HRM Short Notes PDF

Week 01 – Introduction to HRM What is Human Resource? Human resources are the people who work in a company and have unique qualities that fit the organization. Human Resource Management (HRM) is about managing these people well to help the company reach its goals. This involves hiring, motivating, a...

Week 01 – Introduction to HRM What is Human Resource? Human resources are the people who work in a company and have unique qualities that fit the organization. Human Resource Management (HRM) is about managing these people well to help the company reach its goals. This involves hiring, motivating, and keeping employees. HRM is also known as personnel management, manpower management, people management, and staff management. Objectives of HRM Social Objectives: - Improve and maintain a good quality of work life. - Promote diversity and inclusion in the workplace. Functional Objectives: - Efficiently utilize the skills and abilities of the workforce. - Ensure that all employees understand HR policies. Organizational Objectives: - Assist the organization in achieving its goals. - Provide the organization with well-trained and motivated employees. Personal Objectives: - Enhance employees' job satisfaction and help them reach their full potential. - Support employees in their career development and growth. Scope of HRM 1. Personnel/Labor Aspect - Involves planning for workforce needs, hiring, selecting, placing, transferring, promoting, training, and developing employees. It also includes managing layoffs, salaries, incentives, and working on improving productivity. 2. Welfare Aspect - Focuses on providing housing, transportation, medical help, canteens, restrooms, safety measures, and education for employees. 3. Industrial Relation Aspect - Deals with managing the relationship between unions and management, negotiating work agreements, handling complaints and disciplinary actions, and resolving disputes. Characteristics of HRM - HRM is both a skill and a scientific approach. - It’s an ongoing process that involves supporting employees. - HRM must follow rules and be flexible because it changes quickly and involves knowledge from different areas. - The main goal of HRM is to get results by focusing on people and their interactions. The HR Manager An HR (Human Resources) Manager is the person in charge of the HR department in a company. They are responsible for tasks like hiring new employees, training staff, and ensuring that workers are treated fairly. They also make sure that company policies regarding employees are followed. Qualities of a HR Manager A good HR manager should have several important qualities. - They need to be knowledgeable, intelligent, and have strong communication skills. - They should be fair and objective, and possess leadership and motivational abilities. - Emotional maturity and empathy are crucial for understanding and supporting employees effectively. - They need to make quick decisions, be honest, have integrity, and be patient. - A good HR manager should be a strong leader, socially responsible, well-mannered, and an effective communicator. Henry Fayol, a well-known management expert, talked about different types of personal qualities that help people manage and succeed in their jobs. - Physical qualities include good health, energy, and strength. - Mental qualities involve understanding, learning, judging, and adapting. - Moral qualities mean being firm, responsible, taking initiative, being loyal, and having self-respect. - Educational qualities refer to having the right knowledge for the tasks you're doing. - Technical qualities involve having specific knowledge about your job. - Experience comes from doing the work and gaining practice. Difference between PM and HRM Personal Management (PM) Human Resource Management (HRM) - Manages employees. - Develops employees' skills and abilities. - Views employees as workers who trade their - Recognizes that employees have economic, services for a paycheck. social, and personal needs. - Considers employees as tools or equipment. - Treats employees as valuable assets. - Focuses on controlling labor costs. - Invests in employees for the benefit of both - Employees use company benefits. the company and the workers. - Has a short-term focus. - Has a long-term focus. - Based on an older approach. - Promotes teamwork. - Based on a modern approach. Role of an HR Department - Reviews pay reports to ensure fair and competitive salaries. - Recruits, interviews, tests, and hires new employees. - Solves employee-related problems. - Answers questions about company rules, procedures, and programs. - Manages benefits like health and dental insurance, pension plans, vacation, sick leave, and employee assistance programs. - Prepares the budget for HR activities. - Surveys the job market to find out competitive pay rates. Factors influencing HRM Internal Factors External Factors - Organizational Mission and Purpose - Political Factors The goals and purpose of the organization. Changes in government policies and political - Objectives and Strategies forces. The plans and goals the