HUMAN RESOURCE

DEVELOPMENT
Group members:
Laxmi Belbase(8)
Mamata Thapaliya(11)
Prasanna Dutta
Roshani Ghimire(26)
Rasna Shrestha(24)
Suraksha Koirala(30)

THE CONCEPT OF HRD

The concept of HRD was formally introduced
by Leonard Nadler in 1969, in a conference
organized by the American Society for Training
and Development.
Leonard Nadler defines HRD as those
learning experiences which are organized for a
specific time and designed to bring about the
possibility of behavioral change.
The term learning experience refers to
intentional learning and not incidental learning.

THE CONCEPT OF HRD

HRD is a process in which the employees of
an organization are motivated to develop
technical,
managerial
and
behavioral
knowledge, skills and abilities and mould the
values, beliefs and attitudes necessary to
perform present and future roles by realizing
the highest human potential with a view to
contribute positively to the organizational,
group, individual and social goals.

NEED FOR HRD

Changes in Economic Policies.

Changing job requirements.
Need for multi-skilled human resources.
Organizational viability and
transformation process.
Technological advances.
Organizational complexity.
Human relations.

HRD OBJECTIVES
To prepare the employees to meet the present
and changing future job requirements.
To prevent employees obsolescence.
To develop creative abilities and talents
To prepare employees for higher level jobs.
To impart new entrants with basic HRD skills
and knowledge.
To ensure smooth and efficient working of the
organization.
To provide comprehensive framework of HRD.
To enhance organizational capabilities.

HRD FUNCTIONS
Performance appraisal
Employees training
Executive development
Career planning and development
Succession planning and development
Organization change and organizational
development
7. Involvement in social and religious organizations
8. Involvement in quality circles and
9. Involvement in workers participation in
management.
1.
2.
3.
4.
5.
6.

Process of HRD: Techniques & Output

organisational climate
and HRD climate

Techniques:
- Performance
Appraisal
- Training
- Management
Development
- Career
Development
- Workers
Participation
- Organization
Development
- Quality Circles
- Social and
Spiritual
Development

Human
Resources

Means
- Individual
- Team
- Family
and
friends
- society

Development
of Human
Resources
Output
- Skill
- Knowledge
- Behavior
- values

Outcomes
- Individual
Goals
- Team
Goals
- Organizat
ional
Goals
- Social
Goals

EMPLOYEE TRAINING
Training is the act of increasing the
knowledge and skill of an employee for
doing a particular job.
It is a short-term process of utilizing a
systematic and organized procedure by
which
employees
learn
technical
knowledge and skills for a definite purpose.
Dale S. Beach defines the training as the
organized procedure by which people learn
knowledge and /or skill for a definite
purpose.

EMPLOYEE TRAINING
Human resource management to a large
extent depends on human resources
development and training is its most
important technique.
No organization can get a candidate who
exactly matches with the job and the
organizational requirements.
Training is important to develop the
employees and make him suitable to the
job.
Training works towards value addition to
the company through HRD.

BENEFITS OF TRAINING
How training Benefits the Organization
Improves the job knowledge and skills at
all level of the organization.
Improves the morale of the workforce.
Helps people identify with organizational
goals.
Helps create a better corporate image.
Aids in understanding and carrying out
organizational policies.
Improves labour -management relations.
Helps employees adjust to change.

Benefits to the individual which in turn

ultimately should benefit the organization

Helps individual in making better decisions

and effective problem solving.
Aids in encouraging and achieving selfdevelopment and self-confidence.
Increase job satisfaction and recognition.
Helps eliminate fear in attempting new
tasks.
Provides
information
for
improving
leadership
knowledge,
communication
skills and attitudes.

NEED FOR TRAINING

Specially, the need for the training arises
to the following reasons:
1. To match the employee specifications
with
job
requirements
and
organizational needs.
2. Organizational
viability
and
the
transformation process.
3. Technological Advances.
4. Organizational Complexity
5. Human Relations
6. Change in the Job Assignment.

