TRAINING AND SELECTION

HUMAN RESOURCEMANAGEMENT

TRAININGAND

DEVELOPMENT

CHAPTER NO. 4 & 5

AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

Understand the effect of induction and integration mechanism on employee retention and performance.

Identify the objectives and steps of induction and integration.

Differentiate between training and development. Describe on the job and off the job training methods. Demonstrate and design training programs after

conducting TNA. Evaluate the effectiveness of training and

development programs

Understand employee development , need analysis and its approaches.

Describe the issues faced during employee development.

Recognize different career managing terms. Comprehend why career development is necessary.

Explain the steps to manage career.

HIRING PROCESS

RECRUITMENT

INDUCTION&

INTEGRATION

SELECTION

INDUCTION AND INTEGRATION

INDUCTION

The Process of welcoming new staff members into the organization, providing them with information

they need to settle into their new role into the organization.

INDUCTION AND INTEGRATION

INTEGRATION

It is a program, designed to quickly and effectively unite the new employee with the existing team.

To facilitate in socio-professional integration( socialization).

To increase the likelihood of adaptability .

To Provide inquisition and relevancies.

To support the employee to be autonomous.

To ascertain job clarity.

To familiarize employee with the workplace regulations. To propagate employee with the cultural facet of organizations.

To augment the company’s viability.

OBJECTIVESOF THE INDUCTION AND INTEGRATION

STEPS IN INDUCTION AND INTEGRATION

(1)Preparing

for Induction

(2)Induction

(4)Follow-Up

(3)Integrati

on

STEPS IN INDUCTIONAND INTEGRATION Cont . . .

STEP-1

Call or write to the new employee to confirm the date for reporting to work, and the name of the person who will be in charge. Organize the working environment (workstation, access code, telephone number, e-mail, office supplies, etc.). Prepare all relevant documents as well as the documentation pertaining to the company. Inform existing employees that the newcomer will be joining the work team. Choose the mentor and prepare to induct the new employee. Arrange for any technical training (if necessary).

PREPARING FOR INDUCTION


STEP-2

Reception by the department manager (immediate superior). Word of welcome (presentation of the corporate mission and challenges). Presentation of the organization’s key values and expectations (schedule, personal and organizational expectations). Presentation of the employee manual, working conditions and flow chart. Submission and signing of required documents (employee file, group insurance, pay sheet, etc.). Tour of the workplace with the department manager. Designation of the workspace and tools available (computer, office supplies, etc.).

INDUCTION


STEP-3

Introduction to the mentor.

Presentation of mutual expectations.

Presentation of the roles, responsibilities and

tasks

relating to the job.

Explanation, observation and experimentation.

Presentation of work methods.

INTEGRATION


STEP-4

Evaluation by the immediate superior

Evaluation of employee satisfaction

Mentor’s feedback on the integration (employee

strengths, areas requiring improvement).

Identification of training requirements for the

position.

FOLLOW-UP


SAMPLE INTEGRATION

PREPARATION CHART

Employee Identification

Employee last and first name: Start date:

Employee title: Database Analyst: Division: IT-Data

Immediate superior: Period covered:

Name of Mentor:

Mentor Date

GENERAL KNOWLEDGE

Introduction to the basic characteristics of the database analyst position Grasp of the main interactions between various related departments Meeting with various employees and introduction to the work executed by

each Awareness of the rules pertaining to operations and security Introduction to the tools. Equipment and software applications used.

KNOWLEDGE SPECIFIC TO THE POSITION

Knowledge of how to retrieve and extract data Acquisition of know-how with regard to database and data modeling Understanding of how to update a secure database environment Introduction to processing user queries Understanding of the operation of database management system tools or

techniques Understanding of how to produce database components Ability to recognize commercial trends in the information system Knowledge of database Understanding of the tools and techniques used for system development etc.

KNOWLEDGE SPECIFIC TO THE ORGANIZATION

Familiarity with internal operating rules Introduction to the organization’s values and mission Knowledge of the products and services Awareness of resource persons.


SAMPLE TASK TRAINING CHART

Employee Identification

Employee last and first name: Start date:

Employee title: Database Analyst: Division: IT-Data

Immediate superior: Period covered:

Name of Mentor:Steps

Tasks/roles andresponsibilities

Explanation

Demonstration

Application

Knowledge transfer

Skills acquired

Skills to develop

comments

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

EMPLOYEETRAINING

A process whereby people acquire capabilities to aid in the achievement of

organizational goals.

