STRATEGIC HUMAN RESOURCE MANAGEMENTTRAINING AND DEVELOPMENT

Presented by : Group- 9

ANSAR C.B No:10BINU K.S No:15JOYCEE SPJ No:28PRINCE THOMAS No:39SONA MATHEW No:51

WHAT IS SHRM

Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.

Strategic HRM has been defined as: “ All those activities affecting the

behaviour of individuals in their efforts to formulate and implement the strategic needs of business”

STRATEGIC HUMAN RESOURCE MANAGEMENT

Concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need.

• The pattern of planned human resource deployments and activities intended to enable the forms to achieve its goals is

• concerned with explaining how HRM influences organizational performance

STRATEGIC HUMAN RESOURCE MANAGEMENT

* Strategy defines organization's behaviour and how it tries to cope with its environment.

* If HRM is a coherent approach to the management of people,

strategic HRM implies what is done on a

planned way that integrates organizational goals with policies and action sequences.

Traditional HR Versus Strategic HR

APPROACHES OF THE SHRM,

Attempts to link Human Resource activities with competency based performance measures

Attempts  to link Human Resource activities with business surpluses or profit

BENEFITS OF SHRM

1. Identifying and analyzing external opportunities and threats that may be crucial to the company's success.

2. Provides a clear business strategy and vision for the future.

3. To supply competitive intelligence that may be useful in the strategic planning process.

4. To recruit, retain and motivate people.5. To develop and retain of highly competent

people.

BENEFITS OF SHRM

6. To ensure that people development issues are addressed systematically.

7. To supply information regarding the company's internal strengths and weaknesses.

8. To meet the expectations of the customers effectively.

9. To ensure high productivity.10. To ensure business surplus thorough

competency

BARRIERS TO STRATEGIC HR

Short-term mentality/focus on current performance

Inability of HR to think strategically Lack of appreciation for what HR can

contribute Failure to understand line managers’ role as

an HR manager Difficulty in quantifying many HR outcomes Perception of human assets as higher-risk

investments

TRAINING AND DEVELOPMENT

CONTENTS

DEFINITION MODEL ROLE PURPOSE STEPS METHODS

TRAINING-DEFINITION

“Any attempt to improve employee performance on a currently held job or one related to it.”

Training refers to the methods used to give

new or present employees the skills they need to perform their jobs. It is the act of increasing the knowledge and skills of an employee for a particular job.

TRAINING

imparts specific skills for specific jobs Job oriented Offered to both new and old employees Continuous and never-ending process Focus on the immediate period to help

fix any current deficits in employee’s skills

DEVELOPMENT

Learning opportunities designed to help employees grow.

Refers to the nature and direction of change induced in employees through training and education.

It is the overall development of the competency of the managerial personnel in the light of the present requirement.

Focus on long term-to help employees prepare for future work demands

SYSTEMS MODEL OF TRAINING

Need assessment Organizational analysis Job analysis Person analysis Development of the training program Designing a learning environment for

training Preconditions of learning-

Trainability Support of trainees and others

Conditions of the learning environment Whole versus part learning Massed versus spaced practice Over learning Goal setting Knowledge of results Attention Retention

Evaluation Reactions Learning Behavior Results ROIROI (%) = net program benefits * 100 program costs Utility analysis

SYSTEMS MODEL OF TRAINING

ROLE OF TRAINING

Increases efficiency Increase in morale of employees Increased organizational viability and

flexibility Better human relations Reduced supervision

TRAINING FOR SPECIAL PURPOSES

Literacy training Values training Diversity training Training for teamwork and

empowerment (work involvement programmes)

4 STEPS IN TRAINING AND DEVELOPMENT

1) Needs Analysis (specific levels)2) Instructional Design (curriculum)3) Validation4) Implementation

TRAINING METHODS

Training methods are tools that enable learners acquire desired knowledge, sharpen behavioral and performance skill and develop appropriate attitudes. Employee training methods can be classified into two:

o ON-THE-JOB TRAININGo OFF-THE –JOB TRAINING

ON-THE-JOB TRAINING Methods:1. Job instruction training2. Coaching3. Programmed learning4. Job rotation/enlargement/enrichment5. Vestibule training6. Simulation7. Demonstration8. Apprenticeship

OFF-THE-JOB TRAINING

Methods:1. Lecture method2. Conference3. Role playing4. Training via CD ROM, the Internet and

learning portals eg: headlight.com, click2learn.com

SPECIAL TRAINING PROGRAMS

Employee orientation programs Training for teams Information-technology training Diversity awareness training Sexual harassment training Creativity training Training for international assignments

THANKYOU