current issues of hrd

Current issues of HRDROLE OF TRAINING AND DEVELOPMENTAS A MEANS OF IMPROVING EMPLOYEES' COMPETITIVENESSJayadeva de Silva

Introduction Quality of Employees is critical for organizational success It provides edge.

Training and Development (T&D) Human Resource Development – Major HRM function consisting not only of T&D, but also individual career planning and development activities and performance appraisal Training and Development – Heart of a continuous effort designed to improve employee competency and organizational performanceTraining and Development (T&D) Training - Designed to provide learners with the knowledge and skills needed for their present jobs Development - Involves learning that goes beyond today's job – more long-term focus Learning Organization – firms that recognize critical importance of continuous performance-related training and development an take appropriate action

EXTERNAL INFLUENCES ON TRAINING & DEVELOPMENT Government Equal Employment opportunity

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Manpower policy Occupational health & safety Economic shifts: Develop skills in short supply Unions

Factors Influencing T&D Top management support Commitment from specialists and generalists Technological advances Organizational complexity Learning principles Other human resource functions

WHO IS INVOLVED IN TRAINING Corporate Management (Vision) All Human Resource Managers (Policy & Guidance) Concerned Line Managers (Involvement) Employees (Participation/ Research)

ROLE OF TRAINING DEPT/ TRAINING MANAGER

Training is an integral part of the H.R. M. function Training manager cannot be an expert of all specialists in the company. He will be responsible for organizing, coordinating and controlling all activities involved in planning budgeting and for monitoring the fulfillment of the training plan.

Structure of Training & Development

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The Training and Development Process

Consider External and Internal Environment Determine T&D needsExternal EnvironmentInternal EnvironmentDetermining Training and Development NeedsIn order to compete effectively, firms must keep employees well trained.

Establishing Training and Development Objectives Desired end results Clear and concise objectives must be formulated

T&D Methods Classroom Programs Mentoring Coaching Reverse Mentoring Case Study Videotapes Role Playing

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Apprenticeship Training Vestibule Training Simulations Business Games In-Basket Training Distance Learning and Videoconferencing Computer-based Training Virtual Reality E-learning On-the-Job Training Job Rotation Internships

Classroom Programs Continue to be effective for many types of employee training May incorporate some of other methods

Mentoring Approach to advising, coaching, and nurturing, for creating practical relationship to enhance individual career, personal, and professional growth and development Mentor may be located elsewhere in organization or in another firm Relationship may be formal or informal

Coaching Often considered responsibility of immediate boss Provides assistance much as a mentor

Reverse Mentoring

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Process where the older employees learn from the younger ones.

Case Study Trainees solve simulated business problems Individuals study information in case and make decisions Used in classroom with instructor who serves as facilitator

Videotapes Especially appealing to small businesses Behavior modeling utilizes videotapes to illustrate effective interpersonal skills and how managers function in various situations Used to train supervisors

Role Playing Respond to specific problems they may actually encounter in jobs Used to teach such skills as:

interviewinggrievance handling

performance appraisal reviews conference leadershipteam problem solving communication

Apprenticeship Training Combines classroom instruction with on-the-job training Traditionally used in craft jobs Apprentice earns less than the master craftsperson who is the instructor

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Vestibule Training Takes place away from production area Uses equipment closely resembling equipment actually used on the job Removes employee from pressure of having to produce while learning Emphasis on learning skills required by the jobSimulations Training devices that model the real world or programs replicating tasks away from the job site

Business Games Simulations (computer-based or non-computer-based) which attempt to duplicate selected factors in particular business situations, which participants manipulate

In-Basket TrainingParticipants asked to establish priorities, then handle business papers, e-mails, and telephone messages that would typically cross a manager’s desk

Distance Learning and Videoconferencing Interactive training Used to:

-increase access to training-ensure consistency of instruction-reduce cost of delivering T&D programs

Computer-Based Training Takes advantage of computer speed, memory, and data manipulation Greater flexibility of instruction

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Virtual Reality Unique computer-based approach Permits trainees to view objects from a perspective otherwise impractical or impossibleE-Learning Umbrella term describing online instructionOn-the-Job Training Informal approach that permits employee to learn job tasks by actually performing them Most commonly used T&D method No problem transferring what has been learned to the taskJob Rotation Employees move from one job to another to broaden experience Helps new employees understand variety of jobsInternships Training approach where university students divide their time between attending classes and working for an organization Excellent means of viewing potential permanent employee at work Students are enabled to integrate theory with practiceCorporate Universities Focus on creating organizational change Proactive and strategic Growth attributed to universities’ flexibility Permits students to learn on their own timeManagement Development All learning experiences resulting in upgrading of skills and knowledge needed in current and future managerial positions

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Imperative managers keep up with latest developments in their fields while managing ever-changing workforce in a dynamic environment Requires personal commitment of individual manager

Reasons to Conduct Management Training Outside of the Company An outside perspective New viewpoints Possibility of taking executives out of work environment Exposure to faculty experts and research Broader vision

Reasons to Conduct Management Training Inside of the Company Training more specific to needs Lower costs Less time Consistent, relevant material More control of content and facultyOrientation Initial T&D effort designed for employees Strives to inform them about company, job and workgroupPurposes of Orientation Employment situation Company policies and rules Compensation and benefits Corporate culture Team membership Employee development Dealing with change

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SocializationResponsibility for and Scheduling of Orientation Often joint responsibility of training staff and line supervisor Peers often excellent information agents

Additional Benefits of Orientation Effective in retaining and motivating personnel

Special Training Areas Diversity – develop sensitivity to create more harmonious working environment Ethics – develop corporate culture that rewards ethical behavior Conflict Resolution – communication skills needed to resolve gridlock English as a Second Language – help employees in way that validates them and optimizes personal relationships Teamwork – how to work in groups Empowerment – how to make decisions and accept responsibility Remedial – basic literacy and mathematics skills

