Summary Sheets for Revision

HRD Part 2
Important Points

1. This Summary Sheet shall only be used for Quick Revision after you have read the
Complete Notes
2. For Building Concepts along with examples/concept checks you should rely only on
Complete Notes
3. It would be useful to go through this Summary sheet just before the exam or before
any Mock Test
4. Questions in the exam are concept based and reading only summary sheets shall not
be sufficient to answer all the questions

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 We have discussed about Acquisition of Human Resources earlier in the course. In this unit we shall
discuss about Training and Development and Career Planning and Development

1 Training and Development

Training and development are vital part of the human resource development. Training and development
are required because

1. Need for additional hands to cope with an increased production of goods and services
2. Employment of inexperienced and unskilled workforce for whom training is mandatory
3. Old employees need refresher training to enable them to keep abreast of the changing methods,
techniques, and use of sophisticated tools and equipment
4. Need for enabling employees to do the work in a more effective way
5. To increase the morale and satisfaction

Training and development encompass three main activities: training, education, and
development

1. Training: As per Edwin Flippo, Training is act of increasing knowledge and skills of an employee
and changing the attitude for performing a particular job
2. Education: Education is meant for development of individual from social, mental, and physical
perspective. It is used in more generic sense and is meant for school and college learning
3. Development: Development is not associated to a particular job, but it is meant for overall
development of the individual which might help in realizing future potentials of the candidate

1.1 Distinction between Training and Development

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 1.2 Types of Training
1. Induction: Introducing or orienting a new employee to the organization and its procedures and rules
2. Job Training: This training is for the job that worker must handle. It gives information about
machines, process of production etc.
3. Apprenticeship Training: In this both knowledge and skills is imparted for doing a job using
vocational training. The trainees also get salary during this training. This is like earn while you learn
4. Internship Training: In this industry enter arrangement with vocational or educational institutes
where industries impart practical knowledge to the students. For example, engineering students are
required to undergo 6 months internship in the final semester
5. Refresher Training: Also known as retraining, this is for old employees of the organization to
acquaint with latest methods of working and latest technology
6. Training for Promotion: The talented employees might be given training to make them eligible and
competent for promotion to higher job in the organization.

1.3 Aligning Training and Development with Business needs

Every organization will have limited resources but unlimited needs in terms of training. So, they need to
find out where to spend and how to spend on training programs. The process which they can follow is as
follows

1. Discover: In this step it is found out what is the cost of training program and how that training
program will help to achieve the objective of the organization
2. Strategies: In this step the risks are evaluated, alternatives are discussed, key problem area are
foreseen, and other likely challenges are discussed
3. Prioritize: It involves prioritizing the training programs which will give greatest value for money. It is
decided which programs should be funded and how success of training program be measured
4. Optimize: Once the training program starts, they are monitored, and results are observed to further
improve the process in the next cycle

1.4 Steps in Training and Development cycle

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 1.4.1 Assessment Stage
This step is also called TNA (Training Need Analysis). The aim of the assessment stage is to understand
whether training is required. Assessment is conducted at three stages - at the level of organization,
individual and the job, each of which is called as the organizational, individual and job analysis

I. Organizational Analysis: The organizational analysis is aimed at short listing the focus areas for
training within the organization and the factors that may affect the same.
II. Job Analysis or Task Analysis: Job Analysis helps find out various operations and conditions under
which job is performed. It gives Job description and Job specification. The organization can know
what kind of jobs are performed and what type of people are required.
III. Individual Analysis: As evident from the name itself, the individual analysis is concerned with who
in the organization needs the training and in which area. Here performance is taken out from the
performance appraisal data and the same is compared with the expected level or standard of
performance.

