2009

Assignment on Training And Development

Zahida Mariyam
Schindlers
14/10/2009
 CONTENTS
1 INTRODUCTION TO HR PAGE
3-4

2 TRAINING 5-16

3 ORGANIZATIONAL CHANGE 17-20

VOTE OF THANKS AND SELF

4 EVALUATION 21

ANNEXURE

5 COPY OF TRAINING POLICY

COPY OF TRAINING
CALENDAR

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 INTRODUCTION
Human Resource Management
“HRM is concerned with the people dimensions in management. Since every

organization is made up of people, acquiring their services, developing their skills,

motivating them to higher levels of performance and ensuring that they continue

to maintain their commitment to the organization are essential to achieving

organizational objectives. This is true, regardless of the type of the organization –

government, business, education, health, recreational, or social action.”

MEANING OF HRM
HRM is management function that helps managers to recruit, select, train and

develop members for an organization. Obviously HRM is concerned with the

people’s dimensions in organizations. HRM refers to set of programs, functions,

and activities designed and carried out.

Importance
No country has ever progressed without improving the quality of its human

resources. With this focus management of human resources has become an

important dimension of organizational ethics - a ‘corporate trend’.

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 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

Motivation
Recruitment &
selection

Orientation & Compensation &

Placement remuneration

Performance
Training &
Appraisals
Development

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 TRAINING
MEANING OF 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.

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 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

employees

 Helps person handle stress, tension, frustration and conflict

 Provides a good climate for learning, growth and co-ordination

 Improves labour management relations

 Aids improving organizational communication

 Helps employees adjust to change

 Improves the moral of 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

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 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 Development is not education
formal education dependent
Training needs depend upon lack or Development depends on personal
deficiency in skills drive and ambition
Trainings are generally need based Development is voluntary
Training is a narrower concept Development is a broader concept
focused on job related skills focused on personality development
Training may not include Development includes training
development wherever necessary
Training is aimed at improving job Development aims at overall
related efficiency and performance personal effectiveness including job
efficiencies

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 Process of Training

Job & Evaluate the Identify Training Design the

Organizational Trainee(s) Needs Training Needs
Analysis

Prepare cost
budget {Cost
Update the benefit analysis}
programme

Design Training
Content, teaching
methods & media
Evaluate the
results

Prepare the
Instructor

Take feedback
form the trainees

Prepare the
Trainee

Gain the
acceptance of the
programme Get ready to
teach

Present the Implement the

operations training
programme

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 Determining Of Training Needs
Training needs are identified on the basis of organizational analysis, job analysis
and man analysis. Training programme, training methods and course content are
to be planned on the basis of training needs.

Training needs = Job & Organizational requirements – Employee specification.

Individual Training Needs Identification Methods

 Performance Appraisals
 Interviews
 Questionnaires
 Attitude Surveys
 Informal Observation
 Group Discussions
 Training Progress Feedback
 Work Sampling
 Rating Scales

Group Level Training Needs Identification

 Organizational Goals and Objectives

 Personnel / Skills Inventories
 Organizational Climate Indices
 Efficiency Indices
 Exit Interviews
 MBO / Work Planning Systems
 Quality Circles

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 Customer Satisfaction Survey
 Analysis of Current and Anticipated Changes

Benefits of Training Needs Identification

 Trainers can be informed about the broader needs in advance
 Trainers Perception Gaps can be reduced between employees and their
supervisors
 Trainers can design course inputs closer to the specific needs of the
participants
 Diagnosis of causes of performance deficiencies can be done

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

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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

Objectives of Training
 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.

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 Training Costs
This includes cost of

 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

On the Job Trainings: These methods are generally applied on the workplace
while employees is actually working

Off the Job Trainings: These are used away from work places while
employees are not working like classroom trainings, seminars etc. Following
are few of the off-the-job methods;

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 Classroom Lectures: It is a verbal lecture presentation by an instructor to
a large audience
 Audio-Visual: It can be done using Films, Televisions, Video, and
Presentations
 Simulation: creating a real life situation for decision-making and
understanding the actual job conditions give it
 Case Studies: It is a written description of an actual situation and trainer
is supposed to analyze and give his conclusions in writing. The cases are
generally based on actual organizational situations. It is an ideal method to
promote decision-making abilities within the constraints of limited data.
 Role Plays: Here trainees assume the part of the specific personalities in a
case study and enact it in front of the audience. It is more emotional
orientation and improves interpersonal relationships. Attitudinal change is
another result. These are generally used in MDP.
 Sensitivity Trainings: This is more from the point of view of behavioral
assessment, under different circumstances how an individual will behave
himself and towards others. There is no preplanned agenda and it is instant.
Advantages – increased ability to empathize, listening skills, openness,
tolerance, and conflict resolution skills. Disadvantage – Participants may
resort to their old habits after the training.
 In Basket Method: the trainees are first given background information
about a simulated company, its products, key personnel, various
memoranda, requests and all data pertaining to the firm. The trainee has to
understand all this, make notes, delegate tasks and prepare memos within
a specified amount of time. Abilities that this kind of exercise develops are

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  Situational judgment in being able to recall details, establishes
priorities, interrelate items and determine need for more
information.
 Social sensitivity in exhibiting courtesy in written notes, scheduling
meetings with personnel involved and explaining reasons for actions
taken and
 Willingness to make decision and take action.

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.

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and trainer and their contribution to raise production, reduce wastage,
breakage, minimization of time requirement etc.

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 are:

1.Immediate assessment of trainees’ reaction to the pro-gram.

