Unit 4 session 9 Organizational Change Management.pptx

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 4: Lesson 9 : Training and development part 1 Training and development Training is expensive. Without training, it is more expensive. Nehru 2 HRM Landscape 3 Main Questions 1.What can be...

Online MBA Semester I ORGANIZATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT Course Code - (OMBA-103) Unit 4: Lesson 9 : Training and development part 1 Training and development Training is expensive. Without training, it is more expensive. Nehru 2 HRM Landscape 3 Main Questions 1.What can be learned through training? 2.In which corporate scenarios are training courses typically used? 3.How can a training event be designed and developed in order to meet predefined learning objectives? 4.How to ensure that employees transfer what they have learned during training into real life? 5.How do modern media and working conditions influence the way people learn in a company? 4 LEARNING: An Integral part of training LEARNING: An Integral part of training • Definition • Laws of Learning • Types of Learning • The role of rewards and punishments 5 The process of altering employee behaviour and attitudes in a Chitk way that increases the probability of goal attainment. Involves changing: •Knowledge •Skills •Attitudes General training helps gain skills that can be used in most workplaces (e.g. Communication skills) Specific training Helps gain information n skills that are directed specifically to the employee's workplace viz. non- transferable skills that are organizationspecific 6 TRAINING • Increases job skills— Specific skills • Short-term perspective, present- focussed • Job centred • The role of a trainer is very important • Technical skills (Nonmanagement personnel) DEVELOPMENT • Shapes attitude- Overall growth, continuous process • Long term perspective, future-focussed • Career Centred • The role of internal motivation for self development • Managerial skills (Broad range of skills applicable across 7 TRAINING • TRAINING Organized activity that aims to increase the knowledge and skills of employees for particular purpose • Planned n systematic process • Learning inherent in training LEARNING • A relatively permanent change in behaviour that results from practice or experience • Formal as well as informal • Learning may not be conscious • Formal learning occurs during a training episode 8 Why Training & Development? • • • Taken together T & D refers to a planned, continuous effort on the part of the organization to improve employee competency levels and firm performance Designed to align employees of a firm with its corporate strategies. The two terms are often used interchangeably Management development activities attempt to build sound reasoning processes so as to enhance the employee's ability to understand n interpret knowledge 9 Purposes of T & D Induction Updating Preparing For the Future Competency Development And Identification of Training needs • Simulation And Game Play • Performance improvement (Reduces wastage n spoilage, improves quality) • Skill updating (Flexibility to adapt to change) • • • • 10 Purposes of T & D • Solving organizational problems (Moulds employee attitude n morale, greater loyalty and cooperation) • New employee orientation • Preparation for promotion • Opportunities for personal growth 11 Need And Importance Of Training • • • • • • • • • • Entry of New recruits Promotions To prevent Skill obsolescence To increase Productivity To improve Quality To meet organizational Objectives To improve organizational Climate To prevent Accidents To avoid boredom, Monotony and Fatigue To support personal Growth and development 12 Areas of Training •Enhancing Knowledge •Technical Skills •Interpersonal Skills 13 Benefits of T & D • Organizational Benefits • Customer Benefits • Employee Benefits 14 Organizational Benefits • Increased efficiency, profitability, productivity • Reduced voluntary and involuntary turnover (terminations due to skill deficiency) • Employees more accountable as they gain more skills n knowledge Customer Benefits • Better quality of products n services 15 Employee Benefits • Improved performance • Enhanced motivation • Job becomes more rewarding • Opportunity for upward mobility in the firm • Increase in employability (Skilled workers seen as more attractive by competitors) 16 Emergence of Training as a Strategic Organizational Activity THE REASONS: • Advances in Technology • Work Redesign • Mergers & Acquisitions • Restructuring • Workforce Diversity • Employee Mobility • Customer Demands 17 Advances in Technology: Continuous learning important for both managers and workers in a dynamic environment. Training and retraining required. Technology impacts jobs across all hierarchical levels. Due to technological advances, many skills become obsolete and new skills are required. Work Redesign: Due to this broader responsibilities are assigned to the employees. Required to take initiative, develop interpersonal skills, work in teams, manage conflicts to perform well. Need to acquire a broad range of skills. Cross-functional training required to work in cross18 functional teams. Mergers and Acquisitions: Require the integration of employees of two organizations that have different cultures. In the face of such corporate changes training becomes a strategic tool. Restructuring: Whenever organizations downsize or reorganize, training needs such as learning new skills, building morale, effective outplacement, managing change emerge. Workforce Diversity: Cross-cultural training, different learning styles, trainers need to design and deliver training modules to help organizations address diversity issues 19 Employee Mobility: The notion of lifetime employment stands challenged, firms are hiring more frequently. Orienting n integrating new employees to the workplace is taking more of an organization's time Example: TCS has developed an online game as a part of the induction kit of the new recruit with the goal of familiarizing TCS inductees around the world with the common global culture of the company. Not easy coz TCS employs nearly 73,000 people of 53 nationalities in 34 countries n recruits nearly 3000 people every month. 20 Organizational trends towards outsourcing: A challenge for T&D activities of the firm. As firms outsource n increase their contingent(temporary/part time) workforce, their core investment in workforce skills decreases. Segments of the work force that were formerly considered part of the organization are now either contingent workers or are located in external supplier firms that are usually smaller n have less capacity n fewer resources to train. In this context, individuals have to assume greater responsibility for their own skill development so as to remain employable 21 Customer Demands for new and better products: Customers more conscious in the knowledge economy. The changed retail scenario. A transition from the manufacturing to the services sector. Quality service required to satisfy the customer expectations. A number of companies (Maruti, Godrej, Mahindra n Mahindra) focussing on upgrading sales training. A proactive sales force required coz the company's relationship with distributors and dealers is most important. HLL rolled out 'Project Dronacharya'. LG organises workshops every year that are aimed at arming its sales n marketing team with the skill sets to handle trade n 22 customers The strategic role of training in today's knowledge-based economy is managing and retaining rare talent. The challenge lies in retaining employees in the face of limited budgets. 23 Thank You https://onlinechitkarau. com