organization aims to - Economic Factors achieve. The state of the economy, including labor and - Organizational Culture capital markets. The values, beliefs, and behaviors within the - Social/Cultural/Demographic Factors organization. Social values, cultural trends, and demographic - Organizational Structure changes. How the organization is arranged, including - Technological Factors hierarchy and roles. Advances in technology that affect the organization. - Legal Factors Laws, court decisions, and regulatory rules that impact HRM. HRM Evaluation Theories 1. HR Audit – A formal check to see how well an organization's HR (Human Resources) management is working. Areas to Audit: - Legal Compliance: Making sure the company follows employment laws. - Job Specifications and Descriptions: Reviewing current job roles and responsibilities. - Recruiting and Selection Process: Checking if the hiring process is effective and fair. - Wage and Salary System: Evaluating how employees are paid. - Benefits: Reviewing the benefits given to employees. - Employee Handbook: Ensuring the handbook is up-to-date and clear. - Absenteeism and Turnover Control: Keeping track of and managing employee absences and departures. - Grievance Resolution Process: Reviewing how employee complaints are handled. - Orientation Program: Checking how effective the employee onboarding process is. - Training and Development: Evaluating programs that help employees develop skills. - Performance Management System: Reviewing how employee performance is measured and managed. 2. HR Research – Reviewing HR records to understand how well past and current HR practices are working. - Primary Research: A method where the researcher gathers new data directly for the specific project. - Secondary Research: A method that uses existing data collected by others, such as in books, professional journal articles, or other sources. 3. Return on Investment (ROI) – A calculation to measure how much benefit is received from the money spent on HR activities. C ROI = A+B A: The ongoing costs of running a new or upgraded system over a certain time period. B: The one-time cost of buying and installing the system. C: The value of the benefits gained from increased productivity during that time period. - If the ROI is high, it means HR operations are working effectively. 4. Economic Value Added (EVA) – This is the profit a company makes after taking away the cost of capital. The cost of capital is the least amount of profit that shareholders expect. It’s used as a benchmark to measure the returns from all HR activities. 5. Utility Analysis – This involves using economic or statistical models to understand the costs and benefits of certain HR activities. 6. Human Resource Information Systems (HRIS) – A system that combines computers, software, and databases to help make decisions about human resources. Benefits of HRIS: - It makes managing HR data more efficient. - It provides useful information for planning HR strategies. - It automates tasks like payroll and managing employee benefits. - HRIS is used worldwide. Emerging Issues in HRM - Growth in Workforce Size: As more people enter the workforce, there's a greater need for better pay, benefits, and working conditions. - Workforce Diversity: With more women joining the workforce, there's a push for equal pay and addressing gender inequality. - Employee Expectations: As workers become more educated, they expect more and are more vocal, leading to increased demands for both financial and non-financial benefits. - Technological Advancements: With more automation and modernization, employees must keep updating their skills, so ongoing training at all levels is necessary. - Lifestyle Changes: People are more open to changing jobs or moving for better opportunities. - Environmental Challenges: Changes like privatization mean HR managers are responsible for training and retraining employees. Week 02 – Job Analysis and Job Design What is Job Analysis? Job analysis is a detailed study of what a job involves. This process includes listing the tasks, understanding how the job connects with technology and other jobs, identifying the necessary knowledge, qualifications, and skills needed to perform well, and determining the tools and equipment used. It also helps define the duties of positions within a company and the qualities required in the people hired for those roles. When is Job Analysis done? - When a new organization starts. - When there are changes that require new methods or procedures, such as when new technology is introduced. - When a new job is created. Purpose of Job Analysis Job analysis is crucial in human resource management. It identifies the skills and qualifications needed for specific jobs, making it easier to find and choose the right candidates. It ensures that selection tests measure the necessary skills. Job analysis also helps in evaluating current employees for promotions or transfers and creating effective training programs by highlighting the skills required for different jobs. Additionally, it improves work methods, sets fair pay, and clarifies job responsibilities. It provides a basis for managing performance by setting standards and conducting evaluations. It also helps organizations adapt to changes and restructure work processes. Overall, job analysis is essential for hiring, training, evaluating, and paying employees effectively. Steps in Job Analysis 1. Understand the Organization: Look at how each job fits into the whole organization. Use charts to make this clearer. 