DETERMINING TRAINING NEEDS

1. Organizational requirements/weakness.
2. Departmental requirements/weaknesses.
3. Job specifications and employee specifications.
4. Identifying specific problems.
5. Anticipating future problems.
6. Managements requests.
7. Observation.
8. Interviews.
9. Group conferences.
10.Questionnaire surveys.
11.Test or examinations.
12.Check lists.
13.Performance appraisal.

Types of Needs Analysis

Organizational Analysis
analysis of the business needs or other
reasons the training is desired.
analysis of the organizations strategies,
goals, and objectives.
What is the organization overall trying to
accomplish?
who decided that training should be conducted
why a training program is seen as the
recommended solution to a business problem
what the history of the organization has been with
regard
to
employee
training
and
other
management interventions

Types of Needs Analysis

Person Analysis
Analysis dealing with potential participants
and instructors involved in the process.
Who will receive the training and their level of
existing knowledge on the subject?
What is their learning style, and who will
conduct the training?
Do the employees have required skills?
Are there changes to policies, procedures,
software, or equipment that require or
necessitate training?

Types of Needs Analysis

Work analysis / Task Analysis

Analysis of the tasks being performed
analysis of the job and the requirements
for performing the work
seeks to specify the main duties and skill
level required.
helps ensure that the training which is
developed will include relevant links to
the content of the job.

Types of Needs Analysis

Performance Analysis
Are the employees performing up to the
established standard?
If performance is below expectations,
can training help to improve this
performance?
Is there a Performance Gap?

Types of Needs Analysis

Content Analysis
Analysis of documents, laws, procedures used on
the job.
This analysis answers questions about what
knowledge or information is used on this job. T
his information comes from manuals,
documents, or regulations.
It is important that the content of the training
does not conflict or contradict job requirements.
An experienced worker can assist (as a subject
matter expert) in determining the appropriate
content.

Types of Needs Analysis

Training Suitability Analysis

Analysis of whether training is the desired solution.
Training is one of several solutions to employment
problems. However, it may not always be the best
solution.
It is important to determine if training will be
effective in its usage.
Cost-Benefit Analysis.
Analysis of the return on investment (ROI) of
training.
Effective training results in a return of value to the
organization that is greater than the initial
investment to produce or administer the training

Training Needs Analysis

8 Steps to Conducting a
Training Needs Analysis

Training Needs Analysis

What is a Training needs Analysis?
A training needs analysis is a
systematic approach for determining
what training needs to take place.
A training needs analysis considers:
Business needs
Current competencies
Training methods
Cost
Effectiveness

Training Needs Analysis

Why Conduct a Training Needs
Analysis?
Effective training programs correctly
identify and address the training
needs.
Need to determine what or who
needs to be trained.
Training needs analysis works to
clarify training needs

Training Needs Analysis

Why Conduct a Training Needs Analysis?
A training needs analysis ensures training
is targeting the correct competencies, the
correct employees and is addressing a
business need.
A poorly designed training needs analyses
can lead to training that:
Addresses the wrong competencies
Trains the wrong people
Uses the wrong training methods

Training Needs Analysis

Training needs analysis address the
following questions:
What training is needed and why?
Where is training needed?
Who needs training?
How will training be provided?
How much will training cost?
What will be the impact on business?

Training Needs Analysis

How to Conduct a Training Needs
Analysis?
Conduct a training needs analysis in
8 steps

Training Needs Analysis

Step 1: Determine Desired Outcomes
Clarify goal of the training and expected business
outcomes
Training goal should correspond to a business
objective.
Examples of training goals:
Improve customer service satisfaction ratings
Decrease the time it takes to complete service delivery
Improve employee morale through better supervision
by management
Improve the speed at which orders are filled

Training Needs Analysis

Step 2: Link Desired Outcomes With
Employee Behavior
Identify the competencies (behaviors, skills,
qualities and knowledge) that are linked to
desired outcome.
Collect information and data from subject matter
experts to determine which competencies are
critical to achieving the outcomes.
What skills does one need to achieve this goal?
What information is necessary to meet this objective?
Which behavior is critical to completing this task?

