Development of Human Resources

Development of Human Resources
DEVELOPMENT OF HUMAN RESOURCES
Dr. S. P. Mishra
TRAINING & DEVELOPMENT
Training & Development is a subsystem of an organization. It is the field concerned

with organizational activity aimed at bettering the performance of individuals and groups in
organizational settings.
 Training and development are based on the premise that staff skills need to be
improved for organizations to grow.
 Training and development are required for staff to enable them work towards taking
the organization to its expected destination.
 Training and Development helps in developing leadership skills, motivation, loyalty,
better attitudes, and other aspects that successful workers and managers usually
display.
 It aids in organizational development i.e. Organization gets more effective decision
making and problem solving.
 It helps in understanding and carrying out organizational policies. It ensures that
randomness is reduced and learning or behavioral change takes place in structured
format.
 It is also known by like employee development, human resource development, and
learning and development.
Training and development encompasses three main activities: training, education, and
development. These are three separate interrelated, activities. Training activity is both
focused upon, and evaluated against, the job that an individual currently holds. Education
activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs. Development activity focuses upon the activities that the
organization employing the individual, or that the individual is part of, may partake in the
future, and is almost impossible to evaluate.
OBJECTIVES : TRAINING AND DEVELOPMENT
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organisation. In addition to that, there are
four other objectives: Individual, Organizational, Functional, and Societal.
 Individual Objectives – help employees in achieving their personal goals, which in

turn, enhances the individual contribution to an organization.
 Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
 Functional Objectives – maintain the department’s contribution at a level suitable to
the organization’s needs.
 Societal Objectives – ensure that an organization is ethically and socially responsible
to the needs and challenges of the society.
Dr. S. P. Mishra Page 2

Training versus Development
Training refers to training of employees in the areas of operations, technical and allied
areas. Development refers to developing an employee in the areas of principles and
techniques of management, administration, organisation and allied areas.
Area Training Development
Content Technical skills & knowledge Managerial & behaviourial skills &
knowledge
Purpose Specific job related Conceptual & general knowledge
Duration Short term Long term
Beneficiary Technical & non-managerial persons Managerial personnel
Importance of Training and Development
 Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
 Development of Human Resources – Training and Development helps to provide an
opportunity and broad structure for the development of human resources’ technical
and behavioral skills in an organization. It also helps the employees in attaining
personal growth
 Development of skills of employees – Training and Development helps in increasing
the job knowledge and skills of employees at each level. It helps to expand the
horizons of human intellect and an overall personality of the employees
 Productivity – Training and Development helps in increasing the productivity of the
employees that helps the organisation further to achieve its long-term goal
 Team spirit – Training and Development helps in inculcating the sense of team work,
team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn
within the employees
 Organization Culture – Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning
culture within the organization
 Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers
 Quality – Training and Development helps in improving upon the quality of work and
work-life
 Healthy work environment – training and development helps in creating the
healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal

 Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence
 Morale – Training and Development helps in improving the morale of the work force
 Image – Training and Development helps in creating a better corporate image.
 Profitability – Training and Development leads to improved profitability and more
positive attitudes towards profit orientation
TRAINING
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time. It is a learning
process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or
changing of attitudes and behaviours to enhance the performance of employees. Training is a
systematic development of knowledge, skills and attitudes (KSA) required by employees to
perform adequately on a given task or job through professional development. Knowledge
helps a trainee to know facts, policies, procedures and rules pertaining to his job. Skill helps
him to increase his technical and manual efficiency necessary to do the job. Attitude moulds
his behavior towards his co-workers and supervisors and creates a sense of responsibility in
the trainees.
Importance of Training
a) It equips the management to face the pressure of changing environment.

b) It results in the increase of quantity and quality of output.
c) It leads to job satisfaction and higher morale of the employees.
d) Trained workers need lesser supervision.
e) Trained workers enable the enterprise to face competition from rival organizations.
f) It enables employees to develop and rise within the organisation and increase their
earning capacity.
g) It moulds the employees’ attitudes and helps them to achieve better co-operation
with the organisation.
h) Trained employees make better economic use of materials and equipment resulting in
reduction of wastage and spoilage.
i) Training instructs the workers toward better job adjustment, and reduces the rate of
labour turn over and absenteeism.
Benefits of training
Training can be benefited by solving a variety of manpower problems which

militate against optimum productivity. Included are operating problems having a
manpower component. These problems can be within any groups like line and staff,
unskilled, skilled, lower, middle and upper management, paraprofessional and
professional. Organization wise, these problems include needs to
i. Increase productivity
ii. Improve the quality of work and raise morale

iii. Develop new skills, knowledge, understanding and attitudes.

