Upload
sem-shaikh
View
738
Download
3
Embed Size (px)
DESCRIPTION
Citation preview
Presented by:- Mr.Sem Shaikh
M.S.University of Baroda Faculty of Post Graduate Master of CommerceDepartment of Commerce & Business
Mgt.
A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.
Develop human resource of the company continuously for better performance to meet objectives.
Provide opportunity for development of different level of employees.
suitable need based training programs Prepare newly inducted staff to perform
their work with high level of competency and excellence.
Meet social obligations of industry to contribute towards the excellence of technical and management education.
Assist the existing and potential customers in the better use of our equipments by training the employees.
Promote a culture of creativity, innovation, human development, respect and dignity.
Achieve excellence in every aspect of working life.
Create environment for the trainees conducive to their character building.
Early apprenticeship programs Early vocational education programs Early factory schools Early training for
unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD
Providing skill input to apprentices and trainees
Identifying training needs and imparting training
Outside deputation for competency enhancement
Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)
HRD can be ‘a platform for organisational transformation,
a mechanism for continuous organisational and individual renewal
and a vehicle for global knowledge transfer’.
Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisation’s culture Meeting changes in the external environment Solving particular problems
Technological change creates requirements for training and development
Organisations that work in less time will have a competitive advantage.
A customer and quality focus will permeate tomorrow’s superior organisation.
The arena for an organisation’s planning and action will be global.
Business strategies now depend on quality and versatility of the human resource.
Work structure and design will change dramatically.
Social attitudes, legal requirements, industrial relations and so on generate training and development needs.
They demand new skills in the workplace
Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g.,• Employee orientation• Skills & technical training• Coaching• Counseling
Development – preparing for future responsibilities, while increasing the capacity to perform at a current job• Management training• Supervisor development
Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives.
Thus, we can bifurcate the benefits of training and development into two broad heads:
Organizational benefits Personal benefits
Improves the morale of the workforce. Leads to improve profitability and more positive
attitudes towards profit orientation Improves the job knowledge and skills at all
levels of the organization. Aids in organizational development Improves relationship between superior and
subordinate.
• Helps the individual in making better decisions and effective problem solving.
• Aids in encouraging and achieving self-development and self-confidence.
• Provides information for improving leadership, knowledge, communication skills and attitudes.
• Helps a person handle stress, tension, frustration and conflicts.
• Helps a person develop speaking and listening skills.
• Helps eliminate fear in attempting new tasks.
Training practices rapidly changing in response to pressures
Impacting instruction design, delivery, and evaluation processes
Global interest in E-learning is growing
Establishing HRD priorities Defining specific training and
objectives Establishing evaluation criteria
Selecting who delivers program Selecting and developing program
content Scheduling the training program
Implementing or delivering the program
Determining program effectiveness – e.g.,
Keep or change providers? Offer it again? What are the true costs? Can we do it another way?
Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD
Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years
HRD aims to get managers and workers ready for new products, procedures, and materials
Implements HRD programs and procedures
On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD
Depends on company size, industry and maturity
No single structure used Depends in large part on how well
the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user
Integrates HRD with organizational goals and strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and budget
Institutionalizes performance enhancement
Consults with corporate strategic thinkers
Helps to articulate goals and strategies
Develops HR plans Develops strategic planning
education and training programs
Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning
HRD is too important to be left to amateurs
HRD should be a revenue producer, not a revenue user
HRD should be a central part of company
You need to be able to talk MONEY