PART – I INTRODUCTION TO HRD
INTRODUCTION
It is a known fact that the humanity or the human approach can work like a magic. We all have been using this in our home front as well as at work place. Maslow & Herzberg have also explained in human being to motivate them for better productivity.
Amongst all other resources used in an organisation to meet its objectives, human resource is the element, which, if harvested in a proper way cab bring about miracles. The studies and researches on the learning process in organisations interpersonal relationship or even in achieving effectiveness in the organisations, revealed that this resource has tremendous potential capabilities.
However this potential needs to be diagnosed, analysed and oriented in a desired direction. In the past, the organisations were content with developing these potential through training by improving knowledge and skills under the principles of personnel Management.
As the organisations started realizing the limitation of the training in bringing out desired change in employee’s attitude, the concept of Personnel Management enlarged its vision and has linked human values to Management. The need to create an environment to inspire a human being to enjoy working, has been felt by the psychologist and behavioural scientists which later on gave birth to the new concept of Human Resources Development (HRD).
The importance of HRD is increasingly being appreciated now, especially in the changing systems, environment and technological culture.
BASIC CONCEPT OF HRD
The process by which the human being is continuously helped to acquire knowledge and skill and to change, adjust the organisational culture by changing his attitude, is defined as Human Resource Development.
Therefore the basic concept of HRD can be defined as:
To acquire capability to meet present and future job specification.
To develop an organisation climate to bring about team spirit and group dynamism.
1 NEED OF HRD HRD concept is therefore not only for the individual’s development but for the group and organisational development also. The organisational effectiveness is directly proportionate to the efficiency of the individuals, their competence, inter-personal relationship and the team dynamism. The HRD is therefore concerned with:
Increasing the competence of the individuals. Increasing the dynamism of the team. Developing organisational climate and work ethics. Bringing out industrial/working harmony. Since the human resource is most costly yet potential the need to develop this resource, is the key factor towards the organisational growth and its effectiveness.
HRD SYSTEMS & SUB-SYSTEMS
The human resource development is a system by itself. Its prime objective is to have an organisation which takes care of recruitments, staffing, training and development of the employees in accordance with the set objectives of the organisation. The HR department thus constantly strive at these functions through its sub-systems.
The inputs like new recruitment, when processed through its initial training, familiarization programme becomes outputs to the organisation as new hirers and records. These are termed as human resource assets to the HRD Department. During each process, through sub system the employees are processed through
One to other and output of one becomes input to the other sub system. Therefore the quality of the output directly affects the input of the other and in turn its output. The figure below is a conceptualization of an HR Department as system taken from T&D guide for the teaching purposes.
We can therefore summarize, that in broad sense the HRD system has three sub systems:
Staffing and Training Department. Career planning. Potential appraisal and development.
2 PRINCIPLES OF HRD SYSTEMS / SUB SYSTEMS The principles related to HRD system and sub systems are as follows:-
To focus on enabling capabilities. To focus on desired culture to improve effectiveness. To co-ordinate sub systems and improve their qualities To strengthen the roles and responsibilities.
PHILOSOPHY OF HRD
Apart from the knowledge and skill, the behaviour of an employee is an important attribute towards the total effectiveness of self and the organization. Secondly the behaviour is determined by one’s own perception and its values in the organization. The HRD concept takes care of this psychological aspect and helps the individuals to develop an attitude to bring group effectiveness and the organizational effectiveness.
HUMAN VALUES & MANAGEMENT
A value system plays an important role in understanding the self and others. This is also an instrument in developing employees behaviour. The humanistic values to match the organizational or more so the HRD philosophy is a prime function of the HRD department once the philosophy has been framed.
To have an appropriate humanistic approach, the organization must consider the following:-
Optimistic and constructive approach. Openness and professionalism. Mutual trust and support. Clarity of roles and responsibilities. Allowances for risks and mistakes. A growth Vs maintenance perspective. Personal pride and respect. High standard. Award for loyalty.
3 HRD – INDIAN SCENARIO
As a result of HRD efforts, during the last 40 years after independence India has acquired considerable skill and expertise in running complex enterprises. Average Indian is more competent than other nationalist but he needs to be motivated or molded to work in a group. The stress should be laid down on fundamental literacy and education system must change to changing needs of Indian economy.
Trained man power is required at middle and junior level for improving the productivity. At the same time entrepreneurship, training and development is a must to reduce un-employment and optimize the talents of the national human resources.
This concept has taken a momentum in our country since 1980s and professional bodies like IIPM NILM NIPM ISPD IIMS AIMA NIHRD etc. have started strengthening their activities towards the national cause of human resource development.
The management studies available are based on westernized culture. To make them effective in Indian scenario, these will have to be blended with case studies and Indian psychology.
HRD IN PUBLIC SECTORS
Public sector is a prominent organization in India which contributes most towards national economy. Most of the organizations or business houses are public enterprises using costly technology and equipments. Therefore HRD assumed greater importance in public sector enterprises to improve their efficiency. The role of education to uplift the moral, ethical and spiritual values have to be inculcated by the public enterprises. The character development through HRD can be a real hall-mark in Human Resources Development which automatically improves the quality of work, productivity and organizational work culture.
HRD IN BANKING
In last two decades the Banking industries have expanded many folds and increased their network to almost double the number. The working load and the competence at the corporate level and at the branch have also increased. This rapid expansion of the activities vis-à-vis the consumer’s expectations from the Banks have necessitated the development of the employees and change in personnel activities.
Secondly being service industry and having varied groups of people to deal with the interpersonal skill development, ability to analyze consumer behaviour and psychology also demands trained staff at urban and rural front.
Thirdly to avoid work alienation because of overload and rural working areas, job satisfaction will require the organizational culture to inspire them to enjoy the work.
4 The HRD activities have therefore started in mostly all the Banks and have shown the amazing results. Today most of the Banks have T&D centers or HRD divisions at least at each zonal center.
Mayo’s Hawthrone Effect, Mc Gregor’s X&Y Theory, Berne’s Ego states Analysis, all propounded the legacy of man as social and emotional with varied attitudes.
Further the studies and researches in learning process, interpersonal cohesion, group dynamics, improve the productivity etc revealed that apart from training of skills or knowledge, development of attitude, institutionalization of employee is also essential to bring group dynamism and effectiveness. The process of developing self & others and organizational climate has therefore replaced the traditional personnel management system and personnel training department.
Based on the belief that human resource is the most viable assets in the organization which has unlimited potentials, the human resource development activities have taken momentum and are being appreciated in all sectors. This concept not only develops the employee’s capabilities but also improve the organizational climate and encourage employees’ commitment to the task and performance.
In Indian environment a unique approach of KISS (keep. It simple Strategy) can be found more appropriate because of Indians being more emotional and sentimental. Simplicity comes by evolving systems and policies which can be easily understood by the employees. The work ethics, moral uplifting, recognition and well planned career growth can make HRD process more effective and quicker.
HRD is required not only in industrial sectors but commercial banking or service organization also needed more, as the involvement of human values are more in these sectors. Public sectors need HRD to help nations to improve its per capita income. HRD is a need of today as there is no two opinion that the people and not the science or technology will determine the future.
5 BIBLOGRAPHY: There is no end to learning process and it is therefore suggested to get more information by going through the following writings:
1. Human Resource Development & Productivity G K Suri – NPC publications (India) 2. Director’s Guide to Management Techniques. Dennis Lock – Gower press publications (UK) 3. Hand Book of HRD Administration Joseph J Famularo – Mc Graw Hill publications (UA)
4. Designing and Managing HR Systems Parekh Udai & Rao TV 5. Recent Experiences in ‘HRD Parekh Udai & Rao TV 6. Role Analysis for HRD parekh Udai – Indian Management Aug 83 issue.
