HUMAN RESOURCE MANAGEMENT

LECTURE 3

DR. SAFA RIAZ KHAN

Today’s lecture:
Development Function of HRM
1. Training & Development
2. Managing Career
 T RA I N I N G :

• Training consists of planned programs designed to improve

performance at the individual, group, and/or organizational
levels.
• Organizations place too much emphasis on the techniques and
methods of training but not on what employees need to learn
 TRAINING AND DEVELOPMENT

• Training:
Refers to a planned effort to facilitate learning of competencies
including knowledge, skills or behaviours that are critical for successful
performance in an existing situation.

• Development:
But the time frame moves into the future, so that it involves formal
education and experiences that will be essential for future performance.
 D ES IG NING EFF EC TIVE TRAINING

Conducting need assessment Ensuring employees’ Creating an environment

Individual Level readiness for training Learning objectives,
Organizational Level Attitudes and motivation Meaningful material,
Group Level Basic skills Practice, Feedback,
Community of learning,
Modelling, Program
Developing an evaluation administration
plan Ensuring transfer of
Identify learning training
outcomes, Choose Self-management,
evaluation design, Plan Peer and manager
cost-benefit analysis support

Monitoring and evaluating the

Selecting training program
method Traditional, Conduct evaluation,
e-learning Make changes to improve the
program
 INSTRUCTIONAL SYSTEM DESIGN (ISD)

• (ISD) refers to a process for designing and developing training

programs.
• There is not one universally accepted instructional systems
development model.
• Assumptions are:
Training design is effective only if it helps employees to reach
instructional or training goals and objectives.
Measurable learning objectives should be identified before the training
program begins.
Evaluation plays an important part in planning and choosing a training
method, monitoring the training program and suggesting changes to
the training design process.
I M PACT O F T RA I N IN G O N IN D I V I DU A L S , TE A M S , O R G A N IZ AT IO N S , &
S O C IE T Y

1. 2. Innovation
3. Technical Skills
Performance & Tacit Skills

4.
Consistency 5. Self-efficacy & 6. Cross-cultural
in Self-Management training for expatriates
Performance

7. Leadership training 8. Team communication

for followers & effectiveness
 THE TRAINING PARADOX

• Through training, employees will be more marketable to the

competitors as their skills are enhanced.
• Also, if an employee takes charge of her own employability by
upgrading skills, she builds a job security assuming that the
company values her skills.
• “Train them to the point where you may lose them, and then you
won’t lose them” (GM of Marks & Spencer).
 NEEDS ASSESSMENT

• A process which is used to determine whether a training is necessary,

or development is desirable.
 METHODS OF TRAINING

• On-the Job Training:

“A trainee is placed on a specific job and taught the skills and knowledge
necessary to perform it.”

Flexible.
Less expensive.
Not much arrangements are to be made
 METHODS OF TRAINING

• On-the Job Training:

• Job Rotation
• Coaching.
• Job Instructions.
• Committee Assignments.
• Internship Training
 METHODS OF TRAINING

• Of-the Job Training:

“Development of employees away from the field of the job”.

Case Studies
Conferences
Field Trips
Incident, Role play, In-Basket.
Lectures
Management Education
CASE STUDY AS A CLASS ACTIVITY
 CAREER MANAGEMENT

• FOR ORGANIZATION:
To meet the objectives of its talent management policies, which
are to ensure that there is a talent flow that creates and
maintains the required talent pool.

• FOR EMPLOYEES:
To give them the guidance, support and encouragement they
need to fulfil their potential and achieve a successful career with
the organization in tune with their talents and ambitions.
 LACK OF CAREER MANAGEMENT

• FOR ORGANIZATION:
1. A shortage of employees to fill open positions,
2. Lower employee commitment,
3. Inappropriate use of money allocated for training and development programs.

• FOR EMPLOYEES:
1. Frustration feelings of not being valued by the company,
2. Being unable to find suitable employment if need a job change due to mergers,
acquisitions, restructuring, or downsizing
PROCESS OF CAREER MANAGEMENT
 PROCESS OF CAREER MANAGEMENT

• Career Management Policies:

The organization needs to decide on the extent to which it ‘makes or buys’
talented people.
• Talent Audit:
Review the stocks of talent available and the flows required by reference to
demand and supply forecasts and performance and potential assessments.
• Performance and potential assessments:
To identify learning and development needs, provide guidance on possible
directions in which an individual’s career might go, and indicate who has
potential for promotion.
 PROCESS OF CAREER MANAGEMENT

• Career Planning:
Involves the definition of career paths – the routes people can take
to advance their careers within an organization.
Career Progression:
What people are required to know and be able to carry out work to
progress up the ‘career ladder’ (the sequence of jobs at increasing
levels of responsibility, which constitute a career).
 SELF-MANAGED CAREERS

The organization may need to manage careers as part of its

talent management and management succession
programmes and can provide support and guidance to
people with potential. Ultimately, however, it is up to
individuals to manage their own careers within and beyond
their present organization.
 CAREER ANCHORS
(PATTERNS THAT PEOPLE EXPECT FROM THEIR CAREERS)

1. Functional Competence
2. Managerial Competence
3. Entrepreneurial Creativity
4. Autonomy/Independence
5. Security/Stability
6. Lifestyle
7. Dedication to a cause
8. Pure challenge
RESEARCH PAPER AS A
HOMEWORK