iv. Use correctly new tools, machines, processes, methods or modifications
thereof.
v. Reduce waste, accidents, turnover, lateness, absenteeism, and other overhead
costs.
vi. Implement new or changed policies or regulations.
vii. Fight obsolescence in skills, technologies, methods, products, markets, capital
management etc.
viii. Bring incumbents to that level of performance which meets the standard of
performance for the job.
ix. Develop replacements, prepare people for advancement, improve manpower
deployment and ensure continuity of leadership.
x. Ensure the survival and growth of the organization.
Training equally gives its due benefit to the employees. These are
i. Personal growth
ii. Development of new skills
iii. Higher earning capacity
iv. Helps adjustment with changing technology
v. Increased safety
vi. confidence
Methods of Training
There are various methods of training. Trainers need to understand the pros and cons
of each method, also its impact on trainees keeping their background and skills in mind
before giving training. These are as follows :
1. Induction or orientation training : This is carried out for new entrants on the job to
make them familiar with the total corporate requirements like norms, ethics, values,
rules and regulations. This will create a good attitude, reduces labour turnover, and
makes the employee feel at home right from the beginning. Induction training is
important as it enables a new recruit to become productive as quickly as possible. It
can avoid costly mistakes by recruits not knowing the procedures or techniques of
their new jobs. The length of induction training will vary from job to job and will
depend on the complexity of the job, the size of the business and the level or position
of the job within the business.
The induction training should achieve the following objectives.
 To build up employees confidence so that he will be efficient

 The new employee will not have any false impression
 To promote a feeling of belonging and royalty
 To inform the employee different facilities.

2. On the job training : This relates to formal training on the job in which they are
concerned. A worker becomes experienced on the job over time due to modification of
job behaviors at the point of training or acquisition of skills. On the job training occurs
when workers pick up skills whilst working along side experienced workers at their
place of work. New workers may simply “shadow” or observe fellow employees to
begin with and are often given instruction manuals or interactive training programs to
work through. The training follows a four step process, i.e., instruction, presentation,
observation and experience.
3. Promotional training : In few organizations, higher level posts can be filled up by

promoting existing employees to enhance the morale of workers. Promotion to
superior position required having training about the new responsibilities and it is
referred as promotional training.
4. Refresher training :This training is arranged for the existing employees in order to
provide them an opportunity to revive and to improve their knowledge. Refresher
training programs are designed to avoid personal obsolescence. The refresher training
is essential because of the following reasons : (a) relearn and update their knowledge,
(b) not to be obsolete due to rapid technological changes irrespective of the
qualification and (c) to have a better experience on newly created jobs.
5. Apprenticeship training : Apprenticeship is a system of training a new generation of

practitioners of a skill. Apprenticeship is a combination of on-the-job training (OJT)
and related classroom instruction under the supervision of a trade professional in
which workers learn the practical and theoretical aspects of a highly skilled
occupation. Most of their training is done on the job while working for an employer
who helps the apprentices learn their trade, in exchange for their continuing labour
for an agreed period after they become skilled. Theoretical education may also be
involved, informally via the workplace and/or by attending vocational schools while
still being paid by the employer.
6. Internship training : An Internship is an educational and practical experience that

integrates previously mastered classroom study and experience in the work place into
a planned and supervised work setting aimed at fulfilling the educational and
professional HT competencies of the intern as set out by the particular employer. This
training is usually made for such vocations where advanced theoretical knowledge
backed up by practical experience on the job.
7. Vestibule : It is a method that combined the benefits of the classroom with the
benefits of on-the-job training. It is called vestibule training and became a popular
form of training. This is done through industrial attachment for the purpose of skills
and technology transfer. The classroom was located as close as conditions allowed to
the department for which the workers were being trained. It was furnished with the
same machines as used in production. There were normally six to ten workers per
trainer, who were skilled workers or supervisors from the company. It is therefore
achieved through placement of an individual within another area of relevant work or
organization. The effect is the acquisition of practical and specialized skills.
8. Formal Training : A practical and theoretical teaching process which could be done
within or outside an organization. When training is carried out inside an organization,

it is called an in-house training. Off-house training is carried out in professionalized

training areas like: Universities, Polytechnics and Professional Institutes.
Formal, job-related training includes courses or programs related to a worker’s

current or future job. These courses and programs have a structured plan whereby a
student, led by a teacher or trainer, follows a planned program and receives some
form of formal recognition upon completion, such as a certificate, diploma or degree.
Approaches to Training
The considerations for training vary in organizations. Some of these considerations are not
necessarily based on need. The various influences of training are summed up as follows:
1. Administrative approach: - This is based on establishment of Budget and policies.

