Assignment on Training And

Development

14/10/2009

CONTENTS
1

INTRODUCTION TO HR

PAGE
3-4

TRAINING

5-16

ORGANIZATIONAL
CHANGE

17-20

VOTE OF THANKS AND

SELF EVALUATION

21

ANNEXURE
5

COPY OF TRAINING
POLICY
COPY OF TRAINING
CALENDAR
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INTRODUCTION
Human Resource Management
HRM is concerned with the people dimensions in management.
Since every organization is made up of people, acquiring their
services, developing their skills, motivating them to higher levels
of performance and ensuring that they continue to maintain their
commitment to the organization are essential to achieving
organizational objectives. This is true, regardless of the type of
the organization government, business, education, health,
recreational, or social action.

MEANING OF HRM
HRM is management function that helps managers to recruit,
select, train and develop members for an organization. Obviously
HRM is concerned with the peoples dimensions in organizations.
HRM refers to set of programs, functions, and activities designed
and carried out.

Importance
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No country has ever progressed without improving the quality of

its human resources. With this focus management of human
resources has become an important dimension of organizational
ethics - a corporate trend.

SCOPE OF HRM
The scope of HRM is from Entry to the Exit of an employee in the
organization.

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Scope of HRM can be described based on the following activities

of HRM. Based on these activities we can summarize the scope of
HRM into 7 different categories as mentioned below after the
HRM Activities
HR Planning

Industrial Relations

Job Analysis

Welfare

Job Design

Communication

Recruitment & selection

Orientation & Placement

Training & Development

Motivation

Compensation & remuneration

Performance Appraisals

activities.

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TRAINING
MEANING OF Training
Training is the act of increasing the knowledge and skills of an
employee for doing a particular job.
Training is a short-term educational process and utilizing a
systematic and organized procedure by which employees learn
technical knowledge and skills for a definite purpose.
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Importance of Training
The importance of training and development to a larger extent
depends on human resource development. Training is most
important technique of human resource development. Training
develops human skills and efficiency. Trained employees would be
a valuable asset to an organization. Organizational efficiency,
productivity, progress and development to a greater extent
depend on training. Organizational objectives like viability,
stability and growth can also be achieved through training.

Benefits of Training

Helps remove performance deficiencies in employees

Greater stability, flexibility and capacity for growth in an

organization

Accidents, scraps and damages to machinery can be avoided

Serves as effective source of recruitment

Reduces dissatisfaction, absenteeism, complaints and turnover

of employees
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Helps person handle stress, tension, frustration and conflict

Provides a good climate for learning, growth and co-ordination

Improves labour management relations

Aids improving organizational communication

Helps employees adjust to change

Improves the moral of workforce

Develops a sense of responsibility to the organization for being

competent and knowledgeable

It is an investment in HR with a promise of better returns in

future

Difference Between Training,

Education and Development
Training

Education

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Application oriented
Job experience
Specific Task in mind
Narrow Perspective
Training is Job Specific

Theoretical Orientation
Classroom learning
Covers general concepts
Has Broad Perspective
Education is no bar

Difference between Training and Development

Training
Training is skills focused

Development
Development
is
creating

learning abilities
Training is presumed to have a Development is not education
formal education
dependent
Training needs depend upon Development

depends

on

lack or deficiency in skills

personal drive and ambition
Trainings are generally need Development is voluntary
based
Training is a narrower concept Development
focused on job related skills
Training

may

not

is

broader

concept focused on personality

development
include Development includes training

development
wherever necessary
Training is aimed at improving Development aims at overall
job

related

performance

efficiency

and personal

effectiveness

including job efficiencies

Process of Training

Take feedback
form the
trainees

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Determining Of Training Needs

Training needs are identified on the basis of organizational
analysis, job analysis and man analysis. Training programme,
training methods and course content are to be planned on the
basis of training needs.
Training needs = Job & Organizational requirements
Employee specification.
Individual Training Needs Identification Methods

Performance Appraisals

Interviews

Questionnaires

Attitude Surveys

Informal Observation

Group Discussions

Training Progress Feedback

Work Sampling

Rating Scales
Group Level Training Needs Identification

Organizational Goals and Objectives

Personnel / Skills Inventories

Organizational Climate Indices

Efficiency Indices

Exit Interviews
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MBO / Work Planning Systems

Quality Circles

Customer Satisfaction Survey

Analysis of Current and Anticipated Changes

Benefits of Training Needs

Identification

Trainers can be informed about the broader needs in advance

Trainers Perception Gaps can be reduced between employees

and their supervisors

Trainers can design course inputs closer to the specific needs of

the participants

Diagnosis of causes of performance deficiencies can be done

Need For Training

Individual level

To match employee specifications with the job requirements

Technological advances

Diagnosis of present problems and future challenges

Improve

individual

performance

or

fix

up

performance

deficiency

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Improve skills or knowledge or any other problem

To anticipate future skill-needs and prepare employee to handle

more challenging tasks

To prepare for possible job transfers

Group level

To face any change in organization strategy at group levels

When new products and services are launched

To avoid scraps and accident rates

To minimize resistance to change

Improve health and safety

Improve organizational climate

Prevention of obsolescence

Objectives of Training

To prepare the employees both new and old to meet the

present as well as the changing requirements of the job and the
organization

To impart new entrants the

basic knowledge and skill they

need for an intelligent performance of definite job

To prepare employees for higher level tasks

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To broaden the minds of senior managers by providing them

with opportunities for an interchange of experiences within and
outside with a view to correcting the narrowness of outlook that
may arise from over specialization.