ANNEXURE –I
DIFFERENCE BETWEEN TRAINING & DEVELOPMENT
Training Development * It is a short term process * It is a long term process * It utilities systematic and * It too utilizes systematic organized procedure & organized procedures * Managerial personnel acquire * Managerial personnel get skill of training sub-ordi- conceptual & theoretical nates knowledge & skill or mana- ging. It is rarely used. * Non managerial personnel * Non managerial personnel acquire technical skill & acquire technical skill knowledge for a definite and knowledge for a long purpose term purpose * It is primarily related with * It is mainly useful for the job and technical skill long term management learning development process.
6 ANNEXURE - II
HRD CONCEPT IN A NUT SHELL
* WHAT IS HRD HRD is a continuous process of enhancing the capability of human being and helping them to change their attitude to give best results in an organization. * WHY DO WE NEED HRD Organisation is a group of people and the people have high potential resources. To optimize these resources and to make organization more effective it is necessary to have HRD system. * HOW DOES IT WORK It works at all levels. The analysis of management philosophy helps in designing HRD strategies and its implementation. It is a combination of training and development process. * ROLE OF T & D IN HRD Training contributes to all attribu- tes of HRD and HR management. T&D accelerate the acquisition of desired competence as it is one of the sub system of HRD system
7 PART -II
ROLE AND ACTIVITIES OF HRD
AND TRAINING SPECIALIST
INTRODUCTION :
HRD is based on the faith in the inherent potential in very human Being, which can be manifested by giving right direction and Orientation. At the same time human resource is unpredictable Resource which has unlimited potential. These two statements Gently hint that the organisational efficiency can be improved By optimizing this resource as it is the only resource which can Be adjusted and modified to meet the challenging technological And socio economic environment.
This recognition of emphasis on human resource development has Created a need for appraisal of present competence, future Demand and maintenance of resources for long term benefits.
The roles and activities of HRD system, therefore depends upon The size of organisation, its strategic plans and philosophy of Maintaining the human resources. Some of the functions may vary From organisation to organisation but mostly the activities or The role of HRD department can be categorized as below:
ROLE OF HRD DEPARTMENT
The role of HRD department starts from the analysis of the Objectives or the goals of the organisation, to arrange Specification for human resources, recruitment methods, selection Process, appraising, placement, training and development and Maintenance of these to give satisfactory and rather reliable Services towards the success of the organisation.
Accordingly the main function of HRD can be listed as :
1. Human resource planning 2. Human resource accounting 3. Human resource allocation and role planning 4. Human resource training and development 5. Human resource maintenance 6. Climate development of HRD.
8 1. Better selection and recruitment process 2. Better placement of the employees to suit their Attributes/capabilities. 3. Overlaps of responsibilities can be avoided. 4. The effectiveness of the employee and that of the group can be enhanced. 5. Delegation can easily be planned without any conflict. 6. Performance appraisal procedures can be simplified. 7. Feed-back on strength and weaknesses of the employee’s Performance. Counseling can help expending HRD. 8. Harmonious working climate can be developed.
Further it helps to design management information system and in the attainment of organisational goals.
HR & T&D Training and development plays an important role in the HRD. Training alone prepares individual to develop skill and Knowledge through classroom. Instructions on the job training or planned outside training or coaching while human resource development process develops individual with dyadic relationship and organisational health. The T & D process and HRD
HRD and T & D Personnel Mgt. Trg. & Dev. Set goals process Appraise Appraise man power man power competence Decide Provide Identify Arrange Strategies facilities Trg. need Mgt. Dev. plans.
Development Staff the Plan/Design Develop & Of culture deptt. T&D prog. Maintain HR Evaluate Evaluate System.
9 ACTIVITIES OF HRD
To perform the above functions the department normally plans, Designs and implements the following activities: 1. Studying the organisational objectives and their strategic Plan 2. Analyzing the present and future plan, demands and resources. 3. Apprising the individuals potential 4. Designing the specification for human resources. 5. Organising research for potential resources. 6. Computing the cost/investment on human resources. 7. Comparing present and existing human resources. 8. Identifying training needs and assessing the needs. 9. Computing the cost of training and development 10. Evaluation of T & D activities. 11. Assigning various roles to the employees 12. Modifying organisational culture/climate 13. Looking after welfare activities. 14. designing and developing T & D programme These functions of HRD department can also be understood from the Model of HRD as drawn on the next page.
HUMAN RESOURCE PLANNING:
It is the analytical role of HRD to study the organisational policies & climate before forecasting most suitable human resources. The planning of HRD is different than the man-power planning of traditional personnel management function. This role is to emphasize the selection based on future career planning of individual and organisational development. After appraising the human resource department this activity also includes
Computerizing the HR specifications for considering the Management development plans.
10 HUMAN RESOURCE ACCOUNTING:
Human resource is also an investment to the organisation and this Asset needs ro be precisely computed and controlled. HRD also Takes are of this aspect by way of comparison of cost of Recruitment process, cost of in-house availability and hiring From outside, working out optimal cost and number of human beings Required in each department of the organisation.
Therefore HRA is an important function of the HRD department.
HUMAN RESOURCE ALLOCATION/ROLE PLANNING:
To perform a specific task or to achieve the objective, there Must be clarity of responsibilities and accountability of an Employee. The process of defining the role of an employee in Context of his work and expectation of the department is an Important role of the HRD.
The role analysis is therefore very useful to the individuals and The organisation in many ways.
Through this role the HRD department helps the organisational to Equip each employee with desired knowledge, and skill to perform His/ her job effectively in present situation and to develop Competence for the future requirement. Thus to acquire, maintain & improve the level of skill & knowledge and quality of the Human resources, the contribution of T&D are manifold.
HUMAN RESOURCE MAINTENANCE: HRM is an important function of HRD which binds the employee The organisation and develops belongingness. Until institution have developed the job, satisfaction, job enrichment can not come out of the eventual, sentimental or motivated barriers in an organisation. The emphasis of human value in management has helped to develop work ethics and respect to the self esteem. Proper maintenance of human resources will take care of the Aspects and continuous process of appraising the performance, Training and retraining for the deficiencies and performance. Counseling, will keep on motivating the employees.
11 ROLE OF HRD IN ORGANISATIONAL DEVELOPMENT: INPUT PROCESS OUTPUT * Human Resource * Role clarification * Perception * Role Description * Widening Perception * Moral improve- ment * Organisational * T&D Process * Rise in Structure self-esteem * Cost input * Group dynamism * Improved Productivity * Harmonious work
ORGANISATIONAL CLIMATE/HEALTH DEVELOPMENT: HRD functions also take care of modifying the organisational culture to create hygienic & motivated work environment, look after the welfare of employees and help the organisation to design and conduct organisational development plans. Cleanliness, adequate illumination and relevant help to Individual to concentrate and so the organisational health to Its employees.
T & D DEPARTMENT:
The growth of organisation depends on: a} Strategic decisions taken by management and b) Implementation of these decisions by employees.
The training and development activity is a vital link to facilitate the implementation process by imparting the required training to improve the competence of the employees & to effectively implement the management decisions.
Well trained people can be somewhat effective without well Prepared strategic plans or/and organisational culture but Without strategic knowledge and skill every thing may collapse. Similarly good relations alone can always do good. A truly Competitive edge comes from the people who know what they are Suppose to do and how exactly that is to be done. T & D helps the People to learn and develop this capability to bring dynamism in The organisation.
12 The effectiveness in T & D process will depend on the accuracy of the following:
a)Training need identification b)Training need assessment. c)Training need justification d) Budgeting and controlling the cost. e)Selection of learning process & training methodology. f)Planning, Designing & conducting the process. g)Evaluation of programme, the trainee & the feed back records. Of course, the role of T & D specialist can not be ignorned in this Process as he is the facilitator and motivator and his own Perceptions, competence and attitude play an important role in Making T & D programme really effective and fruitful.
TRAINING & DEVELOPMENT SPECIALIST:
In the present concept of HRD, the role of T&D specialist is Really a complex one as it is conditioned by the combination of The objectives and climate of the organisation and the
Subjective & personal elements brought out by the line managers. Besides this his own conceptions of his role and personal skill Do influence his role as specialist.
