Chapter 5-Developing

Human Resources
 Outline
1. Employee Training
2. Human Resource Development (HRD)
3. Career planning and development (CPD)
4. Employee Empowerment
 Developing the human
resources
 Once acquired and hired, the human resource should be
developed multidimensionally and sustainably.
• Knowledge, skills, abilities and competences should be
audited, gaps identified and upgraded regularly
• Work related attitudes and behaviors should be studied
and shaped
• Employee intrinsic feelings (such as sense of achievement,
belongingness, happiness, stress etc) should be listened to
and addressed
• Career choices, paths and development aspirations of
employees need to be addressed
• Employees should be engaged and empowered
 Employee Training: concepts and meaning
 In simple terms
• Training is upgrading skills or imparting new skills
particular to a specific job/task.

• Itis the acquisition of new skills , which permits

employees to perform their present job to standards

• Training is short term, task oriented and targeted on

achieving a change of attitude, skills and knowledge
in a specific area. =>It is usually job related.
 Employee Training: concepts and meaning
 Training is defined as methods used to give employees
skills they need to perform their jobs (Dessler, 2005).

• Therefore, training implies preparing an employee for an

occupation or specific skills.
• In this case, it is usually narrow in its focus and be for the
job, rather than personally oriented.

 Training is the formal and systematic modification of

behaviour through learning which occurs as a result of
education, instruction, and planned experience
(Armstrong, 2001).
 Employee Training:
 Training Approaches
 Various methods of training broadly categorized into two groups:
On the Job and Off the Job methods

• On the Job methods-refer to the methods that are applied

to the workplace, while the employee is actually working.
• =>Learning while doing
• Off the Job methods -are used away from the work place
• =>Learning before doing
 Employee Training:
 Training Approaches
 On the Job methods
• Coaching-In this method, the superior guides and instructs the trainee
as a coach.
• The coach or counselor sets mutually agreed upon goals, suggests how to
achieve these goals, periodically reviews the trainees progress and suggests
changes required in behavior and performance

• Job Rotation-involves shifting the trainee from one department to

another or from one job to another.
• This enables the trainee to gain a broader understanding of all parts of the
business and how the organization as a whole functions

• Apprenticeship program-Apprenticeship program put the trainee under the

guidance of a master worker
 Employee Training:
 Training Approaches
 Off the Job methods
• Class room Lectures/Conferences-The lecture or conference approach is well adapted to
conveying specific information rules, procedures or methods.

• Films-can provide information and explicitly demonstrate skills that are not easily
represented by the other techniques

• Case study-Trainees study the cases(taken from actual experiences of organization) to

determine problems, analyze causes, develop alternative solutions, select what they
believe to be the best solution, and implement it

• Computer Modelling-simulates the work environment by programming a computer to

imitate some of the realities of the job and allows learning to take place

• Vestibule Training-Employees learn their jobs on the equipment they will be using, but the
training is conducted away from the actual work floor
 Employee training: rationale

 There are various reasons for having training as an

important function.
• Knowledge and skills obsolete (become outdated)
• Changes in technology (arrival of new technologies,
machineries, equipments, methods of doing)
• Restructuring of the organization and job redesign
• Changing working conditions
• Changing products and product lines
• Competition
• Inadequate/below standard performance
 Employee training: steps
 Steps could be arranged in different ways (no universally
fixed steps)

 On average, the following activities should be conducted in

providing trainings:-

• Conducting needs assessment: gap identification

• Planning and carrying out the training
• Evaluating the training
 Employee training: steps
• Conducting needs assessment: gap identification
• Training is need based.

• Thorough analysis of need for training is required.

• Analysis of the current performance and anticipated/ standard

performance shows the need

• => Need (gap) = [Standard performance – Current

performance]
 Employee training: steps

• Planning and carrying out the training

• Training should be well planned to achieve its goals
• What are the training objectives?
• Who are the trainees? How many trainees at a time?
• When should it be conducted? and for how long?
• What contents should be included?
• What training materials are required?
• Who should be the trainer(s)? (in house or consultants)
• Where should it be delivered? (on the job or off-the job)
• The training cost/budget?
 Employee training: steps
• Evaluating the training
• Immediate feedback
• Survey or interview directly after training

• Post-training test
• Are trainees applying learned tasks in workplace?