EMPLOYEEDEVELOPMENT

Efforts to improve employees’ ability to handle a variety of assignments.

EMPLOYEE TRAINING & DEVELOPMENT

TRAINING VS DEVELOPMENT

TRAINING DEVELOPMENT

FOCUS Current Job Current And Future Jobs

SCOPEIndividual

EmployeesWork Group/Organization

TIME

FRAMEImmediate Long Term

GOALFix Current Skill

Deficit

Prepare For Future Work Demands

TRAINING PROCESS

Define Objectives

Develop Lesson Plan

Develop/AcquireMaterial

Select Trainer/Leader

Select Methods

Schedule The Program

DESIGNASSESSMENT IMPLEMENTATION EVALUATION

Deliver the Program

Components ofTNA

NeedAssessment

Training Outcome

1. Need Assessment

TRAINING PROCESS Cont . . .

PHASE1

A Need Assessment is the process of identifying performance requirements

and the Gap between what performance is required and what

presently exists.

Major Causes of Performance

Problems

2. Performance Gap Analysis


The differences between the (P) present performance at

the project/work & task levels and its (S) standard performance is called (G).

Gap Analysis G = P – S

Knowledge or Skills Process Resources Motivation or Culture

Personal Analysis

Operational Analysis


Organizational

Analysis

Components of Training

Needs Analysis

(TNA)


1. Organizational Analysis

What are the training implications of the organization’s strategy. Can the organization afford this training Which units should be trained first. Will this training be accepted and reinforced by managers and peers in organization


2. Operational Analysis

Tasks required to perform What level they must be performed What KSA are necessary to be performed Are there any Roadblock

Job Description Job Specification Performance Standards

Data Sources

for Operation

al Analysis


3. Personal Analysis

Do employees possess the necessary KSA Who within the organization needs training What kind of training do they need Can they be trained

TRAINING PROCESS

Define Objectives

Develop Lesson Plan



Select Methods



Deliver the Program

Components ofTNA

NeedAssessment

Training Outcome

This phase insures the systematic development of the training program. This process is driven by the products of analysis phase & end in a model

of training program for future development

Training Design

PHASE2



What will learners be able to do when they

finish the training program

Objective should be written to be SMART

It prescribes the conditions, behaviors (action) and

standards of tasks performance for the training

setting and some time it may include variables

1

2

3

1. TRAININGOBJECTIVES


1. TRAININGOBJECTIVES EXAMPLE-1

Write a customer reply letter with no spelling mistake by using a word processor.

Conditions of Performance

Measurable criteria

Observable Action

Write a customer reply letter

With no spelling mistake

Using a word processor


1. TRAININGOBJECTIVES EXAMPLE-2

Checking the guest in 40 seconds while asking the seven predefined questions with a smile

Conditions of Performance

Measurable criteria

Observable Action

checking the guest with a smile

Seven predefined questions

40 seconds


2A

TRAINING LESSON

PLAN

Summary of Key Points

Question to Test Understanding

Duration of Each Activity in Each Session

Training Method Activities

Breaks

Exercise to Warm-up

Topic

Conclusion

Training Contents


SAMPLE OF TRAINING LESSON

PLAN


3. PREPARING TRAINING MATERIAL

• Program announcements are used to inform the target

audience about the training program

Program Announcemen

ts

• Content • Goals• Expectations for the program

Program Outlines

• Material• Readings• Exercises• Self tests etc.

Training Manuals and Text Books


4. SELECT TRAINER

Trainer must be Selected Provided

that:

He/she should have

Training Competenc

y

Knowledge Varied skills needed to design and implement training program

Subject Matter

Expertise

Refers to the mastery of the Subject Matter


5. METHODS OF DELIVERING TRAINING

At actual work site using the actual

equipment

At training facility designed specially for

training

a. On the Job Training

b. Off the Job Training


5. METHODS OF DELIVERING TRAINING

b. Off the Job Training

a. Lectureb. Video Presentationc. Role playing

d. Case Study

e. Simulation

f. Education

g. Action Learning

(i) Vestibule Training

a. On the Job Training

a. Job Instruction Training

b. Job Rotation

c. Apprenticeship

d. Coachinge. Assistant to Positions


6. TRAINING SCHEDULES

Activity TimeFriday night

Dinner 6-7:30 p.m.