Furthermore the technological competence, awareness in work Force, legal threats and level of education linked with higher Expectations of the organisations for productivity, have made This role more complex. Now the specialist is required to add Human values in his personal profile.
PROFILE OF T&D SPECIALIST
As such this personality is difficult to define firmly and Accurately as it requires continuous redressing and reshaping in Accordance with the changing technological and socio-economic Scenario. However a sketch below can give sufficiently clear Picture of an effective T&D specialist which can be retouched as & when required to match with the changing background of oranisational objectives, philosophy, business strategies etc.
13 A man who keeps on increasing his inventory of simple, Catchy and refreshing words and thought. A man who strives for improvement and not for perfection. A creative personality stimulates the trainee to do Something as desired. A counselor who understands psychology & behavioural Science. A consultant who suggests the ways to improve efficiency. A futurist to set organisational goals to keep pace with Changing techno-social culture. An innovator to develop latest teaching, training and Development techniques. An analytical examiner to evaluate personnel, training Programmes and methodology. A psychologist counsel the employees. An economist to critically plan, budget & control the activities. A Manager to encourage brain storming environment to enable Participative learning atmosphere.
A Manager who institute discipline Task & Time. An architect to shape employees to suit to present and Future jobs.
MODEL FOR T & D SPECIALISTS EXCELLENCE: Analyze critically the performance problem Develop communication skill to question Effectiveness To surface out deficiency Design and judgment feed back and T & D Evaluation system specialist Device adult learning techniques Be watchful on cost control Anticipate psychological barriers of target group Design learning dynamism to suit Target group
14 ROLE OF T&D SPECIALIST
The profile of T & D specialist and the understanding of the Following will help to identity major variations in the role of a T&D specialist: The organisational strategic plans for present and future Goals. The likely changes in the environment and their impact on The training and development activities. The management process to implement the above strategic Decisions. The present philosophy of HRD and the role of T & D in it. The recent development in the T & D.
The T & D specialist is to therefore :
1. Act as consultant or advisor 2. Act as exponent
3. Act as diagnostician 4. Act as an effective Manager.
AS CONSULTANT/ADVISOR :
This is perhaps the most common role under which he suggests the strategic plans/schemes for human resource planning, recruitment, staffing depending upon the Sales, Finance, Production, R&D. and Quality control strategies. He advises on Production of T & D schemes, design of T & D programmes, course Material selection etc. To justify the objectives of the Organisation and the deficiencies of human resources to be Removed. Being specialist on learning/training methods he Provides he bridge between learning theories and methodology to Be used for a given target group.
He in this role helps the manager to train and evaluate the T & D Programmes.
The consultative skill of T&D specialist involves knowing what Question to be asked, when to ask and how to create environment in Which facts are surfaced out.
The performance problem is the legitimate and obligatory concern Of the T & D specialist.
AS AN EXPONENT :
15 In this role he directly implements the training functions. At One extreme he is an instructor and at the other he motivates the Learning habits. He is also to describe the nature in change of The training depending on the analysis of the training need Identification.
As exponent he will be required to lecture, to run the group discussion, to lead a case analysis, to demonstrate a technique and to analyze the performance. In exercising these functions he is also seen acting as an administrator.
Apart from the above, he in this role, sets the policies, the time Table for the T & D programme, locations for the programme and Selecting a homogenous group for an effective output.
As a delivery agent to implement teaching functions, he must have a skill in facilitating learning in others.
AS DIAGNOSTICIAN:
In this role T & D specialist virtually performs the part of an Advisor’s role also as he is supposed to :
Diagnose the training needs Analyze employees’ performance Justify the need of T & D Device questionnaire for training needs survey Establish relationship with the people
The diagnostician is asked and is able to look for the Alternate definitions of the performance problem and the Possible training and development solutions. He may survey the Whole range of activities in an organisation using the well Established tools of behavioural science.
He may diagnose the inherent attributes of managers, Supervisors and
16 PART-III
PLANNING ORGANISING
BUDGETING & CONTROLLING
OF HRD
INTRODUCTION
The conversion of human being into Human Resources to optimize Organisational performance is the prime motto of HRD. However to Make these HRD activities more effective the HRD department is Required to redefine the roles of training and development at Macro level and to design the strategic plans. To do so there is a Need for proper planning, organising, budgeting and control of HRD functions.
PLANNING THE STRATEGIES
First and foremost function of the HRD department is to plan the Strategies after analyzing the objectives of the organisation And the philosophy of HRD. Let us consider the strategic Philosophy of HRD department.
HRD PHILOSOPHY
= Human Resources exists in every organisation = Organisation provides necessary functions at competitive cost. = Human Resource has unlimited potential which can be harvested through HRD process. = Human Resources Development aim is to enhance productivity, quality of product & services and organisational effectiveness through people – people and people – system interfaces. = Human Resources Development not only develops human resources but also the organisational climate/health.
These philosophies when blended with the organisational objectives helps HRD specialist to plan and organize the activities.
17 PLANNING THE T&D ACTIVITIES
The HRD activities can be planned in the following sequence: 1. Defining the goal of HRD 2. Establishing linkage with organisational philosophy. 3. Selection process for the target group 4. Deciding alternate strategies 5. Designing organisational structure to implement these Activities. 6. Appraising the resources 7. Designing T & D programme 8. Planning facilities, faculties and consultancy services 9. Planning feed back systems and evaluation 10. Modifying and reviewing strategies 11. Planning career growth for an employee
GOALS OF HRD
1. Development of individual capacity 2. Development of competence in relation to the job being Performed 3. Development of interpersonal relationship skill. 4. Development of corporate approach. 5. Development of overall organisational culture
LINKAGE WITH ORGANISATIONAL PHILOSOPHY
To implement the activities of planning an organisation is Required within the organisation which is termed as HRD department. This will require:
1. Organisational structure and hiearchy 2. Policies and guidelines 3. Coordination and liaisoning between client department and the top management.
4. Recruitment and selection of HR.
5. Designing and conducting HRD Programmes.
6. Organizing career and succession plans.
18 SELECTION PROCESS
The selection process of the group will depend upon the Organisational policies and situational complexity. It will Also depend on TNI & TNA projects reports and availability of the Policies in the organisation.
DECIDING ALTERNATE STRATEGIES
The alternative strategies are decided depending upon the Various pros and cons of the planning process and the T&D Programme sensitivity.
When the programme package is designed, depending on the Following variable, the alternative strategies, the select the Most viable package can be decided.
Part time package using two hours daily on the job Part time package using two hours daily off the job Part time package with simulation package Full time two/three days laboratory Full time six days programmes Daily sessions using work or working hours, Daily one or two hours with consultants. There is no limit to these probabilities and combinations which Can be worked out depending upon the organisation objectives and [philosophy
As such the alternative strategies can be classified on the Following three grounds:
1. Programme design variable 2. Programme budget variable 3. Probabilities of target group being spared for the Programme
ORGANISATIONAL STRUCTURE PLANNING
The implementation and monitoring of HRD programme will require An organisation to administer the programme, co-ordinate the Programme and evaluate it.
The HRD organisation may have the structure similar to that as Shown in figure below. The further staffing can be done according To the need and work load of the department.
19 PLANNING THE RESOURCES
After having designed the objectives, goals, alternative Strategies and the organisation to deal with it; the most Important step is to plan the resources to provide required input To HRD activities which may lead to desired output of change in Skill, knowledge and behaviour. The resources may be within the Organisation or outside agencies whose creditability has to be Judged by T&D specialist. The cost effectiveness & the budget Are also the criteria in deciding the resources.
Planning resources within the organisation do have their Advantages and disadvantages in respect to the task, latest Technology & techniques, hierarchical barriers and inter Personal-relationship constraints. Therefore these factors are To be born in mind in planning the resources.
