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P8u and 1ralnlng MeLhods

ur PlLesh kapoor
nLroducLlon
W 1he fundamenLal componenL areas of human
resource developmenL (P8u) are
ndlvldual developmenL (personal)
Career developmenL (professlonal)
CrganlzaLlonal developmenL
erformance developmenL
W 1he lmporLance of each componenL wlll vary from
organlzaLlon Lo organlzaLlon accordlng Lo Lhe
complexlLy of Lhe operaLlon Lhe crlLlcallLy of human
resources Lo organlzaLlonal efflclency and Lhe
organlzaLlons commlLmenL Lo lmproved human
resources
ndlvldual uevelopmenL
W ndlvldual developmenL refers Lo Lhe
developmenL of new knowledge skllls and/or
lmproved behavlors LhaL resulL ln
performance enhancemenL and lmprovemenL
relaLed Lo ones currenL [ob (Lralnlng)
Learnlng may lnvolve formal programs buL ls
mosL ofLen accompllshed Lhrough lnformal
onLhe[ob Lralnlng acLlvlLles
ndlvldual uevelopmenL
W Seven CommunlcaLlon rlnclples
1o compose effecLlve message you need Lo apply cerLaln speclflc communlcaLlon
prlnclples 1hey Lle closely wlLh Lhe baslc concepLs of Lhe communlcaLlon process and
are lmporLanL for boLh wrlLLen and oral communlcaLlons Called Lhe seven C's" Lhey are
compleLeness conclseness conslderaLlon concreLeness clarlLy courLesy and
correcLness
W 8 SLeps Lo Plgher erformance
1he followlng elghL sLeps wlll help you and your employees lnLeracL ln ways LhaL make you
work more efflclenLly and effecLlvely 1hese sLeps wlll help you help your employees feel
more moLlvaLed on Lhe [ob and bulld Lhe connecLlon beLween Lhelr own lnLeresLs and Lhe
lnLeresLs of Lhe organlzaLlon
W 8 CuallLles of Success erson
1he moLlvaLlon Lo succeed comes from Lhe burnlng deslre Lo achleve a purpose
napoleon Plll wroLe WhaLever Lhe mlnd of man can concelve and belleve Lhe
mlnd can achleve A burnlng deslre ls Lhe sLarLlng polnL of all accompllshmenL !usL
llke a small flre cannoL glve much heaL a weak deslre cannoL produce greaL resulLs
ndlvldual uevelopmenL
W ueveloplng AcLlve LlsLenlng Skllls
1he ablllLy Lo be an effecLlve llsLener ls Loo ofLen Laken for granLed We confuse hearlng
wlLh llsLenlng Pearlng ls merely plcklng up sound vlbraLlons LlsLenlng ls maklng sense of
whaL we hear LlsLenlng requlres paylng aLLenLlon lnLerpreLlng and rememberlng sound
sLlmull
W Managlng ConfllcL
1he ablllLy Lo manage confllcL ls undoubLedly one of Lhe mosL lmporLanL lnLerpersonal
skllls a manager needs Cver Lhe years Lhree dlfferlng vlews have evolved regardlng
confllcL ln organlzaLlons Cne vlew argues LhaL confllcL musL be avolded LhaL lL lndlcaLes a
malfuncLlonlng wlLhln Lhe organlzaLlon We call Lhls Lhe LradlLlonal vlew of confllcL
ndlvldual uevelopmenL
W Coals and locus for Success
Weve seen LhaL Lo generaLe more of whaL we wanL we flrsL need poslLlve
empowerlng bellefs abouL ourselves and oLhers We need clear and speclflc goals Lo
alm for And we need Lo Lake acLlon almed aL achlevlng Lhe resulLs we wanL
W 8ulldlng roducLlve CommunlcaLlon
roducLlve communlcaLlon ls problemorlenLed noL person orlenLed erson
orlenLed communlcaLlon focuses on Lhe characLerlsLlcs of Lhe lndlvldual noL Lhe
evenL and lL communlcaLes Lhe lmpresslon LhaL Lhe lndlvldual ls lnadequaLe Cne
problem wlLh personorlenLed communlcaLlon ls LhaL whlle mosL people can change
Lhelr behavlor few can change Lhelr baslc personallLles
W Ilsuallze for Success
When you see yourself ln your mlnds eye dolng someLhlng do you lmaglne
accompllshmenLs LrlbuLes and Lrlumphs or flops fallures and flascos? Ilsuallzlng can
work for us or agalnsL us L depends on whaL we plcLuresuccess or fallure Weve all
heard Lhe saylng racLlce makes perfecL AcLually only perfecL pracLlce makes
perfecL And where ls Lhe only place we can pracLlce perfecLlon? n our mlnds eye
W LffecLlve uelegaLlon Skllls
Managers geL Lhlngs done Lhrough oLher people 1hls descrlpLlon recognlzes LhaL Lhere
are llmlLs Lo any managers Llme and knowledge LffecLlve managers Lherefore need Lo
undersLand Lhe value of allocaLlng Lask (delegaLlng) and know how Lo do lL
W 1he LlemenLs of a Cood Coachlng Sesslon
1o conducL a good coachlng sesslon you need Lo (1) esLabllsh a purpose (2) esLabllsh
