Training and Developing Workforce & Od

7/29/2019 Training and Developing Workforce & Od

1/15

Concept

Need of Training & Development

Evaluation

Principles of Learning

Interventions in OD


2/15

After an employee is selected, placed and

introduced he or she must be provided with

training facilities. Training is the act of

increasing the knowledge and skill of anemployee for doing a particular job.

Training is a short-term educational process

and utilizing a systematic and organized

procedure by which employees learntechnical knowledge and skills for a definite

purpose.


3/15

The importance of human resource

management to a large extent depends on

human resource development.

The objective of TQPM can be achieved onlythrough training because training develops

human skills and efficiency.

The need of Training and Development can be

better understood with the benefits providedby Training and Development programmes.


4/15

Benefits from Organization point of view:

Leads to improved profitability Improves the job knowledge and skills at all levels of the organization

Improves the morale of the workforce

Helps people to identify the organizational goals

Helps to create a better corporate image

Improves the relationship between the superiors and subordinates

Aids in developing leadership skill, motivation, loyalty and better attitudes Helps costs down in many areas

Improves organizational communication

Helps to cope up with change

Aids in handling conflicts

Benefits to the individual:

Helps individual in decision making and problem solving skills

Builds self-confidence

Helps to combat with stress, tension, frustration and conflict

Increases job satisfaction

Helps in advancement, achievement and growth


5/15

Specifically, the need for training arises due tothe following reasons:

To Match the Employee Specifications withthe Job Requirements and OrganizationalNeeds

Organizational Viability and TransformationProcess

Technological Advances

Organizational Complexity

Human Relations

Change in the Job Assignment


6/15

Training needs are identified on the basis of:

Organizational analysis

Job analysis

Man analysis

Training needs = Job and org. requirement - Employee

specifications


7/15

The following methods are used to assess the training needs:

Organizational requirements/weaknesses

Departmental requirements/weaknesses

Job specifications and employee specifications

Identifying specific problems

Anticipating future problems

Managements requests

Observation

Interviews

Group conferences

Questionnaire surveys

Tests or examinations

Check lists

Performance Appraisals


8/15

The success or failure of a training programme

quite a large depends on certain principles oflearning. In order to be a training programmesuccessful a training programme should incorporatecertain principles of learning. They are:

Modeling Motivation

Reinforcement

Goal setting

Whole Vs Part Learning

Feedback

Meaningfulness of presentation

Individual Differences

Active Practice


9/15

On-the-job Methods:

Job rotation

Coaching

Job instruction

Training through step-by-step Committee Assignments

Off-the-job Methods:

Vestibule Training

Role Playing Lecture Methods

Conference or Discussion

Programmed Instruction


10/15

The process of training evaluation has beendefined as any attempt to obtaininformation on the effects of trainingperformance and to assess the value of

training in the light of that information.Evaluation of training takes place at five

levels:

Reactions

Learning Job behaviour

Organization

Ultimate Value


11/15

There are three essential ingredients. They

are:

Support throughout the evaluation process.Support items are all four factors of

production.

Existence of open communication channels

Existence of sound management process


12/15

OD is defined as a complex educational

strategy designed to increase organizational

effectiveness and wealth through planned

intervention by a consultant using theory andtechniques of applied behavioural service.

OD has emerged in response to needs-primarily

because of the inadequacy of training and

executive development programmes andsecondly due to fast pace of change itself.


13/15

Initial Diagnosis

Data collection

Data Feedback and Confrontation

Selection and Design of Interventions Implementation of Intervention

Action Planning and Problem Solving

Team Building Intergroup Development

Evaluation and Follow-up


14/15

OD interventions/techniques are the methods createdby OD professionals and others. Single organization orconsultant cannot use all the interventions. They usethese interventions depending upon the need orrequirement. The most important interventions are:

Survey Feedback Process Consultation

Goal Setting and Planning

Managerial Grid

Team Building

MBO Job enrichment

Redesigning Organizational Structures

Quality Circles


15/15

THANK YOU

Documents

Training and Developing Workforce & Od