Officers are therefore sent for training based on the availability of funds.
2. Welfare approach: - This is based on extraneous considerations. Some organizations

send staff on training abroad with a view to improving their financial well being or
their skills to enable them secure employment elsewhere.
3. Political approach: - Within the ranks of organization are pressure groups, loyalist and
favourites of managers, who use their privileged positions to secure training
opportunities over and above their colleagues who in most cases merit the training
program available.
4. Organizational development approach: - This approach uses departmental training

needs as consideration for selection.
5. Systematic or need – based training: - This selection process here is based on

Identification of training needs. It is used by organizations for growth and
development.
Steps in Training
Training program is a costly and time consuming process. The training procedure is
very essential for adoption of the job instruction training course. The following steps are
important for the training program.
1. Discovering or identifying training needs.

2. Preparing the instruction and getting ready for the job.
3. Preparing the trainee
4. Presenting the operation
5. Try out trainees performance
6. Follow up and feed back

DEVELOPMENT
Development is related to growth of an individual in all respect. So Development is a

long-term educational process utilizing an organized and systematic procedure by which
managerial personnel learn conceptual and theoretical knowledge for general purpose. It
covers not only those activities which improve job performance but also those activities which
improve the personality of an employee. It is a related process. Development in HRM is
executive or management development by which managerial personnel learn conceptual and
theoretical knowledge. This will make the person not only a good employee but also a better
human being. In organizational terms, it is intended to equip persons to earn promotion and
hold greater responsibility. Training for a person for a bigger and higher job is development.
Executive Development for managers or Management Development is defined as, “All

those activities and programs which have substantial influence on changing the capacity of
the manager to perform the present assignment and in doing so likely to increase his potential
for future management assignment”
Management Development has become very important to be in forefront in today’s

competitive environment. Therefore, it is important to consider management development as
an important part of organizational competitiveness. Some of the reasons behind the
management development programs are:
 It is managements’ responsibility of ensuring the success of the organization

 It is the management who deal with people of different background, culture,
language, etc
 Mergers and acquisitions, downsizing, etc are all under management’s control
 It is managements’ responsibility to ensure that the employees obtain the required
KSAs to perform the tasks
 It is managements’ responsibility to ensure that right people is hired for the right job,
at the right time for the right place
 Manager’s job is complex i.e. for the managers understanding the training need is not
easy because his training need is determined by how well his department is meeting
its objective and goal.
 It is the management who makes decisions on the basis of judgment and intuition
 It is the manager who performs several routine duties as well as handling the
exceptions in their own as well as subordinates’ routine
 Managers are engaged in varied, discontinues, and brief activities
 It is the management that understand the organization, its vision, mission, ethics,
values, strategies, capabilities, and how his organization fits into the industry, and
how his behavior will influence people outside the organization
Therefore, managers must be able to get the required knowledge, skills, and attitudes (KSAs)
to meet the challenges as soon as they arise.

Objectives
Objectives of Executive Development or management development has the following

objectives
 To increase the efficiency of performance of existing executives by developing their

managerial skills.
 To ensure adequate reserve of managerial talents at all levels for the long term
survival and growth of organisation.
 To encourage the executives to adopt the latest technology and process and thus to
prevent obsolescence of executives.
 To provide opportunities to managers for their career advancements - as a
motivational tool
 In order to introduce change in organisation by introducing change agents and thus to
influence behaviour of workers through the developed workers.
 To establish harmony and coordination in the changed circumstance
 To increase proficiency in management techniques such as work study, inventory
control, operations research and quality control.
 To inculcate knowledge of human motivation and human relationship.
 To establish friendly human relationship and effective communication system in the
organisation
 To develop unity of management team.
Method of Executive Development
The methods of executive development can be divided into two broad categories. Those are
(A) On-the-Job Methods and (B) Off-the-job Methods.
A. On The Job Training (OJT)
The most frequently used method is on the job training. This method of training uses more
knowledgeable, experienced and skilled employees, such as mangers, supervisors to give
training to less knowledgeable, skilled, and experienced employees. This type of training
often takes place at the work place in informal manner. On the job training occurs when
workers pick up skills whilst working along side experienced workers at their place of work.
New workers may simply “shadow” or observe fellow employees to begin with and are often
given instruction manuals or interactive training programs to work through.
Some key points on the job Training
On the job Training is characterized by following points
 It is done on ad-hoc manner with no formal procedure, or content

