Human Resource Management

Training
&
Development
OBJECTIVES:
•To prepare the employees both new and old to meet the present as
well as the changing requirements of the job and the organization

•To impart new entrants the basic knowledge and skill they need for
an intelligent performance of definite job

•To prepare employees for higher level tasks

•To broaden the minds of senior managers by providing them with

opportunities for an interchange of experiences within and outside
with a view to correcting the narrowness of outlook that may arise
from over specialization.

•To ensure smooth and efficient working of the organization.

SCOPE OF HRM
The scope of HRM is from Entry to the Exit of an employee in the organization.
Scope of HRM can be described based on the following activities of HRM.
Based on these activities we can summarize the scope of HRM into 7
different categories as mentioned below after the activities.

HRM Activities

HR Planning Industrial
Relations

Job Analysis Welfare

Job Design Communication

Recruitment & Motivation

selection
Compensation &
Orientation & remuneration
Placement

Training & Performance

Development Appraisals
Training
Training is the act of increasing the knowledge and skills of an employee for doing a particular job.
Training is a short-term educational process and utilizing a
systematic and organized procedure by which employees learn technical
knowledge and skills for a definite purpose

Importance of Training
The importance of training and development to a larger extent
depends on human resource development. Training is most important
technique of human resource development. Training develops human skills
and efficiency. Trained employees would be a valuable asset to an
organization. Organizational efficiency, productivity, progress and
development to a greater extent depend on training. Organizational
objectives like viability, stability and growth can also be achieved through
training.
Benefits of Training
•Helps remove performance deficiencies in employees
•Greater stability, flexibility and capacity for growth in an organization
•Accidents, scraps and damages to machinery can be avoided
•Serves as effective source of recruitment
•Reduces dissatisfaction, absenteeism, complaints and turnover of employee
•Provides a good climate for learning, growth and co-ordination
•Improves labour management relations
•Aids improving organizational communication
•Helps employees adjust to change and Improves the moral of the workforce
•Develops a sense of responsibility to the organization for being competent and
knowledgeable
•It is an investment in HR with a promise of better returns in future
 DEVELOPMENT
This is more than training and refers to the learning opportunities
design to help employees grow. It provides the employees broader
learning which may be utilized in a variety of sitting and for future jobs.
In some cases it can be a combination of training and development.
As global competition increases, training programs for management
are becoming more educational in scope. An example of development is
the problem of technical versus managerial expertise allowing for
promotion of both and not creating dead-end jobs. This is developing
dual career path allowing both groups promotional and development
opportunities. This is quite common in IT departments. By creating two
career development paths-one by the traditional route of assuming
management responsibility and the other b moving up in technical
ladder-this helps to cut turnover while building a more efficient IT
groups.
 Difference Between Training,
Education and Development
Training Education
Application oriented Theoretical Orientation
Job experience Classroom learning
Specific Task in mind Covers general concepts
Narrow Perspective Has Broad Perspective
Training is Job Specific Education is no bar
 Difference between Training
and Development

Training Development
Training is skills focused Development is creating learning abilities

Training is presumed to have a formal Development is not education dependent

education
Training needs depend upon lack or Development depends on personal drive and
deficiency in skills ambition
Trainings are generally need based Development is voluntary
Training is a narrower concept focused on Development is a broader concept focused
job related skills on personality development
Training may not include development Development includes training wherever
necessary
Training is aimed at improving job related Development aims at overall personal
efficiency and performance effectiveness including job efficiencies
Process of
Training
 Job &
Organizational Evaluate the Identify Design the
Training Training Needs
Analysis Trainee(s) Needs

Prepare cost
Update the budget {Cost
programme benefit analysis}

Design Training

Process of
Content, teaching
methods & media
Evaluate the
results

Take feedback
form the
Training Prepare the
Instructor

trainees
Prepare the
Trainee

Gain the
acceptance of Present the Implement the
the programme operations training Get ready to
programme teach
 Determining Of Training
Needs
BASED ON: AS DISCOVERED BY: TO DETERMINE---

ANALYSIS OF EMPLOYEES 1. What is the problem

ORGANIZATIONAL A. Asking SUPERVISORS or situation that makes
PROBLEMS AND CONDITIONS TOP MANAGEMENT us want to do
something?