1.4.2 Methodology Stage

Once the training needs analysis is complete, the next stage is that of Design. This stage involves the
development of content and the training material and selecting the methodology to give the training.
For effective designing one must

I. Know the Employees: Know your employees well before you begin designing training programs
for them. Sit with them and try to find out where all they need assistance
II. Interactive Content: The content needs to be informative but interesting. Include diagrams,
graphs, flow charts, pictures to make your training program interesting
III. Selecting the Technique: There are various techniques which can be used for training. These are
divided into Informational and Experiential techniques. Informational techniques are one-way
communication and are more of theoretical. Examples are lectures, Audio/Video etc. Experiential
techniques are based on learning by doing and it is two-way communications. Examples are Role
Play, Games and Case Study etc. Appropriate technique should be selected based on type of
training and the target audience. The techniques are training are discussed later in the document

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 1.4.2.1 Methods of Training
1. On the Job Training Methods: These are also known as direct instruction. This type of training is
imparted on the job and at the workplace where the employee is expected to perform his duties.
2. Off the Job Training Methods: In these Training Methods Training is provided outside the
workplace

On the Job Training Methods

1. Coaching/Understudy: Coaching also called as Understudy is a one-to-one training. It helps in

quickly identifying the weak areas and tries to focus on them. The subordinate learns through
experience and observation by participating in handling day to day problems. Understudy is for high
end jobs whereas apprentice (discussed later) is for low end jobs
2. Mentoring: The focus in this training is on the development of attitude. It is also one-to- one
interaction, like coaching. Mentoring unlike coaching is usually not related to knowledge base or skill
but with emotional support, counselling, and guidance by mentor
3. Job Rotation: It is the process of training employees by rotating them through a series of related
jobs.
4. Apprenticeship: This method of training is in vogue for those in trades, crafts, and technical fields
such as toolmaker, electrician etc. in which an extended period is required for gaining proficiency.
The trainees serve as apprentices to experts for lengthy periods.
5. Job Instruction Training: Job Instruction Training (JIT), also known as ‘Training through step by step’
involves listing of all necessary steps involved in the job performance with a sequential arrangement
of steps. This method of training is useful at operational level.

Off the Job Training Methods

Job instruction training is included both in on the job and off the job training method depending up on
whether it is used during actual work or during dedicated training period

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 a. Job-Instruction Training: Job Instruction Training (JIT), also known as ‘Training through step by step’
involves listing of all necessary steps involved in the job performance with a sequential arrangement
of steps.
b. Programmed Instruction: In this there is no instructor and instead there is an instruction booklet or
a teaching machine. The instruction is computer oriented in this case.
c. Lectures and Conferences: Lecture and conference are knowledge-based methods. In these more of
theoretical knowledge is imparted. Lecture method is one-way communication whereas Conference
is more of 2-way communication.
d. Vestibule Training: It is also known as Training-Center training. In vestibule training, the workers are
trained in a prototype environment but not at the actual workplace. It is useful when large
number of people need to be trained for similar kind of work.

e. Simulation is any artificial environment exactly like the actual situation. In simulation a real-life
situation is replicated, and participants are required to react in that situation. There are four basic
simulation techniques used for imparting training: management games, case study, role playing, and
in-basket training

I. Management Games: Professionally designed games help to ingrain thinking habits, analytical,
logical, and reasoning capabilities, importance of teamwork, time management etc.
II. Case studies are complex examples which give an insight into the context of a problem as well
as illustrating the main point. It was developed by Christopher Langdell. Case Studies are
trainee centered activities based on topics that demonstrate theoretical concepts in an applied
setting.
III. Role Play: Role playing was introduced by Moreno. In this each trainee takes different role
corresponding to a situation assigned to them. For example, in role play one trainee may be
assigned a role of sales manager whereas other may assigned a role of Sales head and they are
instructed to interact regarding the monthly sales.
IV. In-Basket Exercise: It is also known as in-tray training or “incoming email” training, consists of
a set of business papers which may include e-mail SMSs, reports, memos, and other items
which one faces in a day. Trainee would be required to act on these items and his reactions are
observed. It is checked whether he can prioritize the decisions to be made immediately and the
ones that can be delayed.

f. Sensitivity training: It is also known as laboratory or T-group training which evolved from the
group dynamics concept of Kurt Lewin. This training is about small group sessions in an
unstructured form which requires people to interact and become sensitive to feeling and behavioral
pattern of others.
g. Syndicate Training: Syndicate refers to group of trainees and involves analysis of problem by
different groups where each group is of 8-10 members. Each group is given a problem and each
group presents their ideas to solve the problem with other groups. This is quite helpful in developing
analytical skills

