Corporate Vision Together we move the world As a reliable partner to our customers, we are striving for a balanced growth

between industry, distribution and automotive industry with top positions for all products in all important market regions worldwide. In doing so we rely on innovative power, creativity and consistent customer orientation as well as on flawless performance in all fields. Qualified and profitable growth is indispensable for making future investments. The cooperation in the Schaeffler Group companies is characterized by performance orientation, constructive teamwork, and the will to achieve continuous improvement of processes and products. Our sustainable development is supported through the long-term policy of a privately owned group with the commitment of responsibility to our employees and the society.

Mission • • • Accelerate through-put and reaction time Globalization (growth and organization) Improvement

A) HRD System: Human Resource Development System is concerned with the planning, acquisition, training & developing human beings for getting the desired objectives & goals set by the organization. The employees have to be transformed according to the organizations' & global needs. This is done through an organized activity called Training.

RECOMMENDATIONS & CONCLUSION: No doubt Training is a very powerful tool for the smooth functioning of the organization, but it needs to be used with care in order to derive all the benefits. Here are seven recommendations for getting the best out of this tool: 1. Learn about the needs and proficiency of each and every employee before an organization invests its effort, time & money on training. Its better to identify the needs & shortcomings in an employee before actually imparting training to him/her.

* To bring about change in attitudes of employees in all directions. so that the organization comes to know about the deficiencies in the training program & also suggestions to improve upon the same. * To absorb new skills & technology. The cost incurred on the training program should not exceed its benefits.2. Focus of training should be on priority development needs and to produce strong motivation to bring change in employees. * To reduce defects & minimize accident rate. what needs to be taught or trained. * To prepare employees for more responsible positions. & ever-changing environment. Feedback should be taken from the trainees after the training is over. individual abilities & the present environment. can an organization achieve its objectives. reduce wastage & produce quality products. * To impart to the new entrants the basic knowledge & skills they need for an intelligent performance of definite tasks. Active participation from the trainees should be encouraged. should give training. Only through trained & efficient employees. The method or type of training should be very cautiously selected by the organization depending upon the organizations' resources & an employee's individual need for training. Thus. It benefits both the organization as well as the employee Training plays a significant role in human resource development. Human resources are the lifeblood of any organization. a careful needs analysis is required to develop a systematic understanding of where training is needed. 5. 4. * Helpful for the growth & improvement of employee's skills & knowledge. * To reduce supervision time. 7. 3. 6. and . Introduction to training needs assessment Before training design issues are considered. training is a vital tool to cope up with the changing needs & technologies. There should be a twoway communication between the trainer & trainee. Experienced & skilled trainer. who possesses good amount of knowledge & understanding about the organization's objectives.

Accurate needs assessment can help develop a programme or course based on the real needs of the people that it is serving. A training needs analysis discovers whether there is a discrepancy or conflict between what an employee ought to be doing and that which he or she can do. in fact.Such a needs assessment should enable an explanation to be given on why the training activities should be done. A training needs assessment (also called a “training needs analysis”) therefore identifies the gap between what the job expects an employee to do. and also show that training is. and what the employee is actually doing. and will includeneeds. the best solution for the performance problem or development need. amongst others for: updating knowledge. performance-related or career-related.who will be trained. Unless such a needs assessment has been adequately performed it may be difficult to rationally justify providing training. . on the other. increasing job satisfaction and the fulfillment of personal goals. As time is often limited in training programmes. courses which takes learners’ needs into account can ensure that what is most useful for learners Phase 1 Needs Assessment Assesss training and development needs Organisational and job/task analysis Phase 2 Phase 3 Training Evaluation Defining training needs assessment A training needs assessment can be defined as determining the gap between what an employee must be able to do and what he or she can or is currently doing. skills and job-related competences. How the job ought to be properly done What kinds of needs are there? The individual needs may be personal. A needs assessment can be an important tool for any trainer or organisation planning a programme or course. on the one hand.

