasingly important as modules of a larger HRMS, or as
"stand-alone" systems? What skills do you feel that training
specialists need to use such tools successfully?
23. Question 2
What are some of the relationships and divisions of
responsibility that should exist with regard to training
information that should exist between training specialists and
human resources management information personnel? For example: Who
should decide what data to gather? Who should be responsible for
data input? Accessing data? Preparing reports?