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 h. Brainstorming: In brainstorming a problem is given to the group and each of the members in the
group are required to present their ideas. The brainstorming sessions is free and frank and each one
is encouraged to participate.

i. Transactional Analysis: This is already discussed later in the course

Mapping Purpose and Method of Job Training

If we want to map some of the methods we discussed above with the purpose of training and
development, then below mapping can be done

Purpose Method
Job Knowledge On the Job experience
Coaching
Understudy
Apprenticeship
Mentoring
Organizational Knowledge Job Rotation
Decision Making Skills In-Basket
Case Study
Management Games
Inter-Personal Skills Role Play
Sensitivity Training
Case Study

1.4.3 Organizing stage

Every organization must decide whether Training is to be held in-house or by external agencies

1.4.3.1 In-House or External Agencies

Organization will have two alternatives
1. In Company Program: Large companies usually have in-house trainings. It helps them to train large
number of people at less cost.
2. External Agencies: The program run by external agencies are generally standard and not
customized. Companies must consider content quality, cost, and duration before selecting any
external agency

Irrespective of how training is organized, the care must be taken to ensure right learning techniques is
used. There are two different way of learning

1. Pedagogy (Mechanistic Model): This model consider learner is passive. As per this model education
is imparted and learner just gathers the information. This model is not good for training.
2. Andragogy (Organic Learning model): In this model, man is considered as active. It puts emphasis
on experiencing the learning. This model is better for training and development

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 1.4.4 Evaluation of Training

The various criteria used for measurement of Training and Development are Internal and external
criteria

1.4.4.1 Internal Criteria

Various model used in Internal Criteria for evaluating training and development program are given
below. Let us discuss them one by one

Uirle-Patrick (also known as Kirkpatrick model)

Later a 5th level -> ROI was added to this 4-level evaluation model

CIRO Approach: This focuses on context, input, reaction, and output

CIPP Approach: This focuses on context, input, Process and Product

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 1.4.4.2 External Criteria
Internal criteria do not consider the effectiveness of training vis-à-vis the costs involved in training. It is
especially important to also take costs into account because you need to train your employees within
certain cost.

1.5 Attitude Development

Attitude is a crucial factor to understand because it helps managers to understand their employees in
a better way. It can be described as a persistent tendency to feel and behave in a way towards some
object. Attitude development is an important part to be developed as part of training and
development

1.5.1 Components of Attitudes

Attitudes can be broken down into three components

1. Emotional: Emotional Component involves person’s feelings or their effect – positive, neutral, or
negative – about an object. They play a key role in behavior of employees.
2. Information Component: It consists of Beliefs and information that an individual has about an
object
3. Behavioral Component: Consists of personal tendency to behave in a certain way

2 Career Planning and Development

2.1 Concept of Career

The meaning of term carrier is advancement in life or profession. It is also called sequence of positions
occupied by person during his lifetime. Career of a person does not mean his stay in single organization,
it may span any number of organizations

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 Career is more than just the job or sequence of jobs a person holds over a lifetime. Even the activities,
attitudes and behaviors that are associated with job are also part of career

2.1.1 Career Stages

Super has suggested 5 stages of career development cycle or career cycle

1. Exploration: The exploration stage is the pre-employment stage (early adulthood stage), wherein the
individuals are in their mid-twenties and are in transition from their college life to the work
environment. They form certain perceptions about work.

2. Establishment Stage (25 to 35 years of age): Individual searches for work and gets his first
appointment. It is also called as a learning stage. At this stage, the fresher commits many mistakes
and try to learn from these mistakes. The individual is yet to reach peak productivity at this stage and
hence it is also called ‘going uphill’.

