training and development

HRD

HRD has been defined as an organized learning experience, conducted in a definite 9me period, to increase the possibility of improving job performance and growth.

HRD = OLE + DTP + IJPG

By: Prof. Dr. M. Zia-ur-Rehman, [email protected]



By: Prof. Dr. M. Zia-ur-Rehman, [email protected] By: Prof. Dr. M. Zia-ur-Rehman, [email protected]

Summary

Training for the present, Educating for the future, Developing to lead.





HUMAN RESOURCE DEVELOPMENT

Now lets see each of these 3 in detail

•  Training

•  Development

•  Educa@on





TRAINING

•  A Planned effort to facilitate the learning of the job related knowledge skills and behavior by employees





TRAINING CYCLE

TNA

Implementation

Training Policy

Training effectiveness





TRAINING POLICY

•  Training Mission •  Training Objec9ves •  Training Procedure





THE NEED ASSESSMENT PROCESS

Organization analysis

Person analysis

Task analysis

Reasons or “Pressure points”

·∙ Legislation·∙ Lack of basic skills·∙ Poor performance·∙ New technology·∙ Customer requests·∙ Higher performance

standards·∙ New jobs ·∙ Support for business

strategy

What is the context? Outcomes

·∙ What trainees need to learn

·∙ Who receives training·∙ Types of training·∙ Frequency of training·∙ Buy-versus-build

training decision·∙ Training versus other

HR options such as selection or job redesign

Who needs training?





WHY NEEDS ANALYSIS?

Improve effectiveness

Preventing anticipated problems

Solving current

problems

(most beneficial) Participants

Employee / Department

Goal of HRD/ training

Needs assessment

Needs assessment





TNA FORM SPECIMEN

Area for Training & Development

Management Development A-Orientation

B-Strategic Planning Skills

Emp No Employees

Name & Design Highest Qualification Job Description (JD) Course (A-B)

Training Need

Urgency Level

Ability Level

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

1 2 3 4 5 5 4 3 2 1

Orientation: An orientation in all aspects of organizational vision, objective, departmental polices, procedures, job description Internal Support Department roles and tasks.

Strategic Planning Skills: Skills training for managers working on strategic projects / tasks.





RATING

Training Need Urgency Level Ability Level

Not needed at all 1 Poor 5

Rarely needed 2 Not so good 4

Needed from time to time 3 Average 3

Needed most of time 4 Good 2

Needed all time 5 Very good 1





IMPLEMENTING TRAINING TNA

Review with line Manager

Gap Analysis

Prioritize Training

Design and conduction Training

Define objectives

Post Training R

eport





TRAININGS

•  In house Training •  On Job Training •  Off The Job Training





Overview of use of Training methods industry Report 2000 (USA)

97%

42 %

41 %

38 % 50

%

13 %

51 %

2 %

79%

76%

10

20

30

40

50

60

70

80

90

100

0Class room

Vido Role play

Case Study

Computer based training

using CD-ROMs

Games Computer based training using

intranet

Adventure learning

Computer based training using

Internet

Virtual reality





POST TRAINING EVALUATION

•  Feed back •  Control •  Interven9on





TRAINING EFFECTIVENESS

•  Measure of levels of knowledge, skill and aRtude

•  Before Training •  ATer Training





Your role in Improving Performance





Analyze the staff --- Before Training

•  What is the current situa@on of the staff? •  What improvements in quality of product or services are to be made in next

years? For which, quality people trained staff quality product/service





Why Employee Training & Development is Important?

1.  Change in technology & nature of the job. (skills. Industry & jobs become obsolete)

2. Immediate & long term skill shortages. (due to Technology: developing for skilled & Knowledge based jobs reArement of baby boom generaAon & reducAon of baby bust working people)

3. Change in the expecta9ons of pre job educa9on & training and increasing composi9on of manager supervisors etc in the workforce.

4. Compe99on & market pressures for improvements in the quality of products & services.

(High quality people high quality product)





Guidelines for identifying Tasks ,Targets & needs

1.  Iden9fy departmental goals and objec9ves

It cons9tutes: Opera9onal Plans maintenance and

improvement current opera9ons and ac9vi9es Management Plans new Direc9ons and

workload for next years Precisely, what do we want to do towards these objec9ves and how we are going to do it?

2.  Iden9fy departmental training & developmental needs.





Why your involvement in employee development is important?

•  As a leader manager influence the behavior of others through encouraging & suppor9ng them for con9nuous learning and improving their skills.

•  Involving in the process of T&D you can solve the problems of the employees that are

related to poor communica9on, lack of training and immature aRtudes. •  To be proac9ve rather bureaucra9c you should be close to employees & working

together in a team. •  For effec9ve staff T&D it should be linked to the job & involve employee, managers &

supervisors. Further, you can act as on the spot evaluator, trainer & coach.

•  Actually you are already involved in T&D indirectly when:





…..your involvement

-‐ discuss future work with employees

-‐ introduce a new employee to the department

-‐conduct a staff mee9ng/ team discussion

-‐delegate work & responsibility

-‐coach & guide for a par9cular task





Benefits of Employee Development

1.  Good quality applicants are a`racted 2.  Turn over is reduced 3.  Increase in the use of technology and work system 4.  Improvement in the quality of products and services 5.  Iden9fica9on of future supervisory and management personnel

I – For the Organization





……benefits

1.  You can safe your 9me in correc9ng mistakes of the staff 2.  Future capability of you and your staff increases 3.  Your own performance & prospects of promo9on increases

1.  T & D provides job security 2.  Promo9on through using their job poten9al 3.  Mo9va9on & job sa9sfac9on

II – For You

III – For Your people





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