PowerPoint Presentation

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

THE CONCEPT OF HRDThe 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 HRDHRD 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 HRDChanges 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 talentsTo 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 FUNCTIONSPerformance appraisalEmployees trainingExecutive developmentCareer planning and developmentSuccession planning and developmentOrganization change and organizational development Involvement in social and religious organizationsInvolvement in quality circles andInvolvement in workers participation in management.Process of HRD: Techniques & Output organisational climate and HRD climateTechniques:Performance AppraisalTrainingManagement DevelopmentCareer DevelopmentWorkers ParticipationOrganization DevelopmentQuality CirclesSocial and Spiritual DevelopmentHuman ResourcesMeansIndividualTeamFamily and friendssocietyDevelopment of Human Resources OutputSkillKnowledgeBehaviorvaluesOutcomesIndividual GoalsTeam GoalsOrganizational GoalsSocial GoalsEMPLOYEE TRAININGTraining 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 TRAININGHuman 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 TRAININGHow training Benefits the OrganizationImproves 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 organizationHelps individual in making better decisions and effective problem solving.Aids in encouraging and achieving self-development 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 TRAININGSpecially, the need for the training arises to the following reasons:To match the employee specifications with job requirements and organizational needs.Organizational viability and the transformation process.Technological Advances.Organizational ComplexityHuman RelationsChange in the Job Assignment.

DETERMINING TRAINING NEEDSOrganizational requirements/weakness.Departmental requirements/weaknesses.Job specifications and employee specifications.Identifying specific problems.Anticipating future problems.Managements requests.Observation.Interviews.Group conferences.Questionnaire surveys.Test or examinations.Check lists.Performance appraisal.

Types of Needs Analysis

Organizational Analysisanalysis 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 conductedwhy a training program is seen as the recommended solution to a business problemwhat 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 AnalysisAnalysis of the tasks being performedanalysis of the job and the requirements for performing the workseeks 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 AnalysisAre 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 AnalysisAnalysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This 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 AnalysisAnalysis 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 competenciesTrains the wrong peopleUses 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 outcomesTraining goal should correspond to a business objective. Examples of training goals:Improve customer service satisfaction ratingsDecrease 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 BehaviorIdentify 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 CompetenciesEvaluate 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 TestsSurveysSelf assessments InterviewsCustomer feedback

Training Needs Analysis Step 5: Prioritize Training NeedsIdentify 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 / booksConferencesAcademic programsTraining Needs Analysis Step 7: Conduct a Cost Benefit AnalysisConsider 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 timeContent development time (if designed in-house)Training provider evaluation (if purchased from vendor)Training content delivery method Lost productivity from time spent in trainingTravel and logistical expensesTraining Needs Analysis Step 8: Planning for Training EvaluationTraining 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 AnalysisTraining 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 METHODSOn-the-job MethodsOff-the-job MethodsJob rotationCoachingJob instructionTraining through step-by-stepCommittee assignmentsInternships Vestibule trainingRole playingLecture methodsConference or discussionProgrammed instruction.CHARACTERISTICS OF INSTRUCTORSImplementation of the training programme to a great extent depends on the characteristics of the instructor.In-depth knowledgeAdaptabilitySinceritySense of humour InterestClear instructionsIndividual assistance.Enthusiasm THE TRAINING PROCEDUREJob and OrganizationalanalysisEvaluateThe trainee (S)IdentifyThe trainingneedsDesign the training needsPrepare cost budget & foresee benefit--have cast benefit analysisDesign training content, teaching methods & mediaPrepare the instructorPrepare the traineeGet ready to teachImplement the training programmePresent the operationsGain the acceptance of the programmeTry out the trainees performanceEvaluate the resultUpdate the programme

EVALUATION OF TRAINING PROGRAMME

ReactionsLearningJob BehaviorOrganizationUltimate ValueRECENT DEVELOPMENT IN TRAININGEmployee Self InitiativeOn-line TrainingAudiovisual Methods and E-Training

SPECIAL ASPECTS OF TRAININGOrientation TrainingBasic Skills Training reading & writing Computing speaking &listening problem solving managing one-self knowing how to learnLeadership skills Team Training Diversity Training

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