3. Mid-Career Stage (35 to 45 years of age): This is marked by continuous improvement in

performance, levelling of performance or beginning of decrease in level of performance. 3
possibilities for different people at this stage

a. High Flying individuals pick up pace and reach greater heights

b. Bed-Rock type individuals may just be able to maintain normal performance
c. Maladjusted type individuals may start to decline in their performance

4. Late Career Stage: For individuals who continue to grow in mid-career late career is all about time to
relax a bit. These individuals become valuable to the organization because of their experience. For
individuals who have stagnated or started declining in mid-career will not be valued that much

5. Declining stage: This is the last stage of career development. At this stage, an individual must step
out of his work or get a retirement from his official commitments.

2.1.2 Career Patterns/Career Concepts

The expected changes emerge as pattern of movements that occur in life related to work. These are
known as Career Concepts. Various Career Concepts are

1. Linear Career Concept: Plan for upward movement within the same profession using organizational
hierarchy. Upward movements of employee are also known as going up the ladder
2. Steady State Career: Individuals choose a profession, acquire higher skills, but do not choose to go
higher up in the hierarchy
3. Transitory Pattern: Individuals shift from one job to another not necessarily related to the previous
one without acquiring any excellence
4. Spiral Career: Individuals take on a new job, work hard, perform well, move up in the status and
rank, then move on to another type of work and follow the same pattern of development and
performance
5. Plateau Career: Reaching a level higher than where one started but then continuing the same level

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 Author by the name Schein has given comprehensive framework of 3-dimensional model

1. Vertical: Vertical movement is along the hierarchy of the organization

2. Circumferential: Movement by moving in the different divisions of the company
3. Radial: Radial Movement is towards the center of organization where important activities and
decisions are being taken

2.1.3 Career Anchors

Career anchors denote the basic drives that create the urge to take up a certain type of a career. As per
Person by the name Schein there are five such career anchors

1. Managerial Competence: Person having this drive seeks managerial positions that provide
opportunities for higher responsibility, decision making, control and influence over others.
2. Technical or Functional Competence: People having this anchor seek to make career choices based
on the technical or functional content of the work.
3. Security: If one's career anchor is security than he is willing to do what is required to maintain job
security (through compliance with organizational prescriptions), a decent income and a stable
future.
4. Creativity: This drive provides entrepreneurial and innovative opportunities to the people.
5. Autonomy: These people seek a career that provides freedom of action and independence.

2.1.4 Career Roles

We have often seen that Individuals loose interest in the job after certain time. So, managers need to
understand the career planning of the individual. Managers must understand these stages which are
known as career roles. These are

Apprentice: Beginning of the career where he does routine work under the supervision of the mentor

Colleague: Beginning of making independent contribution. Less dependence on superiors for advice and
direction

Mentors: Individual develops ideas, manages others, and must learn to assume responsibility for
subordinates’ work

Sponsors: Needs to broaden perspective and think long term. Needs to define the direction in which the
entire organization or at least a major segment would develop.

2.2 Career Planning or Career Strategy

Career planning has different meaning with respect to Organization and Individual. From an individual
point of view, career planning is process by which he selects his career goals and the path to achieve
these goals. From an organization point of view career planning is identification of individuals and
charting out their career paths and giving the opportunities to grow

Career Planning has benefits both for organization and Employees. Employees get increased
productivity, self-development, higher motivation etc. Organization gets to attract and retain talent

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 2.2.1 Objectives of Career Planning
To identify positive characteristics of the employees, To develop awareness about each employee’s
uniqueness, To respect feelings of other employees, To attract talented employees to the organization,
To train employees towards team-building skills, To create healthy ways of dealing with conflicts,
emotions, and stress.

2.2.2 What is Career Path?

Career path is a logical sequence of positions in an organization to enable an individual to have
knowledge of all activities of the organization (horizontal movement), experience of various levels of
management (hierarchical)

Career Path has two underline concepts

1. Career Line: It is the area/function of work. The career line can be marketing, finance, HR. A
person in his career path may keep shifting from one line to another
2. Career ladder: Career Ladder is basically vertical movement in the hierarchy in any line

2.2.3 Steps in Career Planning

Career Planning involves these 5 steps

1. Identification of individual needs and Aspirations

2. Identification organizational needs and Opportunities
3. Assessment of Individual Strengths and Weaknesses
4. Placement on Career path: After the first 3 steps the individual is placed on the right career path
as per his needs and strengths and the needs and opportunities of the organization.
5. Review of Career plans

2.3 Career Development

Career plan sets career path for an employee, career development ensures that the employee is well
developed before he moves to the next ladder in hierarchy or makes a horizontal movement from one
line to another. For example, if employee has chosen a career path to move from Sales to HR then
career development would mean giving him proper training and exposure to HR Functions.