• Post-training appraisals
• Conducted by immediate supervisors of trainees
 Employee training: common problems
 Training for the sake of training!
• Delivered without proper training need assessment and planning

 Lack of leadership/management commitment

• Do not give it serious attention
• Budget and resource allocation is insignificant

 Employees see training as way out for leave/relaxation

 Lack of professional trainers and training institutions

 Labor associations mostly focus on employee benefits than

essentials of training
 Employee training: benefits
 At the end, training contributes to:
• Increase productivity, efficiency and quality

• Increase job satisfaction

• Filling jobs from within instead of hiring new employees

– Reduce dependence on hiring new employees
– Job openings to be filled internally
• Reduce employee turnover

• Improve employee morale

• Organizational development etc
 Employee training: drawbacks
 Training has its own drawbacks
• It can be costly (benefits may be far below expenditures)

• Off- the job trainings take employees a way from workplace (temporary
disruption, no production, no service)

• Employees may leave the organization after being equipped through

the training

• Narrow mindedness (because training has narrow focus and

perspectives)

• Room for sharing bad habits, rumors

 Human resource development (HRD): meaning
 HR Development
• means those learning opportunities designed to help
employees to grow
• is not primarily skill oriented
• Is more career oriented
• Is preparing employees for higher positions and
responsibilities

 In fact, training is one of the tools for human resources

development
 Human resource development (HRD): meaning
 HR Development
• Efforts towards development often depend on personal drive and
ambition.

• Development provides knowledge about business environment,

management principles and techniques, human relations, specific
industry analysis and the like is useful for better management of a
company.

• It is more career-orientated than job-oriented and is concerned

with the longer term development and potential of the individual
 Human resource development (HRD)
• HR Development
• It revolves in the development and combination of three elements:
•
• Cognitive capacities: the foundations of intelligence,
conceptualized as the processing and possession of information in
the brain and higher-order neurological abilities

• Capabilities(Practical): the practical abilities involved in work

roles, either inherent in the person or developed through practice.

• Desired Behaviors: form motivation to ‘social skills’, enabling

social interaction; can be conceptualized variously as attitudes,
values or ‘emotional intelligence’ (EI)
 Career Planning and Development (CPD)
Career is an occupation undertaken for
a significant period of a person's life
What is and with opportunities for progress.
Career?
Career can be defined as ‘a sequence
of jobs that constitute what a person
does for a living’.

A career is a pattern of work-related

experiences that span the course of a
person’s life
What is career?

a) Career has
a) goals (personal and organizational)
b) objective indicators like jobs, skills,
income
c) subjective views of work like attitudes,
values, expectations

b) Careers
a) develop over time
b) have multiple work related paths and
experiences

c) Career is shaped by
a) individuals,
b) organizations and
c) the environment
 Career Stages

5 End of career
4 -leave or retire
-Part time work
3
Later career
-experienced stage, settle and mature
2 Productive

Mid-career (potential to progress)

1 - cross-functional moves, job rotation,
special assignments, recognition and
rewards for effective performance
Progress within particular areas of
work
- Receives experience, training,
coaching, mentoring and performance
Entry into the organization
•Individual joins the organization
•The individual starts self directed career
planning
Multiple careers
 Career planning: meaning
 It is an important part of human resource development
• It is a process of systematically matching of career goals and
individual capabilities with opportunities for their fulfillment

• It shapes the progression of individuals within an

organization

• It is the process of enhancing an employee’s future value

• Career plan is an individual’s choice of occupation,

organization and career path
 Career planning: process

 Self-assessment
• examine personal interests, skills, values, and abilities.
 Opportunity exploration
• Collect information on available job opportunities and organizations
from family, friends, online, job boards, job advertisement etc
 Goal setting
• Decide which job/occupational opportunities fit both personal
interests and skills/abilities.
• Set specific target job objectives for a defined time period.
 Action planning
• Specify all steps and activities to achieve the goals
• formal training, job search, strategy development, network building,
further career exploration
 Evaluation
• Review the progress to achieve the goals and the career plan
 Career development

 Career development is “an ongoing process by which individuals

progress through a series of stages,
• each of which is characterized by a relatively unique set of issues, themes,
and tasks.”
 It involves:
• Designing paths toward improving professional growth, career trajectory
and overall job satisfaction
• Determining employees’ core values, strengths, weaknesses and desired
path
• Cultivating a positive emotional relationship with work
• Developing meaningful professional ambitions
 Career planning is an input for career development
 Career development is highly linked with human resource training and
development
 Career planning and development

strengthens work-
helps individuals develop characteristi
cs
related activities in the
skills required to fulfill organization
different career roles
gives
professional
defines life, directions, as
career, abilities, they relate to
and interests of career goals
the employees

Can be individual
based or continuous process
organization
centered
 Career planning and development

Formal education as part

Following Postings regarding strategie of career development.
internal job openings s

Performance
appraisal as a
Lateral moves basis for
to create cross- career
functional planning
experience

Career
counselling by
manager Coaching, mentoring
by supervisors
Career planning and
development
Outcomes