Module 2

Module Outline Training and development – assessment of training needs and training methodologies – evaluation of training schemes

Management development program and career planning

Performance Appraisal – concept and purpose- methods and techniques

Employee counseling

TRAINING AND

DEVELOPMENT

Training The act of increasing the knowledge and skill of an employee for doing a particular job

The process of aiding employees to gain effectiveness in their present and future work

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Differences between Training, Education & Development

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.

Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest

Development is a long term investment in human resources.

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Importance of Training Maintains qualified products / services Achieves high service standards Provides information for new comers Refreshes memory of old employees Achieves learning about new things; technology, products / service delivery

Reduces mistakes - minimizing costs Opportunity for staff to feedback / suggest improvements Improves communication & relationships - better teamwork

Need of Training Increased productivity

Higher employee morale

Less supervision

Less wastage

Easy adaptability

Reduced turnover & absenteeism

Employee development

Steps tin systematic Training plan

1. Determining training needs

2. Establishing training policies

3. Setting goals & objectives of training

4. Preparing training budget

5. Deciding the training venue

6. Deciding the methods & techniques to be deployed in training

7. Determining methods of evaluating training

1. Determining training needs1. Organizational analysis

-Analysis of objectives

-Resource utilization analysis

-Environmental scanning

-Organizational climate analysis

2. Task or role analysis – for employees who are new to the job

3. Manpower analysis

-Performance

-Capability to be trained

-Improvement prospective

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The Gap Concept

Performance/Results

Time

Expected Curve

Actual Curve

Gap

In training terms this means we need to develop programs to fill the Gap

1,000 Cars

800 Cars

200 Cars

3. Setting goals & objectives of training

Operational objectives (Eg. Increase in sales)

Performance objectives (quality and quantity)

Instructional objectives

Reaction objectives

Personal growth objectives

Innovation or Change makingobjectives

6. Deciding the methods & techniques to be deployed in training

Factors governing the selection of training methods

Depth of knowledge / nature of skills to transferred Background of trainees Operative problems confronted by the organization Consideration of facilities Number of persons to be trained

Training methods & Techniques

On the Job Training

Job Instruction training Coaching Mentoring Position rotation Apprenticeship Committee Assignments

Training methods & Techniques

Off the Job Training Vestibule Training Class room training Internship training Conferences Role Playing Programmed Learning

Training methods & Techniques

Electronic Training Audio – visuals Computer based training Electronic Performance Support systems

Training methods & Techniques

Distance and Internet based Training Teletraining Video Conferencing Business Portals

Evaluation of training schemes

Any attempt to obtain information on the effects of training & assess the value of training in the light of that information

Objectivesof Evaluation of training schemes-Determine the ability of the trainees to perform the job for which they are trained -Determine the specific nature of training deficiencies-Determine whether the trainees need any additional OJT-Determine the extent of training not needed by the participants-Determine the cost effectiveness of the program

Principles of evaluation Evaluator must be clear about the goals & objectives Evaluation should be continuous Should be specific Should provide the means & focus for the trainees to appraise themselves

Must be based on objective methods & standards Realistic target dates for evaluation

Techniques of evaluation

Experimental & control groups

Longitudinal or time series analysis

Questionnaires & structured interviews

Cost benefit analysis

CIRO method (4 dimensions are considered – Contextual factors, input factors, reason, Output)

KILPARTIK’s training model (Reaction, behavior, Learning & Results)

Training evaluation form

Management Development

Program

Management Development Program

The programme by which the executives capacities to achieve desired objectives are increased

Features of Executive development program

Planned, organized and systematic

Continuous process

Long term process

Aim is to prepare mangers for better performance

Importance & Need of Executive Development programs

Increase in size of organizations Shortage of trained managers Technological changes Socio-cultural changes Changing labour management relations Social responsibility of management Shift in nature of management Unending process

Process of executive development

Analysis of developmental needs

Appraisal of present managerial talent

Inventory of executive manpower

Individual development program

Establishment of training & development program

Evaluating development programs

Different types of knowledge & skills required for managers

Decision making skills

Interpersonal skills

Job knowledge

Organizational knowledge

General knowledge

Specific individual needs

Techniques of Executive Development ProgramsDecision making skills

In basket exercise Management games Case study

Techniques of Executive Development ProgramsInterpersonal skills

Role playing

Sensitivity training (Kurt Lewin) – T-group training

Behavior modeling (social learning theory)