Career Development is different from employee development since career development has long-term
orientation covering the entire work-life of an individual, employee development has immediate and
intermediate-term orientation.

2.3.1 Career Development Program

Since both organization and individual make efforts for an individual's development, there are two types
of career development programs

1. Career Development Programs by Organization: These are the programs initiated by the
organization

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 2. Career Development Programs by Individuals: These are programs initiated by the individuals
themselves and are also known as Self-Development Programs

2.3.2 Career Counselling in Career Development

The basic objective of counselling in organizational context is to bring an employee back to his normal
position from a position in which he is experiencing a problem or to enhance the self-image of the
employee. Career counselling involves advising and guiding employees in their possible career paths and
the direction in which they ought to be heading.

2.3.3 Essentials of Success in Career

A career success can be measured in form of objective or subjective success

Subjective success factors are those which are kind of not materialistic rather intrinsic. Objective success
factors are those which are linked to money, power, position etc.

2.3.4 Career Development for some Special Groups

There are some special groups which require career development programs more than anyone else.
These are

1. Transgenders: Transgenders face difficulty of being accepted by others in the organizations.

Organization should sensitize the workforce regarding Transgenders
2. Differently abled persons: Differently abled personnel should be put on career paths that do not
require high physical exertion
3. Late Career Employees: If late career employees have learned something which is incompatible with
their career, they should be counselled and guided to forget this and learn new things
4. Schedule Caste and Schedule Tribes: The career development program for them can be additional
opportunities and facilities to learn and develop skills which can put them at par with other
employees

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 5. Women Employees: The women employees must be educated against sexual harassment and given
career paths that do not require high degree of travelling and working late
6. Dual Income Families: Career development programme for these can be related to flexible working
system or timings

2.3.5 Terms related to Career Planning and Development

Term Meaning
Career Career is succession of related jobs, arranged in a hierarchy of prestige,
through which persons move in an ordered (more or less predictable)
sequence
Career Goals Future Position one tries to reach as part of career
Career Cycle The stages through which one goes through as part of career
Career Paths Career path is a logical sequence of positions in an organization to enable
an individual to have knowledge of all activities of the organization
(horizontal movement), experience of various levels of management
(hierarchical)
Career Anchors Career anchors denote the basic drives that create the urge to take up a
certain type of a career
Career Progression Career Progression is making progress in one’s career through right
moves. Progression can be in form of moving the career ladder in a
particular career line or moving through different Career lines to gain
competence
Career Planning Process of selecting goals and path to those goals
Career Development Actions undertaken to achieve the goals
Career Counselling Process of advising employees on setting career goals and assisting them
find suitable career paths

2.4 Self-Development
The career development by individuals is called self-development. Self-Development is also known as
Self-Control or Self-Management. In self-development process following 3 conditions must be met

2.4.1 Concept of Self-Development

Before we understand self-development, it is important to understand the concept of self. Self can be
categorized into two parts

1. Patent -Self: Patent self can also be called external self which normally comprises of individuals
identify and physical features. For example, we recognize a person by saying he is handsome
and has blue eyes
2. Inner – Self: Inner self signifies the behavior patterns, values and other psychological factors
including strengths and weaknesses. For example, if we say person is a very king man then that
is example of inner self

Process of discovering and utilizing the tremendous potential within one’s individual personality is called
self-development. We will discuss about the aspects of self-development at following levels

