Benefits and Strategies of Human Resource Development (HRD)

Benefits and Strategies of Human Resource Development (HRD)IntroductionHuman resource kick downstairsment coordinates the rights of image and development experiences in the brass instruments. In recent years the scope of human resource development (HRD) has expanded from simply providing rigdness programmes to facilitating learnedness throughout the organization in a wide material body of ways. There is an increasing recognition that empoloyees stick out and should learn continuously, and they should learn from experience, from each other as well as from formally structured readiness programmes. Nevertheless, formal grooming is still essential for near organizations.1.1 Training Defined.It is a systematic modification of behaviour through learning which occurs as a result education, instruction, development and planned experience. It is a learning experience in that it seeks a relatively permanent change in an individualistic that result purify the ability of feat on the ponder.Employee training is open-day oriented focuses on individuals, current commerces, enhancing specific skills and abilities to immediately perform their jobs.Learning is a relatively permanent change in behaviour as a result of practice or experience.Development focuses on future jobs in the organization. It seeks to improve a persons overall c areer prospect. It comprises series of planned training activities and experiences designed to improve managers performance.Activities include attending short courses, job rotation, understudying senior mangers, attachments, completion of long-term academic qualification in the management field.Education refers to activities that are aimed at developing the fellowship, skills, moral grades and understanding required in all aspects of life. Its use is to provide the conditions essential to people to understand their environment and make a contribution to it.1.2 SCOPE OF TRAINING government activitys provide training for many reasonsTo orient raw hires/employeesTo improve current performance for workers who are not performing wellTo prepare employees for future promotions, changes in design, bringes, or technology in their present jobTo help organization achieve its purpose by adding value to its key resources (people). It means investing in people to enable them perform better and to clear them to make the best use of their natural abilities.To reduce the learning time for employees.Competitive pressures change the way organizations get going and skills that employees call for.1.3 Training as Related to separate HR FunctionsHRP identifies the skills and number of employees needed.Recruitment and selection go locates individuals with these skills in the labour market. Information on projected HR take and probable qualifications helps determine come in and level of training to be provided. effect evaluation specifies whether employees are performing to the desired standards and if not the employe r discrepancies identified may signal the need for additional training.Performance evaluation may be used as criteria for evaluating training effectiveness.Training is pivotal in implementing organization-wide culture change efforts, e.g. developing a commitment to customer service, adopting total pure tone management etc.1.4 Training benefitsMinimizes learning costsImproves individual, team, and corporate performance in terms of output, quality, speed and overall productivity.Improves operational flexibleness (multi-skilling)Attracts high quality of staff by developing their competencesIncreases commitment of staff.Help to manage change by increasing the understanding reasons to changeHelp to develop positive culture in the organizationHelp to provide high levels of service to customer.2.0 Strategy and HRDTraining can help an organization succeed in a number of ways. Ultimately it is employee knowledge and skills that produce the organizations products and services. Training faci litates the implementation of strategy in the following waysProviding employees with the capability to perform their jobs in the path dictated by strategy.Assisting in solving immediate business problems such as when managers in an action learning programme studies a real problem faced by their organization and recommend the solution.Helping the organization to keep ahead in a highly competitive and turbulent environment.The training function therefore, must foster a continuous learning culture and stimulate managers to reinvent their organization.Recent changes in the environment of business have made the HRD function even more important in helping organizations maintain competitiveness and prepare for the future. Technological innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employees need. The tight labour market of the lat 2000s has increased the the importance of training in several waysFirst, higher empl oyee turnover means that more new-sprung(prenominal) employees need training. Second, it has been suggested tha frequent and relevant and relevant development experiences are an effective way to gain to gain employee royalty and enhance retention of top quality staff.Training must be tailored to fit an organizations strategy and structure. For instance, an organization whose strategy involves providing exceptional service through a committed, long -service cadre of a well qualified employees will need more complex training and career development systems than an organization that competes on the basis of simple, low-cost services provided by transcient, unskilled employees. The later will need a highly efficient orientation and basic training. group- based high involvement organizations find that extensive training in team skills, as well as in individual job skills is necessary to make an innovative organization structure function as in tended. When strategy changes, training is n eeded to equip employees with the skills to meet new demandsTraining is seen as pivotal in implementing organization-wide culture -change efforts such developing a commitment to customer serviced, adopting a total quality management, or making a transition to self-directed work teams.PLANNED TRAININGA flip over intervention aimed at achieving the learning necessary for improved job performance.PurposesTo identify and define training needs involves analyzing corporate, team, occupational, and individual needs to acquire skills knowledge or to improve competencies.Define the learning requiredDefine the documentarys of the learning learning objectives should be set which define not only what should be learnt but to a fault what trainees must be able to do aft(prenominal) their training programme.Plan training programmes these must be developed to meet