HRM Presentation Version 1.1

8/4/2019 HRM Presentation Version 1.1

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Chapter 10

Training & Development

Syed Hasan Askari -10383

Muhammad Adil Iqbal -10276

Amin ZulfiqarMichelle


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Table of Contents

Introduction

Needs Assessment

Steps to Training &Development

Training & DevelopmentObjective

Program Content

Learning Principles Participation Repetition Relevance Transference

Feedback

Part 1: (Hasan)


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Table of Contents

Training & DevelopmentApproaches

Job Instruction

Job Rotation

Apprenticeships & coaching

Lecture & Video Presentation

Vestibule Training

Part 2 (Adil)


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Table of Contents

Role Playing and BehaviorModeling

Simulation

Self Study & ProgrammedLearning

Laboratory Training

Action Learning

Evaluation of Training &Development

Part 3 (Amin)


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Table of Contents

Development of HR

Employee Obsolescence

International & DomesticWorkforce Diversity

Technological Change

Development, EEO, &Affirmative Action

Employee Turnover

Part 4 (Michelle)


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Objectives

How T & D

Differ.

Justify

Employee

and

Organizational Motives

for

Training

and

Developmen

t.

Reasons for

Including

NeedAnalysis in

the Design

of T&D

Programs.

Impact of

Trends in

GlobalBusiness &

Workforce

Diversity

on T&D

Match

Different

Approachesto Training

with Key

Learning

Principles.

Evaluate

TheEffectivenes

s of T&D

Programs


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Introduction

Training &

Development


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The Benefits of Employee Training

Leads to improved profitability

Improves the job knowledge and skills at all levels of the organization

Improves Morale

Helps people identify with organizational goals

Create Better Corporate Image

Improves the relationship between Boss & Subordinate

Aids in Organizational Development

Helps prepare guidelines for work

Organization gets more effective decision making & problem solving

Developing Leadership Skills, motivation, loyalty, better attitudes.

Increase Productivity & Quality of Work

Cost Control

How Training Benefits The Organization


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Better Decision Making &Effective Problem Solving

Through T&D,Motivational, Variables of

Recognition,Achievement, Growth,

Responsibility &Advancement are

Internalized &Operationalized.

Encourage to Achieve SelfDevelopment &

Confidence

Helps a Person HandleStress, Tension,

Frustration & Conflict

Eliminate Fear

Benefits to the Individual


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Benefits In Personal & Human Relations

ImprovesCommunication

ProvidesInformation on

Equal Opportunityand Affirmative

Action

Info on Govt.Laws &AdminPolicies

ImprovesInterpersonal

Skills

ImprovesMorale

Good Climateof Learning,Growth &

Coordination

Makes theOrganizationa Better Place

to Work &Live


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Steps to Training &Development

NeedsAssessment T&D Objectives

Program

Content

LearningPrinciples

Actual Program

Skills KnowledgeAbility of

Workers

EvaluationCriteria

Evaluation


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A Typical Learning Curve

Lev

elo

fLearning

Low

High

Time


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Learning Principles


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Training & Development

Approaches


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Training & DevelopmentApproaches

Techniques of T& D

Cost-effectiveness

Appropriatenessof the facilities

Desired programcontent

Traineepreferences and

capabilities

Learningprinciples

Trainerpreferences and

capabilities

To use thesetechniques

depends uponthe situation


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Job Instruction

Also calledon-the-job

training

Primarily toteach workers

how to do

current jobs

Supervisor orcoworkerserves as

instructor

On-the-jobtechniques

Job RotationApprenticeships

Coaching


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Job Instruction (cntd)

Off-The-Job

Techniques

Lecture

VideoPresentation

Role PlayingCase Study

Simulation


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Job Rotation

Trainee ismoved from job

to job.

It helps theorganization

when vacations,absences,

downsizing or

resignationsoccur.

It is mostly donewith hourlyemployees.

For example,

McDonnell Douglasdevotes an averageof 40 hours peryear for eachemployees.


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Apprenticeships and Coaching


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Apprenticeships and Coaching(cntd..)

Coaching

It is similar to apprenticeship ascoach provides model for the traineeto copy.

It is less formal than apprenticeshipas it is provided when necessary.

It is always handled by the supervisoror manager.

Participation, feedback and jobtransference are likely to be high.


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Lecture and Video Presentations

Lecture

It tends to rely moreheavily on

communications thanon modeling.

Feedback andparticipation can be

improved whendiscussion is permitted.

Otherwise these will below.


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Development of Human

Resource


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DEVELOPMENT OF HUMAN RESOURCES

Development of currentemployees reduces the

companys dependence onhiring new workers.

If employees are developed, thejob openings are more likely tobe filled internally.

Promotions and transfers alsoshow employees that they have acareer, not just a job.

The employer benefits fromincreased continuity inoperations and from employees

who feel greater commitment tothe firm.

Increases the productivity ofemployees & It helps in thecareer development oforganization and employees too


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STEPS IN EVALUATION OF TRAINING &DEVELOPMENT

Evaluation Criteria

Trained or developedworkers

Pretest

Post testTransfer to

The jobFollow up

Studies


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HR DEVELOPMENT CHALLENGES

Employee

Obsolescence

International& DomesticWorkforce

Diversity

TechnologicalChange

Development,EEO &

AffirmativeAction

EmployeeTurnover


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Reactive approach is less effective and more costly!

Offer programs to develop new skills.

Proactivelyassess the needs of employees.

What must be done?

Failure to adapt to new technology, new procedures, and other changes. The more rapidly the environment changes, the morelikely it is that employees will become obsolete.

Obsolescence results when an employee no longer possesses the knowledge or abilities needed to perform successfully.

What is Employee Obsolescence?


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HR DEVELOPMENT CHALLENGESInternational & Domestic Workforce Diversity

Adjusting to Diversity:

Being sensitive to a diverse workforce isnt just the right thing todo, its the good business thing to do.

Incorporate some of the following programs:

Cultured Diversity Sensitivity Training 53%

Communication Across Cultures Training 32%

Gender Issues Training 42%

Harassment free Workplace Training 71%

Sexual Awareness Training 15%

Disability Awareness Training 56%

Elder Issues Awareness Training 225 firms


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Rapid changes intechnology require firms

to engage in nearlycontinuous improvement.

Technological changeshaving profound impacton training anddevelopment.

Increased need to assessthe developmentalrequirements of currentand future managers,professional and technicalpeoples.

TechnologicalChange


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Development, EEO and affirmative action:

Training and development activities must be conducted in sucha way that they do not discriminate against protected classes.

Employee Turnover:Turnover the willingness of employees to leave one

organization for another.

Departures are largely unpredictable, development activitiesmust prepare employeesto succeed those who leave.

Development programs find that training programs contributeto employee turnover. Therefore, they are reluctant to investmoney in13 workers who may then take their new skills to a newjob at a higher-paying competitor.

It is better to have some trained employees who may leave than to have an

untrained workforce that stays!


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Thank You

Any Question?

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HRM Presentation Version 1.1