2. Decide the Purpose: Determine why you are doing the job analysis, like for writing job descriptions, hiring, or training. 3. Pick Jobs to Analyze: Choose specific jobs to study, especially if there are too many to look at all at once. 4. Gather Data: Collect information about what each job involves, the behaviors needed, and the qualities required to do the job well. 5. Write Job Descriptions: Create detailed descriptions of each job based on the data you collected. 6. Create Job Specifications: Outline the skills, experience, and qualifications needed for each job. This helps with hiring, training, and evaluating performance. Job analysis provides information for: - Writing job descriptions (a list of what the job involves) - Job specifications (the type of people to hire for that job) 1. Job Description A job description is a written summary of what a job entails. It explains the tasks the worker needs to do, how they should do them, and the working conditions. Job descriptions help clarify what each job involves and who reports to whom. This makes it easier for employees to know their responsibilities. They also help ensure that pay is fair. Performance reviews are often based on job descriptions. Components of a Job Description: - Job Title/Identification: This shows the job title, department, or section. It may also include the supervisor’s title, salary, and job level. - Job Summary: A short statement (one or two sentences) that explains the job’s purpose and main tasks. For example, a marketing manager plans and manages marketing activities. - Relationships: Describes who the job holder works with inside and outside the company, including their supervisor, people they supervise, and others they communicate with. - Responsibilities and Duties: Lists the main tasks and duties of the job. This includes expected behaviors, social interactions (like team size and level of independence), and limits of authority, such as decision-making and budget control. - Standards of Performance: Lists the expected performance standards for each main duty, like accurately handling accounts payable or meeting production targets. - Environmental Conditions: Describes the working environment, including location, potential hazards, and noise levels. 2. Job Specification A Job Specification is made from the Job Description (JD). It lists the skills and qualifications needed to do a job well. It answers, "What personal traits and experience are needed to do this job effectively?" The Job Specification (JS) is especially useful for hiring the right candidates. For example, an HR manager position might need a university degree and six years of experience in HR management. Components of a Job Specification: - Personal Traits: Includes education, work experience, age, gender, and hobbies or extracurricular activities. - Physical Traits: Includes height, weight, chest size, vision, hearing, health, clear voice, and hand-foot coordination (which might be needed for certain jobs). - Mental Traits: Includes overall intelligence, memory, judgment, ability to plan ahead, focus, and similar qualities. - Social and Psychological Traits: Includes emotional stability, adaptability, manners, communication skills, interpersonal skills, attitude, values, creativity, and similar attributes. Methods of Data Collection for Job Analysis: There are four main ways to collect data for job analysis. You can use them alone or together: - Observation Observation means watching how employees perform their jobs over time. It’s useful for jobs with manual work or repetitive tasks, like those on an assembly line. During observation, a small group of workers is watched while they do their tasks. This method is often used for temporary or seasonal jobs. - Interview Interviews involve talking face-to-face with people who do the job, a group of such people, or their supervisor. The interview should be well-structured so that answers from different people can be easily compared. - Questionnaire Questionnaires are a cost-effective way to gather a lot of information quickly. They include questions about the job, requirements, working conditions, and equipment. There are two types of questions: Open-ended questions: These let employees describe their jobs in their own words. Close-ended questions: These provide specific answer choices that employees must select. - Job Incumbent Diaries or Logs A diary or log records the tasks an employee performs, how often, and when. This method requires employees to keep detailed records, which many find difficult. Because of this, traditional logs are less common today, and software like HRIS (Human Resource Information System) is often used