By Mrs.

Saylee Joshi

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Introduction to HRD Overview of Training in Organization Learning Organization Principles of Adult Learning, Motivation and Performance Training Administration Training Need Assessment Competency modeling And Mapping Designing Training Modules Implementation of Training Traditional Training Methods E learning and use of technology in Training Training Evaluation, Cost Benefit Analysis and ROI Management Development Planning & Organizing conferences, Seminar etc Training and Audit

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Resource Development (HRD) is the framework for helping employees to develop their personal and organizational skills, knowledge and abilities A set of systematic and planned activities designed by an organization or HR department to provide its members with the necessary skills to meet current and future job demands
Human

Resource Management (HRM) has many functions. (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Development (HRD) is just one of the functions within HRM
Human

 Training and

development (T&D) Organizational development Career development

 Training

Improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task It includes:
1.

Employee orientation: The orientation is meant to educate

new employees about the goals and responsibilities of the position and company, as well as to answer any questions they may have about HR, benefits and payroll information.

Skills & technical training 3. Coaching: Coaching is a method of directing, instructing

2.

and training a person or group of people, with the aim to achieve some goal or develop specific skills

 Development

Preparing for future responsibilities, while increasing the capacity to perform at a current job It includes:
1.

Management training: courses and workshops that prepare

managers to face the wide array of challenges involved in supervising people and managing systems and projects

2.

Supervisor development: supervisor development is an

effort that enhances the learner's capacity to be a supervisor. Supervision often includes conducting basic management skills (decision making, problem solving, planning, delegation and meeting management, organizing teams, noticing the need for and designing new job roles in the group, hiring new employees, training new employees, employee performance management setting goals, observing and giving feedback, addressing performance issues, firing employees, etc.)

process of improving an organizations effectiveness and members well-being through the application of behavioral science. Focuses on both macro- and micro-levels HRD plays the role of a change agent (business
The

somebody or something that brings about, or helps to bring about, change)

 Ongoing

process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.

Career planning Career management

 Depends

on company size and status. No single structure used.

A librarian working for a corporation could provide the sales department with information on competitors or new developments affecting the field Implements HRD programs and procedures On-the-job training (OJT) Motivational lecture Career and employee development Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Performance enhancement

 Changing

workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning (the development of human
potential through a continuously supportive process which stimulates and empowers individuals to acquire all the knowledge, values, skills, and understanding)

Need

for organizational learning (Organizational

learning is an area of knowledge within organizational theory that studies models and theories about the way an organization learns and adapts)

HRD efforts should use the following four stages:

Needs assessment Design Implementation Evaluation

TRAINING & DEVELOPMENT

Training is expensive. Without training it is more expensive Nehru

TRAINING
A learning experience in that it seeks a relatively permanent change in an individual that will improve his/ her ability to perform on the job. It involves changing of
Skills: learned capacity to carry out pre-determined results Attitude: an individual's degree of like or dislike for an item Knowledge: expertise, and skills acquired by a person through experience or education

DEVELOPMENT
More future oriented and more concerned with education than is training. Management Development activities attempt to encourage sound reasoning processes to enhance ones ability to understand and interpret knowledge. It focuses on the personal growth & on Analytical Skills Conceptual Human

Analytical Skills: The ability to visualize,

communicate, and solve complex problems and concepts, and make decisions that make sense based on available information

Conceptual Skills: Conceptual skills refer to the

ability to form concept

Human Skills: Human skills involve the ability to

work well with other people both individually and in group

Teaching Vs Training
Teaching:
Is about educating people, sharing wisdom, making people more knowledgeable.

Training:
Is about development and application of knowledge, skills and attitudes for achieving specific objectives

WHY T & D
No one is a perfect fit at the time of hiring, therefore some training & development must take place. Planned development programs will return values to the organization in terms of : increased productivity reduced costs Morale Also, Flexibility to adapt to changing requirements

TRAINING :Helps employees to do their current jobs in efficient manner DEVELOPMENT: Help the individual to handle future responsibilities.

