Training and Development, Coaching, Mentoring, Counseling

Training and Development, Coaching, Mentoring, Counseling

Daw Sanda WinLecturerDepartment of EconomicsNational Management College

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

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What is HRM?

Managing PEOPLE


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Managing people is optimum utilization of people.


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Resources?

Land

Labour

Capital


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Resources

Men Money Materials Machines Methods Management

Information Minutes ( Time )


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Management?

Getting things done through and with other people


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Physical or Mental Work?

MENTAL WORK


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ARTS: Thinking SCIENCE: Doing

Both ARTS and SCIENCE

ARTS OR SCIENCE?


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The term HRM refers to activities

undertaken to attract, develop and

maintain an effective work force

within an organization


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Human Resource Management

All managers

are resource

managers.

Employees are

viewed as valuable

assets.

Matching process,

integrating the

organization’s

goals with

employees’ needs.


Human Resource Management Goals

Develop an Effective Workforce

TrainingDevelopmentAppraisal

Maintain an Effective WorkforceWage and salaryBenefitsLabor relationsTerminations

HRM planningJob analysisForecastingRecruitingSelecting

Attract an Effective Workforce

Company Strategy


HR Activities or Functions1) HR Planning2) Recruitment3) Selection4) Training and Development5) Compensation and Benefits6) Performance Appraisal7) Health and Safety8) Disciplines and Grievances9) Termination or Dismiss


How Important is Training and Development? Organization are always changing

– Technology improves– Organizational values change– Business strategies change– Customer needs change

If KSA are not updated, employees will not perform well. Employees are given the opportunity to perform because

they need to be motivated. However, they will not perform well without ability. ( Performance = A × M × O)

Ability is not just natural talent, it is mostly learned. Therefore, an appropriately trained and developed

workforce can mean the difference between success and failure.

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Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.14

The benefit to the organization of training its staff will be seen in terms of:

• increased efficiency and productivity;• reduction in costs;• reduction in supervisory problems and grievances;• reduction in accidents;• improved quality;• improved motivation and morale among employees;• encouraging a culture of flexibility;• developing a culture of learning;• easing skills shortages;• planning for succession.


The individual will also benefit in terms of:

• the acquisition of new skills;

• increase in employment prospects;

• improved promotion prospects;

• increased ability to cope with the pressures of work

resulting in less stress at work;

• increased job satisfaction.


Training and Development

It is the means by which an organization invests in its employees.

Change requires new skills and attitudes, so organizations that do not invest in training and development cannot hope to benefit from change.

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Training and Development

DefinitionsTraining is designed to permit learners to

acquire knowledge and skills needed for their present jobs.

Development involves learning that goes beyond today’s job and has a more long-term focus.

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Training Versus Development

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Learn specificbehaviors and actions:

Demonstrate techniquesand process

Understand informationconcepts and context:Develop judgment:Expand capacitiesfor assignments

Shorter-term Longer-term

Performance appraisals,Cost/benefit analysis,

Passing tests, orcertification

Qualified people available when needed:

Promotion from within possible: HR-based

competitive advantage

Focus:

Time Frame:

EffectivenessMeasures:

Training Development


Different Views upon Training and Development

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Traditional Now

1. Expense or cost 1. Investment

2. Cut from the budget

2. Changes in the perception of people as a resource

3. Training 3. Learning

4. Offer a job 4. Promote Employability


Top Management Support

Commitment from Specialists and Generalists

Learning Styles

Other Human Resource Functions

Factors Influencing Training and Development

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Model of a training system


Training Cycle

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Organizational Training Policy

Identification of Training Needs

Plan of Training Required

Implementation of Training

Evaluation of Training


Training Needs Assessment

Organizational analysis involves determining the appropriateness of training, giving the company’s business strategy, its resources available for training, and support by managers and peers for training activities.

Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their jobs.

Person analysis involves determining whether performance deficiencies result from a lack of knowledge, skill or ability, identifying who needs training and determining employees' readiness for training.


Training Needs Assessment

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The Skills Gap

Skills Already Acquire

d

Skills Needed


Training needs analysis

This seeks to identify the gap between:• the knowledge and skills possessed and the knowledge and

skills required;

• actual performance and target/standard performance

The analysis is not confined to individuals, but to teams,

departments and the corporation as a whole.

The training need is any shortcoming, gap or problem that

prevents the individual or organization achieving its objective

and can be overcome or reduced by training.