instead. Week 03 – Human Resource Planning What is HR Planning? HR planning is the process of figuring out what kinds of employees an organization will need as things change. It involves predicting future needs for employees, including the types of roles and the number of people required. After HR planning, the company can begin recruiting and selecting staff. This process is a part of overall organizational planning and helps the company meet its goals by ensuring it has the right number of people with the right skills. Features of HRP - It is an ongoing process. - It is part of overall company planning. - It is flexible. - It includes both long-term and short-term plans. Objectives of HRP - Figure out how many people will be needed in the future and plan how to recruit and select them. - Identify the skills that will be needed in the future. - Determine what training and development the organization needs. - Predict and manage any extra or missing staff to avoid unnecessary layoffs or hiring. - Control wages and salary costs. - Make the best use of the organization's employees. - Help the organization adapt to new technology and modernization. - Increase employee productivity. - Plan career paths for employees and create programs for succession. HR Planning Process Steps of HRP 1. Analyzing Organizational Plans and Setting Objectives – Objectives should follow the SMART criteria (Specific, Measurable, Achievable, Realistic, Time-bound). First, look at the company’s short-term and long- term plans. These plans should cover expected economic growth, diversification, market opportunities, and government policies. For example, a short-term goal might be hiring 25 employees for direct sales, while a long-term goal could be developing a new product. 2. Forecasting Manpower Requirements (Demand Forecasting) – This is about predicting how many employees will be needed in the future based on job roles and skills. The process is influenced by several factors: Internal Factors External Factors - Budget limits - Competition (both local and international) - Production levels - Laws and regulations - New products and services - Economic conditions - Organizational structure - Technological changes - Employee turnover - Social factors There are two main methods used for forecasting: a) Judgmental Method - Managerial Estimates: Managers, who understand the workload and employee skills, predict future manpower needs based on expected workloads and the skills of employees. - Delphi Method: This method gathers estimates from various experts in the industry to figure out personnel needs. b) Statistical Projection (Calculation) - Ratio Trend Analysis: This technique looks at the number of workers hired over a certain period. - Workload Analysis: This method involves hiring employees based on the production rate or workload. - Economic Model: This technique considers factors like the unemployment rate and inflation. - Regression Analysis: This method uses statistical data and historical trends to predict future manpower needs. 3. Preparing Manpower Inventory (Supply Forecasting) – The main goal of preparing a manpower inventory is to figure out how many employees are available and their skills for different roles within the organization. Organizations have two main sources of manpower: a) Internal Labor Supply To manage internal labor supply, keep a profile of each employee, including details such as age, gender, education, training, experience, job level, past performance, and future potential. Internal recruitment can be done through promotions, demotions, job transfers, and job development. Methods to Forecast Internal Labor Supply: Staffing Table - Shows the number of employees in each job. - Classifies employees by age, gender, position, experience, qualifications, skills, etc. - Helps determine if current employees are used effectively.  Skills Inventory (Human Resource Audit) - Assesses each employee’s knowledge, skills, abilities, experience, and career goals. - Should be updated at least every 2 years to include new skills, additional qualifications, and changes in job duties. Replacement Chart - Displays job holders' profiles by department and shows who will replace whom if a position opens up. Turnover Rate - Measures the percentage of employees who leave the company each year. Condition of Work and Absenteeism - Evaluates changes in working conditions such as hours, overtime policies, holidays, retirement policies, part- time employment, and shift systems. Productivity Level - Any changes in productivity levels will affect manpower needs. b) External Labor Supply When an organization grows quickly, diversifies into new areas, or if internal resources are insufficient, it must seek employees from external sources. Recruitment from the external market can be done through newspapers, social media, headhunting (recruiting known people with better job offers), and referrals. 4. Developing Employment Plans – Compare the current number of employees and their skills (from the human resource inventory) with the predicted future needs (demand forecasting). This helps determine how many more workers or different skills are required. It’s about identifying the gap between the current manpower and what is needed. 