Implementing Human Resource Development Programs Often difficult Many managers are action-oriented Feel they are too busy to engage in T&D efforts Qualified trainers must be available Requires a high degree of creativityEvaluating Human Resource Development Ask participant’s opinions

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Determine extent of learning Will training change behavior? Have T&D objectives been accomplished? Benchmarking Evaluation difficult, but necessary

Business/Government/Education Training Partnerships

Career Planning and Development Career – general course that person chooses to pursue for working life Career Planning – process whereby individual sets goals and identifies means to achieve them Organizational Career Planning – paths identified for employees to assist in development

Organization Development Survey feedback process Quality circles Team building Sensitivity training

Survey Feedback Description Process of collecting data from organizational unit through use of questionnaires, interviews and other objective data Can create working environments that lead to better working relationships, greater productivity and increased profitabilityQuality Circles

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Groups of employees who voluntarily meet regularly with their supervisors to discuss problems Investigate causes Recommend solutionsTeam Building Conscious effort to develop effective workgroups Uses self-directed teams Small group of employees responsible for an entire work process Members work together to improve their operationSensitivity Training Participants learn about themselves and how others perceive them No agenda, leaders, authority, power positions People learn through dialogue Participants encouraged to learn about themselves and others in group Also called T-group training

COMPANY POLICY ON STAFF TRAINING & DEVELOPMENTSee the slide

Mini Case study Extract from the diary of Len Hodge - HR Director “ First Monday of the month again - Board meeting. This was the opportunity I'd been waiting

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for - with some trepidation. My function had produced firm proposals on a new training and development strategy which I was to present to the Board. Case… Development for all was theme, with key competencies being identified at each level of the organization and everyone being entitled to six days off training per year, plus coaching on the job to meet individual development goals. A real step in the right direction at last. All I had to do was to get the Board's backing and We'd be off.

… I began to present the scheme complete with user-friendly overheads, information packs to employees and a manager guidance and support package. My colleagues listened intently, for about 5 minuets, then all hell broke loose.

"So what's going to happen to production when they're all off for training - we're understaffed anyway? - that was Gray the Production Director.

Brian from marketing chipped in next: They'll be poached as soon as they're trained if word gets out about this - we'll be doing it for nothing'.

But worst of all was Karen the MD: 'Why are you proposing this anyway. Granted we desperately need some skills training for those new machines and to encourage flexibility - but we didn't ask for all this. How will it improve business performance? What are we going to get out of all the money this is going to cost us?

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I had hoped more of Karen. She was usually very supportive when I came up with training proposals to solve business problems - well crises would be a better word - we did what I suggested and it usually worked.

This time my words fell on stony ground - no one was interested. Where do we go from here?

Discuss & Present

What went wrong in the Board Meeting? Your response / comments on the Directors' reaction? What could LEN have done differently to improve his chances of success? Where should LEN go from here?

General Tips for Proving Impact

There are four basic ways to provide "dead bang proof" that a program works. Each is similar to the way a new drug gets tested or that new ads and new products are tested.

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The most effective ones are listed first. 1.Split sample contrast -- Use a split sample or a control group. Instead of applying a new HR program to the entire team or division, apply it to only half to demonstrate the relative impact of the program 2.Before and after contrast – Measure employee performance just prior to program implementation and again after implementation, show the contrast in performance.

3. Demonstrate a correlation -- Show a direct correlation between the increased usage of a tool by managers and employees and an increase in productivity, revenue or profit. Also demonstrate that when usage goes down, so does productivity4. Results after implementation -- Show that employee performance is high immediately after the program is implemented

(In this case you do not have “before” performance data (as in #2) for precise comparisons)

How to show the effectiveness of Training

Split the sales team and provide one half of the sales team with increased sales training. Do nothing to the other half. Contrast the difference in sales between those with increased training and the sales people without the additional training

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Demonstrate that there is a high correlation or connection between the number of hours a worker receives in training and their productivity Show that lower training hours correlates with increased error rates, accidents and lower product quality. Calculate the costs of errors and accidents to prove the business impact· Assess worker performance before training and then show that worker productivity increases immediately after they receive training

Adding Value Assumptions: · 2010 Revenue: Rs 2,262,200,000 · 2010 Expense (Budget): Rs2,142,900,000 · 2004 HR Budget: Rs69,000,000 (3.2% of total budget) · 2010 Salaries & Benefits: Rs1,208,922,000 (56.4% of total budget)

· The Math: · Value of 7% Reduction in HR Costs: o 7% X Rs 69,000,000 = Rs 4,830,000 · Value of 1% Workforce Productivity Gain: o 1% X Rs 1,208,922,000 = $12,089,220 That’s a difference of Rs 7,259,220!

BENEFITS OF TRAINING

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More rapid development for full job performance

Increased productivity Improved quality Less waste of Time, Materials, Man power.. Better utilization of Equipment Better utilization of Personal Fewer accidents Reduced costs Reduced need for supervision Better identification of Employee potential Reduced labour turnover, Absenteeism Increase employee satisfaction Improve employee self esteem/ morale

Reactive -Proactive Reactive: Problem solving approach Eg.. High waste Pro-Active: Forward looking approach Eg. .Train Staff for promotion

AN INTEGRATION WITH OTHER HR STRATEGIES a) Manpower planning identifies skill shortages b) Performance review indicates performance gaps

TRAINING & DEVELOPMENT AS PART OF BUSINESS STRATEGY a) Management Development to be aligned with the strategic positioning of the firm b) To reinforce entrepreneurial & innovative culture

Jayadeva de Silva

Jayadeva de Silva