M – 318: MAJOR LAB (FUNCTIONAL AREA) II

ASSIGNMENT I

TOPIC
TRAINING AND DEVELOPMENT

SUBMITTED BY

Name : MANI SHANKAR JHA

Institute Roll No. : 20MSPXX615
Session : MBA 2020-22

In Partial Fulfillment of
Master of Business Administration

SUBMITTED TO

Department of Master of Business Administration

S.K. CHAUDHARY EDUCATIONAL TRUST’S

SHANKARA INTERNATIONAL SCHOOL OF MANAGEMENT & RESEARCH
KUKAS, JAIPUR
FEBRUARY, 2022.
 DECLARATION

I MANI SHANKAR JHA herby declared that this M-317

MAJOR FUNCTIONAL AREA LAB II entitled to get information
about TRAINING AND DEVELOPMENT. Which is a part of
marketing management. Submitted by MANI SHANKAR
JHA. Under the guidance of DR. JAYKUMAR SIR & of
SHANKARAGROUP OF INSTITUTION. I am perusing my MBA
in SHANKARAGROUP OF INSTITUTION. This work has not
submitted to any other university nor has been published
ever before.
ACKNOWLEDGEMENT

A compendium is never work of one individual – more a

combination of ideas, suggestion and contribution
involving many hands. My debts are too numerous to be
acknowledge individually. A large number of individuals have
contributed directly and indirectly in the completion of
this seminar on contemporary issues. I am immersing
thankful to DR. JAYKUMAR SIR of SHANKARA GROUP OF
INSTITUTION. It is pleasure to express my gratitude for the
assistancereceived from her/him. Hence I would like to
take this opportunity to thank her/him wholehearted for
helping me in preparing this issue.
TRAINING AND DEVELOPMENT

Training and development initiatives are educational activities within an organization thatare
designed to improve the job performance of an individual or group. These programs typically
involve advancing a worker’s knowledge and skill sets and instilling greater motivation to enhance
job performance.

Training programs can be created independently or with a learning administration

system,with the goal of employee long-term development. Common training
practices include orientations, classroom lectures, case studies, role playing,
simulations and computer- based training, including e-learning.

Sometimes referred to as Human Resource Development (HRD), most employee trainingand

development efforts are driven by an organization’s HRD function. These efforts are roughly
divided into two types of programs.
EMPLOYEE TRAINING AND DEVELOPMENT

A strategic tool for improving business outcomes by implementing internal educational

Programs that advance employee growth and retention.

MANAGEMENT TRAINING AND DEVELOPMENT

The practice of growing employees into managers and managers into effective leaders bythe
ongoing enhancement of certain knowledge, skills and abilities.
 WHY IS TRAINING AND DEVELOPMENT IMPORTANT

Successful businesses understand that it’s more beneficial and cost-effective to

developtheir existing employees instead of seeking out new talent.

BENEFITS OF TRAINING AND DEVELOPMENT PROGRAMS

 INCREASED PRODUCTIVITY
When employees stay current with new procedures and technologies, they can
increase
their overall output.

 REDUCED MICROMANAGEMENT
If workers feel empowered to perform a task, they typically require less oversight and
work more independently.
 BENEFITS OF TRAINING AND DEVELOPMENT PROGRAMS

 TRAIN FUTURE LEADERS

Organizations must have a solid pipeline of well-trained and innovative potential
leaders to
Grow and adapt over time.

 INCREASED JOB SATISFACTIONAND RETENTION

Well-trained employees gain confidence in their abilities, leading to greater job
satisfaction,
a reduction in absenteeism and overall employee retention.

 ATTRACT HIGHLY SKILLED EMPLOYEES

Top recruits are attracted to firms with an identifiable career path based on consistent
Training and development.

 ATTRACT HIGHLY SKILLED EMPLOYEES

Top recruits are attracted to firms with an identifiable career path based on consistenttraining and
development.
BENEFITS OF TRAINING AND DEVELOPMENT PROGRAMS

 INCREASED CONSISTENCY
Well-organized training ensures tasks are performed uniformly, resulting in tight
qualitycontrol that end users can trust.

 INCREASED CAMARADERIE
Training and development helps create a sense of teamwork and collaboration.

 BOLSTERED SAFTY
Continuous training and development helps ensure employees have the
knowledge andskills to perform a task safely.

 ABILITY TO CROSS-TRAIN
Providing consistent training creates a knowledgeable team overall where employees
can
Help train or assist each other as needed.

 ADDED INNOVATION
Consistently trained employees can help develop new strategies and products,
contributing to the company’s bottom line and continued success.
CURRENT TRENDS IN TRAINING AND DEVELOPMENT

The corporate marketplace is quickly changing, and businesses must be flexible and easily adapt
to change. Technology is one of the key drivers in this rapid change, with automationand artificial
intelligence (AI) in the forefront.

SOME TRENDS IMPACTING HOW ORGANIZATIONS MUST

RE-THINK TRAINING AND DEVELOPMENT

 REMOTE MOBILE TRAINING

Today’s corporations have discovered that it’s no longer just about what employees
need to
Know, but also when, where and how the development experience enables performance.With the
advancements in mobile technology, companies are relying more on mobile workforces. Training is
migrating to mobile devices where apps provide “just-in-time” information and recommendations to
workers across industries.

 AI TRAINING

AI systems can process unstructured information in a similar way to humans. These
systems understand language patterns and sensory inputs including text, pictures and
auditory cues.
AI-based software can customize how training content is delivered to a learner, based ontheir
learning style, suggest content based on a learner’s past performance and predict what
information is most important for them to learn next.