 At the start of training, or during the training, no specific goals or objectives are
developed

 Trainers usually have no formal qualification or training experience for training

 Training is not carefully planned or prepared
 The trainers are selected on the basis of technical expertise or area knowledge
Formal OJT programs are quite different from informal OJT. These programs are carried out
by identifying the employees who are having superior technical knowledge and can effectively
use one-to-one interaction technique. The procedure of formal on the job training program is:
1. The participant observes a more experienced, knowledgeable, and skilled trainer

(employee)
2. The method, process, and techniques are well discussed before, during and after
trainer has explained about performing the tasks
3. When the trainee is prepared, the trainee starts performing on the work place
4. The trainer provides continuing direction of work and feedback
5. The trainee is given more and more work so that he accomplishes the job flawlessly
The development of a manager's abilities can take place on the job. The four techniques
for on the job development are: (1) Coaching, (2) Job rotation, (3) Special projects, and (4)
committee assignments.
B. Off-the-job training
Off the job training can be imparted when workers are taken away from their place of
work to be trained. This may take place at the place of training agency or local college. Many
larger firms also have their own training centres. Training can take the form of lectures or
self-study and can be used to develop more general skills and knowledge that can be used in a
variety of situations, e.g. management skills program. There are many management
development techniques that an employee can take in off the job. The few popular methods
are: (1) Role playing, (2) Case study, (3) conference training, (4) management games, (5)
sensitivity training, (6) in-basket exercise, (7) syndicate method, (8) multi-management, (9)
special courses.
The respective advantages of on-the-job and off-the-job training are summarized below:
On-the-Job Training Off-the-Job Training

Cheaper to carry out
Learn from specialists in that area of work who
can provide more in-depth study
Training is very relevant and practical dealing Can more easily deal with groups of workers at
with day to day requirements of job the same time
Workers not taken away from jobs so can still Employees respond better when taken away
be productive from pressures of working environment
Employees who are new to a job role become Workers may be able to obtain qualifications
productive as quickly as possible or certificates

(A/1) Coaching
Under this technique, the superior coaches the job knowledge and skill, to his
subordinates. He briefs the trainees what is expected of them and guides how to get it. He
also watches their performance and directs them to correct the mistakes. The main objective
of this training is to provide them diversified knowledge. Coaching is recognized as one of the
managerial responsibilities and the manger as an obligation to train develop the subordinates
working under him. He delegates his authority to the subordinates to prepare them to handle
the complex situations.
Coaching is one of the training methods, which is considered as a corrective method for

inadequate performance. More companies are using coach for their executives. These coaches
are experts most of the time outside consultants. A coach is the best training plan for the
CEO’s because
 It is one to one interaction

 It can be done at the convenience of CEO
 It can be done on phone, meetings, through e-mails, chat
 It provides an opportunity to receive feedback from an expert
 It helps in identifying weaknesses and focus on the area that needs improvement
The procedure of the coaching is mutually determined by the executive and coach. The
procedure is followed by successive counseling and meetings at the executive’s convenience
by the coach.
1. Understand the participant’s job, the knowledge, skills, and attitudes, and resources
required to meet the desired expectation
2. Meet the participant and mutually agree on the objective that has to be achieved
3. Mutually arrive at a plan and schedule
4. At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback
5. Repeat step 4 until performance improves
For the people at middle level management, coaching is more likely done by the
supervisor; however experts from outside the organization are at times used for up and
coming managers. Again, the personalized approach assists the manger focus on definite
needs and improvement.
(A/2) Job Rotation
In this method of training all workers are allowed to move from one schedule to the
other within the same organization, to allow for competence on all spheres of work. This
approach allows the manger to operate in diverse roles and understand the different issues
that crop up. If someone is to be a corporate leader, they must have this type of training. A
recent study indicated that the single most significant factor that leads to leader’s