5. Developing Human Resource Plan – Gap analysis might reveal that there are either too many employees or not enough. The HR requirements should be used to create a detailed HR plan. This plan should include policies, programs, and strategies for recruitment, training, promotions, retirements, and replacements. Human Resource Information System (HRIS) An HRIS is a computer system used to collect, store, and manage information about a company's employees. This system includes details like employees' age, experience, training, salary, payroll, promotions, transfers, compensation, leave, accidents, and benefits. It also tracks company policies, programs, procedures, and other HR-related information. HRIS helps assess how well recruitment and promotion systems are working. The main goal of an HRIS is to help with HR decision-making at both tactical and operational levels. For example, identifying internal candidates for job openings, reducing costs of hiring from outside, and providing career opportunities for employees. Benefits of HRIS: - Ensures the company follows legal requirements. - Helps evaluate programs, policies, and daily operations. - Improves planning and development of programs. - Speeds up processing of information. - Lowers administrative and HR costs. - Provides accurate information for better decision-making. - Enhances communication throughout the company. Issues in Manpower Planning - Accuracy of Forecasts: If forecasts are inaccurate, the planning will be flawed. Mistakes increase when departmental forecasts aren’t reviewed carefully. - Identity Crisis: Many HR specialists and managers don’t fully understand the manpower planning process, leading to confusion and a lack of direction. - Support from Top Management: Manpower planning requires strong backing from top management. Without this support, it’s hard to get the necessary resources and cooperation. - Resistance from Employees: Employees and trade unions often resist manpower planning because they believe it increases their workload and reduces productivity. They also fear it might lead to job losses, especially for unskilled workers. For instance, employees might skip work, wear black bands as a protest, or come late and leave early. - Management Information System: Effective planning relies on accurate information systems. In many Indian industries, HR information systems are not fully developed, making effective planning difficult. - Cost and Time: Manpower planning is expensive and time-consuming. Employers might resist it, thinking it will increase manpower costs. - Coordination with Other Management Functions: Manpower planners sometimes focus only on their tasks and ignore coordination with other managers. Good planning needs to be integrated with other management functions. - Unbalanced Approach: Some HR professionals concentrate mainly on the number of employees coming in and going out but may overlook important factors like career development, skills, and employee morale. Challenges of HR Planning - Ongoing competition to create new or different markets, products, and services. - Increased demand for higher quality services at lower costs. - Adoption of new technologies. - Company reorganizations and relocations. - Changes in work processes and methods. Week 04 – Recruitment and Selection What is Recruitment? Recruitment is the process of finding and inviting people to apply for jobs in a company. It helps connect employers with job seekers. This process involves searching for and attracting qualified candidates for a position. The main goal of recruitment is to assemble a group of candidates who are suitable for a particular job. Recruitment Process 1. Identify the job opening. 2. Create a job description and a list of required qualifications. 3. Advertise the job. 4. Handle the applications. 5. Shortlist candidates. 6. Schedule interviews. 7. Conduct interviews and make a decision. Internal recruitment is cost-effective, but new employees from external sources can bring fresh skills and perspectives. However, senior employees might sometimes create a negative work environment. A larger labor pool can improve recruitment outcomes. The quality of a position is often linked to the offered salary. Here are some sources of recruitment: Internal Sources External Sources - Transfers - Press advertisements - Promotions - Educational institutes - Demotions - Placement agencies or outsourcing - Employee referrals - Employment exchanges - Dependents or relatives of deceased - Retired employees employees - Labor contractors - Laid-off employees - Unsolicited applicants Recruitment Strategies Recruitment strategies include several methods for finding and hiring new employees. These methods are job postings, which advertise job openings; online postings, which use the internet to reach a wide audience; personal recruitment, which involves reaching out to potential candidates directly; recruitment by mail, where job offers are sent to