PLANNING THE T & D PROGRAMMES
This covers planning of facilities, faculties, consultancy Services etc. The programme type, length, target group, nature Of target, priorities of management are some of the vital factors To be considered in planning the T&D activities. Some of the guidelines below can help to plan successful T&D programme:-
1. Diagnose the T&D needs carefully 2. Integrate individual’s needs into programme design. 3. Blend organisational need with individual needs Appropriately. 4. Put development plans into writing. 5. While selecting in-house resources, ensure positive Approach of immediate superiors. 6. Keep in mind the success and career planning also.
Sequence of the programme should take the following into Considerations.
1. No faculty member ought to take more than two sessions a Day. 2. Avoid heavy work or too much detailing in the class room. 3. Translate training objects into training and development activities.
However the sequence or programme designing is dealt with in More details in following chapter on Designing & conducting of T&D Programmes.
20 PLANNING FEED BACK & EVALUTIONS
This is a most critical job of an expert to plan and design the Feed back system in the programme. The feed back or evaluation Should relate to the desired output with the objective input. The Programmes are to be so planned that the feed back of one unit can Be used to redress the input of unit two if necessary. The Change in attitude or even skill and knowledge cannot be Noticed immediately in the job performance or organisational Effectiveness as it has a long term effect; the feed back for Class room or from the specialist/observers can help in Reviewing the techniques, breaking the target groups,
Readjusting the harmony of the group etc; to achieve Effectiveness in the learning process and the programme as a Whole.
ORGANISING THE PROGRAMMES
PRINCIPLES OF ORGANISING T & D PROGRAMMES:
There are certain general principles to be considered while Organising a training and development programme based on National Industrial Conference board recommendations,
1. The purpose of T & D is to help meet organisational Objectives by providing opportunities for employees at all organisational levels to acquire the requisite knowledge, skills and attitude. 2. The first step in training is to determine needs and Objectives. 3. The objectives and scope of a training plan should be Related directly to the needs and objectives of the Organisations. 4. The techniques and processes of a T & D programme should be Related directly to the needs and objectives of the Organisations. 5. The function of training personnel is to assist line Management in the determination of training needs and in The development, administration, conduct and follow up of Training plans. 6. To be effective, training must use the tested principles of Learning to make it most effective and respective to the Trainees.
21 ORGANISING THE PROGRAMMES
Accordingly, the T&D programmes an be organised in the Following manner:
1. Assign the work to identify the training needs. 2. Assign the planning and breaking up the objectives. 3. Assign to design and development write ups. 4. assign to design and development training aids and facilities. 5. Assign to conduct T & D programme. 6. Assign to evaluate programme and collect feed back. 7. Arrange discussion with appraisals.
This would mean suitable staffing, organising the functions, Collaborating with outside agencies and co-ordinating the off the Job programmes.
BUDGETING & CONTROLLING
THE T&D FUNCTIONS
MANAGEMENT POLICIES:
The top management always looks at the loss and profit for any Activity. The objectives of the strategies are only divided on The basis of cost justifications or viability aspect of the Activities in terms of resources. Though the return on Investment of Human Resource Development is still controversial In view of time variable in achieving desired change and Effectiveness in the employees, management does want some Portion of the cost format and its return pattern to decide how Much to be invested and what will be the benefits to the Organisation in terms of rupees or increase in profitability or Reduction in wastage etc. Otherwise it may jeopardise the entire Organisation.
22 GENERAL CONSIDERATIONS ON HRD BUDGET:
General 1.5 to 25% of the total employees salary (with few exceptions) Costs to HRD activities as per the various studies And researches done in this context. However the new Establishment do need much higher allocation for few months & for Which the justification/or viability report can be put up to the Management with expected benefits (in terms of rupees) in coming Years, like R01 plan for new establishment.
Unusual circumstances, when officer or entire plants may be shut Down for T&D to implement, new technology etc, cannot be over Ruled. In such cases the costs may very as high as 100% during This period.
BUDGET ALLOCATION
Basically there are two methods of allocating the budget on HRD/T&D activities.
(i) All cost on HRD/T&D activities observed by HRD Department are recorded at one place in corporate Office. (ii) All the cost is assigned to HRD department who has to Record and control it. Though both the methods may have the some results; the method Used may greatly influence the decision making process. There May be pros & cons of both the methods but within the frame work of The organisational policies and philosophy, the methods or the Outcome of the method is decided for acceptable input to output ratio.
Depending upon the organisational objectives, future plans and The priorities of the programmes; the budgets are allocated for HRD activities.
23 The HRD budget normally covers the following:
a) Cost of staffing b) Cost of planning c) Cost of TNI & TNA d) Cost of Appraisal e) Cost of recruitment or selection f) Cost of testing progress g) Cost of trials h) Cost of Running progress i) Cost of valedicting j) Cost of Training materials & training aids k) Cost of Revising and Re-testing l) Cost of publishing or awarding m) Cost of updating competence n) Cost of feed back system
BUDGETING PROCESS
Business is and always, has been the umber game, the game of data Statements etc. with the advancement of the technology and Management information system, the executive/manager has an easy Access to these data on sales, productions, material and Facilities planning, cost control, loss and profit etc. Further The computer has made it more easy to co-ordinate one function to Another and easily compute the performance or the comparison etc.
HRD is also a part of the organisation and in fact an organisation Within an organisation where in we do invest personnel – recruitment planning & staffing, administration, training and development. This all also costs and this Investment has to be assessed and compared with respect to the organisational loss And profits.
No doubt there could be a slightly complex mathematics involved To compute the cost on HRD system and management but it cannot be Over looked in to-days business environment. The formula, will Therefore be evolved in computing:-
1. The cost of running HRD organisations 2. The cost of T & D activities 3. The cost of change achieved 4. The cost of conflicts avoided 5. The cost of material, man hour & machine hour saved
24 MEASURING TECHNIQUES
The measuring techniques of HRD activities are then designed on The following to judge the viability.
(A)Cost of HRD activities (expenses per unit of T&D imparted) (B) Change achieved (gain in shill, knowledge or attitude) (C) Impact to the organisation (result or outcome of T&D in Terms or performance profitability quality improvement Conflict management wastage reduction etc.)
JUSTIFICATION ON INVESTMENT
The investment of T & D activities is a long term investment which Cannot be easily justified. However the contribution of the Activities in terms of change achieved and impact on the Organisation can be projected in the following graph.
In graph (a) OA represent cost on T & d for new employees for a Period of AB, BCD shows the gains to organisation in terms of job Performance. By gaining this experience now the employee learn By doing and therefore the gain and the investment equalizes upto DE and so the straight line. EF represents the benefits of the Learning-by-doing experience and FH again learning by doing. After learning has achieved the saturation at G the retraining May perhaps be required which may call for taking away the Employees from work place and have only lost & no gain. The GH Will show agin visible investment & so the gain likewise the Cycle goes on repeating. The positive difference between benefits And investment is the only healthy sign for the organisation.
In the case of existing /running unit the HRD activities may cost A little as compared to the new establishment i.e every year Budget may be less than the first investment at the start of Activities. If we look at the graph (b) we find that OP is the Investment which could be for improving skills knowledge and Attitude of managers supervisors or every other employee. QRS Shows continuous improvement due to HRD activities and Organisational culture improvement and ST shows improvement in Experience through learning by doing for a short period of
25 Initiating challenges. TU represents the investment on further Improving the performance but this may not necessitate the Training to be away from his routine duties for longer period and Hence the curve is above the datum line. At point x again there May be necessity for retraining or change of job which may cost More to the organisation.
COMPUTING THE COST
The cost can be direct cost or/and indirect cost incurring in Training of HRD activities. Let us consider the various elements Of these costs:
DIRECT COSTS
Consultants’ fee Honorarium to training faculties Refreshments/lunch/dinner Hire charges of Institutions Hire charges of Training Aids Cost of writing materials & stationery
INDIRECT COSTS
Cost of running HRD organisations Paper production cost T A/D A to trainees and trainers Leave or compensation allowances Work suffered due to employee being away for training Managerial/Supervision cost Cost of running library
COST COMPONENTS
“An ounce of analysis is worth a pound of objectives” said a major Performance technologists of UK Mr. Joe Harless. The analysis on The cost structure of HRD activities can project a clear picture Of cost components.
