HRD Human Resource Development by Jinuachan Vadakkemulanjanal

HRM Module-3 [email protected] 1

Human Resource Management

Jinuachan Vadakkemulanjanal AdministratorVimal Jyothi College for MTech, MBA, BTechChemperi Po Kannur, Kerala-60632

Module-3. Human Resource Development -HRD


Objectives of Module 3

1. Human resource development (HRD) 2. Training and development TD3. Assessment of training needs and training

methodologies 4. Evaluation of training schemes 5. Performance appraisal 6. Career planning and development


3.1 Human resource development (HRD)

• HRD is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities - Susan M. Heathfield

• It aims at development of Human capital.• It is a denotes the use of training, organization,

and career development which aims to improve individual, group and organizational effectiveness.


HRD includes

• HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities.

• HRD consists of TD + OD• Executive and supervisory/management career

development, • New employee orientation, induction, employee training• Professional skills training, CM • Coaching, mentoring, succession planning, key employee

identification


• Technical/job training, customer service training,

• Sales and marketing training, • Health and safety training, OSHA• http://www.osha.gov/pls/oshaweb/owastand.display_standard_group?p_toc_level=1&p_part_number=1910

• Performance management and development.

http://www.osha.gov/pls/oshaweb/owastand.display_standard_group?p_toc_level=1&p_part_number=1910

TD: DefinitionTraining is the formal and systematic modification

of behavior through learning which occurs as a result of education, instruction, guidance and planned experience.

Training is the acquisition of technology, which permits employees to perform their present job to standards. It improves human performance on the present job. It is given when new technology/ Machinery is introduced into the workplace.

7HRM Module-3 [email protected]


Trained Work Force


Development• Development is any learning activity, which is directed

towards future needs, and is concerned more with career growth than immediate performance.

• Development is training people to acquire new horizons, technologies, or viewpoints.

- It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive.

-It enables workers to create better products, faster services, and more competitive organizations.

-It is learning for growth of the individual, but not related to a specific present or future job


Management Process

EducationEducation is training people to do a different

job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential.

Unlike training, which can be fully evaluated immediately upon the learners returning to work, education is of long term nature


Distinction between Training and Education

The following table draws a distinction between training

and education more clearly.

Training Education Application Theoretical orientation Job Experience Classroom learning Specific Tasks General concepts Narrow perspective Broad perspective


Distinction between Training and Development

Learning Training Development Who Non-managers Managers

What Technical Theoretical Why Specific job General When Short term Long term


Purpose of Training • To increase productivity and quality • To promote versatility and adaptability to new

methods • To reduce the number of accidents • To reduce labour turnover • To increase job satisfaction displaying itself in lower

labour turnover and less absenteeism • To increase efficiency


When does the need for training arise?

• The installation of new equipment or techniques • A change in working methods or products produced • A realization that performance is inadequate • Labour shortage, necessitating the upgrading of some

employees • A desire to reduce the amount of scrap and to

improve quality • An increase in the number of accidents • Promotion or transfer of individual employees. • Ensures availability of necessary skills and there could

be a pool of talent from which to promote from.


Role/Advantages of Training 1. Leads to improved profitability and/or more positive

attitudes toward profits orientation. 2. Improves the job knowledge and skills at all levels of the

organization. 3. Improves the morale of the workforce. 4. Helps people identify with organizational goals. 5. Helps create a better corporate image. 6. Fasters authenticity, openness and trust. 7. Improves the relationship between boss and

subordinate. 8. Aids in organizational development. 9. Learns from the trainee. 10. Helps prepare guidelines for work.


Disadvantages of training

1. Can be a financial drain on resources; expensive development and testing, expensive to operate?

2. Often takes people away from their job for varying periods of time;

3. Equips staff to leave for a better job 4. Bad habits passed on 5. Narrow experience



Assessment of training needs

Areas of training


Areas of Training Knowledge Here the trainee learns about a set of rules and

regulations about the job, the staff and the products or services offered by the company. The aim is to make the new employee fully aware of what goes inside and outside the company.

Technical Skills The employee is taught a specific skill (e.g., operating a

machine and handling computer) so that he can acquire that skill and contribute meaningfully.


Areas of Training Conti.Social Skills The employee is made to learn about himself and

other, develop a right mental attitude, towards the job, colleagues and the company.

The principal focus is on teaching the employee how to be a team member and get ahead.

Techniques This involves the application of knowledge and skill

to various on-the-job situations.. It will go a long way in obtaining employee loyalty, support and commitment to company activities.


Need for Employee Training 1. Communications: The increasing diversity of today's

workforce brings a wide variety of languages and customs. Cross culture, high /low context issues

2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.

3. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.

4. Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value diversity


Need for Employee Training Conti.5. Ethics: Today's society has increasing expectations about

corporate social responsibility (CSR). Today's diverse workforce brings a wide variety of values and morals to the workplace.

6. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can get along people in the workplace.

7. Quality initiatives: Initiatives such as Total Quality Management, Quality Circles, benchmarking, ISO etc., require basic training about quality concepts, guidelines and standards for quality, etc.

8. Safety: Safety training is critical where working with heavy equipment, hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.


Steps in the Training Process


Training Need Analysis(TNA) • It is an analysis to the design of

effective training models.• The purpose of training need analysis

is to determine whether there is a gap between what is required for effective

performance and present level of performance.


TNA


Why TNA?Training need analysis is conducted to determine

whether resources required are available or not. It helps to plan the budget of the company, areas

where training is required, and also highlights the occasions where training might not be

appropriate but requires alternate action.


Organizational level• TNA at this level focuses on strategic planning,

business need, and goals. • It starts with the assessment of internal

environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.

• HRD assess employees about the required Knowledge, Skills, and Attitudes (KSAs) based on the future KSAs requirements at each level


• After the SWOT analysis, weaknesses can be dealt with the training interventions,

• The identified strengths can further be strengthened with continued training.

• Threats can be reduced by identifying the areas where training is required.

• Opportunities can be exploited by balancing it against costs.


Individual Level–This level focuses on each and every individual in the

organization.--Evaluate an employee: is performing at desired level

or the performance is below expectation. -- If the difference between the expected performance

and actual performance comes out to be positive, then certainly there is a need of training. (Pe-Pa)


Individual analysis methods

• Appraisal and performance review• Peer appraisal• Competency assessments• Subordinate appraisal• Client feedback• Customer feedback• Self-assessment or self-appraisal


Operational Level Here the focus is on the work assigned to the

employees. The job analyst collect the data on whether the job

is clearly understood by an employee or not. It is done through technical interview, observation,

psychometric test; closed ended as well as open ended questionnaires,etc.

Present job and future expectations in job are analyzed


We Learn1% through taste1.5% through touch 3.5% through smell 11% through hearing83% through sight

We Remember

10% of what we read20% of what we hear30% of what we see50% of what we see and hear 80% of what we say 90% of what we say as we act

Training Techniques


3.1 Training Methods

A. On the Job training or shop training -Job instruction training –JIT World War II -Coaching

- Mentoring - Position rotation- Apprenticeship- Committee assignment


B. Off the job training

-Vestibule training-Class room training-Internship Training for students-Conferences-Role plays -Programmed learning: B F Skinner 1958

.


Vestibule training• Originated after Industrial revolution 1800s• It combined the benefits of the classroom and on-the-

job training.• Vestibule is furnished with the same machines as used

in production. • Six to ten workers per trainer, who were skilled workers

or supervisors from the company.• The workers are trained as if on the job, but it does not

interfere with the more vital task of production. • Classes are small so that the learners received

immediate feedback• It is expensive, need lot of investment, resource


C. E-learning

-Audio visual training-Computer enabled Interactive training -EPSS- Electronic performance support systems-Tele training -Honda-Video conferencing-Training/business portals


4. Evaluation of training schemes

• Evaluate the immediate and long term effect of a training.

• Identify the trainers and collect data of their performance and investment

• Formative evaluation – evaluation conducted to improve the training process.

• Summative evaluation – evaluation conducted to determine the extent to which trainees have changed as a result of participating in the training program.


Need of evaluation of a training• Every company expect RoI of training in terms of

outcomes, commitment and efficiency• Strengths, weakness, contents, learning

management, • To gather data to assist in marketing training programs.• To determine the financial benefits and costs of the

programs.• To compare the costs and benefits of training versus

non-training investments.• To compare the costs and benefits of different training

programs to choose the best program.


The Evaluation Process

Conduct a Needs Analysis

Develop Measurable Learning Outcomes

Develop Outcome Measures

Choose an Evaluation Strategy

Plan and Execute the Evaluation


Methods

• Satisfaction, motivation criteria• Out come based evaluation• Kirkpatrick’s Framework• Time series analysis• Cost Benefit Analysis –CBA• Psychometric analysis


Outcomes Used in Evaluating Training Programs:

Cognitive Outcomes Skill-Based

Outcomes

Affective Outcomes

ResultsReturn on

Investment

Kirkpatrick’s Framework of Evaluation Criteria

Level Criteria Focus

1 Reactions Trainee satisfaction

2 Learning Acquisition of knowledge, skills, attitudes, behavior

3 Behavior Improvement of behavior on the job

4 Results Business results achieved by trainees

6 - 43


• Step 1: Reaction - How well did the learners like the learning process? Rate the success. Wants follow ups..

• Step 2: Learning - What did they learn? (the extent to which the learners gain knowledge and skills)

• Step 3: Behavior - (What changes in job performance resulted from the learning process? (capability to perform the newly learned skills while on the job)

• Step 4: Results - What are the tangible results of the learning process in terms of reduced cost, improved quality, increased production, efficiency, etc.?


