Human Resource Management Training and Development PDF

Human Resource Management Training and Development of Human Resources and Job Analysis  define different development approaches identify other development interventions contrast training and development contrast job analysis and job evaluation define the importance of job anal...

Human Resource Management Training and Development of Human Resources and Job Analysis  define different development approaches identify other development interventions contrast training and development contrast job analysis and job evaluation define the importance of job analysis  Training and Development The term training is generally used to describe any effort initiated by an organization to help learning among its employees and develop them. However, many experts distinguish between training and development. Training is said to be more narrowly focused and oriented towards short- term performance concerns while development tends to be oriented more towards broadening an individual skills for future responsibilities. In simple terms, training is present oriented that focuses on individuals’ current jobs and development is future-oriented focusing on employee personal growth.  Training and Development The two terms tend to be combined into a single phrase, training and development to recognize the combination of activities to increase the skill base of employees. Traditionally emphasis on training has been at the basic as well as advanced skill levels. But surveys have indicated that many jobs require extensive use of knowledge. This is possible only when the employees share knowledge and creatively use it to modify a product or service and also understand the product/service development system. This is known as high leverage training and continuous learning.  Training and Development High Leverage Training: It is a training practice that is linked to strategic business goals and objectives, uses an instructional design process to ensure that training is effective and compares the firm’s training program of other firms. Continuous Learning: It is a learning system that requires employees to understand the entire work system including the relationships among their jobs, work units and the company. Employees are expected to acquire new skills and knowledge, apply them on the job and share the acquired information with other employees.  Training and Development It is a short-term process It is a long-term educational utilizing a systematic and process utilizing a systematic organized procedure in which and organized procedure by non- managerial personnel have which managerial personnel technical knowledge and skills learn conceptual and the for a definite purpose. theoretical knowledge for general purpose.  Training and Development Who? – Non-managerial Who? – Managerial Personnel Personnel What? – Technical concepts of What? – Technical and ideas mechanical operations Why? – General knowledge Why? – Special job-related When? – Long-term purpose When? – Short-term  Some Differences in Training and Development Process designed to bring about Process designed to impart a relatively permanent change learning experiences in order to in employees’ skills, knowledge, help managerial employees attitude or behavior in order to acquire skills and competencies improve their performance in for future responsibilities the currently held job Imparts managerial skills Imparts technical skills  Some Differences in Training and Development Focuses on technical skills Focuses on broad range of skills specific to the current job or managing challenging situations Directed towards non- managerial personnel Directed towards managerial personnel Present-focused and short-run Designed to perform an existing Future-focused and long-run activity better Designed to be a continuous process  Some Differences in Training and Development Training Development Nature used in relation to operative concerned with the growth of an employees employee in all respects. Level of Personnel used in relation to operative used in relation to executives, employees managers and professionals Orientation job-oriented. career-oriented Duration short-term long-term Initiative imparted to operative workers at the executives take initiative in their own initiative of management development Scope of Learning limited to the job only The scope of learning is very wide. It pertains to overall development of the employee Depth of Knowledge knowledge gained relates to the job knowledge gained is all round and only long-lasting Analyzing training needs The need for training is usually indicated in the following instances: When required skills in not possessed by any one in the work force When employee’s performance is below standard, but has the potential to improve the productivity When the morale or production is low Analyzing training needs The need for training is usually indicated in the following instances: When there is fast turnover of employees When the rate of absenteeism or accident is high When dissatisfaction mounts When supervision is lax When new technologies are introduced Analyzing training needs Training needs may be ascertained by considering the following questions: Is there a problem to be solved? Where does it exists (which department)? Who needs the training? What is the nature of training? (improvement or remedial required by situation) Planning and choosing development approaches Assessment involves collection of information and providing feedback on employee’s behavior, communication style or leadership potentials as formal introduction to development program. Processes used in assessment: Assessment centers It is manned by group of teams that assesses the individual potential for leadership and other capabilities or qualities that may be used by the organization in its future operations. Usually it covers examination like personality tests, communication skills, personal inventory assessments, benchmarking and other examinations