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 Individual Level

1. Motivational Pattern
2. Locus of Control
3. Power Bases

Interpersonal Level

1. Interpersonal Needs
2. Transactional Analysis

Group Level

1. Being effective member in the work group

2.4.1.1 Individual Level

Motivational Pattern

Different Individuals work for distinct reasons. Some work for money and benefits whereas some work
for satisfaction, appreciation, and self-growth. HR policy of the company needs to be sensitive towards
various needs of employees

Locus of Control

Locus of Control is belief of an individual about who is responsible for what happens in life

1. External: Believe that events are determined by external forces like other influential persons in
society, luck, destiny and so on
2. Internal: Believe individuals can determine events. If one works hard then he can control is destiny

The beliefs in turn decides how the person needs to be treated. One with external locus of control need
be made realized that it was his efforts which lead to satisfactory results so that he believes in internal
locus of control

Power Bases

Power means a person’s potential to get others to do what he or she wants them to do, as well as avoid
being forced to do what he or she does not want to do. They can be of following types:

Coercive Bases: Organizational position, punishment, charisma, personal relationship, closeness to a

source of power, withholding information on resources

Persuasive Bases: Expertise, competence, and modelling. Modelling means example set by behavior

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 2.4.1.2 Interpersonal Level
In organizations most of the situations imply interacting with and influencing others. It is therefore
necessary for individuals to be aware of the process of influence through interpersonal interaction. We
will discuss about the concept of Interpersonal Needs and Interpersonal Interactions (through
Transactional Analysis)

Interpersonal Needs

There are three basic interpersonal needs

1. Need for Inclusion: To establish and maintain a satisfactory relationship with people with
respect to interaction and association
2. Need for Control: It means controlling behavior of people
3. Need for Affection: It means need for love from each other

These needs to be examined for an individual and not for a group. They facilitate creating awareness
about one’s tendency to be wanted to be loved, acknowledged, belonged, or controlled

Transactional Analysis

Transactional analysis is given by Berne. Berne defined three ego states in an individual.

1. Parent: The parent ego state is a result of the messages (conditioning) people receive from their
parents, elders, teachers, and others during their childhood. Their messages are recorded in
people’s heads. These messages help in regulating one’s behavior by telling what is right, what is
wrong.

2. Child: The child ego state is associated with behavior that appears when a person is responding
emotionally. A person’s child ego contains natural impulses and attitudes learned from
experiences. The child ego state can be classified into adopted child, Natural Child, and Little
Professor
a. Adopted state is one which adapts to what must be done to others to get along
b. Natural Child tries to enjoy everything and take things as they come
c. Little Professor is thinking part of the child

3. Adult: This state evokes behavior that could be described as logical, reasonable, and rational.
Behavior from adult ego state is characterized by problem solving, analytical and rationale
decision making

Analyzing Transactions

When two people communicate, one person initiates a transaction with the transactional stimulus. The
person at whom the stimulus is directed will respond with the transactional response. Simple

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 Transactional Analysis involves identifying which ego state directed the stimulus and which ego state in
the other person executed the response.

According to Dr. Berne, the simplest transactions are between Adults ego states. For example, a
surgeon will survey the patient, and based upon the data before him/her, his/her Adult decides that the
scalpel is the next instrument required

But not all transactions proceed in this manner. Some transactions involve ego states other than
the Adult.

This leads us to Parent – Child transactions, which are almost as simple as Adult-Adult transactions. “The
fevered child asks for a glass of water, and the nurturing mother brings it.” In this example, the small
child’s request is the stimuli, and the parent providing the water is the response. This is nearly as simple
as an Adult-Adult transaction.

So far, the two transactions described can be considered complementary transactions. In a

complementary transaction, the response must go back from the receiving ego state to the sending ego
state. According to Dr. Berne, these transactions are healthy and represent normal human interactions

However, not all transactions between humans are healthy or normal. In those cases, the transaction is
classified as a crossed transaction. In a crossed transaction, an ego state different than the ego state
which received the stimuli is the one that responds. An example is as follows:

Agent’s Adult: “Do you know where my cuff links are?” (note that this stimulus is directed at the
Respondents Adult).

Respondent’s Child: “You always blame me for everything!”10

This is one the classic crossed transactions that occurs in marriage. Instead of the Respondent’s Adult
responding with “I think they’re on the desk”, it is the Respondent’s Child that responds back.