the needs and objectives by utilise the right combination of training techniques and locations.Decide who provides the programme either from within or from outside the organizationImplement the training ensure that the most confiscate methods are used o enable to acquire the skills, knowledge and attitudes they need.Identification of Training Needs (Training Needs Assessment)It is an investigation that is undertaken to determine the nature of performance problems in order to establish underlying causes and how these can be addressed trough training.It can be undertaken to identify and justify developmental needs trying to prepare people to take extra responsibilities in future.Purpose and Methods of TNAThe choice of methods and sources of information depends partly on the purpose of the training. If it is to improve employees performance and identifying performance deficiencies in the present job, the trainer must begin by looking at present performance to identify the performance deficiencies. Sources of information for this include executive programs and clients complaints,performance idea data, objec tive measures of output or quality or even conducting special performance tests to determine current knowledge and skill levels of employees. respective(prenominal) or group interviews with superiors, incumbents or even clients.Once performance deficiencies have been identified, near step is to determine whether these deficiencies can be addressed by training. In some cases motivation, constraints, or lamentable task design can be the cause.If training is planned for current employee destined for promotion or transfer, needs assessment is more complex. The training specialist must measure the demands of the future job and then attempt to assess the ability of employees to meet those demands.If training is destined for new hires, the method must be slightly different. Training is designed on the basis of careful analysis of job content and the assumed characteristics of the trainees.Three Levels of Needs Assessment.Company levelInvolves organisational analysis looking at how the training fits within the context of conjunction strategy.Concern should be at issues pertaining to changes that have occurred in the organization e.g. organizational structure, process technology, production problems, human resource plans reputation with competitors, personnel statistics, customer complaints, employee behaviour, retention and motivation strategies traffic/Task Analysisuse of job descriptionjob specificationkind of skills, and knowledge required to perform the job be clearly openIndividual levelsidentify who should be trainedcurrent level of individual skills, knowledge and abilitiesperformance standard of individualstraining programme attended.IDENTIFY TRAINING OBJECTIVESTranslate the needs identified at those levels into measurable objectives that can get hold of the training effort.PLAN TRAINING PROGMMEIt should contain objectives of the training programmeObjectives should be the criterion behaviour i.e. the standards or changes of behaviour on the job to be ac hieved after training.It should have clear contents of what to be coveredLength of the programmeWhere it will take placeTechniques to be usedWho will provide the trainingTRAINING METHODSOn -the-job training conducted at the work site and in the context of actual job.Learning by trial and errorSitting next to experienced workerCoaching Experienced managers guide the actions of of junior or less experienced mangers.Job rotation-involves moving employees to various positions in the organization in an effort to expand their skills, knowledge, and abilities. It can be either horizontal or vertical (promoting employee to new position). It is a in effect(p) method for broadening individuals exposure to play along operations and for turning a specialist into a generalist. Job rotation provides an opportunity for a comprehensive evaluation of the employee by his/her supervisorsAssistant to positions Employees with potential are sometimes given opportunity to work under seasoned and success ful managers in different areas in the organization. It helps to get exposure to a wide variety of management activities and are groomed for assuming duties of the next higher level.Committee assignment It provides an opportunity for the employee to share in decision making, to learn by ceremonial occasion others, and to investigate specific problems. Committees can either task forces (which are temporary in nature), or permanent one.Advantagesthe transfer of training to the job is maximized.costs of separating training facility and full- time trainer is avoidedtrainee motivation remains high because what they learn is job related.OFF-THE JOB TRAININGIt is a formal method considered as an incentive, for the most part organized in exotic places or in colleges and universities. This approach may not provide as much transfer to actual job as do on -the job programs.Methods includeLectures and seminars The traditional form of instruction revolves around formal lecture courses and sem inars. They help individuals to acquire knowledge and develop their abstract and analytical abilities.Simulations Training technique using exercises based on actual work experiences. Exercises includecase study analysis, role playing, business games etc.Team BuildingIt is the process of enhancing the effectiveness of teams.It helps employees develop capacity of work groups to interact more effectively and develop skills.LEARNING THEORIESThey attempt to explain how learning occurs.Stimulus- rejoinder tutorCognitive SchoolThe Stimulus -Response School (Behaviourial school)Learning is the development of links between foreplay and response.Theorists interested in demonstrating how links can be encouraged, and the way in which experience of other stimuli can change bonds.Specifically, people must be stimulated by learning by the learning process.This school is based on conditioning theoriesClassical conditioning by Pavlov(1941)Operant conditioning by Skinner, 1953)Classical condition ingBehaviour is learned by exigent association between a stimuli and a response.Stimulus observable condition that can give rise to behaviour.Response objective manifestation of behaviour instruct a process whereby an association is formed between a stimulus and a responsePavlov did an experiment with a dog using an unconditioned stimulus (meat) and a conditioned stimulus (bell).ExperimentBefore conditioningMeat( unconditioned stimulus) Dog salivates(un Res)During conditioningMeat + toll (cond. Stimulus) Dog salivates (cond. Res.)After conditioningBell ringing (cond. Resp Dog salivatesImplications the experiment shows that learning can be transferred to higher order conditioned stimulus other than those