achievement was the variety of experiences in different departments, business units, cities,
and countries. An organized and helpful way to develop talent for the management or
executive level of the organization is job rotation. It is the process of preparing employees at
a lower level to replace someone at the next higher level. It is generally done for the
designations that are crucial for the effective and efficient functioning of the organization.
Some of the major benefits of job rotation are:
 It provides the employees with opportunities to broaden the horizon of knowledge,
skills, and abilities by working in different departments, business units, functions, and
countries
 Identification of Knowledge, skills, and attitudes (KSAs) required
 It determines the areas where improvement is required
 Assessment of the employees who have the potential and caliber for filling the position
(A/3) Special Projects
A special assignment is a highly useful training device, under which a trainee is

assigned a project that is closely related to his job. He well study the problem and submit the
written recommendations upon it. It will not only provide the trainee a valuable experience in
tackling the problem but would also have the other values of educating the trainees about t
importance of t problem but would also have the other values of educating the trainees about
the importance of the problem and to understand the organizational relationship of the
problem with different angles. Thus the trainee acquires knowledge of the assigned task and
learns to work with other s having different view points.
(A/4) Committee Assignments
Under this method, an ad hoc committee is formed for some activity or assignments,
study the problem, discuss it, analyze it and make recommendations and necessary
suggestions. The trainees have to work together in the committee and offer solutions and
their analysis to the problem. This will help trainees to solve an actual organizational problem
with team spirit and working together towards common goal.
(B/1) Role – playing
Role-playing refers to the changing of one's behavior to assume a role, either

unconsciously to fill a social role, or consciously to act out an adopted role. It is a part of
Social learning theory. People may learn through observing and consequently copy others'
actions, goals or produced results. If humans observe positive, desired outcomes in the
observed behavior, they are more likely to model, imitate, and adopt the behavior
themselves. Based on this, it refer to role training where persons rehearse situations in
preparation for a future performance and to improve their abilities within a role. The most
common examples are occupational training role plays, educational role play exercises. It is
used in work situations as a way go through events e.g., angry customer and the proper way
to defuse the situation. There is also fantasy role playing where you play a different role to
the norm, guided through events by the master. It helps the trainees to develop better

prospective in performing their jobs because they may observe the job responsibility from
different angles.
(B/2) Case Studies
Rather than using samples and following a rigid protocol to examine limited number of
variables, case study methods involve an in-depth, longitudinal examination of a single
instance or event: a case. So a case study is an in-depth investigation/study of a single
individual, group, incident, or community. Other ways include experiments, surveys, or
analysis of archival information. They provide a systematic way of looking at events,
collecting data, analyzing information, and reporting the results. As a result the researcher
may gain a sharpened understanding of why the instance happened as it did, and what might
become important to look at more extensively in future research. Case studies lend
themselves to both generating and testing hypotheses.
Another suggestion is that case study should be defined as a research strategy, an

empirical inquiry that investigates a phenomenon within its real-life context. Case study
research means single and multiple case studies, can include quantitative evidence, relies on
multiple sources of evidence and benefits from the prior development of theoretical
propositions. The case study is a research approach, situated between concrete data taking
techniques and methodological paradigms.
What are Case Studies?
 These are written summaries or syntheses of real-life cases based upon data and
research
 This require to isolate and think through the key issues involved against both theory
and the larger comparative environment
 It identify appropriate strategies for the resolution of the 'case'
 This weigh the pros and cons of the remedial options/strategies
 It will recommend and present a rationale for the best resolution
How: The process of developing a case study:
 Define the objective of the case study

 Identify the important players within the organization, the "stakeholders"
 Identify other target groups of the organization, whether clients or suppliers
 State the official mission of the organization studied
 State the historical mission of the organization
 State the understood mission of the stakeholders in the organization
 Scale the importance of stakeholders, whether in decision-making or effect of
consequences
 Outline the formal decision-making process
 Note informal decision-making processes

 Identify the process of production or service delivery

 Identify support mechanisms
 Identify competitors
What is the organizational context of the profession or of competitors?
 State the major problem

 State subsequent problems and implications
 State the role of management
 State the role of production/service providers
 Identify strategic issues
 Identify decisions needed to be made
 Identify risk factors
 Identify historical precedents
 Define remedial options
 Compare options as regards pros and cons, theory, risk factors
 Make your recommendation and justify
 Write an executive summary focusing on key elements
(B/3) Conference training or Lecture
A conference is a group meeting conducted according to an organized plan is which

members participate in oral discussion of a particular problem and thus develop their
knowledge and understanding. It is an effective training device for conferences members and
conference leaders. Both learns a lot from others view point and compare his opinions with
others. The conference leaders may also learn how to develop his skill to motivate people
through his direction of discussion. Conferences may of three types:- (i) The directed or
guided conference, (ii) Consultative conference, and (ii) Problem solving conference.
However guided conference is generally used for training purposes.
The conference materials can be in printed or oral form. Lecture is given to enhance
the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically
incomplete without delivering a lecture in a conference. When the trainer begins the training
session by telling the aim, goal, agenda, processes, or methods that will be used in training
that means the trainer is using the lecture method. A good lecture consists of introduction of
the topic, purpose of the lecture, and priorities and preferences of the order in which the
topic will be covered. Some of the main features of this method are:
 Inability to identify and correct misunderstandings