To ensure smooth and efficient working of the organization.

Training Costs
This includes cost of

Employing trainers, and trainees,

Providing the means to learn,
Maintenance and running of training centers,
Wastage,
Low level of production,
Opportunity cost of trainers and trainees etc.
The value of the training includes increased value of human
resources of both the trainee

Methods of Training
On the job training
the job training

Job Rotation
Job Coaching
Job Instruction
Apprenticeships
Internships and

Off

Classroom Lectures
Audio-Visual
Simulation
Case Studies
Role Plays
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Assistantships
Sensitivity Trainings

On the Job Trainings: These methods are generally applied on

the workplace while employees is actually working
Off the Job Trainings: These are used away from work places
while employees are not working like classroom trainings,
seminars etc. Following are few of the off-the-job methods;

Classroom Lectures: It is a verbal lecture presentation by an

instructor to a large audience

Audio-Visual: It can be done using Films, Televisions, Video,

and Presentations

Simulation: creating a real life situation for decision-making

and understanding the actual job conditions give it

Case Studies: It is a written description of an actual situation

and trainer is supposed to analyze and give his conclusions in
writing. The cases are generally based on actual organizational
situations. It is an ideal method to promote decision-making
abilities within the constraints of limited data.

Role Plays: Here trainees assume the part of the specific

personalities in a case study and enact it in front of the audience.
It is more emotional orientation and improves interpersonal
relationships. Attitudinal change is another result. These are
generally used in MDP.
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Sensitivity Trainings: This is more from the point of view of

behavioral assessment, under different circumstances how an
individual will behave himself and towards others. There is no
preplanned agenda and it is instant. Advantages increased
ability to empathize, listening skills, openness, tolerance, and
conflict resolution skills. Disadvantage Participants may resort to
their old habits after the training.
In Basket Method: the trainees are first given background
information about a simulated company, its products, key
personnel,

various

memoranda,

requests

and

all

data

pertaining to the firm. The trainee has to understand all this,

make notes, delegate tasks and prepare memos within a
specified amount of time. Abilities that this kind of exercise
develops are
Situational judgment in being able to recall details,
establishes priorities, interrelate items and determine
need for more information.
Social sensitivity in exhibiting courtesy in written notes,
scheduling

meetings

with

personnel

involved

and

explaining reasons for actions taken and

Willingness to make decision and take action.

Evaluation Of Training
Reaction Evaluation

Questionnaires
Mails
Feedback to training department
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Outcome of Evaluation
Immediate
Intermediate
Ultimate
Training program can also be evaluated on the basis of
employee satisfaction which in turn can be viewed on the
basis of:
1.Decrease in employee turnover.
2.Decrease in absenteeism.
3.Decrease in number and severity of accidents.
4.Betterment of employee morale.
5.Decrease in grievance and disciplinary cases.
6.Reduction in time to earn piece rates.
7.Decrease in number of discharge or dismissals.
and trainer and their contribution to raise production, reduce
wastage, breakage, minimization of time requirement etc.
Cost-value relationship of a training program or a training
technique is helpful in:
(a) determining the priorities for training (for present and
potential managers, age structure of the trainees etc) ,
(b) matching the employee and job through training,
(c) determining the work of management sacrifices like time
taken by training program, non-availability of staff for production
during training period etc
(d) choosing the right training method.
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Other methods of training evaluation are:

1.Immediate assessment of trainees reaction to the pro-gram.
2.Trainees observation during training program.
3.Knowing trainees expectations before the training program and
collecting their views regarding the attainment of the
expectations after training.
4.Seeking opinion of trainees superior regarding his/her job
performance and behavior before and after training.
5.Evaluation of trainees skill level before and after training
program.
6.Measurement of improvement in trainees on the job behavior.
7.Examination of testing system before and after sometime of the
training program.
8.Measurement of trainees attitudes after training program.
9.Cost-benefit analysis of the training program.
10.Seeking opinion of trainees colleagues regarding his/her job
performance and behavior.

Inference:
In the immediate sense, the specific course of training can be
evaluated in terms of written and performance teats. The test
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is supported by a sample of what the trainee knows or can do.

Successful accomplishment of the tests would indicate
successful training. But the true test is whether or not has been
learned in training is successfully transferred and applied to the
job. It is dangerous to rely upon tests alone to demonstrate the
true value of training. Performance appraisal on the job before
and after training may be supplemented to the tests. CostValue
Relationship must also be taken into account to assess the
effectiveness of the training. Cost factor in training should be
taken into consideration in evaluating the training
effectiveness. Cost of various techniques of training and their
value in the form of reduced learning time, improved learning
and higher performance can be taken into account.
Any one of the possible combination of the methods of training
evaluation listed below can be used by an organization for
evaluation depending upon the need and convenience.