According to Dr. Berne, one must look at how the words are being delivered (accents on particular
words, changes in tone, volume, etc.) as the non-verbal signs accompanying those words (body
language, facial expressions, etc.). Transactional Analysts will pay attention to these cues when
analyzing a transaction and identifying which ego states are involved.

Transactional Analysis – Life Positions

People make assumptions about their own worth as well as the worth of the significant people in their
environment. Thomas Harris called these combinations as Life Positions. These life positions are
described in terms of okayness. Thus, the individuals are OK or Not OK. 4 Life positions can be described
as below

1. I am OK you are OK (both have value)

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 2. I am ok you are Not Ok (I have value, but you do not have value)
3. I am not ok, and you are ok (you have value, but I do not have value)
4. I am not ok you are Not ok (neither person have value)

The self-development of individual should be such that people are always involved in complementary
transactions and not crossed transactions

2.4.1.3 Group Level

Team is defined a group of people with high degree of interdependence geared towards the
achievement of a goal or the completion of task. The term group dynamics refers to

Group Dynamics:

1. Internal nature of groups

2. How they form
3. Their structure and processes
4. how they function and affect individuals and organization

How does one perform in a group is important to understand the concept of self-development? Various
stages in group formation are

1. Forming (Awareness) Members with varied awareness get acquainted, understand the team’s
goal and its role
2. Storming (Conflict) Conflict among the members helps the team in defining itself
3. Norming (Cooperation): Norms laid as in how the task will be accomplished? What would be the
rules and regulations of the team?
4. Conforming (Adjustment): Adjusting one with the team expectations and norms
5. Performing (Productivity): Members behave in mature fashion and focus on accomplishing their
goal. Full energy dedicated to work

The self-development at this level should be such that people behave in mature way and are able to
contribute to group goals

2.4.2 Stages of Self-Development

There are 3 stages of self-development 1) Development of self-awareness 2) Awareness of skills
required by you 3) Adopting right methods of skill development for the skills required by you

2.4.2.1 Development of Self- Awareness

It is always useful to do the SWOT analysis of self to understand the strength. SWOT means strengths,
weaknesses, Opportunities and Threats.
There is also a concept of Johari Window given by Luft and Ingham which explains what is meant by
self-awareness. They refer to two dimensions 1) How much of one’s behavior is known to him/her and
2) How much he feels others know him/her

These give 4 windows are Arena, Blind, Closed, Dark.

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 The strategy is to move towards Arena

2.4.2.2 Awareness of skills required

After going through the self-awareness exercise, an individual should identify the skills required for the
success in his career. Skills refer to the proficiency required to use the knowledge to do a work. Skills can
be of two types – Job related, or behavior related

2.4.2.3 Adopting right methods to Acquire Skills

After becoming aware about the skills to be developed, an individual can adopt various methods for
developing relevant skills. He can adopt the following methods

1. Self-behavior management
2. Self-study
3. Time Management
4. Continuous practice

2.4.3 Self-Development and Emotional Intelligence

For a good self-development, a person must be able to have good emotional intelligence. One may have
high IQ, but it is not sufficient to succeed in life. Apart from that high Emotional Intelligence is also
require

Five components of emotional intelligence are

1. Self-Awareness: Ability to recognize, understand one’s mood, emotions, and drives, as well as their
effects on others
2. Self-Regulation: Ability to control or redirect disruptive impulses and moods and propensity to
suspend judgement – to think before acting
3. Self-Motivation: Passion to work for reasons that go beyond money or status and propensity to
pursue goals with energy and persistence
4. Empathy: Ability to understand the emotional make up of others and skill to treat people according
to their emotional reactions
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 5. Social Skills: Proficiency in managing relationships and building networks and ability to find
common ground and build rapport

2.5 Organizational Development

Organizational Development is a long-term strategy which focuses on the whole culture of the
organization to bring about the planned change. It seeks to change the change the attitudes, beliefs,
values, and structure of the organization