Training Needs Analysis

Step 3: Identify Trainable
Competencies
Evaluate the critical competencies
and determine if they are:
Abilities one should possess prior to job entry
Abilities that can be leaned on the job

List of critical competencies that are

either elements that should be
considered in hiring practices or
competencies that are amenable to
training.

Training Needs Analysis

Step 4: Evaluate Competencies and
Determine Performance Gaps
Evaluate current competencies and identify
where there are gaps between current ability
and desired ability
To evaluate current competency level use:
Performance evaluations
Tests
Surveys
Self assessments
Interviews
Customer feedback

Training Needs Analysis

Step 5: Prioritize Training Needs
Identify the percentage of employees
who need training on the
competencies.
Consider the importance of the
competencies to the business
objectives .
Together, the need and the
importance will allow you to identify
training priorities.

Training Needs Analysis

Step 6: Determine How to Conduct Training
Consider adult learning theory and best
practices in training on the particular
competencies.
Training methods can range from:
On the job training (OJT)
Mentoring and coaching;
Classroom / lecture
Web-based / e-learning
Reading / books
Conferences
Academic programs

Training Needs Analysis

Step 7: Conduct a Cost Benefit Analysis
Consider the costs associated with the training
methods, the extent to which the training will address
the performance gap, and the impact on business
Cost factors include:
Training time
Content development time (if designed in-house)
Training provider evaluation (if purchased from vendor)
Training content delivery method
Lost productivity from time spent in training
Travel and logistical expenses

Training Needs Analysis

Step 8: Planning for Training Evaluation
Training is only effective if the information is
retained and applied on the job. Evaluation
of training is critical
Questions to consider in evaluation include:
How much did the training improve the
competencies?
How did the training improve employees job
performance?
How did the training support meeting of
business objectives?

Training Needs Analysis

Training Needs Analysis
Training needs analysis is a systematic
approach for determining what training
needs to take place.
When planning training there is value
in identifying and considering;
Business needs
Current competencies
Training methods
Cost
Effectiveness

TRAINING METHODS
On-the-job Methods

Job rotation
Coaching
Job instruction
Training through
step-by-step
Committee
assignments
Internships

Off-the-job Methods

Vestibule training
Role playing
Lecture methods
Conference or
discussion
Programmed
instruction.

CHARACTERISTICS OF
INSTRUCTORS
Implementation of the training programme to
a great extent depends on the characteristics
of the instructor.
In-depth knowledge
Adaptability
Sincerity
Sense of humour
Interest
Clear instructions
Individual assistance.
Enthusiasm

THE TRAINING PROCEDURE

Job and
Organizatio
nal
analysis

Prepare
the
instruct
or

Evalua
te
The
trainee
(S)

Prepar
e the
trainee

Try out the

trainees
performan
ce

Identify
The
training
needs

Get
ready
to
teach

Evaluate
the result

Design
the
trainin
g
needs

Implemen
t the
training
program
me
Update
the
programm
e

Design
Prepare
training
cost
content,
budget &
teaching
foresee
methods
benefit
& media
--have
cast
benefit
analysis
Present
Gain the
the
acceptanc
operatio
e of the
ns
program
me

EVALUATION OF TRAINING
PROGRAMME

1. Reactions
2. Learning
3. Job Behavior
4. Organization
5. Ultimate Value
RECENT DEVELOPMENT IN TRAINING
. Employee Self Initiative
. On-line Training
. Audiovisual Methods and E-Training

SPECIAL ASPECTS OF TRAINING

Orientation Training
Basic Skills Training
reading & writing
Computing
speaking &listening
problem solving
managing one-self
knowing how to learn
Leadership skills

Team Training
Diversity Training

THANK YOU!!!