Organizational Change
Change has become one certainty in the business today. Mergers,
acquisitions, downsizing, and corporate restructurings continue to
transform the global business landscape. At the same time,
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emerging technologies, the push towards a global economy, and

the imperative of all organizations to compete more effectively
are all rewriting the rules of business engagement, altering the
components of the psychological contract that has long existed
between employers and employees, and thus transforming the
very nature and notion of work itself.

Meaning
Organizational change means moving from an old way of doing
things to a new one that will bring positive outcomes. The
transitional stage may be difficult, even painful.

Need for Organizational change

Significant organizational change occurs under the following
circumstances:
External Forces of Change:
Marketplace
Labor markets
Economic Changes
Technology
Laws and Regulations
Internal Forces of Change
Corporate Strategies
Workplace
Technology and Equipments
Employee Attitudes

Change Agents: (Who can bring

about change?)
Managers
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External Consultants
Staff Specialists

Process of Change
Lewins Three steps
Kurt Lewin theorized a three-stage model of change that has
come to be known as the unfreezing-change-refreeze model.
Stage 1 becoming motivated to change (unfreezing)
This phase of change is built on the theory that human behavior is
established by past observational learning and cultural influences.
Change requires adding new forces for change or removal of
some of the existing factors that are at play in perpetuating the
behavior. This unfreezing process has three sub-processes that
relate to a readiness and motivation to change.
Stage 2 change what needs to be changed (unfrozen and
moving to a new state)
Once there is sufficient dissatisfaction with the current conditions
and a real desire to make some change exists, it is necessary to
identify exactly what needs to be changed. Three possible
impacts from processing new information are: words take on new
or expanded meaning, concepts are interpreted within a broader
context, and there is an adjustment in the scale used in
evaluating new input.
Stage 3 making the change permanent (refreezing)
Refreezing is the final stage where new behavior becomes
habitual, which
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includes

developing

new

self-concept

&

identity

and

establishing new interpersonal relationships.

Phases of Change Process

Phase 1: Clarifying Expectations and Roles for Change
Process
This phase is sometimes called the "Contracting" and/or "Entry"
phase. This phase is usually where the relationship between you
(the initial change agent) and your client starts, whether you are
an external or internal consultant. Activities during this stage form
the foundation for successful organizational change. The quality
of how this phase is carried out usually is a strong indicator of
how the project will go.
Phase 2: Joint Discovery to Identify Priorities for Change
Whether you are an external or internal change agent in this
project, you and your client will work together during this phase
to understand more about the overall priority of the change effort
and how you all can effectively address it. It might be a major
problem in the organization or an exciting vision to achieve.
Together, you will collect information, analyze it to identify
findings and conclusions, and then make recommendations from
that information.
Phase 3: Joint Planning of Organizational Development
Activities to Address Priorities
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This phase is focused on further clarifying the recommendations

of the previous phase, along with developing them into various
action plans. The various plans are sometimes integrated into an
overall change management plan. Thus, the early activities in this
phase often overlap with, and are a continuation of, the activities
near the end of the earlier discovery phase. This is true whether
you are an external or internal consultant. Action plans together
can now provide a clear and realistic vision for change. They
provide the "roadmap" for managing the transition from the
present state to the desired future state. Development of the
various action plans is often an enlightening experience for
your client as members of their organization begin to realize a
more systematic approach to their planning and day-to-day
activities.
Phase 4: Change Management and Joint Evaluation
During this phase, emphasis is on sustaining and evaluating the
change effort, including by addressing resistance that arises from
members of the organization -- and sometimes in the change
agent, as well.

Resistance to Change
Uncertainty and Ambiguity
Personal Loss Concerns
Fear of reduction in employment
Fear of demotion
Fear of workload
Disbelief in Change benefits
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No employee participation in change

Techniques of Reducing
Resistance to Change
Education and Communication
Negotiation
Manipulation and Co-optation
Participation
Facilitation
Coercion

Self Evaluation
I thank Mrs for covering the topic of
Training and Development and giving us a lot
of industry inputs in addition to the theoretical
aspects of the topic.
From her I can to know about the various
Organizational Policies with regard to human
resources, like that of symphonys policy
which strongly states the importance of
Personnel
Business of HR is business
I also came to know about different training
programmes such as the HCL Eagle
Programme which is one of a kind for
developing future leaders for the organization.
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And, also about the similar initiatives taken by

other organizations such as the TATA and
AMC.
I also came to know about the career
prospects in the field of training. And also
about the Training Consultants who provide
opportunity for freshers to set their feet in
this field. Next India and Mafoi are two such
consultants.
By the end of the class I was clear and
confident about preparing of Training policy.
And after making this report I am very clear
about the concepts of Training and
Development.
Thank you,

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