Features of Training
Training objectives are tied to organizations business objectives. Training is modular so it can be adapted to workplace schedules Training is tailored to trainee needs and learning styles. Training structure allows employees to learn at their own pace. Trainees are provided regular, ongoing feedback concerning their progress while in the training programm

Features (contd)
Moulds employees attitude Helps them achieve better co-operation Creates greater loyalty to the organization Reduces wastage and spoilage Reduces constant supervision Improves quality

Features (contd)
Increases job skillsspecific skills Short term perspective Job centered The role of a trainer is very important It shapes attitude overall growth Long term perspective Career Centered Internally motivated for self development

Training Process

Determine the mission of the org

Job description

Training needs assessment Decide most imp objective/priorities

Evaluate the curriculum

Evaluate the Result of Training

TYPES OF TRAINING
On the job:
1. Apprentice: One bound by legal agreement to work for another for a specific amount of time in return for instruction in a trade, art, or business.

From left: 1. A medieval baker with his apprentice. (The Bodleian Library, Oxford ) 2. Carpentry is another profession learned through apprenticeship 3. The profession of roofing is learned through apprenticeship in Germany

2. Job rotation: Job rotation is an approach to management development where an individual is moved through a schedule of assignments designed to give him or her a breadth of exposure to the entire operation.

Off the job:

1. Role playing: A role playing game is a training session where the

facilitator, perhaps with an assistant or two, sets up a scenario where the participants are assigned different roles, where those roles identify with those in the situation where participants will find themselves when they undertake their work in the field.

2. Lecture 3. Case discussion

Development Programs
1. On-the-Job Training (OJT) 2. Job Rotation 3. Apprenticeship and Coaching 4. Lectures and Video Presentation 5. Job Instruction Training 6. Vestibule Training 7. Role Playing & Behavioral Modeling
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Case Study Simulation Self-study & Programmed Learning Laboratory Training Action Training Computer-based Training Distance & Internet-based Training

1.Job-the-Job Training (OJT):

Training a person to learn by actually doing it. Every employee from mailroom clerk to company president, get on-the-job training when he or she joins a firm.

2.Job rotation:
To cross-train employees in a variety of jobs, some trainer move a trainee from job to job.

3. Apprenticeship and Coaching

It is a structured process people become skilled workers through a combination of classroom instruction and on-the-job training. Craft workers such as plumber, carpenter etc. are trained under the tutelage of a master craft person.

4. Lectures and Video Presentation

It is a quick and simple way to provide Knowledge to large group of trainees, as when the sales force needs to learn they special features of a new product.

5. Job Instruction Training (JIT)

Listing each jobs basic task, along with key points, in order to provide step-by-step training for employees. It is used in that types of jobs which consist of a logical sequence of steps also list a corresponding key point and best taught step-by-step process.

6.Vestibule Training
To keep instruction from troublemaking normal operations, some organizations use vestibule training Separate areas or vestibules are setup with equipment similar to that used on the job.

7. Role Playing & Behavioral Modeling

Role playing is a device that forces trainees to assume different identities. Behavior modeling is referred to as matching or copying or as observational learning or imitation, all of these terms implies that behavior is learned or modified through the observation of some other individual.

8. Case Study
In case study, trainees learn about real or hypothetical circumstances and the actions others take under those circumstances and as result a person can develop decision making skills. A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve

Simulation
Training employees on actual equipments used on the job but conducted away from the actual work setting. One involve a mechanical simulator that replicates the major features of the work situation. Other is computer simulation often comes in the form of games.

Self Study and Programmed Learning

A systematic method for teaching job skill involving presenting question or facts allowing the person to respond and giving the learner immediate feed back on the accuracy of his /her answer Computer programs with visual displays may be used instead of printed booklets.

8.Laboratory Training: It is designed to enhance interpersonal skills and to develop desired behavior for future job responsibilities 9.Action Learning: It takes place in small groups that seeks a solution to a real problem confronting the organization, aided by a facilitator who is either an outside consultant or a member of the firms in-house staff. OR A training technique by which Management trainer are allowed to work full time analyzing and solving problem in other department.

Training Paradox
Train people to the point where you may lose them, and then you wont lose them.

Responsible for Training

Top Mgmt Frames policy HR Dept.Plans, establishes and evaluates Supervisors implement and apply development procedure Employees provide feedback, revision and suggestions

Lets study the practical importance of T &D