ashokkumar class 2 10 mar 2011

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Ashok KumarManagement Consultant

Professional Trainer

Academic Teacher

Discover the Value

• Conceptual

• Contemporary

• Experiential

• Learning

Paper II

Human Resource Development -HRD ISTD Contact Classes

Class – 2 - 10 March 2012

1Ashok Kumar



Level

Scope of Involvement

Communication

Consultation

Collective Bargaining

Co-determination

Control

Information



Levels of Participation

Worker Directors

Task-Based Participation

Joint Consultative Committees

Works Councils

Collective Bargaining



Employee Involvement

HRM influence seen through claimed links betweenEI and performance

Performance a function ofAbilityMotivationOpportunity (AMO)

‘More rigorous selection and better training systemsto increase ability levels, more comprehensiveincentives to enhance motivation , and participativestructures that improve opportunity to contribute’(Applebaum et al. 2000, in Boxall and Purcell p. 20).



HR Practices and

operating systems

designed and‘bundled’ to enhance

• Ability

• Motivation

• Opportunity

Supportive company,

industry and societal

context

Expanded

employee

potential and

increaseddiscretionary

effort

Improved

systemic

response to

employee

effort

Improved

company

performance

Improved

worker

outcomes

Linkages within High Performance Work Systems



Employee Involvement Employee Involvement includes:

Teamworking (including self-managing teams)

Team Briefing

Downward communications

Two-way communications

Suggestions / Opinion

Problem-solving groups

Financial participation (includes profit sharingschemes and ESOPs)



Who is an engagement employee ?

Has a belief in the organization Understands the business and its

broader context

Has a desire to make theorganization succeed

Shows respect for the fellow

colleagues



And Engagement?

‘Engagement is an idea whose time has come….itrepresents an aspiration that employees shouldunderstand, identify and commit themselves tothe objectives of the organisation they workfor…..(however)….



Aberdeen Group Survey – 438 organizations

5/22/2012 Ashok Kumar 9



Employee Engagement

Opps for upward

feedback

Feeling informed

Mgt commitment to

organisation

Manager’s fairnessre: issues

Treating employees

With respect

Engagement

Performance

Intention to Stay



Strategic issues to build engagement.



Development dimensions of Personnel function

• Popularly known as Management Development

• What is the purpose ?

• Essential ingredients ?

1. Analysis of development needs ( present and future )

2. Appraisal of present management talent

3. Inventory of management manpower

4. Planning of individual development program5. Establishment of development program

6. Evaluation of program

Ashok Kumar 125/22/2012



How do you build training objectives ?

• From whom do you ask ?

• What are the questions you would ask ?




Building Training objectives

• Why do you want to organize a training program ?• What you want your team members to learn during

this program ?

• At the end of the program , what will determine thesuccess of the program ?

• What are the things you want the participants to do

differently post this program ?




Writing Learning objectives

• SITUATION

What situation will the learner be in when they are

demonstrating that they can do this task skillfully?

• ACTION

What specifically will they be able to do when the

training session is over ?

• STANDARD

Some measure by which they will be able to judge

success.




• Having established the training objectives ,

how do you go ahead ?

• What are the PITFALLS ?




Converting training objectives into a program

1. Determination of Training development needs

2. Determination of Specific Job requirements

3. Training requirement analysis

a) Participant characteristics

b) Training environment

c) Broad training objective

4. Determination of specific training requirements

5. Instructional materials preparations

6. Developmental testing of training materials

7. Field testing of completed program

8. Implementation


Dev of criteria measures



Designing a Training program




Design and conduct of a specific training program

Designing through successive approximations

Rough out an overall design using training strategy

Break the training objectives

Conceptual knowledge, understanding , skill

Use specs of different type methods to arrive at total time and

facilities required

Select the best package out of different packages that the

programs can be offered

Dovetail detailed training events into trg sequences and finally

into the shape of the total program package




Five steps in Program design

1. Outlining Program sequences and themes

a) Phasing the program to accord with the learning process

b) Relating the program to prevailing expectations

c) Building the training group

d) Incorporating the grand themes for trg and development

e) Striving for consistency in training

2. Composing the detailed syllabus

3. Modular approach to Program design

4. Building in flexibility

5. Monitoring and improving training during the program

Trg schedules and time tables.




Align the program with themes

Training methods Divergence and Newness Independence &

Interdependence

Field training Medium High

Simulation, Laboratory,Incidents and cases

High High

Individual instruction Medium Medium

General discussion, Lecture Low Low

Programmed Instruction Medium High

Large group High High




Composing the detailed syllabus

• Alternating Stimulation and Reflection

• The natural rhythm of self-directed learning

• Alternating Personal Involvement and safedistance

• Alternating talking about something and

Practicing it.

• Alternating individual and group tasks.


ashokkumar class 2 10 mar 2011

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