ground rules (3) keep focused (4) avold monologues (3) speak clearly and slmply and
(6) sLay open Lo new ldeas LeLs look more closely aL each of Lhese slx elemenLs of a
good coachlng sesslon
ndlvldual uevelopmenL
CA8LL8 uLILLCMLn1
W Career developmenL focuses on provldlng Lhe analysls
necessary Lo ldenLlfy Lhe lndlvldual lnLeresLs values
compeLencles acLlvlLles and asslgnmenLs needed Lo
develop skllls for fuLure [obs (developmenL) Career
developmenL lncludes boLh lndlvldual and
organlzaLlonal acLlvlLles ndlvldual acLlvlLles lnclude
career plannlng career awareness and uLlllzlng career
resource cenLers CrganlzaLlonal acLlvlLles lnclude [ob
posLlng sysLems menLorlng sysLems career resource
cenLer developmenL and malnLenance uslng managers
as career counselors provldlng career developmenL
workshops and semlnars human resource plannlng
performance appralsal and career paLhlng programs
Career uevelopmenL
W Career uevelopmenL rogram
Pas your organlzaLlon serlously consldered lmplemenLlng a career developmenL
program? f noL perhaps Lhls ls a good Llme Lo do so 1he followlng descrlpLlon of
several wldely used career developmenL lnLervenLlons and case sLudles can be used Lo
sLlmulaLe dlscusslon on varlous career developmenL pracLlces
W Career ManagemenL 8esL racLlces
Pere are some of besL pracLlces ln Lhe fleld of career plan and developmenL llrsL
provldlng employee assessmenL and career plannlng workshops Companles such as
Apple CompuLer and Sun MlcrosysLems hold onslLe workshops where employees learn
Lo Lake charge of Lhelr careers beglnnlng wlLh assesslng Lhelr ablllLles lnLeresLs and
values
W LlemenLs of Career lannlng rograms
1hough programs dlffer four dlsLlncL elemenLs of career plannlng programs emerge
1hey lnclude (1) lndlvldual assessmenLs of ablllLles lnLeresLs career needs and goals
(2) organlzaLlonal assessmenLs of employee ablllLles and poLenLlal (3) communlcaLlon of
lnformaLlon concernlng career opLlons and opporLunlLles wlLh Lhe organlzaLlon and (4)
career counsellng Lo seL reallsLlc goals and plan for Lhelr aLLalnmenL
Career uevelopmenL
W key SLeps ln Career uevelopmenL nlLlaLlves
1o hlL Lhe bullseye you need Lo Lalk wlLh employees Lo flnd ouL whaLs mlsslng s lL lack of
percelved opporLunlLy noL enough Lralnlng Loo llLLle communlcaLlon dlverslLy lssues? LxlL
lnLervlew analysls employee surveys and focus groups can help you become clearer abouL
employees vlews on Lhese lssues
W Career Anchor and Career SLage
Schelns career anchors represenL aspecLs of work LhaL are especlally valued or needed by people for
Lhelr personal fulflllmenL Career plannlng and developmenL acLlvlLles allow employees Lo grow ln
any of Lhese deslred anchors
W 8ulldlng A CompeLlLlve 1alenL CrganlzaLlon
1o bulld a compeLlLlve LalenL organlzaLlon Lhe LalenL leader needs Lo be closely allgned wlLh oLher
senlor managers ln organlzaLlon Pere are flve ways LhaL senlor managers can conLrlbuLe Lo your
organlzaLlons LalenL goals llrsL plan vlgorously Senlor managers should parLner wlLh Lhe LalenL
leader and hlrlng managers ln Lhelr dlvlslon Lo creaLe a wrlLLen plan for how Lhey wlll meeL your
currenL and longLerm LalenL needs
W Self AssessmenL of Career nLeresL
uo you need Lo develop some new skllls or ablllLles Lo lmprove your poLenLlal for your nexL sLep ? f
so whaL skllls or ablllLles would you develop ? Summarlze whaL you personally wanL and whaL you
can do and wlll do Lo saLlsfy your wanLs 1hese are some examples of self assessmenL quesLlons Lo
explore your career lnLeresL
C8CAnA1CnAL uLILLCMLn1
W CrganlzaLlonal developmenL ls dlrecLed aL
developlng new and creaLlve organlzaLlon
soluLlons Lo performance problems by enhanclng
congruence among Lhe organlzaLlons sLrucLure
culLure processes and sLraLegles wlLhln Lhe
human resources domaln n oLher words Lhe
organlzaLlon should become a more funcLlonal
unlL as a resulL of a closer worklng relaLlonshlp
among Lhese elemenLs 1he ulLlmaLe goal of
organlzaLlonal developmenL ls Lo develop Lhe
organlzaLlons selfrenewlng capaclLy

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