26 In a broad sense the following can be considered the cost Components (however some can be added/subtracted according to The need of the programme or the principles of the organisation):
1. Cost of planning the programme 2. Cost of Training need Identification & Assessment 3. Cost of designing programme & deciding alternative 4. Cost of testing the programme 5. Cost of trails 6. Cost of retesting and redesigning the programme 7. Cost of conducting & evaluations of pogramme 8. Cost of publishing or rewarding the programe
DERIVING THE FORMULA
Based on the input to the cost of the activity and the elements of HRD formula can be derived to its nearest accuracy. The Formula for the costing of performance deficiency is to first Determine the unit or the element and then work out the cost of That unit or the element. The cost of deficiency is the total loss On the investment while the benefit to the organisation is a Profit. Hence the details of cost becomes most vital for the Viability comparison.
The formula to compute the cost of the element/units discussed Above can be derived as guided below a) Cost of planning the programme
CP = CC + CTI + CA + CS + CS) (1)
Where CP = cost of planning CC = Cost of consultant CTI = Cost of TNI CS = Cost of programme scheduling CSO = share of over head of the department
Similarly the formula can be derived for:
Cost of TNI/TNA = Cost of diagnosis + cost of appraisal (Initial) + share of overhead + cost of interview of survey
Cost of programme = Cost of design + Cost of Testing + Cost of retesting = cost of conducting + cost of facilities + cost of evaluation/feed back
27 Cost of conducting = Cost of course material + Hire Programme Charges to training aids + Hire Charges of place + cost of facilities + Cost of TA/DA + cost of Refreshment/ Lunch etc + cost of stationery
In all the above formulae a factor for efficiency and to cover Indirect cost like cost of motivation, cost to develop climate Or working conditions etc. must also be incorporated. This Factory may vary from organisation to organisation and its Accuracy depends on expertise of T & D specialists.
COST EFFECTIVENESS
As pointed out above the cost effectiveness will depend on Invisible factors like:
(a) Cost of not learning : when trainee has no interest and does not perform to the desired level of efficiency.
(b) Cost of motivation : When above exist and to inspire learning measurements are taken to break the barriers
(c ) Cost of organisational : As above (b). Climate development
(d) Cost of learning : when employee is learning by trial & error method.
Evaluating the cost effectiveness process is one of the critical Job of a HRD manager as amongst the variables, the invisible Costs as referred above, has variables which are influenced by Structure of HRD organisation, behaviour or employees, Organisational environment and various unforeseen situations. Hence for cost effectiveness, a careful study of variable must be Done and suitable constants, for above factors influencing the Cost effectiveness must be suitably derived.
28 COST EVALUATION:
Cost per trainee can be thus worked out by the following formula: C/T= All the cost as discussed above* ………………(2) Personnel to be trained
The cost as applicable will depend upon the programme, place, resources & facilities etc. as some of the cost may not be requires foe specific programmes.
COST OF CHANGE ACHIEVED:
The change can be measured in terms of skill, knowledge and Attitudinal improvement achieved in an employee.
Knowledge change (Kc) = Knowledge after T&D – KA…….(3) Knowledge before KB Training. Thus will require re evaluations and post evaluations of the Employees:
Skill change(Sc) = Skill after T&D = SD = Post Evaluation Skill before T&D SB Pre Evaluation (4)
Similarly the attitudinal change/performance change can also be Computed as:
Attitude change = (AC) = AP………………….(5) AB (PC) = Performance change : PA…………………..(6) BA
VIABILITY CALCULATIONS:
For cost justification or viability, these costs can be compared on short term or long term basis as per the design of the programme and expected rates of change of performance. For viable investment, cost of change should be equal or more than the cost of T&D i.e. :
KC + SC + PC < C/T ………….(7)
29 CONTROLLING THE COST The cost control system effectiveness lies on the feed back and Monitoring the cost incurred, get allotted There are basically three activities involved in the control process:
(1) Investigations of the estimated cost and actual cost of performance.
(2) Comparison of actual performance with planned performance and the establishment of any variance, (3) Initiating actions to cope with the observed deviations.
SUMMARY
For success of a HRD process, apart from T&D specialist, adequate Planning of the programme, accurate design and implementations Of programme helps in budgeting the activities to match with the Performance achieved.
Peter Drucker – one of the expert on modern management functions, Has also emphasized an analytical approach to planning and Organising the programme and the need of measuring the HRD Functions.
In today’s management style of mixed professionalism, the Measurement is the weakest area and there are different schools Of thoughts on the measuring procedures and the accuracy on the Measurements. However the cost effectiveness & viability Considerations cannot be over ruled and some formulation must be Derived to measure the ROI on Human Resource Development.
IDENTIFICATION OF
TRAINING & DEVELOPMENT NEEDS
The interaction with the resource target groups researches and The studies in the field of training and development reveal that Most of the middle & senior level managers are not yet very clear About the role of HRD in their organisation and its genuine Needs. In most of the organisations the training and development Need identification is done on ad hoc basis and the approaches, Generally used cannot give 100% acceptable results.
30 The Boss centered approach, self diagnosis, Boss-Subordinate Relationship, intervention of third party like consultants or The management decision, had been the basic approach for T&D need Identification.
The various studies and researches doen in western countries Have worked out some systematic approaches which attempt to Solve this problem. The process of TNI is discussed in general in This chapter but the necessary modifications may be done to suit The organisational needs, their policies based on the strength And weaknesses of the employees and the existing internal and External threats.
However TNI process should be accurate enough to assess the Correct needs for implementing the suitable plans for the desired output.
EXISTANCE OF NEED
The organisational effectiveness depends on the performance and Excellence oftheir employees. The employees may be Inexperienced or lacking in some of the skill, knowledge Required to perform the given task. Or even organisational Culture demands the flexibility of attitude and awareness of Legacy or discipline to enable him to recognize red, green and Gray lines before making any decisions.
These deficiencies need to be rectified and the employees morale To be boosted to perform his task effectively. The model below illustrte the performance deficiencies as a result of Deficiencies in an individual or/and a group.
Individuals knowledge & skill Skill & knowledge of the group Job Attitude of Individual Performance Group Behaviour and its Facilities or work culture effectiveness Job discipline Supervisors/Managerial effectiveness Organisational policies
31 Out of these the following can be analyzed and corrected through T&D efforts to achieve desired performance:-
lack of knowledge and skill Poor attitude or negative approach Unsatisfactory work culture Faulty mechanism or inadequate facilities Working group approach & poor interpersonal relationship Faulty job design Poor managerial abilities
Current level of Desired level of Performance GAP performance
CLASSIFICATION OF NEEDS
The above model also gives a gentle hint that in organisation Not only the individual but the group or even the organisational Culture need to be developed to set in organisational Effectiveness. Thus the training needs can be said to exist at Following three levels:
Individual needs Occupational needs Organisational needs
INDIVIDUAL NEEDS:
Skill, knowledge and attitude are three dimensions of a Performer which contribute towards his/her total effectiveness Or the competence. One can have basic knowledge and skill to Justify for the job description but the improvement in these Dimensions with reference to the occupational and organisational Needs can bring out better results. Amongst the individual needs Supervisory skill development, Managerial/executive developmental Decision making needs etc. are important needs.
OCCUPATIONAL NEEDS:
The need to fulfill the competence gap to perform quality output, Breaking the barriers of interpersonal group effectiveness, Developing confidence to take up challenges and initiatives; Generally clarifies te occupational need. Amongst these Team development, Group dynamism, OJT. JIT etc. can be considered.
