Human Resource Development

A set of systematic and planned activities designed by

an organization to provide its members with the necessary skills to meet current and future job demands.

HRD Functions
Training and development (T&D)
Organizational development Career development

Relationship Between HRM and HRD

Human resource management (HRM) encompasses

many functions Human resource development (HRD) is just one of the functions within HRM

Definition Of Training

Training is the process of aiding employees to gain effectiveness through the development of appropriate habits of thought, action, knowledge and attitudes.
The goal is Training is for employees to master the knowledge, skills and behaviors emphasized in training programs and to apply to their day-to-day activities.

Difference between Training and Development

Training
1. Concerned with specific job skills and behavior. 2.Focuses on technical, mechanical oriented operations. 3. Focuses on current jobs. 4. Mostly for non-managers. 5. Training is one-shot deal.

Development
1. Concerned with related enhancement of general knowledge and non Technical functions. 2. Focuses on theoretical skill and conceptual ideas. 3. Prepares for future jobs. 4. For managers and executives. 5. Continuous on-going process.

Objectives and Importance of T & D

FROM ORGANIZATIONS PERSPECTIVE.. Companies derive competitive advantage from training and development by removing performance deficiencies in employees. Helps in improving profitability of organizations. Induces positive attitudes in employees towards the organization and also improves employee morale. Improves job knowledge and skills at all levels of the organization. Helps people to identify with organizational goals. Helps create better corporate image. Organization enhances its decision making and problem solving skills.

Objectives and Importance of T & D

FROM ORGANIZATIONS PERSPECTIVE..contd. Improves quality of products ,services and operations. Helps in cutting down cost of operations. Aids in change management and organizational development. Improves employee-employer relationships. Helps in career and succession planning. FROM THE EMPLOYEES PERSPECTIVE. Helps the individual fix the gaps in his/her performance. Leads to personal development and skill enhancement Grooms him/her for promotions and job enlargements. Nurtures and develops leadership skills. Improves self-confidence and sense of loyalty to the organization.

Challenges in Training
The training process brings with it a number of questions that managers must answer. These are, Is Training the solution? Are the goals realistic? Is training a good investment?

ADDIE MODEL : The Five Step process for Training

Step 1 : Training need analysis The first or needs analysis step,

identifies the specific job performance skills needed and assesses the prospective trainees skills. Step 2: Design Phase- Develops specific ,measurable knowledge and performance objectives based on any deficiencies. And also identify factors needed in the training program to facilitate learning and transfer back to the job. Step 3: Development Phase -The third step involves developing an instructional design and based on that you compile and produce the training program content ,including workbooks, exercises, activities etc.

ADDIE MODEL : The Five Step process for T&D

Step 4: Implementation-The fourth step is to implement the

program, by actually training the targeted employee group. Dry run and Pilot run are done to check the errors in the training program. Step 5: Evaluation- Fifth is an evaluation step, in which management assesses the programs successes or failures.

Training Need Analysis (TNA) Phase

The overall purpose of the needs assessment phase is to determine if training is needed and if so, to provide the information required to design the training program. This process is undertaken to understand the performance gaps. Employers determine the skills each job requires and the skills of the jobs current or prospective employees. Then they design a training program to eliminate the skills gap. Needs assessment consists of three levels of analysis: Organizational analysis Task analysis Person analysis

Training Need Analysis (TNA) Phase

Organizational analysis examines broad factors such as the

organizations culture, mission, business climate, long and short term goals and structure. The key issues to be addressed at the organizational level of analysis are the external environment and internal environment and the organizations goals and values. Task analysis is a detailed study of the job to determine which specific skills the job requires. Job descriptions and job specifications are useful here. They help identify the knowledge, skills and abilities (KSAs) required to do the job well ,which in turn help determining the training required.

Training Need Analysis (TNA) Phase

Person analysis will identify those incumbents who are not

meeting the performance requirement and why. Employers identify employees performance deficiencies and training needs in several ways. These include, Performance appraisals Job related performance data (including productivity, absenteeism, accidents, grievances, late deliveries, product quality, etc) Observation by supervisors Interviewing the employee Assessment centers, etc.

Training Methods
There are various methods which employers use to deliver training. Training approaches vary by location, presentation and type. On-theJob (OJT) Training In the on-the-job training approach, the trainee works in the actual work settings, usually under the guidance of an experienced worker, supervisor or trainer. In OJT, a person learns a job by actually doing it. Job rotation, apprenticeships and internships are all forms of OJT.

Training Methods
Job rotation is the process of rotating workers among

different tasks without disrupting the flow of work. Apprenticeships (Internships) is a process by which people become skilled workers, usually through a combination of formal learning and long term OJT. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson (an expert).