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.

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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.

Inference:
 In the immediate sense, the specific course of training can be evaluated in
terms of written and performance teats. The test is supported by a sample
of what the trainee knows or can do. Successful accomplishment of the
tests would indicate successful training. But the true test is whether or not
has been learned in training is successfully transferred and applied to the
job. It is dangerous to rely upon tests alone to demonstrate the true value
of training. Performance appraisal on the job before and after training may
be supplemented to the tests. Cost-Value
Relationship must also be taken into account to assess the effectiveness of
the training. Cost factor in training should be taken into consideration in
evaluating the training effectiveness. Cost of various techniques of training
and their value in the form of reduced learning time, improved learning
and higher performance can be taken into account.

Any one of the possible combination of the methods of training evaluation

listed below can be used by an organization for evaluation depending upon
the need and convenience.

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 Organizational Change

Change has become one certainty in the business today. Mergers, acquisitions,
downsizing, and corporate restructurings continue to transform the global
business landscape. At the same time, emerging technologies, the push
towards a global economy, and the imperative of all organizations to compete
more effectively are all rewriting the rules of business engagement, altering
the components of the “psychological” contract that has long existed between
employers and employees, and thus transforming the very nature and notion
of work itself.

Meaning
Organizational change means moving from an old way of doing things to a
new one that will bring positive outcomes. The transitional stage may be
difficult, even painful.

Need for Organizational change

Significant organizational change occurs under the following circumstances:

External Forces of Change:

 Marketplace
 Labor markets
 Economic Changes
 Technology
 Laws and Regulations

Internal Forces of Change

 Corporate Strategies
 Workplace
 Technology and Equipments
 Employee Attitudes

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Change Agents: (Who can bring about change?)
Managers
External Consultants
Staff Specialists
Process of Change
Lewins Three steps

Kurt Lewin theorized a three-stage model of change that has come to be

known as the unfreezing-change-refreeze model.

Stage 1 – becoming motivated to change (unfreezing)

This phase of change is built on the theory that human behavior is established
by past observational learning and cultural influences. Change requires
adding new forces for change or removal of some of the existing factors that
are at play in perpetuating the behavior. This unfreezing process has three
sub-processes that relate to a readiness and motivation to change.

Stage 2 – change what needs to be changed (unfrozen and moving to a

new state)
Once there is sufficient dissatisfaction with the current conditions and a real
desire to make some change exists, it is necessary to identify exactly what
needs to be changed. Three possible impacts from processing new
information are: words take on new or expanded meaning, concepts are
interpreted within a broader context, and there is an adjustment in the scale
used in evaluating new input.

Stage 3 – making the change permanent (refreezing)

Refreezing is the final stage where new behavior becomes habitual, which

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includes developing a new self-concept & identity and establishing new
interpersonal relationships.

Phases of Change Process

Phase 1: Clarifying Expectations and Roles for Change Process
This phase is sometimes called the "Contracting" and/or "Entry" phase. This
phase is usually where the relationship between you (the initial change agent)
and your client starts, whether you are an external or internal consultant.
Activities during this stage form the foundation for successful organizational
change. The quality of how this phase is carried out usually is a strong
indicator of how the project will go.

Phase 2: Joint Discovery to Identify Priorities for Change

Whether you are an external or internal change agent in this project, you and
your client will work together during this phase to understand more about the
overall priority of the change effort and how you all can effectively address it.
It might be a major problem in the organization or an exciting vision to
achieve. Together, you will collect information, analyze it to identify findings
and conclusions, and then make recommendations from that information.

Phase 3: Joint Planning of Organizational Development Activities to

Address Priorities
This phase is focused on further clarifying the recommendations of the
previous phase, along with developing them into various action plans. The
various plans are sometimes integrated into an overall change management
plan. Thus, the early activities in this phase often overlap with, and are a

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continuation of, the activities near the end of the earlier discovery phase. This
is true whether you are an external or internal consultant. Action plans
together can now provide a clear and realistic vision for change. They provide
the "roadmap" for managing the transition from the present state to the
desired future state. Development of the various action plans is often an
enlightening experience for your client as members of their organization
begin to realize a more systematic approach to their planning and day-to-day
activities.

Phase 4: Change Management and Joint Evaluation

During this phase, emphasis is on sustaining and evaluating the change effort,
including by addressing resistance that arises from members of the
organization -- and sometimes in the change agent, as well.

Resistance to Change
Uncertainty and Ambiguity
Personal Loss Concerns
Fear of reduction in employment
Fear of demotion
Fear of workload
Disbelief in Change benefits
No employee participation in change

Techniques of Reducing Resistance to Change

Education and Communication
Negotiation
Manipulation and Co-optation
Participation
Facilitation
Coercion

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 Self Evaluation
I thank Mrs………… for covering the topic of Training and
Development and giving us a lot of industry inputs in addition to
the theoretical aspects of the topic.
From her I can to know about the various Organizational Policies
with regard to human resources, like that of symphony’s policy
which strongly states the importance of Personnel
“Business of HR is business”
I also came to know about different training programmes such as
the HCL Eagle Programme which is one of a kind for developing
future leaders for the organization. And, also about the similar
initiatives taken by other organizations such as the TATA and
AMC.
I also came to know about the career prospects in the field of
training. And also about the Training Consultants who provide
opportunity for fresher’s to set their feet in this field. Next India
and Mafoi are two such consultants.
By the end of the class I was clear and confident about preparing
of Training policy. And after making this report I am very clear
about the concepts of Training and Development.
Thank you,

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