32 ORGANISATIONAL NEEDS:
Every organisation strives for excellence in job performance to Achieve total dynamism in respect of fulfilling its objectives. Therefore there must be an approach to develop individual by way of correcting his attitude, appraising and counseling his/her etc. which can programmes, OD, MBO,etc. are the common organisational needs.
T&D NEED JUSTIFICATION
To keep pace with changing scenario, every orgnisation is Redefining its’ objectives and the strategies to utilize the Potential of all those who from an organisation. The following Are the forms affecting the organisational objectives, policies Or the strategies:
Fast growing technological and social change. Widening the vision of leadership styles Increasing size and complexity of organisation Educational level of employees Legal and political influences
Therefore adequate human resource development process can bring Out:
Improvement in quality of performance Improvement in quality and rate of production Improvement in morale Improvement in work ethics Reduction in grievances Reduction in learning time Reduction in wastage of material, machine hours & man power Reduction in supervisory burden Widening awareness amongst employees Enlarging skill and competence to take up future challenges Smooth career growth
The graph showing benefits and investment in T&D can also be used Justifying the training needs on the basis of input to T&D and Output of T&D
33 BASIC APPROACH TO TNI
In the earalier days the employer used to decide who is to be Trained or what training is necessary to meet his objectives. With the awareness of the significance of T&D in organisational Growth, western countries have developed various methods and Techniques to identify the training need to justify the Investment in HRD and have systematic approaches for developing Their employees. Though the T&D activities have also taken Momentum in our country the development of the effective Mechanism or methods to identify the training needs have been Quite slow.
The various initiatives taken to identify training needs were:
Man power scrutiny to locate the positions that employees Are required to posses to meet the set objectives. Promotions, transfers, retirement data study to find out For training the employees for these positions. Future plans of organisations.
Slowly the approaches led to annual appraisal of the employees, Need for updating the existing manpower, organisational growth And diversification to identify the training and development needs.
As such the basic equation to identify the training need was established as:
Training needs = Job requirement – existing competence & development needs = Desired group dynamism – Existing attitudes of individuals
There can be many approaches to justify these formulae of TNI the Following six approaches are most commonly used:
1. Training Need Survey 2. Competence Analysis 3. Performance Analysis 4. Task analysis or group dynamism analysis 5. Feed back/recommendations 6. Management decisions
34 THE TRAINING NEED SURVEY
This is the most commonly used TNI approach. However since this Approach is based on the opinions/views, its effectiveness will Largely depend on the quality and of survey.
The survey is designed and conducted to collect the opinions on Organisational culture affecting performance, educational Skill and attitudes of the personnel, organisation impact on Resources the willingness of the bottom and intention of the top etc.
A proper record and analyzed survey will not only help in Working out T&D strategies and objectives but it will also Provide useful input to decide the budget or justify the T&D activities.
The suitability of this approach will however depend on the:
Size of organisation and its population Complexity of job in question Opportunity to make a difference between population and Area of excellence Openness in the organisational culture The correctness of the resources
Survey should, however, define the following:
1. Present Needs 2. Future Needs 3. Individual Needs 4. Organisational Needs 5. Job requirement & Job Performance level 6. In-house Training 8. Managerial Plan
COMPETENCE ANALYSIS
It is relatively quicker approach to identify the training needs. This combines both the survey and study of Specifications. The view of self, superiors or subordinates About the skill, knowledge and attitudes are collected for a Particular post or position and to remedy the deficiency, Suitable training need is identified. This approach thus is Broad and relatively inexpensive. This helps in prioritizing The skill knowledge training needs etc.
It can however be little controversial in some of the Organisation as it may leave some areas of doubts and suspicions And prejudices which may affect the correctness and its Effectiveness.
35 PERFORMANCE APPRAISAL APPROACH
This is the relatively accurate approach for individual training And development needs. This goes with anlayzing knowledge, Skill and the job requirement. This surfaces out what an employee is? How is he performing? What does he need? This approach however Starts after defining the criteria and the standards to measure Or compare the performance. The main aim of this approach is to find out whether an employee on the given work or positions, Have required knowledge and skill to do it rightly or not.
Even newcomers, though they have inventory of knowldege skill, Are required to improve performance and they need training Job. Description vs job performance analysis provides Sufficient data to identify the T&D needs.
TASK ANALYSIS APPROACH
Sometimes and individual works effectively so long as he is Performing on his own but when on a task to accomplish which Involves contributions of others his efficiency reduces. Task Analysis, therefore, exposes out his weaknesses in dealing with Others and his attributes to make him capable of running a group Or performing a task effectively. This is the most specifications And the competence desired to perform the task precisely Identify the training needs. While this is more objective and Output oriented, it takes time and skill both.
FEEDBACK APPROACH
This approach is generally used in most of the organisation. The Feedback or information regarding the necessity of training and Development in a department for a group or individual; can be had From:
1. Annual reports 2. Production report 3. Performance report 4. Comments of supervisors/managers 5. Comments of the colleagues etc
36 Since the above sources of information are otherwise obligatory In an organisation, this approach is inexpensive and fastest to Identify the training needs. However, this can be ineffective Also as it does not reflect on the factors affecting and low Performance of individual or the group.
MANAGEMENT DECISION APPROACH
In most of the small organisations management themselves Decides who is to be trained and what is to be trained of course These decisions are based on the future planning, career growth Plan or the deficiencies in their employees directly noted by the Top management. The sources of informations may be various Management reports or the direct interaction. This approach is Also inexpensive but may not have support of justification Documents or a recorded present and achieved performance level For measuring the change.
MACRO & MICRO TNI
The individual and group training needs are generally view under This approach Micro TNI approaches are useful in case of Analyzing the following sources.
New hirer. Promotions & transfers. Career planning programme. Special assignment or MBO goals setting.
Macro TNI approach exist in a large group of employeers or when new Entrants performance to be analysed in a large group resources of This approach are:
Regular management reports. Special request New product instruction. New equipments or machinery. New policies inclusion.
SELECTION OF TNI APPROACH
Regardless of the approaches and techniques available for TNI, The basic question arises “which approach will be most Appropriate in an organisation?” The approaches discussed do Have advantages and disadvantages yet the selection for the Appropriate approach is an important task of HRD manager.
37 Some of the following criteria are considered in selecting the TNI approaches:
The size and population of the organisation Time available or the time constant. Client/trainee commitment. Type of programme to be taken up. Level of clients/trainees. Resources available in-house and outside. Budget allotted. Cost effectiveness criteria.
Two of the formats are illustrated below which may be used to Design suitable TNI module for any organisation depending on the Criteria discussed above.
Job description Vs job performance analysis provides Sufficient data to identify the T&D needs.
TASK ANALYSIS APPROACH
Sometimes an individual works effectively so long as he is Performing on his own but when on a task to accomplish which Involves contributions of others his efficiency reduces. Task Analysis, therefore, exposes out his weaknesses in dealing with Others and his attributes to make him capable of running a group Or performing a task effectively. This is the most comprehensive Yet useful approach to identify HRD needs. Task specifications And the competence desired to perform the task precisely Identify the training needs. While this is more objective and Output oriented, it takes time and skill both.
FEEDBACK APPROACH
This approach is generally used in most of the organisation. The Feedback or information regarding the necessity of training and Development in a department for a group or individual; can be had From:
1. Annual reports 2. Production report 3. Preformance report 4. Comments of supervisors/managers 5. Comments of the collegues etc
38 Since the above sources of information are otherwise obligatory In an organisation, this approach is inexpensive and fastest to Identify the training needs. However, this can be ineffective Also as it does not reflected on the factors affecting and low Performance of individual or the group.
MANAGEMENT DECISION APPROACH
In most of the small organisations management themselves Decides who is to be trained and what is to be trained. Of course These decisions are based on the future planning, career growth Plan or the deficiencies in their employees directly noted by the Top management. The sources of information may be various Management reports or the direct interaction. This approach is Also inexpensive but may not have support of justification Documents or a recorded present and achieved performance level For measuring the change.