TRAINING METHODS

Apprenticeships (Internships) contd. Just as apprenticeships are a route to certain skilled bluecollar jobs, internships are a route to white-collar or managerial jobs in a variety of fields. Internships are opportunities for students to gain real world job experience. Benefits of OJT:
In this type of training, the tasks confronted and learned

are generated by the job itself. OJT is cost effective, as the expense of taking employees out of work environment for training and cost of hiring outside trainers is ruled out.

TRAINING METHODS
Off- job training involves undertaking training

exercises off site ,ie, not at work. Common examples of off-job-training are formal courses, simulations, etc.
One advantage of off-job-training is that it gives

employees extended periods of uninterrupted study. The big disadvantage of off-the job training is that what is learned may not transfer back to the job.

Lecture method is a quick and simple way to present

knowledge to large groups of trainees

TRAINING METHODS
Trainers use a variety of presentation techniques in training sessions. A few are as follows, AUDIOVISUAL BASED TRAINING Slides and Videotapes can be used either off-the job or in special media rooms in an organizations facility. Slides and videotapes provide consistent information and if done well, can be interesting and thought provoking. Powerpoint presentations are effectively used to deliver trainings.

TRAINING METHODS
Videoconferencing allows people in one location to

communicate live via a combination of audio and visual equipment with people in another city or country or with groups in several cities. This may simply involve the lecturer conducting a class using PC- based video cameras and several learners attending the class in a video conference lecture room.

TRAINING METHODS
Computer- Based Training

With computer based training ,the trainee uses interactive computer-based and/or DVD systems to increase his/her knowledge or skills. Computer based training (CBT) is increasingly interactive and realistic. For example, interactive multimedia training integrates the use of text, video, graphics, photos, animation and sound t produce a complex training environment with which the trainee interacts.

TRAINING METHODS
Programmed Learning is a step-by-step, self

learning method that consists of three parts:

Presenting questions, facts or problems to the learner. Allowing the person to respond Providing feedback on the accuracy of answers.

Intelligent tutoring systems are basically

computerized supercharged programmed instruction programs. They provide the trainee with guidance and direct the trainee toward the next instructional step.

TRAINING METHODS
Simulated Training is a method in which trainees

learn on the actual or simulated equipment they will use on the job, but are actually trained off the job.
Simulation is a device or situation that replicates job

demands at an off-the job site. This type of learning is necessary when it is too costly to train employees on the job.

TRAINING METHODS
Virtual reality is an advanced form of computer simulation, placing the trainee in a simulated environment that is virtually the same as the physical environment. This simulation is accomplished by the trainee wearing special equipment such as head gear, gloves and so on , which control what the trainee is able to see, feel and sense. The trainee learns by interacting with objects in the electronic environment to achieve some goal.

Coaching
Coaching is a process of providing guidance and

instruction to improve knowledge, skills and work performance. Coaching is usually directed at employees with KSA deficiencies. The main difference between traditional OJT and coaching is that supervisor continues to analyze the subordinates performance, plans mutually acceptable plan of action, creates a supportive climate and motivates the subordinate to improve.

Mentoring
Mentoring is described as the activities conducted by a

person (the mentor) for another person (the mentee) in order to help that other person to do a job more effectively and/or to progress in their career. Mentoring focuses more on improving the employees fit within the organization, whereas coaching focuses on the technical aspects of the job. Thus, coaching focuses on skill development and mentoring focuses on attitude development.

TYPES OF TRAINING
Orientation Training
Orientation is the process of giving new employees the

information they need in order to do their work comfortably, effectively, and efficiently.
Orientation Training introduces new employees to the

organization, the job, and their co-workers.

It provides new employees with information about rules,

policies, procedures at the workplace.

It is also called on-boarding, induction.

TYPES OF TRAINING
Creativity training is an approach in which

participants are given the opportunity to generate ideas openly, without fear of judgment. Diversity trainings are designed to teach employees about specific cultural differences and how to respond to these situations. Crisis training are specifically designed to handle crisis which can crop up in working environment. Ethics training As a part of this type of training employees are acquainted with various ethical issues especially business ethics.

Why Should A Training Program Be Evaluated?

To identify the programs strengths and weaknesses To assess whether content, organization, and

administration of the program contribute to learning and also transfer of learning to the job To identify which trainees benefited most or least from the program To gather data to assist in marketing of training programs To determine the financial benefits and costs of the programs To compare the costs and benefits of different training programs to choose the best program

Training Evaluation: Kirkpatricks FourLevel Framework of Evaluation Criteria

Level 1 Criteria Reactions Focus Trainees perception, emotions and subjective evaluations of the training experience. Acquisition of knowledge, skills, attitudes, behavior

Learning

Behavior

Improvement of behavior on the job. Measures the degree to which the learned behavior has transferred to job.