used in original conditioning. However, it is awkward to trace exactly the cause effect relationship of the such behaviour.Operant Conditioning ( Skinner- 1953)A type of learning that involves an increase in the probability of a response occurring as a function of reinforcemen t.Suggests that people emit response that are rewardedHuman beings learn behaviours that are rewarded and they will engage in those behaviours.Implications In organizations, behaviours are learned, controlled , and altered by consequences managers use. Operant conditioning is used to influence behaviours by designing suitable reward systems.Cognitive Learning possiblenessIt involves gaining knowledge and understanding by absorbing information in the form of principles, concepts and facts, and then internalizing it. Learners are regarded as powerful information processing machinesSocial Learning TheoryIt states that effective learning requires interaction. People participate in groups of people with shared expertise, and these are the primary sources of learning.Principles of LearningGoal SettingIndividual behaviour is influenced by their conscious goalsHard goals result in better performanceLearning objectives must be clearly conveyed to traineesGoals must be difficult enough to al tercate individuals but not to discourage themFinishing the programme must be supplemented with evaluations, tests, quizzes or any reward.ReinforcementIt consists of giving reward following performance of bodily function that increases the likelihood to perform the activity again.Trainee should know what specific behaviours are expected of him/herReinforcement be related to these behavioursReinforcement be prompt and continuous when trainee begins to learn new behaviour.Reinforcements must be effective and should very from individual to individual.Feedback (Knowledge of Results)Feedback with a directional function provides information about behaviour necessary to improve performanceFeedback with motivational function provides information about outcome of behaviour that needs to rewardedBehaviour ModelingPeople tend to pattern their behaviour with that of their associates, parents, friends, and acquitances etc. often of the human behaviour is learned by observing others.EVALUATIONIt is an attempt to obtain information (feedback) on the effects of a training programme, and to assess the value of the training in light of that information.Evaluation helps to know whether the progamme was worthwhile in terms of cost-benefit terms.It is difficult because it is difficult to set measurable objectives and to collect results the information on the results.Evaluation levelsReactions the reactions of participants to the training experienceLearning At this level it requires the measurement of how trainees have learnt as a result of their training new knowledge and skills acquired.Job behaviour measuring the extent to which participants have applied their learning on the job. Assessing the amount of transfer of learning that has taken place from off the job courses.Organization attempting to measure the effect of changes in the job behaviour of trainees on the functioning of the organization. E.g. improvements in output, productivity, quality, turnover..PERFORMANCE APPRAI SALDesigning appraisal systemShould reflect the needs of those concerned (organization) to collect information for personnel decision making and distribution of rewards.Should be related to longer- term needs of the organization e.g. kind of staff and how they will be developed.Should act as a consultation process There should be a degree of compromise between the people involved in pursuit of the commitment to the system.Organizational structure and culture dynamically related and should be considered in designing of the system. E.g. a highly structured bureaucratic company will have a different system as compared to a company with a decentralized flat structure.WHO SHOULD BE APPRAISED?Self AppraisalReduces defensivenessIndividual becomes motivated and committedDisadvantage Leniency error.Peer EvaluationMay be accurateAppropriate for developmental purposesUseful when supervisor has no come about to observe the employeeCan work well in teamwork.Disadvantage Friendship bias.Immediat e superiorHas knowledge of the tasks performed by individualSuperiors SuperiorHe can countersign supervisors appraisal of the employee in approval indicating the process is fairHe may directly carry out the appraisal360- Degree appraisalAn appraisal device that seeks performance feedback from such sources as oneself, bosses, team members, customers and suppliers. It has more accurate feedback, empowering employees, and reduces the subjective factors in the evaluation processAssessment CentresAssessment centers are most often used in appraising potential superiors and managers.Assessment centres use tests, group exercises and interviews to appraise potentials.MANAGEMENT BY OBJECTIVES (MBO)It is an approach to performance appraisal which emphasizes the need to assess performance with reference agreed output, tasks to be accomplished or standards of performance.It involves three stepsThe employee meets the supervisor and agrees on a set of goals and standards to be achieved during a sp ecific period of time.Goals should be quantifiable and agreed targets.Monitoring progress employee left free to determine how to achieve the goalsAt the end of the set period, supervisor and employee meet to evaluate whether goals were achieved and decide together for the new set of goals.Feedback of Results (PA Interview)Before employees are told to improve their performance after appraisal, they must know how they are shortly doing.Feedback Interview is a discussion between the supervisor and the employee concerning the employees past performance and how it wiil be improved in the future.Approaches to Feedback InterviewTell and Sell-The supervisor tells the employee how good or bad the employees performance has been. He attempts to persuade the employee to accept his judgement.The employee has no input in the evaluationThe discussion is directive and one sided.ProblemsCan go forth to defensiveness, resentment, and frustration. Subordinate may not accept results and not be commit ted to achieving goals.Tell and Listen executive program tells the employee what has been right or wrong, and gives him/her a chance to react.Employee participates in the interview by reacting to supervisors statement.Problem SolvingThe employee has much more control over the interviewHe evaluates his/ her performance and sets own goals for future performanceSupervisor is helper rather than judgeThere is an open dialogue in which goals for improvement are established mutuallyAdvantagesIt can lead to employee commitment to established goals