Processes used in assessment: Psychological testing It provides a measure of characteristics and abilities in individuals including aptitude and intelligence. The information is useful for evaluation of motivation factors, reasoning, abilities, leadership styles, interpersonal response traits and job preferences. Processes used in assessment: Performance appraisal It is usually available in the personnel file. It measures the employees potential. Management coaching the immediate supervisor coaches the subordinate employee in performing certain functions that is necessary for advancement. Human Resources Development Approaches: Committee assignments assigning promising employees to important committees can give employees a broadening exercise and help them to understand personalities, issues and processes governing the organization. Job rotation It is shifting of employees from one job to another. Human Resources Development Approaches: Assistant-to-the position the assignment of an assistant to the position who works directly under the manager. Employee is given an opportunity to deal with challenging and interesting tasks. They also assign other tasks such as analysis before given to the head for final implementation. Human Resources Development Approaches: Job enlargement adding challenges or new responsibilities to the employee’s current job. This could include special projects, assignments, switching roles within work team or research activities. Human Resources Development Approaches: Mentoring It is the interaction of employees with more experienced organization members. It helps new members bring together successful senior employees with less experienced members. Outside Development Interventions: Formal education – company send an employee to formal seminars, workshops and other training programs offered by training consultants and agencies. Team building – the focus of this intervention is on human relation issues and poor team-work. Case studies – a classroom type of training technique that provides medium through application of management behavior concepts and analysis. Outside Development Interventions: Role playing – kind of development technique requiring trainee to assume a role in a given situation and act the behavior associated with it. Simulation – creation of a true-to-life learning environment that mirrors real-life work and scenarios. Trainees can put real knowledge and skills into practice not just by reading books on theory or listening to lectures, but through physical, hands-on activity. Overview: Each job in an organization is important in the goals of the company. Managers and supervisor must have a clear picture of those jobs. It may involve – what each worker does how he does it why does he/she does it under what conditions he/she perform the jobs what special qualifications each worker must posses to perform his/her job satisfactory  Job Analysis and Job Evaluation are the two important functions of Human Resource Management to know the characteristics of a particular position. Both the tasks are performed by an expert, to provide pertinent information about the two. Job Analysis is a process which determines job requirements Job Evaluation ascertains the value of a job in relation to other jobs Some of the Uses of Job Analysis: Specify duties and responsibilities of the position Provide job recruitment selection guide Guide in operation-based compensation determination Provide information and tools for career planning and counselling Guide in construction of performance evaluation criteria Some of the Uses of Job Analysis: Guide in methods improvement Obtain background information about working conditions Serve as guide in the development of training programs Assists supervisor in the supervision of employees Provide conceptual basis for position classifications to the employee who will occupy the position  Job analysis starts with careful study of organizational structure. Organizational structure is a way or method by which organizational activities are divided, organized and coordinated. The organizations created the structures to coordinate the activities of work factors and control the member performance. Organizational structure is shown in organizational chart. The type of organizational structure has implications on the design of jobs.  Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed. An important concept in job analysis is that the job, not the person doing the job, is assessed, even though human resources (HR) may collect some job analysis data from incumbents. The Role of Human Resource in Job Evaluation Job evaluation is the systematic process of determining the relative value of different jobs in an organization. The goal of job evaluation is to compare jobs with each other in order to create a pay structure that is fair, equitable, and consistent for everyone.  Job analysts work in the human resources (HR) department of a company or organization, conducting in-depth research about occupations and job descriptions. They focus on worker classification systems while studying the effects of industry and occupational trends upon worker relationships. They also provide management with descriptions of what each employee in the company does, so that human resources recruiters will know what to look for when hiring employees, as well as understand the components of each job. Some qualifications a good job analyst must have: Good knowledge of the organizational system Good intelligence and analytical skills Good judgment and acumen Clarity and facility of language Familiarity with the organizational and company policies Good personality and good relationship with others in the organization Tact and diplomacy in getting along with others Some factors to consider in job analysis: What the job requires the employee to do How effectively does the employee perform his assigned duties and responsibilities? Why should the worker do the job? Supervision required for the job Working environment conditions