Personal development plans can be drawn up in a negotiated way between the line manager/supervisor and the individual staff member.makingdecisions about career choices and career progression. task and person analysis.  identifying personal strengths and weaknesses.  identifying and achieving work values and work targets. career progression. regularly reviewed.  improving qualifications. On this basis individually tailored programmes of staff development. Personal development plans will seek to identify in particular:  the current competencies of staff (which will help to form the basis for an effective skills audit which will show which competencies need to be developed to enable staff to meet work and career targets). Generally. supervisors who draw up personal development plans will require training and ongoing advice and support. creativity. together with training committees. personal effectiveness and life skills. helping others. for monitoring and evaluating the general operation and effectiveness of the personal development plan system.  developing communication. apprenticeships and learnerships where appropriate) designed to enable staff to acquire the relevant competences and meet their work targets and personal and career objectives. 1 building self-awareness. self-confidence and motivation. who will also be responsible. in particular from the organisation’s human resources specialists.g. In particular it helps allow needs to be expressed and made visible. Lists of steps to follow and handy techniques for the assessor abound! Though such checklists are useful (and I will present some) I believe that what is more valuable is the attitude of the assessor. and formally appraised and updated on an annual basis.  the work values of staff (e. the way he or she asks questions and how well he or she really listens to what people are saying. the method of collecting information in questionnaires clearly will be useful in some situations but not in others. . However there are many ways of doing such a needs assessment/analysis. education and support (including internships. training.  individual learning and self-development. Personal development plans The introduction of a personal development plan system will help to ensure that the principle of access and entitlement of all staff to meaningful training and education opportunities becomes a practical reality.  the work and career targets of staff. 1 e approach you take in a particular situation will to some extent be dictated by the constraints and possibilities of that situation. For example. being skilled and respected in one’s work). Doing needs assessments A training needs assessment typically involves a three-step process that includes organisational.

takes time Some people maydominate discussion and other may remain silent Person being interviewed may be inhibited. Determine who can reasonably be expected to meet the needs (if indeed they can be met). therefore. 4. more detailed information can be obtained. can lead to over-high expectations that individual needs will be met. from as wide a base. Collect your information from as many sources. attendance maybe unrepresentative. Training Manual Module 2: Training needs assessment Method Talking and listening to various people Description Various forms including: Individual interviews Group interviews/ discussion Advantages Can lead to openness. 7. What are employees telling you? Probe and question why they feel they need something. allows for rapid response A lot of information may be gained May save time for the assessor. takes time Off-putting to manypeople. timeconsuming to fill in. I will not start by giving you a set of steps to follow but rather what I believe are some important general guidelines for doing a needs assessment. usually done with an interview schedule Formal survey questionnaire filled in by the respondent. Be careful about putting words into employees’ mouths. Formal interview Questionnaire Preplanned interview. Check (and recheck) your understanding with the employees! 6. achieving a sense of individual needs.this section. 3. Assess whether training needs (rather than other needs) are a priority. all voices can be heard Save time. Don’t stop at a superficial understanding of needs. and in as many and varied ways as possible. Tell employees whether you can or cannot meet their needs. coding responses for open-ended questionnaires may be time consuming and difficult. 2. Maybe distributed by mail or e-mail. Designed (educational) event at which needs are assessed Usually a meeting called to discuss someproblem facing the workgroup Workshop . Some guidelines on doing needs assessment e following are seven basic guidelines: 1. mailed questionnaires often have a low return rate Time consuming. 5. unusable for illiterates or the poorly educated. Determine whose needs are being expressed. standardisation useful in large-scale surveys Can allow for a detailed and thoughtful response May be possible to gain endorsement for a surveyor programme Disadvantages Emphasis on personal rather than general needs.

some people may be reluctant to participate and some people maydominate Training Manual Module 2: Training needs assessment Train ng anual Modu e 2: T aining ne ds ssess ent The le els of raining ee s assessm nt N eds asses ment ca b done a different l .needs good planning skills Meeting Attendance maybe poor or unrepresentative.

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