MACRO & MICRO TNI
The individual and group training needs are generally view under This approach Micro TNI approaches are useful in case of Analyzing the following sources.
New hirer. Promotions & transfers. Career planning program.. Special assignment or MBO goals setting
Macro TNI approach exist in a large group of employees or when new Entrants performance to be analyzed in a large group Resources of This approach are:
Regular management reports. Special request New product intrusion New equipments or machinery New policies inclusion
SELECTION OF TNI APPROACH
Regardless of the approaches and techniques available for TNI, The basic question arises “which approach will be most Appropriate in an organisation?” The approaches discussed do Have advantages and disadvantages yet the selection of the Appropriate approach is an important task of HRD manager.
39 Some of the following criteria are considered in selecting the TNI approaches:
The size and population of the organisation. Time available or the time constant. Client/trainee commitment. Type of programme to be taken up Level of Clients/trainees Resources available in-house and outside Budget allotted Cost effectiveness criteria Two of the formats are illustrated below which may be used to Design suitable TNI module for any organisation depending on the Criteria discussed above. FORMAT – I ------Population Time Level of Type of TNI Of organisation trainees programme aproaches ------
Big Short Managers Mgt.Dev Management Prog. Decision. Big Ample Managers Mgt.Dev Feedback Prog. Analysis Big Ample Super- Sup.Dev Survey Visor prog. Big Short Super- Sup.Dev Task per Visor prog formance Small Short All Any prog. Mgt. Levels decision Small Ample All levels Any prog. Interview
TNI FOR SUPERVISORY DEV.PROG.
The TNI process is a project in itself. A systematic way is Therefore required to implement this project in most efficient Way. The example is being discussed here to enable you to Understand TNI.
Question Identify the training Needs for Supervisory Development Programme.
Answer As below:
40 OBJECTIVE supervisors have great variation in their job Description from organisation to organisation and therefore the Needs also vary. However, in general the supervisory development Programme can have the following objectives. 1) He is to acquire better appreciation of his duties. 2) He is to improve excellence in self and in Workers/Employees. 3) He is to manage the shop/office effectively maintaining the Industrial harmony/ work ethics. 4) He is to manage the operations with higher efficiencies.
Classification of the Needs : Supervisory development Programmes cover individual and occupational needs.
TNI APPROACH : To identify the training needs for the Supervisor The following should be scrutinized:
1) Job and Role description 2) Performance of the job. 3) Task performance 4) Management expectation 5) Supervisory training policies 6) Objectives and Management policies.
The approach is then decided on the basis of
1) Size and population of the organisation. 2) Time available to implement the T&D programme and 3) The budget allocated.
Considering that the time available is ample and it is a medium Scale industry, the approach can be applied as:
1. Self assessment report Asking supervisor to fill in the questionnaire to diagnose their deficiencies. 2. The report from immediate superiors on the basis of report The superiors can comment on the supervisors competence. 3. A survey: Survey can be conducted to identify the Supervisory development need asking superiors colleagues And sub-ordinates about the need of improvement in the Supervisors.
41 Training Need Assessment
The assessment of Training needs for supervisory Development is a resultant between the competence of Supervisors desired and the competence measured presently. Accordingly the supervisory specification and task Specifications can be listed out and the differences can be Identified.
Mainly the supervisor does three main jobs.
------
Organise the work Manage the work Develop the Deptt. ------ Plan & target * Select the correct * Improve work The work worker culture Monitor the work * Train the * Up-date equipment operator * Monitor quality * Delegate * Reduce cost & and safety responsibility improve productivity * Settle * Improve IR grievances ------
Training need Identified
From the above studies it is revealed that the supervisor needs To develop:
a) Knowledge of work content, equipment and their capacities, Competence of workers and his sub-ordinates, legal aspects Of running shops and the organisation policies.
b) Skill of instructing, motivating, achieving target, Improving methods, reducing wastages, utilising the Resources to their fullest capacity and the skill in Leading. c) Attitudes-wise he is to be co-operative, friendly and well behaved.
Comparing the job performance report, report of self assessment And management report, the training need in the above three Categories can be identified and listed to enable the designer to Design suitable training programme.
42 Concluding Remarks:
The format of appraisal interview to be designed according to the Objective of the company, objective of the training, trainees Attitude, interviewees’ relationship with the interviewer and The sensitivity of the programme.
SUMMARY
Before taking up any T&D programme, training need identification Is the most important activity which influence, the outcome of The programme in relevance to the organisational objectives.
There, are number of approaches to identify the training needs But very few organisations or more correctly only a few HRD Managers know which one is really suited to the given situation Because there are numerous factors influencing the Identification of training neds as discussed in the chapter.
Recently a survey was conducted by Indian Institute of Management (Ahemedabad) on the mechanism generally being used in Our country to identify the training programme. Mr.Sainyadain Who conducted the survey has in his report that the training Needs in most of the areas are identified on the basis of annual Performance appraisal basis, organisational growth or Diversification plans objectives or some times by managers Alone. Supervisory and workers training needs are however Determined by the feedback or appraisal or recommendation basis.
Transfers, promotions, consideration of dead work are also Considered, as the reasons for need of training in case of Managerial staff.
Today like other investment on machines and materials, Investment in human resources is also being viewed critically And the top management wants cost justification and control on This investment too. The budgets are decided by the organisation Haing T&D plans or department. The TNI helps in justifying the Cause for training of the employees whether, they are fresh or Existing ones having deficiencies determined by this process.
TNI also helps in designing most appropriate T&D programme and Its contents to develop the human resources. The method of determining the training needs can be summarised as:
43 Analysis of job requirement. Analysis of skill, knowledge and behaviour for the given Job or future jobs. Analysis of organisational culture Computation of job requirement and present capabilities Of the employees. Collecting feed back data on performance records. Conducting survey to collect data to analyze strong and Weak points of employees. Identify implications for T&D Identify the area of improvement desired. Evaluation of self and other methods also helps. Consulting the employees to improve performance in case Of not finding it worth to run T&D Recording appraisals as inventory of skill and Knowledge Develop source for TNI for further plans. Justifying the T&D in an organisation Designing more specific T & D programmes.
BIBLOGRAPHY
1. Training and Development Handbook Robert L Craig-Mc graw Hill Publication (USA) 2. How to Develop and Present Staff training Courses Peter R Sheal-Nichols Publishing New York (USA) 3. Approaches To Training and Development Dugan laird Addison-wesley Publishing Co New York (USA)
44 ANNEXURE – 1 ------WHAT TRAINING YOU & YOUR PEOPLE NEED ------Type of Training for YOUR for for SELF YOUR YOUR SUBO YOUR RDIN BOSS ATES ------
Decision making Effective Communication Time Management Interpersonal Relationship Financial Management ETC Total 100% 100% 100%
Annexure-II
------TRAINING NEED CLASSIFICATION ------Present Need a) Role clarity b) Leadership quality Development c) Decision Making Skill Development d) Quality Consciousness Development e) Improvement in Productivity f) Behavioural Reforms ------Future Need a) Technological Change & Skill Dev. b) Knowledge of Future Diversification and change in Roles c) Updating the trade Skill Knowledge of Competitive Market d) Career Planning and Management DEV Plans ------
45 Annexure – III ------EXAMPLE OF PERFORMANCE APPRAISAL REPORT TO IDENTIFY TRAINING NEEDS
NAME: Mr.Surendra DEPTT: Engg. Design PRESENT JOB POSITION: Designer DATE OF JOINING:6.8.80 QUALIFICATION: B.E. Mech. PROFESSIONAL COURSES: Tool & Design and Productivity
WORK EXPERIENCE
------From To Job Description Nature of Position Business held 6/80 5/81 Supervisory Light Engg. Supervisor 6/81 7/82 Tool Design & Tool & Gauge Design Fabrication Mfrs. Engineer
Task Performance Result ------Job Description Result Observed Comments On Position Objective Performance ------Design * Scrutinizes Fairly good Need Exposure Engineer Specification to new Tech. * Designs Die Needs to be guided Require OJT to with new area understand size & capacity of shop * Train Draughtsman Lacks in effective To counsel him Communication how to instruct * Liaison with shops * Estimate Doing well May be improved in cost due course
46 CONTD Brief comments on Technical Skill Managerial Skill Interpersonnel Relationship ------Well qualified for Good at planning He manages to get The post but need organising but poor on with the OJT to become in target people Familiar with setting decision Practical making and Problems controlling people ------
Final Report
1. Mr. Surendra is qualified for the post, has moderate Relations with his colleagues and sub-ordinates. He is Punctual disciplined and obedient. 2. He however needs to be trained on the job to understand The limitations of the machines and to learn actual time Estimate. 3. He is required to be trained for decision making and time Estimate. 4. Leadership quality and communication skill improvement Can however be watched for sometime as he may perhaps Pick up these attributes in due course. Even counseling May help APPRAISER ------
PART V
DESIGNING TRAINING &
DEVELOPMENT ACTIVITIES
The next task after identifying the training need setting out Objectives’ and the goals, is to design the activities to satisfy The set objectives and to utilize the facilities to achieve the Set goals.