Results

Organizational results achieved by trainees

Career and Succession Planning

Career Planning
Career - A career is all the jobs that are held during ones

working life. Career planning - The process by which one selects career goals and the paths to those goals. Career management - It is the continuing process of setting career goals, formulating and implementing strategies for reaching the goals and monitoring the results.

Objective of career planning

Identifying and making clear opportunities available. To reduce employee turnover. To Increase productivity. To identify the career stages and enhance the motivational level. To achieve the organization's goal by providing the employees paths to fulfill higher order needs.

Career Planning Flow & Stages

Career Planning Career Paths Career Goals

Career
Feed Back

Career stages and Important needs Needs

Safety, Security Physiological Safety, Security Achievement Self-esteem, autonomy Self-Esteem Self actualization Self actualization

Age Career Stages

20

25

30

45

55

65

Exploration

Establishment Advancement Maintenance

Retirement

Process of Career Development

Step 1: Assessment Phase: It involves activities ranging from self-assessment to organizationally provided assessment. The goal of assessment is to identify employees strengths and weaknesses. This clarification helps employees o To choose a career that is realistically obtainable and a good fit. o To determine the weaknesses they need to overcome to achieve their career goals.

Process of Career Development

Step 2: Direction Phase: It involves activities determining the type of career that employees want and the steps they must take to realize their career goals. The two major approaches to career direction are individual counseling and various information services. Individual career counseling refers to one-on-one sessions with the goal of helping employees examine their career aspirations. The most commonly used information services are Jobposting systems, Skill inventories and career paths.

Process of Career Development

Step 3: Development Phase: It involves taking actions to create and increase skills to prepare for future job opportunities, is meant to foster growth and self improvement. The most common development programs offered by organizations are mentoring, coaching, job rotation and education assistance programs.

Succession Planning

The development of our successors and future leaders is a responsibility to which I attach utmost importance. I require the same from each and every one of you.

VAdm G.R. Maddison

From now on, choosing my successor is the most important decision Ill make. It occupies a considerable amount of thought almost every day.

Jack Welch, former CEO, GE

Definition of Succession Planning

A deliberate and systematic effort by an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future and encourage individual advancement.
William J. Rothwell

 Succession Planning , is like a relay race, has to do with

passing on responsibility Drop the baton and you lose the race.
Simply, Succession Planning is doing all you can to

ensure you have the right people in the right jobs at the right time.

Why Succession Planning?

The graying of the work force High competition for qualified employees who can barter their

abilities to the highest bidders. Todays employees less averse to mobility Uncertainty of employer commitment to employees Resultant high rates of turnover up to 10% per year There are huge costs involved in hiring an external back-up. Succession planning is a cost effective tool. There is a clear talent crunch in certain leadership positions in the market in India. So hiring from outside is not only cost consuming but also very difficult for certain functions or industries

Benefits of Succession Planning

Improves staff morale. Place the most qualified candidate in key positions. Help Individuals Realize Their Career Plans Within the

Organization. Reduces cost for hiring.

Disadvantages of Succession Planning

Lot of candidates quit their jobs because his/her peer is now his/her boss. If succession planning is not done well, it could land up promoting an incompetent person to a role and in the bargain run the risk of losing other team members Sometimes it helps to get fresh blood from outside the company in the role. A successor more or less will have the same ideas and approach as the predecessor and this may not always be good.

The Seven Pointed Star Model for Systematic Succession Mgmt

The Seven Pointed Star Model for Systematic Succession Mgmt

Step 1: Make the Commitment

As a first step, the organizations decision-makers should commit to and establish an Succession Planning program. Step 2: Assess Present Work/People Requirements Decision-makers should clarify where key leadership positions exist in the organization and should determine work or competency requirements. Step 3: Appraise Individual Performance How well are individuals presently performing their jobs? Step 4: Assess Future Work/People Requirements What will be the work or competency requirements in key leadership positions in the future?

The Seven Pointed Star Model for Systematic Succession Mgmt

Step 5: Assess Future Individual Potential

How well are individuals prepared for advancement? What talents do they possess, and how well do those talents match up to future work requirements? Step 6: Close the Developmental Gap The organization should establish a continuing program for leadership development to cultivate future leaders internally. Step 7: Evaluate the Succession Planning Program To improve, the S P&M program must be subjected to continual evaluation to assess how well it is working.

Conclusion