Training and Development (The Work Force)

Training

1. Any planned effort designed to facilitate the acquisition of relevant skills, knowledge, and/or attitudes (values) by organizational members.
2. The process of providing employees with specific skills or helping those correct deficiencies in their performance.

Types of Training

1. Skills Training
2. Retraining
3. Cross-functional training
4. Team training
5. Creativity training
6. Literacy training
7. Diversity training
8. Crisis training
9. Customer service training

Development

An effort to provide employees with the abilities the organization will need in the future.

Overall purpose of employee and management development

(a)Ensure the firm meets current and future performance objectives by….

(b) Continues improvement of the performance of individuals and teams; and by….

(c) Maximizing people’s potential for growth (and promotion)

Development activities

•Training, both on and off the job

•Career planning

•Job rotation

•Appraisal (next lecture)

•Other learning opportunities

Training and development strategy

Step 1. Identify the skills and competences are needed by the business plan

Step 2. Draw up the development strategy to show how training and development activities will assists in meeting the targets of the corporate plan.

Step. 3 Implement the training and development strategy

HRD and the organization

Benefits for the organization of training and development programmes

• Minimize the learning Cost

• Lower costs and increased productivity thereby improving performance

• Fewer accidents, and better health safety

• Less need for detailed  supervision

• Flexibility (multi-skilling)

• Recruitment and succession planning

• Changes management

• Corporate culture

• Motivation

Limitation of Training

Training improve performance problems arising factors other than training needs

• Bad management

• Poor job design

• Poor equipment, factory layout and work organization

• Other characteristics of the employee (e.g. intelligence)

• Motivation- training gives a person the ability but not necessarily the willingness to improve

• Poor recruitment

Training and the individual

• Enhances portfolio of skills

• Psychological benefits

• Social benefit

• The job

Characteristics of the learning organization 

• Learning approach to strategy

• Participative policy making

• Information (for new insight)

• Formative accounting

• Internal exchange

• Reward flexibility

• Boundary  workers as environmental scanners

• Inter-company learning

• Learning climate

Training and Development Needs

The Training process in outline

Step 1. Organization’s training needs

Step 2. Define the learning required

Step 3. Define training objectives

Step 4. Plan training programs.

Step 5. Implement the training

Step 6. Evaluate

Step. 7 Go back to step if you more training is needed

Training and Development

Training

The process of providing employees with specific skills or helping those correct deficiencies in their performance.

Development

An effort to provide employees with the abilities the organization will need in the future.

Challenges in Training

1.       Is training the solution to the problem?

2.       Are the goals of training clear and realistic?

3.       Is training a good investment?

4.       Will the training work?

Guidelines for Using On-the-Job Training (OJT)

Managers Should Select OJT When:

1.       Participatory learning is essential.

2.       One-on-one training is necessary.

3.       Five or fewer employees need training.

4.       Taking employees out of the work environment for training is not cost-effective.

5.       Classroom instruction is not appropriate.

6.       Equipment and safety restrictions make other training methods ineffective.

7.       Frequent changes in standard operation procedures allow minimal time for retraining.

8.       Work in progress cannot be interrupted.

9.       The task for which the training is designed is infrequently performed.

10.    Immediate changes are necessary to meet new safety requirements.

11.    A defined proficiency level or an individual performance test is required for certification or qualification.

What OJT Should Cover?

1.       Large or secured equipment.

2.       Delicate or calibrated instruments.

3.       Tools and equipment components of a complex system.

4.       Delicate or dangerous procedures.

5.       Classified information retained in a secured area.

Types of Training

1.       Skills Training

2.       Retraining

3.       Cross-functional training

4.       Team training

5.       Creativity training

6.       Literacy training

7.       Diversity training

8.       Crisis training

9.       Customer service training

Suggestions for the Successful Implementation of a Literacy Program

1.       Be sensitive in your approach to skills assessment.

2.       Tie the curriculum as closely as possible to what workers do.

3.       Include both managers and employees in the development stage of the program.

4.       Align the program with company objectives and job requirements.

5.       Be flexible about when and where training is held and provide incentives for participation.

6.       Provide for self-paced learning.

7.       Use a variety of training tools.

8.       Provide ongoing feedback.

9.       Ensure employee confidentiality.

10.    Get the support of top management for the program.

Interview and Recruitment 2

Recruitment
It is the process of generating a pool of capable people to apply or employment to an organization.

Selection
It is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.

Recruitment and Selection

1. Recruitment and selection are vital to the formation of a positive psychological contract, which provides the basis of organizational commitment and motivation.
2. The attraction and retention of employees is part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations.
3. There are wide variations in recruitment and selection practices, reflecting an organization’s strategy and its philosophy towards the management of people.

• Progressive HR practices are crucial to a positive psychological contract.

– this includes attention to effective recruitment and selection practices.

Recruitment and Attraction
The main approaches to attracting applicants can be summarized as follows:
• Walk-ins
• Employee referrals
• Advertising
• Websites
• Professional associations
• Educational associations
• Professional agencies
• E-recruitment (general recruitment agents/companies’ own sites)
• Word-of-mouth

Evaluating Recruiting

•          Analyzing costs / benefits of methods

•          Yield ratios

–         The number of qualified applicants generated divided by the total number generated

–         Can compute yield ratios for different types of applicants, each recruiting method, and at each stage of the selection process

•          Recruiters

–         Number of applications processed, number of successful hires

Interview and Recruitment 1

The Whole Interview and Recruitment Process Revolves Around Two Questions!

1.       What the Candidate Had Done in Past?

2.       What the Candidate Is Capable of Doing in the Future?

What Is Testing?

1.       To check the proficiency, attainment and psychometric abilities of the candidate by actually putting him/her in the office environment.

2.       This could be a written examination test or series or goals and tasks to be accomplished in written.

Purpose of Testing!

1.       Gather Information About the Candidate

2.       To Know the Apparent or Hidden Ability and the Motivation in the Candidate!

The Team Conducting the Tests:

1.       Psychologists.

2.       Direct supervisors.

3.       Junior staff.

Characteristics of Testing!

1.       It should be sensitive.

2.       Its should be standardized.

3.       It should be reliable.

4.       It should be valid.

Advantages

1.       Saves time.

2.       Saves cost.

3.       Easy supervision.

4.       Can be applied on groups to check the compatibility and coordination.

5.       Help filter the candidates for interview.

Limitations!

1.       There is not always a direct relationship between ability in the test and ability in the job!

2.       The interpretation of test results is a skilled task, for which special training and experience is essential!