Professional Documents
Culture Documents
What is HRD? What is H in HRD ? What is R in HRD ? Why H is R? How H converts into R?
Human resource refers to the talents and energies of people who are available to an organization as potential contributors to the creation and realization of the organizations mission, vision, values and goals. In context to HRD, development combines the concept of development (growth) and training (learning specific skills).
LEARNING
Relatively permanent change in attitude and behavior, because of experience and exposure
EDUCATION
Process of increasing the general knowledge and understanding about the context. Through specific Inst./ course. Broader in scope Goal is to development of talent
TRAINING
Learning of job related competencies. Systematic procedure for transferring technical and practical knowledge to the employees so as to increase their skills for doing particular job. Includes, acquisition of skills, attitude, ability, concepts, theories and knowledge
Some Definitions :
Training is the process of acquiring the skills necessary to do the job(Lussier,
2002) Training is the systematic modification of behavior through learning which takes place as an outcome of education, instruction, learning and planned experience (Armstrong, 1998). Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform on the job. Training can involve the changing of skills, knowledge, attitude, or behavior. (Cenzo & Robbins, 1996) Purpose of training, in the work situation, is to develop the abilities of the individual and to satisfy the current and future manpower needs of the organization (British Manpower Services Commission, 1981)
FEATURES OF TRAINING
Is a process
Planned Systematic Specific ( according to the Org., Job & Challenges) Focuses on mastering Knowledge, Skills and Behavior that is required Adaptive & Productive
TRAINING TODAY
Technology based Must show high positive correlation with organizational performance and effectiveness. Focus is broader ( manual task to multi dimensional, including cognitive behavioral and interpersonal)
OBJECTIVES OF TRAINING
To prepare the employee to met the present as well as the future requirement of the job. To update them with latest knowledge and technology. Develop the competencies of employees and improve their performance (quality and quantity). Help people grow within the organization in order that, as far as possible, its future needs for HR can be met from within. To prepare for higher responsibilities Reduce the learning time for employees. Minimize the possibilities of accident and wastage of time, material and efforts of employee. To mold personnel to adapt to organizational change.
PROCESS
1. Triggering event 2. Need analysis 3. Designing
4. Development phase
5. Implementation phase 6. Evaluation phase
Tr i g g e r i n g e v e n t s ( I d e n t i f i c a t i o n o f t r a i n i n g n e e d s )
Underperformance
More wastage Acquisition of new tech. or working method Identification of gap between reality and ideal state of working New product or services High standard Customer dissatisfaction
Tr a i n i n g N e e d A n a l y s i s ( T N A )
Ty p e s o f N e e d A n a l y s i s
Organizational analysis: Analysis of environment strategies and
resources to determine when to emphasize training Task analysis: Analysis of the activities to be performed in
Task analysis(TA)
Task is the employees work activity in a specific job. TA begins by breaking the job into duties and tasks. TA is combination of job description (tasks duties and responsibilities) and job specification (knowledge, skills and abilities). Information regarding frequency, importance, difficulty level and required time for task needs to be collected from Subject Matter Experts (SMEs). TA should identify both what employees are actually doing and what they should be doing on the job. TA process is usually conducted by listing tasks in one column and how the tasks are learned in the second column.
Competency Model(CM)
Competency refers to areas of personal capabilities that enable employees to
successfully perform their job by achieving outcomes. A competency can be knowledge, attitude, skills, values and personal characteristics.
Pe r s o n a n a l y s i s ( PA )
Based on the recognition that not every employee needs further training for every
task performed. To determine the individual training needs for each employee, PA uses performance appraisal reports, surveys, interviews, skills and knowledge tests etc.
Important information: Readiness for training (ability and attitude) Motivation to learn Basic skills (cognitive ability and reading and writing skills) Self efficacy Awareness of training needs, career interests and goals Performance discrepancy
Techniques of TNA
Observation
Interview Questionnaire KSA testing Focus Group Documentation Online( tech.) records Exit interviews
R e i n f o r c e m e n t t h e o r y ( B . F. S k i n n e r, 1 9 5 4 )
Learning results from the association between behaviors and rewards.
