HRM ATA 1

An Issue!
Performance problems seem all too
common in your workplace. People do not
seem to be putting forth the needed
effort, and interpersonal conflict on the
work teams seems to be a constant. Is
Training the answer? If so, what kind of
Training should be done?

HRM ATA 2
 Training and Development
Session Agenda
1. What is training?
2. Goal(s) of training.
3. Employee development.
4. Comparison between training and
development.
5. Tackling competitive challenges with
training.
6. Training gives competitive advantage.
7. Instructional design process.
8. Needs assessment.
9. Training transfer process.
10. Changing role of training.
11. Reviewing learning methods.
HRM ATA 3
 What is training ?
1. A planned effort by a company to
facilitate employees learning of job
related competencies.

2. Teaching Organizational members how to

perform current jobs and helping them to
acquire the knowledge and skills they
need for effective performance.
HRM ATA 4
 Four Measurement Levels
Participants reaction to the
Level 1
training at the time of
training

Level 2 Participants learning of the

content of the training

Participants use of their new

Level 3 skills and knowledge back on
the job

Level 4 Companys return on the

training Investment
HRM ATA 5
 Goal(s) of training
Employees should master the

knowledge, skills and behaviors

emphasized in training programs.

Apply them to their day-to-day

activities.

HRM ATA 6
 Employee development
Development refers to formal
education, job experiences,
personality and abilities that help
employees prepare for the future.

Building the knowledge and skills of

organizational members to enable
them to take on new duties and
challenges.
HRM ATA 7
 Comparison between T & D
Training Development
Focus Current Future

Experience Not Required Required

Goal Preparation Preparation

for current for Change
Job

Participation Mandatory Voluntary

HRM ATA 8
 Challenges in Training
Is Training the solution to the problem?
Are the goals of Training realistic and
clear?
Is Training a good investment?
Will the Training work?

HRM ATA 9
 Challenges to HR Development

Employee Obsolescence
When an employee no longer possesses the
required Knowledge & skills to perform
successfully.
Career Plateau
When an employee does well enough not to
be demoted or fired but not so well that
he is likely to be promoted
HRM ATA 10
 Challenges to HR Development
Technological Changes
The rapid change in technology require technically
sound and well trained personnel to deal the situation
Employee Turnover
The willingness of employees to leave one organization
and join other creates a real challenge because
departures are very unpredictable
Workforce Diversity
The trends toward globalization of the business is
creating the diversity in workforce

HRM ATA 11
Training for Competitive Advantage

1. It is linked to strategic Organizational

goals and objectives.
2. Uses an instructional design process to
ensure that training is effective.
3. Compares or bench marks the
Organizations training programs
against training programs in other
Organizational setups.
HRM ATA 12
Instructional design process
1. Conducting Need Assessment

Organizational analysis
Person analysis
Task analysis
2. Ensuring Employees Readiness for
Training
Attitudes, Motivation and
Basic skills HRM ATA 13
Instructional design process - contd.
3. Creating a learning Environment
Identification of learning objective
and training outcomes, Practices,
Feedback and Observation of other
Administering and coordinating
program
4. Ensuring Transfer of Training
Self management strategies
Peer and manager support

HRM ATA 14
Instructional design process - contd.

5. Selecting Training Methods

Presentational techniques
Hands-on techniques
Group techniques
6. Evaluating Training Program

Identification of training outcomes and

evaluation design
Cost-benefit analysis
HRM ATA 15
Conducting
Needs
Assessment

HRM ATA 16
Needs assessment
NEEDS =

REQUIRED RESULTS

CURRENT RESULTS

HRM ATA 17
 Training Process

Need Assessment Phase Conduct of Training

Organization Needs Location
Task Needs Presentation
Person Needs Type

Evaluation

HRM ATA 18
 Training Pressure Points
Performance Problems
Technical Change
Internal Customer Complaints or Request
Work Re-design
New Legislation
Customer or Product Change
Basic Skill Deficiencies

Person Analysis Organizational Analysis

Is it a training problem?
How does training fit with the firm's strategic
goals?