Program introductionInitial experiential activityDiscussion on the problemsDiscussion of the plan for weekend

7:30 – 9:00

p.m.

Saturday

Breakfast 7-8 a.m.

Brainstorming session on topicExperiential activityDiscussion on the topic and activity results

8-10 a.m.

Break 10-10:30 a.m.

Experiential exerciseGroup juggleAll board. Other activities

10:30 a.m. – 12:00 p.m.

Lunch 12:1 p.m.

Discussion of morning activities 1-2 p.m.

Final discussion on the training topicevaluation

2-3:30 p.m.

TRAINING PROCESS

Define Objectives

Develop Lesson Plan



Select Methods



Deliver the Program

Components ofTNA

NeedAssessment

Training Outcome


PHASE3

DELIVER THE

PROGRAM

TRAINING PROCESS

Define Objectives

Develop Lesson Plan



Select Methods



Deliver the Program

Components ofTNA

NeedAssessment

Training Outcome

TRAINING OUTCOMES


PHASE4

EVALUATING TRAINING PROGRAM

OUTCOMES DESCRIPTION

COGNITIVE OUTCOMES

Determine the degree to which trainees are familiar with principle, facts, techniques, procedures or processes emphasized in learning.

SKILL BASED OUTCOMES

Include acquisition of learning of skills and use of skills on the job.

AFFECTIVE OUTCOMES

Includes attitudes and motivation.

ROI/RESULTSComparing the trainings monetary benefits with its costs.


a. Forecasting & Measuring Costs

b. Forecasting & Measuring Benefits

CALCULATING RETURN ON INVESTMENT (ROI)



a. Forecasting & Measuring

Costs

Design & Development Cost

Resource Person Cost

Material Cost

Infrastructure Cost

Time Cost

Lost cost

Evaluation cost


Reduce duplication efforts Less time spent correcting mistakes Faster access to information

Improve methodology reducing the efforts time Higher level of skills leading to faster work Higher level of motivation leading to increase efforts

i. Labor Savingii. Productivity

Increase

b. Forecasting & Measuring Benefits


HUMAN RESOURCE DEVELOPMENT

HUMAN RESOURCE DEVELOPMENT

Refers to formal education, job experiences, relationships, and assessment of personality and abilities that help employees prepare for

future.

EMPLOYEE DEVELOPMENT

HUMAN RESOURCE DEVELOPMENT Cont . . .

(1) ASSESSMENT

CENTERS• A process in which multiple raters evaluate employees’ performance on a number of exercises.(2) MYERS-BRIGGS

TYPE INDICATO

R• The Myers-Briggs Type Indicator (MBTI) is a widely-

used personality inventory, or test, employed in vocational, educational, and psychotherapy settings to evaluate personality type.

(3) PERFORMAN

CE APPRAISALS

AND 360 DEGREE

FEED BACK SYSTEM

• Performance appraisal is the process of measuring employees’ perfomance.360 degree feedback system involves evaluation from a wide range of persons who interact with the manager.

DEVELOPMENT NEED ANALYSIS


DEVELOPMENT APPROACHES

1. Job-SiteMethods

2. Off-Site Methods


Committee Assignment/ Meetings

Assistant to Positions

JobRotation

On-line Development

Learning Organization

Job experience

1. Job-SiteMethods


2. Off-Site

Methods

Classroom

Coursesand

Degrees

Outdoor Training

Human Relation

sTraining

Simulations

(Business Games)

Sabbatical Leave

Issues In Employee

Developme

nt


A barrier to advancement to higher level jobs in the company that adversely affect women and minorities.

The process of identifying a longer-term plan for the orderly replacement of key employees.

Dysfunctional behavior includes insensitivity to others, inability to be a team player, arrogance, poor conflict management skills, inability to meet business objectives, and inability to change or adapt during a transition

MELTING THE

GLASS CEILING

SUCCESSION PLANNING

HELPING MANAGERS

WITH DYSFUNCTIO

-NAL BEHAVIOR

MANAGING CAREERS

1

MANAGING CAREERS

A Career Consist of all jobs held during one’s working life.

The sequence of position that a person has held over his/her life.

2Or

CAREER

1. CareerPath

MANAGING CAREERS Cont . . .

Process by which one selects career goals and the path to those goals.

