Unit 1

HRD

Human Resource Development is the framework for helping employees develops their skills,
knowledge, and abilities, which in turn improves an organization's effectiveness. Human
resource development helps organizations develop their workforce through employee training
and career development which improves organizational effectiveness and performance.

Human resource development may include many different opportunities, activities, and
employee benefits, such as:

 Performance management and development

 Employee coaching
 Mentoring
 Succession planning
 Tuition assistance
 Organizational development

Changing Focus to Training Tools

The different types of training tools which are now in focus are as follows:

 On the job training

 Apprenticeship learning
 Informal learning
 Job instruction training
 Programmed learning
 Audio visual learning
 Simulated learning
 Computer based learning

Unit 2

Transfer of Learning
Transfer of learning is a crucial indicator of training effectiveness because it measures the extent
to which learning during training is applied on the job.  Transfer of training is shown when there
is a statistically significant correlation between learning scores during training and job
performance ratings. However, successful learning that occurs during a training program does
not automatically translate into successful performance in the work environment.  In adopting a
systems approach, HRD professionals can focus on pre-training, during training and post-
training interventions to ensure that trainees transfer the knowledge and skills they have acquired
during training. Positive transfer occurs when training facilitates acquiring a new skill or finding
solutions to a new problem. If training is successful, then the trainee will perform better in
transferring knowledge and skills.

Unit 3

Identification of Training & Development Needs

Carrying out a training needs analysis (TNA) is the best, most cost-effective way to identify the
training needs of the talent in a company, and it’s the first step within the training development
cycle.2

A TNA should give the business answers to the following questions:

 What training is required and why?

 Where is it needed?
 Which individuals need it?
 Who will provide it?
 How will it be provided?
 What are the cost implications?
 How will it impact the business?

Methods of training needs analysis

There are several TNA methods that can answer the above questions. Not all of these approaches
will work for all businesses, so select the method or methods that are best suited to your
organisation:

 Questionnaires
 Observation
 Interviews
 Examine employees’ work
 Assessments and reviews

The levels of a training needs analysis

Understanding the training requirements of employees can be handled with a three-tiered

approach of TNA. It involves:

1. Assess the business.6

Identify the business’s mission and goals regarding employee development, and what
support senior management and managers will offer regarding training. Find out what
 resources are available for training, and if they are sufficient for the projected
development goals.
2. Assess operations and tasks.7
Identify what skills are necessary to perform each task, and then compare it with the
existing skills and knowledge of the staff. This analysis will highlight any potential skills
gaps. You could set up assessment centres, run tests, and observe the team carrying out
key tasks to determine the level of current skills and knowledge, compared to what is
ideally required to perform these tasks.
3. Assess the individual.8
Identify the training needs of each employee by analysing performance reviews and
appraisals. It would also be beneficial to find out from each employee what challenges
affect their day-to-day tasks. Some questions you could ask the management team to
determine the training needs of employees include:

o What mistakes does your team make on a regular basis?

o What actions would you like to see your team take, but don’t?
o When you think about employees performing their jobs optimally, how does that
look?
o What do you think prevents your team from performing a certain task to high
standards?
o What is the one thing you would change in how your team carries out their tasks?
o What task would you like to see your team trained on? What would you like to be
trained on?
o What new technology would help you and your team to carry out your work?
o What new technology would you like to see invented to help you with your work?
Why?

Two findings should emerge from the analysis:

1. Present training needs. The TNA will highlight where training is needed most, what
skills and knowledge are required, and who needs to be trained.
2. Future training needs. What should also emerge is the potential impact that changes in
technology, business development, legislation, and company growth will have on the
organization future training needs.

Unit 6

Non-formal methods of development

 Project-/Problem-based approach
 Collaborative learning
 Peer teaching
 Flipped classroom
 Role-playing
 Learning by doing
 Collaborative learning
 Team games
 Outdoor learning