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HUMAN RESOURCES MANAGEMENT SYSTEMS

Training and Development

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Role of the Training Specialist


Training

specialists must be experienced trainers, but much more as well. They must understand the business of the organization, including its strategic context, and the implications that this has for human resources. They must have good analytic skills; they must understand the larger corporate perspective; they must have a clear vision of what human resources planning and development is, and should be, in their organization; and must be able to explain this vision to others. Very importantly, they must be change agents. In support of all of the above the training specialist must know how to use an HRMS effectively
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HRMS Training Model


The strategic/business plans of the organization should translate into the need for training through demand forecasting. The internal and external availability of skilled personnel, resources, etc., on right hand side of the model gets reflected in supply forecasting; that is, what is expected to be available.
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HRMS Training Model (Contd)


The demand for skilled personnel should get translated into job requirements at the individual position level through task or occupational analyses.

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HRMS Training Model (Contd)


The potential external labour supply, as well as the knowledge and skills that they bring with them may be determined through external human resources scans (block A1). The internal supply of human resources along with the knowledge and skills inherent in it should be available from the employee module of the HRMS.(block C3).
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HRMS Training Model (Contd)


Human resources/succession planning is used to determine how the need for human resources in the right numbers, with the right skills, doing the right things will be met.

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HRMS Training Model (Contd)


Human resources/succession planning (block B3) along with task/occupational analyses (block A3) may be used to define the skills required for a position, or in aggregate, for a work unit (block A4). Human resources/succession planning, along with personal/performance appraisal information may also define the skills that an individual requires, or that are required across a work unit (block C3).

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HRMS Training Model (Contd)


Human resources/succession planning (block B3) along with knowledge of skills required to perform a job or jobs successfully (block A3), and knowledge about what skills exist or do not exist among employees (skill inventory - block C4) may be used along with training surveys of various kinds in training needs analysis to determine what training and development may be required (block B4).
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HRMS Training Model (Contd)


Training needs analysis, in turn, may serve as the basis for decisions about what training and development might best meet the need (block B5). This may be formal courses provided in-house, external courses, or on-job training. Even with in-house courses, one has decisions as to whether to develop the training package in-house, whether to by a ready-made package externally, or a combination of the two.
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HRMS Training Model (Contd)


Once training and development programs have been developed and implemented, procedures are required to schedule courses and attendees, to manage logistics issues, and to gather and store the results of training (block B6). Included should not only trainee results but also a description of each course per se, as well as the evaluations of each course by trainees and others in a position to make these evaluations (including instructors), and supervisors of the trainees.
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HRMS Training Model (Contd)


The cost-effectiveness of training and development for the organization should be monitored continuously by program monitoring and evaluation procedures commonly referred to as training validation (block B7). Such program monitoring should include, but not be restricted to the course reporting and evaluation procedures mentioned above.
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Training Management Information


Training and development departments in some organizations develop independent training management systems. This may arise when training and development staff:

require automated assistance to help them manage their training and development information, but do not have an effective central HRMS; or, want direct control of the collection and use of training information.
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Training Management Information


Training and development modules are included as integral parts of most comprehensive HRMS. Seemingly independent training and development modules may be linked to other HRMS modules to form coordinated networks. (see the discussion on HRMS modules in Chapter 5 of the text).
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Training Management Information Employee Screen

Employee name ______________ Employee number ____________________ Position number ____________________ Organization Number ____________________ Address Work ______________________________ Home ______________________________ Training and Development Required: _________________________________ Date Requested ____________________________ Priority ____________________________ Date Scheduled ____________________________ Date Completed ____________________________ Cost ____________________________

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Training Management Information Course Screen


Course Title __________________________ Course Code __________________________ Course Description _________________________ Course Location __________________________ Tuition (if any) __________________________ Other Costs __________________________ Prerequisites (if any) ________________________ Instructor ___________________________________ Method of Instruction __________________________ Equipment/Materials __________________________ Start Date ___________ End Date ________________ Minimum Enrollees ____ Maximum Enrollees _____ Enrollment Deadline _________________________ Number Enrolled To-date_________________________ Copywrite C 1999 PMi www.pmihrm.com

Training Management Information Employee/Course Management Screen


Employee Name __________________________ Employee Number __________________________ Course Title __________________________ Course Number __________________________ Status: Enrolled___ Wait-Listed ___ Completed ___ Date Enrolled ________ Date Completed _________ Fees: Tuition Paid ____ Other Expenses Paid ____ End-Course Evaluation __________________________ _________________________________________________

_________________________________________________

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Training Management Information Applications


Data Storage, including:
lists

of courses available by subject area training curricula employee training and development plans student course results results of training training location training history Course evaluations lists of instructors survey results (e.g., needs analysis, org. surveys, etc.)
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Training Management Information Applications (Contd)


Creating class rosters Course Scheduling Creating training announcements and confirmation notices

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Training Management Information Applications (Contd)


Reports: training costs, by student, per course, by organizational unit, etc. numbers of employees trained by course, per year, by organizational unit, etc. numbers of individuals requiring specific kinds of training and development course evaluations by topic area, or by instructor
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Training Management Information Contd) Need for Documentation

organizations to be able to demonstrate that they have taken all reasonable precautions to safeguard the health and safety of the public, clients, and employees. organizations must ensure that their employees are trained to recognize health and safety hazard, and to take corrective action. It also means that employees must be trained to respond appropriately when accidents happen. The organization may be liable if it cannot demonstrate that it took all reasonable efforts to ensure that staff were qualified for the responsibilities that the organization was respecting them to perform.
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Question 1
Why is it that the training management information systems are becoming increasingly important as modules of a larger HRMS, or as "stand-alone" systems? What skills do you feel that training specialists need to use such tools successfully?

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Question 2
What are some of the relationships and divisions of responsibility that should exist with regard to training information that should exist between training specialists and human resources management information personnel? For example: Who should decide what data to gather? Who should be responsible for data input? Accessing data? Preparing reports?
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Question 3
Access to suitable training and development has been defined as very important in employment equity programs. How might an HRMS be used to monitor and facilitate employment equity? Would having a stand alone training management information system make the coordination of information more difficult? What adjustments would have to be made?
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