2. Career Goal

Career goals are the future positions one strive to reach as part of career, these goals serve

as benchmarks along ones career path.3. Career Planning

Process by which one selects career goals and the path to those goals.

4. Career Development

Career development consist of the personalimprovements one undertakes to achieve personal

Career plan.

IMPORTANT CAREER MANAGING TERMS


An on going process of preparing, implementing and monitoring career plans undertaken by the individual

alone or in concert with the organization’s career system.

5. CAREER MANAGEMENT

Sum total of all the activities starting from career planning to developing

career goals and plans and to enacting those plans

Or

CAREER PATH

CAREER PATH EXPLANATION

1. LINEAR

The traditional way in which one enters an organization near the bottom, works in the same firm for many years, and gradually and predictably moves up, retiring from a fairly high-level position in the same firm.

2. EXPERTRewards growing expertise is a single technical specialty without the need to move into management.

3. SPIRALIt involves a number of moves, some lateral, between functional areas within the same organization.

4. TRANSITORYIn this approach, the career occurs virtually independent of single organization.


CAREER PLANNING

i. ORGANIZATION PERSPECTIVE

ii. INDIVIDUAL PERSPECTIVE

A PERSON’S CAREER


Identify future organizational staffing needs Plan career ladders Assess individual potential and training needs Match organizational needs with individual abilities Audit and develop a career system for the organization

Identify personal abilities and interests Plan life and work goals Assess alternative paths inside and outside the organization Note changes in interests and goals as career and life stage change

i. Organization Perspective

ii. Individual Perspective


WHY IS CAREER DEVELOPMENT NECESSARY

Employees believe the company

regards them as part of an overall plan and not just

as numbers.

Improve morale, boost productivity,

and help the organization

become more efficient.

Reduce costs due to employee

turnover

1 2 3


Who is Responsible

for Career

Development

1ORGANIZATION

2MANAGER

3EMPLOYEE


1. ORGANIZATION

Providing Job Information.

Implementing Effective Placement Process.

Offering Education and Training

2. MANAGER

Appraising performance Providing feedback.

Coaching & supporting Supplying information.

Guiding & counseling Maintaining integrity of system

3. EMPLOYEE

Self Assessment Working with Supervisor.

Gathering Data Developing Plan.

Setting Goals Applying for Openings


Interests

Self image

Personality

Social

Background

sHOW PEOPLE CHOOSE CAREER

MANAGING CAREERS Cont . . . Develop a Network

Acquire and Continue Upgrading Your Skills

Participate in an Internship

Think Laterally

Stay Mobile

Support Your Boss

Find a Mentor

Do Not Stay too Long

Stay Visible

Gain Control of Organizational Resources

Learn the Power Structure

Present Right Image

Do Good Work

Select Your Job Judiciously

Tips to Manage Your Career

TRAINING & DEVELOPMEN

T

Steps in Induction and

Integration

Preparing for Induction Induction Integration

Training Process

1. Assessment

2. DESIGN

Follow-Up

NeedAssessment

Components ofTNA

Define Objectives

Develop Lesson Plan


Select Trainer/Leader Select Methods Schedule The

Program3.

Implementation

Deliver the Program

4. Evaluation Training Outcome

Human Resource

Development

1. Development Need Analysis

AssessmentCenters

Myers-Briggs Type Indicator

Performance Appraisals and

360

2. Development Approaches

a. Job-SiteMethods

b. Off-Site Methods

Committee Assignment

JobRotation

Assistant to Positions

On-line Development

Learning Organization Job experience

Human RelationsTraining Simulations

Classroom Courses

and DegreesOutdoor Training

3. Issues in Employee Development

Melting The Glass Ceiling

SuccessionPlanning

Helping Managers With Dysfunctional

Behavior

Managing Careers

1. Important Career

Managing Terms

CareerPath

Career Goal

Career PlanningCareer

DevelopmentCareer

Management

2. CareerPlanning

3. Responsible for

Career Development

4. How People Choose Career

5. Step to Manage

Your Career

. Organization Perspective

Individual Perspective

Organization

Manager

Employee

Interests

Self image

Personality

Social Backgrounds

CHAPTER 4, 5 & 6

THOUGHT OF THE DAY

“When you know something, say what you know. When you don't know something, say that you don't know. That is KNOWLEDGE.”

“Confucius “

Date post:	30-Oct-2014
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