Reinforcement is something , which is valuable (+ or -) and may alter the probability of occurrence of behavior. Positive reinforcement (PR) occurs when behavior is followed by a reward, which increases the probability that the behavior will be repeated. Perception of reinforcement is subjective and it may be monetary or nonmonetary (cash bonuses, promotion, attention, praise, recognition etc.) Trainers can best enhance learning and transfer of knowledge and skills by identifying what rewards the learner finds most positive. Time gap between performance and reward is most important. Employers can provide PR to employees who engage in T & D programs. Trainer can provide PR to trainees who effectively demonstrate the skill they were just taught.
Ty p e s o f t r a i n i n g
On the job training: Employee training at the place of work while he or she is doing the actual job.
Off the job training: Evolves employee training at a site away from the actual work environment
Areas of training
Company policies and procedures: Important for new recruits, adjustment
Human relation training: to manage professional relationship with different stakeholders , inter personal skills, EI, perception, leadership, motivation, stress management, cross cultural adjustment etc. Skill based training: according to the demand Managerial and supervisory training: Planning, organizing, controlling, decision making and developing
Tr a i n i n g P r o c e s s M o d e l ( B l a n c h a r d , 2 0 0 5 )
Triggering event Need analysis Design phase Development Phase
Implementation phase
Evaluation phase
Obj.fulfilled
Advantages of On-the-Job Training: Employees learn and gain experience dealing with the tasks and challenges that they will meet during a normal working day. It is often informal It is most effective because it is learning by experience It also does not have to meet the additional costs of providing off-the-job training or losing working time. Trainees are highly motivated It is free from artificial classroom situations (real work environment) It is productive, as the employee is still working as they are learning Disadvantages of On-the-Job Training: Trainer may not be experienced enough to train or he may not be so inclined. It is not systematically organized Poorly conducted programs may create safety hazards.
Apprenticeship: A training technique usually lasting several years, that combines on the job experience with classroom instruction. Apprenticeship is a formalized method of training curriculum program that combines classroom education with on-the-job work under close supervision. The training curriculum is planned in advance and conducted in careful steps from day to day. Most trade apprenticeship programs have a duration of three to four years before an apprentice is considered completely accomplished in that trade or profession. This method is appropriate for training in crafts, trades and technical areas, especially when proficiency in a job is the result of a relatively long training or apprenticeship period, e.g., job of a craftsman, a machinist, a printer, a tool maker, a
Merits of Apprenticeship training It combines theory and practice. Trainee acquires skills valuable in job market. Apprenticeship program provides skilled workforce to industry. Demerits of Apprenticeship training
Job instruction training : Job Instruction Training (JIT) is a step-by-step, relatively simple technique used to train employees on the job. It is especially suitable for teaching manual skills or procedures; the trainer is usually an employee's supervisor but can be a co-worker. In this method the trainer (1) prepares a trainee with an overview of the job, its purpose, and the results desired, (2) demonstrates the task or the skill to the trainee, (3) allows the trainee to mimic the demonstration on his or her own, and (4) follows up to provide feedback and help.
The steps consist of the following: (1) Get ready to instruct: This step includes a written breakdown of the work to
be done. Find out what the trainee knows and what training should focus on.
(2) Prepare the learner: the next step is to create a comfortable atmosphere for the trainees i.e. proper orientation program, availing the resources, familiarizing trainee with the training program, etc. (3) Present the learning: In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. (4) Try out learner performance: This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback.
Merits:
Trainee learns fast through observation and practice Economical(No specific requirement) Mistakes can be corrected immediately Increases motivation of employee, as he does the work himself Suitable for unskilled or semi-skilled jobs
Demerits:
Trainee should be as good as trainer Trainer must be efficient in delivering the required KSAB While training, trainee may damage equipment, waste material or cause accident Experienced worker cannot use the equipment while it is being used for training Not suitable for highly skilled task
This is a method of rotating employee among a variety of jobs to increase their KSAB, usually several weeks at each. The basic premise behind JR is to expose employee to as many areas of the organization so they can gain a good knowledge and broader experience of its working and how the various jobs and deptt. fit together. Usually for managers, Kroger and Wal-Mart train their Assit. Manager as clerks, stockers, and supervisors before promotion to manager. Allstate (U.S. based Insurance company) trains its management trainees by having them spent a few months in sales, personnel, cash control and marketing. At Applebees restaurants (Missouri, U.S.), executives exchange positions with restaurant employees so that, dont loose touch with routine problems. Chef trainees at levy restaurant (Chicago) spend their first week in the dining room, four weeks in the kitchen, and one week performing administrative tasks.