Levels of Training Needs Assessment

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Organization – wide – sources Grievances Observations Exit interviews Accidents Complaints Waste/ Scraps Equipment use Training observations

Task Analysis SourcesJob requirements = Employee KSAs

Job description Requirements = Job Specifications

Individual Employee SourcesTests Questionnaires Records Attitude Surveys Performance Appraisals


Using Job Performance to Analyze Training Needs

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Plan of Training Required

TechniquesFacilitiesLocationsTrainers

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Implementation Phase

Once training needs have been assessed and training

objectives identified, then appropriate the training

approaches and methods must be selected.

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Training Approaches On the job training places the employees in actual work

situations and makes them appear to be immediately productive.

Simulation uses a training site set up to be identical to the work site.

Cooperative trainings both mix classroom training and on- the- job experiences. e.g. internships, apprenticeships training

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Training Approaches Behaviorally experienced training focuses less on physical

skills than on attitudes, perceptions, and interpersonal issues.

Example Case studies, Business games

Classroom and Conference training: Training seminars,

courses, and presentations can be used in both skills- related and

developmental training.

Distance Training: Many colleges and universities are using

interactive two-way television to present classes.

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Consideration when selecting training Approaches

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Evaluation Phase

Ways of Evaluation of Training

– Cost/benefit analysis– Benchmarking – Levels of Evaluation

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Balancing Costs and Benefits of Training

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Costs•Trainer’s salary•Materials for training•Living expenses •Costs of facilities•Equipment•Transportation•Trainee’s salary•Lost Production (opportunity cost)

Benefits•Increase in production

•Reduction in errors

•Reduction in turnover

•Less supervision necessary

•Ability to advance

•New capabilities

•Attitude changes


Benchmarking Benchmark measures of training that are compared

from one organization to others. HR professionals in an organization gather data on

training and compare it to data on training at other organizations in the same industry and same size.

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Levels of training evaluation

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Levels of training evaluation

Reaction: Organization evaluate the reaction level of trainees by conducting interviews or by administering questionnaires to the trainees.

Learning: Learning level can be evaluated by measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes.


Levels of training evaluation (Cont.)

Behavior: Behavioral level involves measuring the effect of training on job performance through interviews of trainees and their coworkers and observing job performance.

Results: Results, such as productivity, turnover, quality, time, sales, and costs, by measuring the effect of training on the achievement of organizational objective.


Steps to Effective Training and Development View training and development as an investment. Match training and development to organizational

objectives. Assess training needs in consultation with the potential

trainee and the line manager. Don’t treat training as a punishment. Put a monitoring and evaluation procedure in place.

Remember that leaning never stops. Structure the training.

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Coaching• Coaching is

• a personal (usually one-to-one),• on-the-job approach • used by managers • to help people develop their skills.

• Managers have a personal responsibility for ensuring that subordinates acquire and develop the skills they need.

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Coaching (Cont.)

• The need for coaching may arise from formal or informal

performance reviews

• Opportunities for coaching will emerge during normal day-

to day activities.

• Every time you delegate a new task to someone, a coaching

opportunity is created to learn any new skills or techniques.

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Coaching (Cont.)

• It is used in a large number of organizations

• Coaching at work survey found an overwhelming

80% of managers believed they would benefit

from more coaching in their place of work.

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Coaching Steps Step 1: You do; you say.

– The coach explains a procedure while performing it. Step 2: They do; you say.

– The coach to have the employee do the same procedure as the coach explains each step.

Step 3: They do; they say.– Finally, as the coach observes, the employees perform the

task again as they explain to the coach what they are doing.– Employees create the new steps they learned.

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Potential Pitfalls1. Misunderstanding

2. Lecturing

3. Insufficient Time

4. Harping Back

5. Reluctance

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Mentoring Mentoring is

– a personal development relationship in which

a more experienced person helps a less

experienced person.

– a process for the informal transmission of

knowledge, and psychological support which

are relevant to work, or career development.45


Coaching is not MentoringA Coach

is not senior to the person and not typically give advice or pass on experience.

is frequently delivered by line managers with their teams.

A Mentor is a more senior person

who shares experience and advices a junior person

is not typically the line manager, but someone who is available for advice and guidance when needed.

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Counseling Counseling is

– a process that focuses on enhancing the psychological well-being of employees.

– some kind of sharing thoughts and feelings with someone not personally involved in an employee’s life.

– amp to develop a clearer understanding of his/ her concerns and help him/ her acquire new skills to better manage personal and educational issues.

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Coaching is not CounselingCounseling

deals with personal problems

begins with a problem is sought by people

having difficulties focus on the past and the

origins of problems

Coaching addresses workplace

performance begin with a goal is used by high achievers

as much as beginners. focuses on the future and

developing a workable solution.

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Thank You Very Much For Your Attention

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Leadership & Management

Training and Development, Coaching, Mentoring, Counseling