 Less expensive
 Can be reached large number of people at once
 Knowledge building exercise
 Less effective because lectures require long periods of trainee inactivity

(B/4) Management Games
Games and Simulations are structured and sometimes unstructured, that are usually
played for enjoyment sometimes are used for training purposes as an educational tool.
Training games and simulations are different from work as they are designed to reproduce or
simulate events, circumstances, processes that take place in trainees’ job. A Training Game is
defined as spirited activity or exercise in which trainees compete with each other according
to the defined set of rules.
Simulation is creating computer versions of real-life games. Simulation is about

imitating or making judgment or opining how events might occur in a real situation. It can
entail intricate numerical modeling, role playing without the support of technology, or
combinations. Training games and simulations are now seen as an effective tool for
training because its key components are: (a) Challenge, (b) Rules and (c) Interactivity. These
three components are quite essential when it comes to learning. The trainees will develop
their capabilities in all the above ways.
(B/5) Sensitivity Training
It is also known as T group training. Sensitivity training is about making people understand
about themselves and others reasonably, which is done by developing in them social
sensitivity and behavioral flexibility. Social sensitivity in one word is empathy. It is ability of
an individual to sense what others feel and think from their own point of view. Behavioral
flexibility is ability to behave suitably in light of understanding. Sensitivity Training Program
requires three steps. Those are (1) unfreezing the old values, (2) development of new values
and (3) refreezing of the ne ones.
 Unfreezing the old values –It requires that the trainees become aware of the
inadequacy of the old values. This can be done when the trainee faces dilemma in
which his old values is not able to provide proper guidance. The first step consists of a
small procedure:
o An unstructured group of 10-15 people is formed.
o Unstructured group without any objective looks to the trainer for its guidance.
o But the trainer refuses to provide guidance and assume leadership.
o Soon, the trainees are motivated to resolve the uncertainty.
o Then, they try to form some hierarchy. Some try assuming leadership role
which may not be liked by other trainees.
o Then, they started realizing that what they desire to do and realize the
alternative ways of dealing with the situation.
 Development of new values – With the trainer’s support, trainees begin to examine
their interpersonal behavior and giving each other feedback. The reasoning of the
feedbacks are discussed which motivates trainees to experiment with range of new
behaviors and values. This process constitutes the second step in the change process
of the development of these values.
 Refreezing the new ones – This step depends upon how much opportunity the trainees
get to practice their new behaviors and values at their work place

(B/6) In basket Exercise
An in-basket test or an in-basket exercise or in-tray exercise is a training or

development process, where the candidate is judged on his/her management abilities. It is
also a technique sometimes used in the selection process, particularly in assessment centres.
It is also a test used by companies and governments in hiring and promoting employees. It
consists of an on-the-job scenario. During the test, job applicants receive different source of
information. The information may be number of mails, telephone calls, documents and
memos. They then have a limited period of time to set priorities, organize their working
schedule accordingly and respond to mails and phone calls. It entails a candidate dealing with
an accumulating and confusing amount of information which requires prioritization and
action, and in this respect it is designed to simulate the work of a busy manager. The
candidate is given strict time constraints and during the exercise is frequently interrupted
with new information and issues that require immediate action. If designed carefully, the in-
tray exercise can be an effective simulation to test how candidates might organize and
prioritize work, and how they might cope with pressure. In-tray exercises are also used in
management development programs, although their effectiveness as a learning tool is
dependent on having good-quality feedback once the exercise has been completed. Every
candidate for that In-Basket exercise should be thoroughly familiar with the definition since
that is what is used to rate the answers.
(B/7) syndicate method
Under this method, 5 or 6 groups consisting of about 10 members are formed. Each
group (Syndicate) is composed of carefully selected men who, on the one and, represents fair
cross section of the executive life, i.e. men from public sector and private sector
undertakings, civil and defense services, banking, insurance, etc., and on the other hand, a
good well balance team of management from different fields, i.e., production, marketing,
personnel, finance, etc. The groups are given assignments, made up before hand to be
submitted within a specified date and time. Each man in the group is appointed leader of the
group for the performance of the given task by rotation and so for the secretary for the
subdivision of the course. Each task is assigned in the form of a 'Brief', a document prepared
by the experts on the faculty with meticulous care. It also fixes the time by which the study is
to be completed. Lecturers by experts are also arranged to supplement the study. The report
prepared an submitted by a group is circulated among the members of the other groups for
comparative study and critical evaluation. The leader or chairman of the group is required to
present the views of his group in the joint session and justify his group's view in case of
criticism or questions.
(B/8) multi-management
Under this system, a permanent advisory board or committee of executives study the
problems of organisation and make recommendations to the higher management for final
decision. There is another device, constituting a junior board of directors in a company for