Merits:
Increases awareness, gives exposure and understanding Allows lateral transfers Flexibility in replacing absent workers Increases job satisfaction by reducing the boredom Increases respect for diversity
Demerits:
For new employees, learning on a one-to one basis. Anew employee is assigned to an experienced employee, who is told to show the kid the ropes. Usually it is a responsibility of the immediate senior who has greater experience or expertise and is in the position of offer sage advice.
Coaching
Merits:
Learning from a job expert Just-in-time training, flexible scheduling and customized training Smaller financial requirement
Demerits:
Performer v/s trainer (dancer, industry-academics) Decrement in trainers production may lead to ve evaluation
A mentor is a veteran who takes a special interest in a new employee and helps him not only to adjust to the job but also to advance in the organization. Mentoring is an ongoing, one-to-one, relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee. A mentor usually offers more personal support than a coach, although the terms mentor and coach are often used interchangeably. The meetings are not as structured , formal and regular than in coaching. Mentoring is generally done by someone inside the company This method allows the mentor to determine what is required to improve mentees performance. Once the mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor can advise relevant training.
Mentoring
Committee assignments
In this method trainees are asked to solve an actual organizational problem. The trainees have to work together and offer solution to the problems. Eg. Placement committee, hostel and mess committee Committee assignments provide opportunities to an employee for: Learning by watching others It helps them to develop team spirit and work in a united way towards common goals. Becoming more familiar with organizational members and problems Act as a taskforce to delve into a particular problem, ascertain alternative solutions, and recommend a solution.
O f f T h e J o b Tr a i n i n g M e t h o d s
Training that takes place in a setting other than actual work place.
Lectures
Traditional and direct method of instruction. The Instructor organizes and gives it to a group in the form of a talk. The talk should be effective, it means Merits : May be used for large group Direct Cost and time effective ??????? Demerits: May not be interesting Transfer of training is not sure ????????
Merits:
Effective Active Immediate feedback Low cost ???????
Demerits:???????
Training that uses a separate area adjacent to the work area to simulate the actual work setting. Actual work conditions are created in a class room, complete with comparable tools and equipment. Trainer is there to give instruction and training. Used for clerical and semi-skilled jobs. Duration of training ranges from few days to few weeks Necessary when its too costly or dangerous to provide on the job training.
Ve s t i b u l e Tr a i n i n g
Merits: ???
Demerits: ????
Audiovisual-Based training DVD, Films, Power Point, Audiotape Merits: Easy to understand sequence (Replay, pause, fast, slow) Store for future reference If not possible through live demonstration (organizational tour or open heart srg Demerits: ???? Eg.- Ford motor company uses video in its dealer training Thomas cook India Limited and Jet airways record actual calls and use for training Most of the telecom and BPO companies are using recorded calls for training
Teletraining
Demerits:?????
Computer based training Computer based Interactive learning through automated software and programs a) Virtual classroom b) Simulation
Trainees perform the tasks presented to them by the computer program and the computer program monitors theirs performance. Allows hours of practice with immediate feedback. Program design resembles with the requirement of job and provides opportunities to use and check the appropriateness of KSAB through the interaction with computer. Through keyboard, mouse and other devices you have to communicate your decision and that automatized program will show you whether it was correct or not. You may, again, start working and test new way to respond. Jet pilots, nuclear power point operators are all subjected to intensive simulation training before they are allowed to control the complex and dangerous machinery. U.S. Army use simulation based video game programs (Full-spectrum command & Full-spectrum warrior) for training troops in urban warfare. Merits:??? Demerits:????
Simulation
Electronic Performance Support Systems (EPSS) EPSS are modern job aids. A job aid is a set of instruction, diagrams, or similar methods available at the job site to guide the worker. Job aid is required as people dont remember everything. Remembering each and everything about all the things (product and services) is not possible. EPSS are computerized tools and displays that automate training, documentation and phone support Job aids work particularly well on complex jobs that requires multiple and sequential steps or where its dangerous to forget a step DELL is using for its CC deptt. Some of the companies are reducing the time of other training methods and using this. Airline pilots uses job aids before takeoff in the form of checklist. GM: it shows where the locomotive wiring runs and which color wires go there Merits:??? Demerits:???
DEVELOPMENT
Learning of more general knowledge and skills, required for organizational effectiveness. Refers to growth of individual in complex cognitive activities like, problem solving and decision making. Also increases the employees EQ and understanding of
interpersonal relationships.