Unit 4 Session 6.pptx

Online MBA Semester I Organizational Behaviour and Human Resource Management Course code - (OMBA-103) Unit 4 : Lesson 6 : Training And Development Part 4 Special Forms of T & D •Team training •Diversity training •Training for global assignments •Training for leadership skills •Orientation training...

Online MBA Semester I Organizational Behaviour and Human Resource Management Course code - (OMBA-103) Unit 4 : Lesson 6 : Training And Development Part 4 Special Forms of T & D •Team training •Diversity training •Training for global assignments •Training for leadership skills •Orientation training Team-Training Coca Cola Program at For manufacturing employees. Focuses on 3 skill categories: 1.Technical: called "four deep training", each individual to learn 4 different jobs to allow for team flexibility 2.Interpersonal: called "adventure in attitudes", focuses on listening, conflict resolution, negotiation etc. 3.Team action: focuses on team leadership, group dynamics, problem solving Advantages of on-thejob and off-the- job On-the-Job Off-the-Job training •Natural and job-related •Expertise and experience of •Lower costs of development measure •Immediate application of newly acquired knowledge •Immediate feedback •Opportunity to monitor development advances •Motivation to learn training conductor •Professional learning environment •Focus on training, limited jobrelated disruptions •Networking among participants out of different functions and countries Levels of Training Evaluation according to Kirkpatrick What are the Reaction Learning immediate reactions of the participants after the training? Have the participants acquired knowledge as it was intended? Questionnaire Tests, Examination Levels of Training Evaluation according to Kirkpatrick Did the training lead Behaviour Results to changed behavior in the participant's daily work? Did the training impact achievement of organizational goals? Observation, Evaluation Performance Indicators Learning Participants Transfer •Cognitive abilities •Learning motivation •Readiness to learn Training •Training quality (Trainer, Media, Structure, Methods, Material, Environment) •Relevance of content Work Environment • Support by colleagues/manager •Opportunity to apply •Feedback Learning Transfer Managers Educators as YouTube Tutorials Training for Leadership Skills/ Succession Planning Development of leaders who think strategically is necessary. Leadership development programs focus on helping key executives learn leadership skills. The most crucial one being dealing with ambiguity. Hence a major component of such programs is to build awareness of external challenges, emerging strategies, organizational needs, and what leading firms do to meet the needs. Leadership development is a strategic necessity. Narayana Murthy, the non-executive chairman of Infosys, had changed his designation to the "chief mentor" to communicate the importance of building leaders. GCPL (Godrej Consumer Products Limited) grooms a successor. Xerox, Eicher Group, TCS, HCL Ltd are other firms that have designed formal leadership development programs. Ashok Leyland uses management games and outbound training exercises to identify leadership potential and build leadership skills in employees. Many CEOs don't push their boards to discuss what might happen when they leave, because they don't want to think about it – unless they know their departure is imminent. By that time it's probably too late to start preparing succession candidates. For e.g. no plan was in place at P&G in June 2000, when A.G. Lafley was suddenly thrust into the role of CEO. Choosing the next CEO is the single most important decision of the company's board of directors. It has a profound impact on a company's strategy. At P&G, Lafley and his board of directors began the process of selecting n developing succession candidates as soon as Lafley took office P&G's Criteria Executives: for Senior 1. Character, values, and integrity 2. Proven track record: business, financial, organizational performance 3. Capability n capacity builder 4. High energy n high endurance 5. Visionary n strategic leader 6. Inspiring, courageous, n compassionate n P&G's Criteria Executives: for Senior 7. Inspiring, courageous, n compassionate 8. Productive relationships with colleagues, partners, n other external stakeholders 9. Embraces change. Leads transformational change 10.Calm, cool, n resilient in the face of conflict n criticism 11.Institution builder. Prioritizes greater good n longterm health of the company A framework for selecting a CEO: Ultimately, the choice of a CEO is a calculated bet on how good that leader's judgement will be when it comes to selecting the right people, setting the organization's direction, and handling the inevitable crisis all organizations face. He must remain flexible but focussed. The succession process is an ongoing process n must be supported by appropriate resources, necessary capabilities, n systems. As the hour of succession nears, some candidates move on, but some will run the race till the end. How successful is succession planning? The comeback of Narayana Murthy n other CEOs of prestigious business houses like Apple indicate that a succession plan may not be completely successful. The reasons could be many, a pertinent one being that some individuals are larger than life n possess unique qualities due to which they are virtually irreplaceable. They are often forced to takeover once again in the face of certain crisis situations which the successors find difficult to handle. How successful is succession planning? •It must be noted that some HR issues formed the basis for the declining market position of InfoSys and the comeback of Narayana Murthy. •Cyrus Mistry groomed by Ratan Tata New Developments in T & D TECHNOLOGY N TRAINING Computer-based training Distance training n video conferencing E-Training COMPETENCY-BASED APPROACH TO DEVELOPMENT Competency assessment Competency modeling News Item: Tech an HR enabler, but ‘soft touch' is the key: Allowing technology to solely influence HR decisions can backfire. Since standard solutions so cultural aspects not taken care of. Sometimes metricbased assessments that predict timeframe for project completion have given the wrong outcome Computer-based training (cbt) : Two types: 1.Computer-Assisted Instruction (CAI): Delivers training material directly to the trainee through a computer terminal in an interactive format. Computer-based training (cbt) : .Computer-Managed Instruction (CMI): Normally used 2 in conjunction with CAI. Also called "virtual reality training", an advanced form of computer simulation. Places the trainee in a simulated situation, which is "virtually" the same as the physical work environment. The trainee learns by interacting with the objects in the electronic environment to achieve some goal (e.g. Motorola). Pilots trained through virtual reality. The armed forces use simulation-based training programs for soldiers n officers. For e.g. to train soldiers in combat skills, leadership n decision making (war game simulations). Computer-based training (cbt) A : lso used in training a medical patient. An interactive multimedia system will present a hypothetical patient n the student will take the medical history, conduct medical examination, and analyse lab tests of the patient (say, click on 'examine chest' button and hear the heartbeat). Given feedback about the accuracy of the conclusions drawn and diagnosis made. Both virtual reality training n multimedia training are interactive, the difference lies in the degree to which the learning situation approximates reality. Multimedia training is not a simulation of the actual work environment Etraining: It takes less of work time. A high-tech training method (Cyber Learning). The use of the internet or the intranet of an organization to conduct training online. Leaning portals Say for soft skills (FedEx). Knowledge portal of ICICI called "Wise Guy". Accessible to all employees. 'My Knowledge Corner', a section of the portal contains an inventory of employee skills which helps share expertise across the group. E-learning used for skill up gradation. Conducts 190 e-learning programmes annually. Links training hours completed to the performance score of the individual. Competency assessment: The process of identifying the competencies of successful performers, typically by department, job category, or hierarchical structure. Different from Task Analysis which bases training on what people do. Competency Assessment bases training on who the successful performers are. Competency model: A success profile (framework) created on the basis of competency assessment. Describes the behaviour relevant to success at a firm. It lists the competencies required for effective performance in a specific job, job family, organization function, or process Key Terms • Training • Development • Education • Learning • Training Methods • Evaluation Training • Methods of Evaluation POTENTIAL + TRAINING = GROWTH