training the executives. The board is given power to discuss any problem which the senior
board of directors (constituted by shareholders) could discuss. The utility of junior board is
only to train the junior executives. Thus junior board discusses wide variety of subjects which
a senior board can discuss or in other way, it is an advisory body.
(B/9) Special courses.
The executives may be required to attend special courses, which are formally
organized by the enterprise with the help of experts from various educational and research
institutes.
(B/10) Selective Readings.
Many executives find it very difficult to do much reading other than that absolutely
required in the performance of their jobs. Some organizations provide some time for reading
which will advance the general knowledge and background of the individuals. Many
organizations purchase some high level journals like the Commerce, the Capitalist, the
Management in Govt., etc,. And dailies like the Economic Times, the Financial Express, etc.
Planning of Executive Development Program
The planning of executive development program should be conducted by the chief

executive officer of the organisation. The following steps may be taken in planning the
executive development program.
1. Ascertaining Development Needs: The organisation at the time of planning, should know
the types of managers are required to meet his present requirements and its future needs,
taking into consideration the anticipated changes in production methods and techniques, in
the industrial development of the country and in the size of the organisation. It should also be
decided how many vacancies are to be filled in by the process of promotion. The management
must provide the opportunities for the development of the talent and capabilities of its
present employer to meet the challenges of the higher jobs.
2. Appraisal of the Present Management Talent: After ascertaining the needs of the
development, the management should apprise the talent of its present staff by comparing the
actual performance with the standard performance. How to develop a person, can be judged
only by evaluating is performance on various occasions in performing his managerial duties.
3. Inventory of management Manpower: An inventory of qualified personnel should be

prepared and a selection for the various development programs should be made. Such
inventory will provide all necessary personnel data regarding the individuals qualified for
development.
4. Individual Development Program: The chief executive must know the limitations of the
individual and chalk out the various development plans according to their mental and physical
characteristics.
5. Establishment of Training and development Program: As far as possible, a systematic

procedure should be introduced for the development of executives. Crash program may be
used for the purpose which includes development programs in the fields of human relations
creativity, training g, leadership capacity etc.
Transactional Analysis
Transactional Analysis provides trainees with a realistic and useful method for

analyzing and understanding the behavior of others. In every social interaction, there is a
motivation provided by one person and a reaction to that motivation given by another person.
This motivation reaction relationship between two persons is a transaction. Transactional
analysis can be done by the ego states of an individual. An ego state is a system of feelings
accompanied by a related set of behaviors. There are basically three ego states:
Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and

impulses which come to her naturally from her own understanding as a child. The
characteristics of this ego are to be spontaneous, intense, unconfident, reliant, probing,
anxious, etc. Verbal clues that a person is operating from its child state are the use of words
like "I guess", "I suppose", etc. and non verbal clues like, giggling, coyness, silent, attention
seeking etc.
Parent: It is a collection of recordings in the brain of an individual of behaviors, attitudes,

and impulses imposed on her in her childhood from various sources such as, social, parents,
friends, etc. The characteristics of this ego are to be overprotective, isolated, rigid, bossy,
etc. Verbal clues that a person is operating from its parent states are the use of words like,
always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an
accusing finger at somebody, etc.
Adult: It is a collection of reality testing, rational behavior, decision making, etc. A person in
this ego state verifies, updates the data which she has received from the other two states. It
is a shift from the taught and felt concepts to tested concepts.
All of us evoke behavior from one ego state which is responded to by the other person from
any of these three states.
Evaluation of training programs
The process of examining a training program is called training evaluation. Training

evaluation checks whether training has had the desired effect. Training evaluation ensures
that whether candidates are able to implement their learning in their respective workplaces,
or to the regular work routines.
Purposes of Training Evaluation
The five main purposes of training evaluation are:

1. Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
2. Research: It helps in ascertaining the relationship between acquired knowledge,
transfer of knowledge at the work place, and training.
3. Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.
4. Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
5. Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.
Process of Training Evaluation
Before Training: The learner's skills and knowledge are assessed before the training program.
During the start of training, candidates generally perceive it as a waste of resources because
at most of the times candidates are unaware of the objectives and learning outcomes of the
program. Once aware, they are asked to give their opinions on the methods used and whether
those methods confirm to the candidates preferences and learning style.
During Training: It is the phase at which instruction is started. This phase usually consist of
short tests at regular intervals
After Training: It is the phase when learner’s skills and knowledge are assessed again to
measure the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational levels. There
are various evaluation techniques for this phase.
Techniques of Evaluation
The various methods of training evaluation are:
 Observation
 Questionnaire
 Interview
 Self diaries
 Self recording of specific incidents

Questions
1. Define training. What are the differences between training and development ?
2. What are the objectives of a training program ?
3. What is the importance of a training program ?
4. Briefly discuss various methods of imparting training ?
5. What is the benefit of a training program to its employees ?
6. Discuss the essential features of a good training program ?
7. “No organisation can choose today between training and no training” Comment.
8. Explain the steps usually considered for designing a training program ?
9. What is executive development ?
10. What is management development ?
11. Explain the needs for executive development ?
12. What are the objectives of executive development ?

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Development of Human Resources

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Development of Human Resources

DEVELOPMENT OF HUMAN RESOURCES

TRAINING & DEVELOPMENT

Training & Development is a subsystem of an organization. It is the field concerned

OBJECTIVES : TRAINING AND DEVELOPMENT

 Individual Objectives – help employees in achieving their personal goals, which in

Dr. S. P. Mishra Page 2

Training versus Development

Area Training Development

Purpose Specific job related Conceptual & general knowledge

Duration Short term Long term

Beneficiary Technical & non-managerial persons Managerial personnel

Importance of Training and Development

 Optimum Utilization of Human Resources – Training and Development helps in

Dr. S. P. Mishra Page 3

a) It equips the management to face the pressure of changing environment.

Training can be benefited by solving a variety of manpower problems which

Dr. S. P. Mishra Page 4

iii. Develop new skills, knowledge, understanding and attitudes.

The induction training should achieve the following objectives.

 To build up employees confidence so that he will be efficient

Dr. S. P. Mishra Page 5

3. Promotional training : In few organizations, higher level posts can be filled up by

5. Apprenticeship training : Apprenticeship is a system of training a new generation of

6. Internship training : An Internship is an educational and practical experience that

Dr. S. P. Mishra Page 6

it is called an in-house training. Off-house training is carried out in professionalized

Formal, job-related training includes courses or programs related to a worker’s

1. Administrative approach: - This is based on establishment of Budget and policies.

2. Welfare approach: - This is based on extraneous considerations. Some organizations

4. Organizational development approach: - This approach uses departmental training

5. Systematic or need – based training: - This selection process here is based on

1. Discovering or identifying training needs.

Dr. S. P. Mishra Page 7

Development is related to growth of an individual in all respect. So Development is a

Executive Development for managers or Management Development is defined as, “All

Management Development has become very important to be in forefront in today’s

 It is managements’ responsibility of ensuring the success of the organization

Dr. S. P. Mishra Page 8

Objectives of Executive Development or management development has the following

 To increase the efficiency of performance of existing executives by developing their

Method of Executive Development

A. On The Job Training (OJT)

Some key points on the job Training

On the job Training is characterized by following points

 It is done on ad-hoc manner with no formal procedure, or content

Dr. S. P. Mishra Page 9

 Trainers usually have no formal qualification or training experience for training

1. The participant observes a more experienced, knowledgeable, and skilled trainer

On-the-Job Training Off-the-Job Training

Dr. S. P. Mishra Page 10

Coaching is one of the training methods, which is considered as a corrective method for

 It is one to one interaction

(A/2) Job Rotation

Dr. S. P. Mishra Page 11

(A/3) Special Projects

A special assignment is a highly useful training device, under which a trainee is

(A/4) Committee Assignments

(B/1) Role – playing

Role-playing refers to the changing of one's behavior to assume a role, either

Dr. S. P. Mishra Page 12

(B/2) Case Studies

Another suggestion is that case study should be defined as a research strategy, an

What are Case Studies?