Does the firm have the resources to buy or

develop training?

Do manager and employees support training?

Task Analysis
Identify tasks
Identify knowledge and skills
HRM ATA 19
 Steps to organizational analysis

1. Determine the appropriateness of training

given the companys business strategy.

2. The companys available resources for

training.

3. The support by managers and peers for

training activities.

HRM ATA 20
 Steps to job/task analysis

1. A job or a cluster of jobs are selected.

2. A preliminary list of tasks is developed.

3. Need to be emphasized in training for

employees to complete their tasks.

HRM ATA 21
 Steps to person analysis

1. Determine whether performance

deficiencies are due to the lack of
motivational or work design problem

2. Identify who needs training

3. Determine employee readiness for training

HRM ATA 22
 Training transfer process
1. Trainee Characteristics
Motivation
Ability

2. Training Design
Create a learning Environment
Apply theories of transfer
Use self-management strategies

HRM ATA 23
Training transfer process- contd

3. Work Environment

Management and peer support

Opportunity to perform
Technological support

HRM ATA 24
 Positive climate for transfer

Task cues
Feedback consequences
supervisors support
Lack of punishment
Extrinsic and Intrinsic
reinforcement

HRM ATA 25
Changing role of training - contd.
Teaching Skills & Linking Training to Create &
Knowledge Training to Share Knowledge
Business Needs

Predictable Unpredictable Intellectual Capital

Business Future. to develop
Conditions Training on competitive
Predicted Need Basis. advantage.
Future Needs

HRM ATA 26
 Intellectual capital
1. Cognitive Knowledge (Know What)
2. Advanced Skills (Know How)
3. System Understanding & Creativity (Know Why)
4. Self Motivated Creativity (Care Why)

(Service Industry, Software, Medical Care,

Communications, & Education)

HRM ATA 27
Approaches to Employee Development

Formal education Benchmarks

Assessment Performance
Role plays appraisal
Assessment center 360-Degree
feedback
Mentor
Job experience

HRM ATA 28
 Training Benefits
Leads to improved profitability.
Positive attitudes toward profit orientation.
Improves the job knowledge
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness and trust.
Improves relationship b/w boss & subordinate.
Aids in organizational development.
HRM ATA 29
Helps prepare guidelines for work.
Aids in understanding organizational Policies,
Provides information for future needs in all areas.
Improve the decision making process.
Develop the leadership skills.
Helps to control the cost.
Improve the competency.
Reduce outside consulting cost.
Improve the inter organizational communication.
Helps to manage the conflicts.
Finally increase the productivity.

HRM ATA 30
 Individual Benefits
Improves the problem handling ability.
Improves self confidence.
Improves the facility to face the stress moments.
Improves leadership,communication & attitudes.
Increases job satisfaction & recognition.
Develops a sense of growth in learning.
Helps eliminate fears to adopt new environments
Seems personal goals achievable.

HRM ATA 31
 Inter - group Relations Benefits
Improves group communication.
Makes easy the jobs Orientation & Placement.
Provides information for EEO.
Provides information on other Govt. laws.
Improve Morals.
Makes organizational policies Viable.
Provide good climate for Coordination.
Makes the Organization a place to work & live.

HRM ATA 32
Which Training Techniques do you
recommend for each of the
following occupation? Why?

1.A Clerk in office setting

2.A Plumber

3.An Assembly-line worker

4.An Inexperienced manager

HRM ATA 33
Assume you were hired to manage
a law firm. After a few weeks you
noticed that some lawyers were
more effective than others and
that the less effective ones
received little recognition from
their more productive
counterparts. What forms of
development would you consider
for both groups?
HRM ATA 34
How are external changes
in the environment of
business impacting the
training and development
function in Human Resource
departments?

HRM ATA 35
HRM ATA 36