potential candidates via postal mail; head-hunting, which targets and approaches individuals with specific skills or experience; and non-competitive recruitment, which involves hiring candidates without competing with other employers. Factors influencing Recruitment - Quality of the recruitment process. - Size of the labor pool and job location. - Offered pay and benefits. - Job quality and position requirements. - Organizational image. What is Selection? Selection is how management picks the right employees at the right time. After figuring out where to find potential workers, management looks for suitable candidates and encourages them to apply for jobs within the organization. What is Screening? Screening is the process of checking if an applicant has the qualifications needed for a job. To screen candidates, follow these three steps: review resumes and cover letters, conduct a video or phone interview, and identify the top candidates. Principles of Screening: - Use fair criteria for screening. - The criteria should match the job requirements and the job advertisement. - Applicants should understand the criteria used. - Apply the criteria consistently to all applicants. - Document and keep records of the screening process. Screening Goals: - Distinguish between qualified and unqualified candidates. - Identify the most highly qualified candidates. - Confirm the qualifications and abilities of the selected candidate, which may include an initial trial period. - Screen candidates carefully to offer the position to the best one. Rules of Recruitment and Selection - Transparency - Openness - Competitiveness - Legality - Non-discrimination - Consistency of criteria - Neutrality - Objectivity - Personal data security - Acting without delay Difference between Recruitment and Selection Recruitment Selection - Recruitment is the process of finding and - Selection involves a series of steps to screen encouraging candidates to apply for jobs in an candidates and choose the most suitable organization. person for each job opening. - The main goal of recruitment is to create a - The main goal of the selection process is to pool of potential candidates so the best ones pick the right candidate for various positions can be selected. It aims to attract many in the organization. applicants to the organization. - Selection is a negative process because it - Recruitment is a positive process because it involves rejecting unsuitable candidates. encourages more people to apply. - Selection results in a formal contract of - There is no formal contract made during the employment between the employer and the recruitment phase. chosen candidate. Importance of Recruitment and Selection Recruitment and Selection are important because they help find the right person for the job, which increases the chances of success and reduces the risk of hiring someone unsuitable. They also ensure that the organization meets legal and social obligations and improves both the organization's and the individual's effectiveness. Trends in Recruitment and Selection Trends in Recruitment and Selection include outsourcing and e-recruitment. Outsourcing involves hiring external organizations to handle the recruitment process. E-recruitment refers to using online tools and platforms to find and hire candidates. Documents to Prepare for an Interview: - CV - Highest education qualification (O-Level or A-Level) - Certificates from other courses - Records of extracurricular activities - Birth certificate - ID - Passport copy - Extra CV (if needed) 10 Common Interview Questions and Answers: 1. Tell me about yourself – Share a brief overview of your name and background, including your education and any relevant job experience. Explain how your training and knowledge apply to the job you're interviewing for. 2. Why did you choose this field/company? – This question aims to understand your values and motivations. Explain what you like about the field/company. 3. Tell me about a problem you solved in your previous job – Describe the problem, what actions you took to address it, and the outcome. This shows how your past experiences might predict how you'll handle similar situations in the future. 4. Why are you looking for a job change? – Thank your previous employer for the opportunities you had. Explain what you learned from your past job and why you are seeking a new position. Relate your reasons to your career goals. 5. Do you prefer to work alone or as part of a group? – This question checks if you are a self-starter or a team player. Highlight both your ability to work independently and as part of a team. 6. What do you know about our company? – Use the research you've done about the company to answer this question. Know about their new projects, and familiarize yourself with the names of the owners and partners. 7. How does this position fit into your future plans? – Keep your response positive and focus on how the position aligns with your short-term and long-term career goals. 8. How do others describe you? – Share the personal traits and characteristics that people commonly use to describe you. Mention your strengths and weaknesses. 