Unit IV Training and Development

Strategies
 4.1 Introduction
• Investment in training and development of
employees can make them more productive and
effective directly contributing to the bottom line.
• T & D programs aim to improve both the
employees and organizational capabilities.
• May be focused on individual performance or
team performance.
• Should be based on training and development
needs identified by TNA so that investment made
in it is linked to the mission or core business of
the organization.
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• To be effective, T&D programs need to take into
account that employees are adult learners.
• Theory of adult learning or Andragogy is based
on five ideas;
– Adults need to know why they are learning
something,
– Adults need to be self-directed,
– Adults bring more work related experiences into the
learning situation,
– Adults enter into a learning experience with problem
centered approach to learning, and
– Adults are motivated to learn by both extrinsic and
intrinsic motivators.
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• At different stages of careers, employees need
different kinds of training and development
experience.
• There may be four possible learning outcomes;
– Functional competence, an understanding of finance,
accounting, marketing, strategy, IT, economics,
operations, and HRM;
– Understanding context and strategy and how
organizational processes interrelate, to make sense of
societal changes, politics, social values, global issues, and
technological change;
– Ability to influence people, based on a broad
understanding of people and motivation; and
– Reflective skills, to set priorities for work efforts and life
goals.
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 4.2 Scope of Training and Development
Strategy

• Creating a learning organization;

• Competency mapping;
• Multi-Skilling;
• Succession planning, and
• Cross cultural training

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 4.2.1 Creating a learning organization
• Organizational culture and climate to develop,
share and apply the new knowledge and
information.
• Encourages learning among people for acquiring
new skills or knowledge which result to a new
behavior.
• Continuous professional learning, training and
development.
• Organizational flexibility to accept and adapt to
new ideas and changes through shared vision.
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 Steps to create learning organization
Awareness- appreciate the necessity of
continuous learning. Create belief on emerging
future
Environment-peer networks, supportive policies
and systems, and protected time for learning.
Leadership- developing the model, vision,
commitment in the organization to gain
competitive advantage.
Empowerment- employee involvement in decision
making to make them more responsible.
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 Elements/Features of learning organization
• Development of people
• Motivation
• Flexible workforce
• Creative and innovative workforce
• Social interaction
• Team spirit
• Knowledge sharing
• Interdependency
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 4.2.2 Competency mapping
Competency ?
• Any underlying characteristic required
for performing a given task, activity or
role successfully can be considered as
competency.
• Competency consist of work related
attributes, skills, knowledge and
behavior.
• Also called on the job behavior.
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United Nations Industrial Development Organization
(2002)
“A competency is a set of skills, related knowledge and
attributes that allow an individual to successfully
perform a task or an activity within a specific function or
job.”

RANKIN (2002)
“Competencies are definition of skills and behaviors that
organizations expect their staff to practice in work.”

MANSFIELD (1997)
“Underlying characteristics of a person that results in
effective a superior performance.”
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 Dimensions of Competency
Competency may take the following forms:

• Knowledge
• Attitude
• Skill

Other characteristics of an individual including

• Motives
• Values
• Traits
• Self Concept
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Competency Mapping?
• A concept developed by David Cohen to maintain
capability profile for employee development.
• Determining the employees capability in different
job related issues.
• Process of identifying the competencies (technical,
managerial, behavioral, conceptual knowledge and
attitude and skills, etc) needed to perform the same
successfully.
• Competency mapping needs to integrate skill,
knowledge, job behavior etc. with training,
development and succession planning.
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• Competency Map. A competency map is a list of an
individual’s competencies that represent the factors
most critical to success in given jobs, departments,
organizations, or industries that are part of the
individual’s current career plan.
• Competency Mapping. Competency mapping is a
process an individual uses to identify and describe
competencies that are the most critical to success in a
work situation or work role
• Competency profiling It is the process of identifying
the knowledge, skills, abilities, attitudes, and judgment
required for effective performance in a particular
occupation or profession. Competency profiling is
business/company specific.
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 Need for Competency Mapping

• Recruitment and Selection

• Training and Development
• Performance Appraisal
• Compensation
• Career Planning
• Succession Planning
• Replacement Planning
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 4.2.3 Multi-Skilling
• Multi-skilling refers to training the workers
to be able to undertake a wide range of
different jobs, instead of just one.
• Jack of all philosophy.
• An Institutionalised practice to enhance
diversified job related skill.
• Does not mean to be perfect on all, but be
able to handle more jobs within same job
family.
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 VERTICAL MULTISKILLING:
The extent to which
supervisory or
administrative support
tasks are learned by
individuals.

Two Types

HORIZONTAL
MULTISKILLING: This is
learning skills from another
discipline or function
within an organisation.

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• Holistic approach of human potentialities
development to effectively address the
requirement changing work demand.
• Facilitates intra-occupational and inter-
occupational job mobility.
• Helps to be innovative and think differently
in work.
• Save the workers from skill obsolescence.

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 4.2.4 Succession planning

• The process of developing a

systematic approach to building
replacement workers to ensure
continuity, by identifying potential
successors in critical work processes.

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 4.2.5 Cross Cultural Training

• Train the employee to be ease in multi-

culture or inter culture work context.
• Essential to Expatriates.

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