• According to Newstrom, “It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance’’.

5. Performance Appraisal


• A “Performance appraisal” is a process of evaluating an employee’s performance of a job in terms of its requirements


Need/objectives for PA The Management uses appraisals for DSS• Basis for Promotions, transfers, and terminations.• Helps the employees to identify skills and informing the

expected effectiveness• Appraisals identify training and development needs.• Helping to formulate the training and developmental

programmes. • Appraisals also provide feedback to employees on how the

organization views their performance.


• Helps to avoid work/team alienation issues. Role identification is enhanced

• Helps to identify grievance at its controllable stage. Helps for redressal

• Helps to develop interpersonal relationship/ foster organizational culture

• Appraisals are used as the basis for reward allocations.• Facilitates research in personnel management•

Need/objectives for PA


Essentials of an effective appraisal system

• Mutual trust• Clear objectives• Standardizations• Training• Job relatedness• Documentation• Feedback and participation• Individual differences• Post appraisal review• Review and appeal


Steps in performance appraisal

Establishing job standards

Designing an appraisal programme

Appraise performance

Performance interview

Use appraisal dataFor appropriate purpose


PA v/s PMPERFORMANCE APPRAISAL

Top down assessment. Annual appraisal

meeting. Use of rating. Monolithic system. Focus on quantified

objectives Often linked to pay. Bureaucratic- complex

paperwork. Owed by the HR

department.

PERFORMANCE MANAGEMENT

Joint process through dialogue.

Continuous review with one or more formal reviews.

Rating less common. Flexible process. Focus on value and behaviors

as well as objectives. Less likely to be direct link to

pay. Documentation kept to be

minimum. Owed by line managers.


Traditional Methods

1. Paired comparison 2. Graphic Rating

scales3. Forced choice

Description method

4. Forced Distribution Method

5. Checks lists

6. Free essay method7. Critical Incidents8. Group Appraisal9. Field Review

Method 10.Confidential Report11.Ranking


1. Assessment Center2. Appraisal by

Results or Management by Objectives -MBO

3. Human Asset Accounting

4. Behaviorally Anchored Rating scales -BARS

5. 3600 appraisal

Modern Methods


6. Career planning and development

Career Planning is a process of identifying, selecting career goals and acquiring skills to achieve these goals

Objectives: • Offer careers v/s jobs• Effective utilization of the HR for productivity• Reduce attrition rate • Motivate employee and enhance their morale• Plan the HR requirement in different strata


Career development

• It involves managing career either within or between organizations.

• It includes learning new skills sets and making improvements to career. Career development is an ongoing, lifelong process to learn and achieve more in career.


Direction

Career Time

Transitions

Career planning options

Projected Outcome

Organizational career planning process


Organizational career planning process

1. Direction – Assessing employee wants and organizational

needs – Common goal setting– Horizontal and vertical development

2. Career time– Growth style in an organization– How far & how fast can an employee move on career

path??– Seniority and other criteria related with time

3. Transition – Relates to changes expected to a career goal – Analyzing transition factors– Setting goals, getting shift in career style


Contd…4. Career planning options –Advancement. – Lateral –Change to Lower Grade –Mobility. – Job Enrichment – Exploratory Research

5. Projected Outcome–Calculate the risks attached –How well will it pay off?


Organizational Initiatives

1. A job posting system 2. Mentoring activities 3. Career Resource Centers 4. Managers as career counselors


5. Career development workshops 6. Human resource planning and forecasting 7. Performance appraisals 8. Career pathing programs.


Individual Initiatives

1. Identifying personal/professional profile2. Career Planning and analyzing opportunities3. SWOT of the profile4. Interests, Values, and Competency Analysis5. Career Awareness / Developing alternatives 6. Developing contingency plans7. Career Resource Center Utilization 8. Monitoring career plans


Career Models

• Pyramidal Model• The obsolescence model• Modern models• The Japanese Model; life time, seniority based


Career Models for the 21st Century

1. The experts whose primary career decision is to master a particular area or skill

2. The traditionalist who thrives on being part of an organization and exerting influence within it

3. The portfolio manager whose life voyages include a variety of work experiences, skills, and accomplishments

4. The planful entrepreneur with an eye always toward applying skills developed in a large organization to start their own business

5. The spontaneous entrepreneur, who is passionate enough about an idea to sacrifice the comforts that other models afford.

Ref: Jim Biolos Source: Harvard Business Publishing Newsletters 1 Publication date: May 01, 1997. Prod. #: U9705C-PDF-ENG

http://hbr.org/search/Jim+Biolos




Jinuachan Vadakkemulanjanal AP cum AdministratorVimal Jyothi College for MTech, MBA, BTechChemperi Po Kannur, Kerala-60632, India

HRD Human Resource Development by Jinuachan Vadakkemulanjanal

Education

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