9. What are your salary requirements? – As a fresher, avoid stating a specific salary requirement. Experienced candidates can mention their expected salary but generally align it with the company’s norms for the role. 10. Do you have any questions for me? – Always prepare a few questions to ask the interviewer about the role, team, or company. Interview Tips - Only bring what you need to the interview, like your resume, references, schedule, college transcripts, and licenses. Keep these items organized so you can easily find them during the interview. Know where the office is and how to get there. Practice the route before the interview. Arrive 15 minutes early. Be pleasant, polite, and friendly. Check your appearance before entering the office. Professional Dressing: For Women: Wear a suit, a skirt with a jacket, a saree, or a dress with sleeves or a jacket. Choose simple styles, colors, and fabrics. Keep makeup and accessories minimal. For Men: Wear a blue or gray suit in a simple style. A blazer with slacks and a collared shirt is also fine. Avoid earrings, flashy jewelry, or strong aftershave. Choose a simple hairstyle. Wear polished and well-maintained dress shoes. Non-verbal Communication: - Offer a firm handshake, but don’t squeeze too hard. Maintain eye contact, but don’t stare. Avoiding eye contact can make you seem dishonest, uninterested, or lacking in confidence. If a seat isn’t assigned, choose the chair closest to the interviewer. Sit up straight and relaxed; don’t slouch. Leaning slightly forward shows interest, but don’t lean on the desk or your knees. Use your hands naturally when talking, but don’t cover your mouth while speaking. Interview Mistakes: - Giving disorganized or rambling answers without a clear point. Answering most questions with just “yes” or “no.” Repeatedly using the interviewer’s first name or getting their name wrong. Giving memorized responses and forgetting parts. Asking, “How am I doing? Are you going to hire me?” After the Interview: - Review and analyze your performance. Take notes and make changes to improve for future interviews. Send a thank you note to the interviewer right after the interview. Follow up with a visit or phone call two or three days later to thank the interviewer for their time. Week 05 – Training and Development What Is Training? Training is a learning process that helps employees improve their skills, learn new ideas, change their attitudes, and gain more knowledge making them better at their jobs. The need for training and development arises due to employee performance issues. No one is fully prepared when hired, so some training and development are necessary. Training is also needed when new equipment or techniques are introduced, or when work methods or products change. During a labor shortage, existing employees may need additional training to take on new roles. Training ensures that employees have the necessary skills and creates a pool of talent for promotions. It also reduces the need for constant supervision, improves quality, and increases efficiency. The finance department works with the HR department to implement training and development by allocating the necessary budget. The training inputs include skills, education, ethics, problem-solving abilities, decision-making skills, and changes in attitude. What is Development? Development is about making changes in employees through training and education. It includes long-term education and general objectives. The goal of training and development is to improve employees' current or future performance. This is achieved by increasing their skills, knowledge, and attitudes through learning. Difference between Training and Development Training Development - Training focuses on the specific skills - Development is about enhancing overall required for a job. learning abilities and personal growth. - It addresses current skill gaps or deficiencies. - It is driven by personal motivation and - Training is more targeted, aiming to improve ambition. job-related abilities. - Development is broader, focusing on overall - While training may not always include personal and professional growth. development, development often includes - The aim of development is to improve overall training if necessary. effectiveness, including job skills. - The goal of training is to enhance job performance and efficiency. Objectives of Job Training and Development The objectives of job training and development are to increase efficiency and improve quality in the workplace. It aims to provide flexibility in operations and reduce the need for constant supervision. Training helps enhance overall organizational effectiveness and achieve high service standards. It supports new employees in learning quickly and helps current employees refresh their knowledge. Additionally, training introduces new technologies and products, reduces mistakes, and minimizes costs. It also offers staff the opportunity to give feedback and suggest improvements, and it improves communication and teamwork. Identification of Training Levels Individual Training Needs – To address individual training needs, first identify current problems and future challenges. The goal is to improve performance or fix any issues employees may have. Training should focus on enhancing skills, knowledge, or other areas of concern. It should also predict future skill requirements and help employees prepare for more challenging tasks. Additionally, training can prepare employees for potential job transfers.  