Strategic HRM and Training

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

* 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:

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

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

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

ROI

ROI (%) = net program benefits * 100

program costs

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 Purpose:

Literacy training

Values training

Diversity training

Training for teamwork and empowerment (work involvement programmers’)

4 Steps in Training and Development:

1) Needs Analysis (specific levels)

2) Instructional Design (curriculum)

3) Validation

4) 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 TRAINING

o OFF-THE –JOB TRAINING

On-the-job training methods:

1. Job instruction training

2. Coaching

3. Programmed learning

4. Job rotation/enlargement/enrichment

5. Vestibule training

6. Simulation

7. Demonstration

8. Apprenticeship

Off-the-job training method:

1. Lecture method

2. Conference

3. Role playing

4. 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