2.5.1 Techniques of Organizational Development

1. Sensitivity Training: We have already discussed this earlier

2. MBO: We have discussed this earlier

3. Grid Training and Development: Grid Organizational development is based on blake and mouton
model of leadership called the Managerial Grid which we have already discussed earlier. There are 6
phases of Grid training

a. Grid Training: They learn about managerial grid, learn about different leadership styles on
grid, analyze their own style and work on improving problem solving skills, communication
skills etc.
b. Team Development: Emphasis is placed on improving manager-subordinate relationship and
focus is now on leadership style so that team operates on 9,9 on the managerial grid
c. Inter-Group Development: This phase puts emphasis on improving coordination between
teams
d. Organizational goal setting: Top managers together create an ideal mode of the
organization. They set goals to be tested, evaluated, and refined by managers and
subordinates working together throughout the organization
e. Goal Attainment: Each subunit examines how their activities should be carried out to achieve
excellence and take corrective actions
f. Stabilization: The results of all the phases are evaluated to determine which areas of the
organization still need improvement or alternation. Efforts are made to stabilize positive
changes and identity new opportunities for the organization

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 4. Organizational Redesign: The structure of the organization can be changed to make it more efficient
by altering the flow of authority and responsibility. Changes ca be made such as moving from
product to organizational structure
5. Work Design: It is the process of defining tasks and jobs to achieve both organizational and
employee goals. In this individual job are designed through job design and job redesign
6. Job Enrichment: Already discussed earlier in the course
7. Survey Feedback: The survey feedback lays importance on making the procedures efficient. The task
can be done only if there are good procedure to complete the task. This method was first used at
Institute of Social Research of University of Michigan.
8. Process consultation: Process Consultation is also like survey in which the consultants make
improvements in the process
9. Team Building: Team building is attempted to assist the workgroup in learning how to identify,
diagnose and solve to problems by themselves

2.6 Succession Planning

Succession planning is a process for identifying and developing new leaders who can replace old leaders
when they leave, retire, or die.

2.6.1 Replacement Planning

Replacement planning is kind of unexpected succession planning. If any executive suddenly leaves the
organization or suddenly dies, then there must be someone 2 replace that individual. This is called
replacement planning.

Replacement Planning is essentially making ready a backup. These backups are sometimes called ‘truck
lists’ because these are readily available in case someone is hit by truck.

2.6.2 Succession Planning Process

Below is the explanation of Succession Planning Process by Carranza who studied various companies of
USA

Succession Planning basically involves two set of factors

1. Human resources factors which helps identify which are good or essential managers
2. Business Activity which helps us identify which are essential positions

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 The effective succession planning takes place when essential managers are mapped to essential
positions.

Identification of Key or Essential Managers: Key Managers are identified using potential Appraisal. 4
types of resources are identified (also known as stoner’s types)

i. Stars: Person with high Performance and high Potential/Promotability

ii. Solid Citizens: High Performance but low Potential/Promotability
iii. Learners: Low Performance but high Potential/Promotability
iv. Deadwoods: Low Performance and low Potential/Promotability
b. Based on this classification, the ones with high potential are identified as key or essential
managers

3 HR Outsourcing
HR Outsourcing is a process in which the human resource activities of an organization are outsourced to
focus on the organization`s core competencies.HR outsourcing has become a popular solution for
organizations to remain competitive and cut costs. It also provides skilled professionals who are focused
specifically on HR.

4 Edward De Bono Role in Training

Edward De Bono worked on six thinking hats and Lateral thinking as part of training and development.

4.1 Six Thinking Hats

Edward De Bono devised a new thinking technique to solve any problems. You and your team members
can learn how to separate thinking into six distinct categories. Each category is identified with its own
colored metaphorical "thinking hat." By mentally wearing and switching "hats," you can easily focus or
redirect thoughts, the conversation, or the meeting and be more productive

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 4.2 Lateral Thinking
Lateral thinking is solving problems through an indirect and creative approach, using reasoning that is
not immediately obvious and involving ideas that may not be obtainable by using only traditional step-
by-step logic. The term was promulgated in 1967 by Edward de Bono.

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