Methods for Identifying Individual Training Needs: - Performance appraisals - Interviews - Questionnaires - Attitude surveys - Training progress feedback - Work sampling - Rating scales Group Training Needs - We need to focus on training that aligns with changes in the organization's strategy. Training should also be provided whenever new products or services are introduced. Additionally, we should aim to lower the amount of waste and prevent accidents through proper training. Methods for Identifying Group Training Needs: - Organizational goals and objectives - Personnel/skills inventories - Organizational climate indices - Efficiency indices - Management by objectives (MBO) or work planning systems - Quality circles - Customer satisfaction surveys - Analysis of current and anticipated changes The ASK Concept Using GAP analysis, training helps to fix the difference between how people are performing and how they should be performing. It shows why training and development are important for an organization to achieve its goals. 1. Attitude 2. Skills 3. Knowledge The Gap Concept In training and development (T&D), we create programs to address and close the gaps in skills, knowledge, or performance. This means identifying where there are deficiencies or areas for improvement and designing solutions to bridge those gaps. 1 000 guests 200 guests 800 guests Current Performance: The existing staff serves 800 guests. Expected Performance: We aimed to serve 1,000 guests. Reasons for not reaching the target of 1,000 guests: lack of resources, inefficient machines, poor staff skills. As training experts, we need to analyze: if reaching the target is possible, whether training is the only solution, if there are other issues involved. Training and Development (T&D) Need: the target needs to be increased by 200 guests (1,000 - 800 = 200). So, the gap to fill is 200 guests. Model of the Training Plan Training Methods On-the-Job Training: These methods are used while employees are working. They include: - Job Rotation - Job Coaching - Job Instruction - Apprenticeships/Internships - Internships and Assistantships Off-the-Job Training: These methods take place away from the workplace, such as in classrooms or seminars. They include: - Classroom Lectures - Audio-Visual Aids - Case Studies - Sensitivity Training - Programmed Instructions - Computer-Aided Instructions Q: You are the manager of a factory with 500 workers producing ice cream for export to Europe. List the information and evidence you need to determine if the employees need training. Provide 5 ideas. R: Review records of workplace accidents to identify if safety training is needed. Analyze employee sick leave data to check if health issues might be related to training gaps. Look at product quality information to see if training could improve outcomes. Examine how effectively employees perform their tasks to determine if training might boost productivity. Collect feedback from workers to identify areas where they feel additional training could help. Advantages of Training - Increases Profitability: Training helps employees become more profit-focused, leading to better financial performance. - Improves Job Knowledge: It enhances skills and knowledge at all levels within the organization. - Boosts Employee Morale: Training raises employee morale and job satisfaction. - Aligns with Organizational Goals: It helps employees understand and connect with the company’s goals. - Enhances Corporate Image: A well-trained workforce can improve the company’s reputation. - Strengthens Relationships: Training improves communication and teamwork between managers and their teams. - Supports Organizational Growth: It contributes to the overall development of the organization. - Provides Work Guidelines: Training helps establish clear instructions for job tasks. Disadvantages of Training - High Costs: Training can be expensive, with costs for development, testing, and operation. - Disruption of Work: Employees may be away from their jobs during training sessions. - Risk of Attrition: Trained staff may leave for better job opportunities. - Potential for Bad Habits: Sometimes, training can reinforce existing bad habits. Barriers to Training - Lack of Management Commitment: Without strong support from management, training may not be effective. - Inadequate Budget: Limited funds can hinder the quality and extent of training. - Skills Gap: Educational qualifications may not always align with practical skills needed. - Coordination Issues: Downsizing trends can lead to coordination problems among workers. - Union Influence: Union rules and regulations can affect the implementation of training programs.