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HUMAN RESOURCES MANAGEMENT

TRAINING & DEVELOPMENT

Assigned by:

Dr. Tahir

Presented by:

MUHAMMAD Mubashar Haroon.


Roll # 882, Semester I M. B. A. College of Business Administration, Lahore.

CONTENTS
Topics
1. HUMAN RESOURCE DEVELOPMENT AND

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ORGANIZATIONAL LEARNING.

Human Resource Development Development Training Purposes of Development Development Activities Training & Development strategy Benefits of Training & Development The Learning Organization

2. TRAINING & DEVELOPMENT NEEDS. The Training Process. Training Needs Analysis

Training Gap
3. METHODS OF TRAINING & DEVELOPMENT.

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Individual Development Program Format Training On the Job Training. The Learning Cycle (Kolb)

4. VALIDATION AND EVALUATION OF TRAINING.

Validation of Training Evaluation of Training Ways of Validating and Evaluating a Training Scheme.

HUMAN RESOURCE DEVELOPMENT AND ORGANIZATIONAL LEARNING


Human Resource Development: The process of extending the personal abilities and qualities by means of education, training and other learning experiences is called Human Resource Development. Development: The growth of a persons ability and potential through the provision of learning and education experiences is called Development. Training: The planned and systematic modification of behavi0or through learning events, programs and instructions which enable individuals to achieve the level of knowledge, skills and competence to carry out their work effectively is called Training. Purposes of training & development: i. ii. iii. Ensure the organization meets current and future performance objectives. Continuous improvement of performance of individuals and team. Maximizing peoples potential for promotion and growth.

Development activities: i. ii. iii. iv. v. Training (both on and off job). Career planning. Job rotation. Appraisal. Other learning opportunities.

Training & development strategy (steps): Step 1: Step 2: Step 3: Identify the skills and competences needed by the business plan. Draw up the development strategy. Implement the strategy.

Benefits of training & development program: For Organization: Minimize the learning cost, Increase productivity, Fewer accidents, Less need for detail supervision, Flexibility (multi-skilling), Management of changes, Motivation. For Individuals: Enhance the value of employee, Psychological factor, Increase job satisfaction. The learning organization: An organization which facilitates the learning of all its members and continuously transform itself.

TRAINING & DEVELOPMENT NEEDS


The training process: Step 1:Identify and define the organizations training needs. Step 2:Define the learning required. Step 3:Define training objectives. Step 4:Plan training programs. Who provide the training? Where the training takes place? Divisions of responsibilities between trainers line management or team leaders and the individual personally. Step 5:Implement the training. Step 6:Evaluation. Step 7:Go back to step 2. Training needs analysis cover 3 issues:

Current state Organizations current state Existing knowledge and skills Individual performance Desired state

Desired state

Knowledge and skills required Required standardad

The difference between the above two columns is called training gap.

METHODS OF TRAINING & DEVELOPMENT


1. Individual development program: A clear developmental action plan for an individual which incorporates a wide set of developmental opportunities including formal training. Its purposes are: Improving performance in existing job. Developing skills for future career. Steps for preparation of personal development plan are: SWOT (strength, weaknesses, opportunities, threats) analysis. Set goals to cover performance in the existing job. Draw up action plans to achieve goals. 2. Formal training: Internal courses. External courses. Day release per week, Distance learning, Evening classes, Revision courses, Block release, Sandwich courses, A sponsored full time course. Computer based training.

Techniques (lectures, discussions, seminars, exercises, case studies)

3. On the job training: The assignment should have a specific purpose from which the trainee can learn and gain experience. The work should not be too complex. The
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organization must tolerate any mistake which the trainee makes. Mistakes are an inevitable part of on the job learning. Methods of on the job training are demonstrations, instructions, coaching, job rotation, temporary promotion, assistant to position, action learning, committees and project work.
4. The learning cycle: (Kolb)

Kolb suggested that classroom- type learning is a special activity. Experiential learning involves doing, however, and puts the learners in an active problem-solving role: a form of self-learning which encourages the learners to formulate and commit themselves to their own learning objectives.
Concrete experienc e

Applying / testing the implication of concepts in new situation

Observation and reflection

Formation of abstract concepts and generalization

VALIDATION AND EVALUATION OF TRAINING


Validation of training: Observing the results of the course and measuring whether the training objectives have been achieved. Evaluation of training: Compare the actual costs of the scheme against the assessed benefits which are being obtained. If the cost exceeds the benefits, the scheme will need to be redesigned or withdrawn Ways of validating and evaluating a training scheme:

Trainees reactions to the experience: Asking the trainees whether they thought the training program was relevant to their work, and whether they found it useful.

Trainee learning: Measuring what the trainees have learned on the course by means of a test at the end of it.

Changes in job behavior following training: This is relevant where the aim of the training was to learn a skill.

Organizational change as a result of training: Finding out whether the training has affected the work or behavior of other employees not on the course.

Impact of training on organizational goals: See whether the training scheme (and overall program) has contributed to the overall objectives of organization.