STAFF OFFICIALS
ANALYSIS OF EMPLOYEES’ EMPLOYEES 2.What causes the problem?
PERFORMANCE, PROBLEMS, B. Observing their work,
AND POTENTIAL work flow and
relationships 3. Exactly what do we
really want?

4. What do we have now?

RECORDS & REPORTS

PUBLIC REACTION TO 5. What do we lack?
SERVICE JOB (JOB ANALYSIS)
C. Studying POLICIES
ORGANIZATION 6.Which of these lacks/need
STRUCTURE have greatest priority?
PROGRAM PLANS
Individual Training Needs Identification Methods
•Performance Appraisals

•Interviews

•Questionnaires

•Attitude Surveys

•Informal Observation

•Group Discussions

•Training Progress Feedback

•Work Sampling

•Rating Scales
 Need For Training
Individual level
•To match employee specifications with the job requirements
•Technological advances
•Diagnosis of present problems and future challenges
•Improve individual performance or fix up performance deficiency
•Improve skills or knowledge or any other problem
•To anticipate future skill-needs and prepare employee to handle more challenging
tasks
•To prepare for possible job transfers
Group level
•To face any change in organization strategy at group levels
•When new products and services are launched
•To avoid scraps and accident rates
•To minimize resistance to change
•Improve health and safety
•Improve organizational climate
•Prevention of obsolescence
Training Costs
•Employing trainers, and trainees,
•Providing the means to learn,
•Maintenance and running of training centers,
•Wastage,
•Low level of production,
•Opportunity cost of trainers and trainees etc.
•The value of the training includes increased value of human
resources of both the trainee
 Methods of Training
On the job training Off the job
training
 Job Rotation  Classroom Lectures

 Job Coaching  Audio-Visual

 Job Instruction  Simulation

 Apprenticeships  Case Studies

 Internships and Assistantships  Role Plays

 Sensitivity Trainings
 Evaluation Of Training
Reaction Evaluation
•Questionnaires
•Mails
•Feedback to training department

Outcome of Evaluation
•Immediate
•Intermediate
•Ultimate
Training program can also be evaluated on the basis of employee
satisfaction which in turn can be viewed on the basis of:

1.Decrease in employee turnover.

2.Decrease in absenteeism.
3.Decrease in number and severity of accidents.
4.Betterment of employee morale.
5.Decrease in grievance and disciplinary cases.
6.Reduction in time to earn piece rates.
7.Decrease in number of discharge or dismissals.
Cost-value relationship of a training program or a
training technique is helpful in:
(a)determining the priorities for training (for present and potential
managers, age structure of the trainees etc) ,

(b) matching the employee and job through training,

(c) determining the work of management sacrifices like time taken by

training
program, non-availability of staff for production during training period etc

(d) choosing the right training method

Other methods of training evaluation
1.Immediate assessment of trainees’ reaction to the program.

2.Trainees’ observation during training program.

3.Knowing trainees’ expectations before the training program and collecting their
views regarding the attainment of the expectations after training.

4.Seeking opinion of trainee’s superior regarding his/her job performance and

behavior before and after training.

5.Evaluation of trainee’s skill level before and after training program.

6.Measurement of improvement in trainees on the job behavior.

7.Examination of testing system before and after sometime of the training program.

8.Measurement of trainee’s attitudes after training program.

9.Cost-benefit analysis of the training program.

10.Seeking opinion of trainee’s colleagues regarding his/her job performance and

behavior.
Summary
REFERENCES:
ANDRES, TOMAS D., HUMAN RESOURCE TRAINING AND
DEVELOPMENT, NEW DAY PUBLISHERS, QUEZON CITY (1980)

CORPUZ, CRISPINA R., HUMAN RESOURCE MANAGEMENT

(REVISED Ed), 2006