The identification of training needs and their assessment, is no Doubt a pins taking exercise and designing the activities is Equally complex in nature. It also require innovation and Creativity in a T&D specialist. The designing process is therefore generally influenced by:
47 The competence of the T&D specialist The facilities available in the organisation The clarity in the roles and job specifications The organisational policies and objectives The course contents to be covered The learning process to be used to match the level of Client participants The level of client participants The nature of deficiencies The time available to implement the programme.
DESIGNING PROCESS
Before giving the shape to the T&D programme, it is essential to Attempt the following carefully as a training process Specification:
Analyze the objectives and goals Select appropriate strategy/strategies Decide Training and development methods which can Stimulate these strategies. Break up the objectives in skill, knowledge and Attitudinal attributes desired to be developed to enable Designer to design separate effective models. List out the course contents necessary to cover up each Models. Arrive at the number of sessions and events to be Incorporated in the models. Calculate or allot the duration of these events or Segments depending upon the level of proficiency Expected and number of session/events Work out the training and development aids, which will Alternatives for top management’s approval. Ensure that the packages are within the budget alloted And covers all factors which adds to its cost.
SOME OTHER FACTORS TO BE CONSIDERED
a) TIME: Besides above, the packages should also take care Of the time of the trainee for part time or in house Training programme. Time dimension is very important in case of supervisor or managers. The workers can however, be trained prior to putting item on the actual work.
48 b) PLACE: The location of the training and development Activity is also important so that the participants can Not only come back to their families but they can also be Nearer to their work place to help in exigencies.
Specially the executive/managers are the key personnel of the Organisation who can be kept away from the work place for Longer time. That is why evening programmes or week and Programmes, are most effective for these executives.
c) PREFERENCE OF EXECUTIVE: The executives will like to Attent evening tea dinner or week end programmes only so That they are not away from the work place. d) STIMULATION: In designing the programme, it is necessary To stimulate the working condition along with the Learning process to make it more effective. Accordingly the following steps are also necessary in designing The programmes:
Time for Training The place of Training The days of Training The complexity of programme. The stimulation of work conditions.
Size of the Programme Most important amongst all the Consideration is the size of the programme which can only satisfy The objective by giving proper justification to the course Contents and its coverage for the real benefit to the trainees And the management
The size of the programme is defined as:
a) Few hours Programme b) Half day programme C} Fullday Programme d) Two day Programme e) One week Programme f) Four week Programme
OUTLINING THE PROGRAMME
The next step is to outline the programme by sequencing the Detailed events in such a way that the learning process is not Made heavy and yet keeping the desired track so as to relate the Training objectives into discrete training events vis-a-vis the Other aspects of developments.
49 The outlining process enables the designer to design,
The scheduling process The conduction process The monitoring process The controlling criteria
Some Guide Lines:
1) Avoid too much theories and class oom instructions 2) Avoid to have lengthy sessions (not more than 90 minutes) 3) Avoid lecture session just after the lunch session 4) Avoid course material reading during the session 5) Use demonstrative session or visit in the afternoon 6) Generate motivation and interest in the learning process 7) Facilitate self learning process 8) Insert light sessions between theory sessions. 9) Try to use ROLE PLAY,IN-BASKET EXERCISE or CASE METHOD As much as possible 10) Allow participation, experience sharing discussions 11) Try to link knowledge into doing 12) Facilitate overcoming the operational constraints 13) Try to insert self-assessment tests in the design for introspection 14) Try to design exercise to evaluate group dynamics 15) Try to incorporate games to develop interpersonal dependence. 16) Emphasize Trust, Mutual respect and openness during learning process.
FORMULATION OF LEARNING PROCESS
To make the learning process more effective well tested Principles of learning should be used. In zen. Buddhism the Master tells “First empty cup then I will pour the Tea” kurt Lewins three stage learning process also illustrate same Principle: a) freezing b) Moving c) Unfreezing the unfreezing in training is like ploughing for agriculture Similarly as the seeding and plantation stage require skill and Substantive events like experiment, trial & error, satisfy The need to move.
50 Finally the design should fit in the new knowledge skill and Behaviour in the training situations into personal and Organisational patterns of routine day to day work and living i.e. Refreezing the learning.
These stages can be introduced in the opening sessions and Informal contacts during tea & lunch sessions. Inaugural Function and exclusive session for stimulating the working Condition can also be very useful.
The initiation process is very much sensitive which can either Inspire the participant to take it seriously or to reject at the Day one only. As such the primary function of the opening session Is to create interest and then to orient them away from the Routines towards the training programme. The objective of the Routines towards and expectations of the organisation are to be So presented that should bring home the necessity to make it Successful.
GROUP NORMS DESIGNING
In a programme the events should be so designed that they reflect On the social dimensions of the learning as one can learn faster When he feels the approval of the others. Therefore facilitating The group norms in the design make the programme more fruitful. The group forming also helps in learning the leadership traits And enables the participants to know how their opinion when Sometimes differs form the others, can be evaluated and Corrected for the group effectiveness.
Such events also helps the trainer to watch the individual Behaviour and that of the group and such training laboratory can Help him set new norms & techniques to make his programme more Effective.
This event in the programme design provides the opportunity of Practicing effective decision making and personal preferences.
DESIGNING COURSE CONTENTS
The above studies can enable the designer to divide the whole Programme into groups and sub groups accordingly to the a)
51 Knowledge b) skill c) attitude of the trainee and the Availability of place and expertise. The flexibility is however Maintained to accommodate the variations between participants of One group and the successive groups coming for the same programme. Some guide lines: The well designed programme should contain the following:
1) Objective of the programme 2) Course titles of the groups and subgroups 3) Deficiencies of the TARGET group. 4) Expectations from the TARGET group. 5) Description of the performance to be achieved 6) Description of the course design 7) Learning process to be considered 8) Time scheduling of the programme 9) Allocation of faculty and training aids. 10) Training & development methodology used 11) Total package cost & cost effective measures 12) Nature of programme i.e., FULL TIME, PART TIME, ONE DAY, ONE WEEK, FOUR WEEK, etc. 13) Follow up procedures and monitoring systems 14) Evaluation/Appraisal criteria 15) Feed back to be recorded.
TIME DIMENSION
Time dimension is most crucial of all others in today’s fast Moving world. Time dimension are designed on the basis of a) Level of the trainee and their availability b) size of the Course and c) the nature of training.
The programme is to be scheduled by giving sufficient time to Justify the implementation of programme. The time should Be designed keeping in view the guide lines for sequencing Programme and the choice of learning process.
Some times it is advisable for a T&D specialist to consult the Executives to design and use this dimension to suit their Convenience.
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