Transactional Analysis (Eric Berne – psychotherapy)

Multiple management (for junior executives)

Techniques of Executive Development Programs Job knowledge

On the job experience

Coaching

Understudy

Techniques of Executive Development Programs Organizational Knowledge

Job rotation

Multiple management

Techniques of Executive Development ProgramsGeneral knowledge-Special courses

-Special meetings

-Special readings

Techniques of Executive Development Programs Specific individual needs

Special project Assignments

Committee Assignments

Conferences

Career Planning

Career Planning Career – Sequence of jobs occupied by a person during the course of his lifetime

Career planning – deliberate process through which a person becomes aware of personal career related attributes & the life long series of stages that contributes to his career fulfillment

Career Anchors Managerial competence

Technical competence

Security

Creativity

Autonomy

Steps in Career planning

Preparing personal profile

Formulating personal & professional goals

Analyzing environmental effect

Analysis of strengths & weaknesses

Developing alternatives

Developing contingency plans

Monitoring career plan

Important facts to remember while choosing a career

Career path is irreversible

Being aware of employment trends

Avoid narrow field of specialization

Make a realistic choice

Elements of career management program

Preparation of up-to-date inventory of job position Preparation of personnel inventory of present anticipated H.R

Career planning & Development

- Matching the management & individual career plans-Management development-Criteria in development of career planning (dialogue, guidance, involvement & participation, feedback, dynamic)

Important methods of career planning

Career paths

Job posting (suggesting self for promotion)

Assessment centre

Career models Pyramidal model

The obsolescence model

The new model

The Japanese Career model

Performance Appraisal

Performance Appraisal Objective assessment of an individual’s performance against well defined benchmarks

Systematic evaluation of individual with respect to his or her performance and his or her potential to development.

Objectives of P.A. Work related objectives.

Career development objectives

Communication (feedback, K.R.A., counseling, relations)

Organizational objectives (promotion, salary, training)

Objectives of performance appraisal Effect promotions based on competence & performance

Confirmation

TNA

Increments & benefits

Helping the employees in self evaluation

Improve communication

Effectiveness of HR activities

Limitations of P.A. Halo Error (on a specific trait)

Central tendency

Leniency or strictness (positive & negative)

Similarity error (evaluator’s trait as the basis)

Miscellaneous biases

Psychological blocks

Limitations of P.A. Faulty assumptions

-Impartiality is not practical

-Assumption that appraisal system once implemented will be used in every project

-Personal judgment is better than appraisal system

-Employees want to avoid appraisal

P.A. Process Establishing standards

Communicating standards to the employees

Measuring actual performance

Comparing actual with standards

Discussing reports with employees

Taking corrective action

Methods of P.A. Traditional methods (trait based)- Confidential report-Graphic scales (continuous – unsatisfactory, poor, fair, avg, good, excellent & discontinuous)-Straight ranking method-Paired comparison-Grading system (analytical ability, dependability, job knowledge – grades are given)-Forced distribution (poor & outstanding – 10, Above & below avg – 20,Avg – 40)

Methods of P.A. Check list method-Simple checklist-Weighted checklist-Forced choice checklist Critical incident method Free essay method Group appraisal Field review method (experts questions – outstanding, satisfactory & non satisfactory)

Nominations Work sample test

Methods of P.A. Modern methods

-Assessment centers (higher officials, job related exercises, self appraisal & peer evaluation, team of trained evaluators)

- Human resource accounting (cost & contributions of the employees)

-360 degree performance appraisal

-Computerized & web based performance appraisal (electronic performance monitoring)

Methods of P.A.-MBO

Set the organization’s goal

Discuss departmental goals

Define expected results (set individual goals)

Performance reviews

Provide feedback

Methods of P.A.-Behaviorally anchored rating scales

Steps

Generate critical incidents

Develop performance dimensions (clusters)

Reallocate incidents

Scale the incidents

Develop final instrument (sub clusters)

P.A. & competitive advantage

Improving performance

Making correct decisions

Ensuring legal compliance

Minimizing job dissatisfaction or turn over

Consistency between organizational strategy & behavior