 AGILE LEARNING

Agile learning is a process that encourages employees to learn by doing and iterate
often, inspiring organizational change and buy-in. For example, IBM has introduced
IBM Garage, atool for executing, scaling and managing an organization’s multiple
transformation initiatives. Companies like Ford Motor Company and Travel port are
using IBM Garages around the world to create cultures of open collaboration and
 continuous learning.

 REMOTE FLEXIBLE LEARRNING MODELS

While distance learning has been around for a long time, the COVID-19 pandemic has underscored the
need for companies to have resilient, flexible, mobile workforce management. Organizations have learned
that remote workforces need to be productive,engaged, and continually working towards learning and
improvement.
M – 318: MAJOR LAB (FUNCTIONAL AREA) II
ASSIGNMENT II

TOPIC
HUMAN RESOURCE DEVELOPMENT

SUBMITTED BY

Name : MANI SHANKAR JHA

Institute Roll No. : 20MSPXX615
Session : MBA 2020-22

in Partial Fulfillment of
Master of Business Administration

SUBMITTED TO

Department of Master of Business Administration

S.K. CHAUDHARY EDUCATIONAL TRUST’S

SHANKARA INTERNATIONAL SCHOOL OF MANAGEMENT & RESEARCH
KUKAS, JAIPUR
FEBRUARY, 2022.
 HUMAN RESOURCE DEVELOPMENT

Human Resource Development is the part of human resource management that

specifically deals with training and development of the employees in the organization.

Human resource development includes training a person after he or she is first hired,
providing opportunities to learn new skills, distributing resources that are beneficial for
the employee's tasks, and any other developmental activities.

INTRODUCTION

Development of human resources is essential for any organisation that would like to be
dynamic and growth-oriented. Unlike other resources, human resources have rather
unlimited potential capabilities. The potential can be used only by creating a climate that
can continuously identify, bring to surface, nurture and use the capabilities of people.
Human Resrouce Development (HRD) system aims at creating such a climate. A number
of HRD techniques have been developed in recent years to perform the above task based
on certain principles. This unit provides an understanding of the concept of HRD system,
related mechanisms and the changing boundaries of HRD.

HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. “He
defined HRD as those learning experience which are organized, for a specific time, and
designed to bring about the possibility of behavioral change”.

Human Resource Development (HRD) is the framework for helping employees develop
their personal and organizational skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee training, employee career
development, performance management and development, coaching, mentoring,
succession planning, key employee identification, tuition assistance, and organization
development.

The focus of all aspects of Human Resource Development is on developing the most
superior workforce so that the organization and individual employees can accomplish their
work goals in service to customers.

Human Resource Development can be formal such as in classroom training, a college

course, or an organizational planned change effort. Or, Human Resource Development
can be informal as in employee coaching by a manager. Healthy organizations believe in
Human Resource Development and cover all of these bases.
Definitions of HRD

HRD (Human Resources Development) has been defined by various scholars in various
ways. Some of the important definitions of HRD (Human Resources Development) are as
follows:

 According to Leonard Nadler, "Human resource development is a series of organised

activities, conducted within a specialised time and designed to produce behavioural
changes."

 In the words of Prof. T.V. Rao, "HRD is a process by which the employees of an
organisation are helped in a continuous and planned way to (i) acquire or sharpen
capabilities required to perform various functions associated with their present or
expected future roles; (ii) develop their journal capabilities as individual and discover and
exploit their own inner potential for their own and /or organisational development
purposes; (iii) develop an organisational culture in which superior-subordinate
relationship, team work and collaboration among sub-units are strong and contribute to
the professional well being, motivation and pride of employees." .

 According to M.M. Khan, "Human resource development is the across of increasing

knowledge, capabilities and positive work attitudes of all people working at all levels in a
business undertaking."
THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT

Human resource development in the organisation context is a process by which the

employees of an organisation are helped, in a continuous and planned way to:

1. Acquire or sharpen capabilities required to perform various functions associated with

their present or expected future roles;
2. Develop their general capabilities as individuals and discover and exploit their own inner
potentials for their own and/or organisational development purposes; and
3. Develop an organisational culture in which supervisor-subordinate relationships,
teamwork and collaboration among sub-units are strong and contribute to the
professionalwell being, motivation and pride of employees.

This definition of HRD is limited to the organisational context. In the context of a state or
nation it would differ.

HRD is a process, not merely a set of mechanisms and techniques. The mechanisms and
techniques such as performance appraisal, counselling, training, and organization
development interventions are used to initiate, facilitate, and promote this process in a
continuous way. Because the process has no limit, the mechanisms may need to be
examined periodically to see whether they are promoting or hindering the process.
Organisations can facilitate this process of development by planning for it, by allocating
organisational resources for the purpose, and by exemplifying an HRD philosophy that
values human beings and promotes their development.

OBJECTIVES OF HRD

i. To prepare the employee to meet the present and changing future job requirements.

ii. To prevent employee obsolescence.

iii. To develop creative abilities and talents.

iv. To prepare employees for higher level jobs.

v. To impart new entrants with basic HRD skills and knowledge.

vi. To develop the potentialities of people for the next level job.

vii. To aid total quality management.

viii. To promote individual and collective morale, a sense of responsibility, co-operative

attitudesand good relationships.

ix. To broaden the minds of senior managers by providing them with opportunities for
aninterchange of experiences within and outside.

x. To ensure smooth and efficient working of the organisation.

xi. To provide comprehensive framework for HRD.

xii. To enhance organisational capabilities.

xiii. To create a climate that enables every employee to discover, develop and use
his/hercapabilities to a fuller extent in order to further both individual and organisational goals.
Difference between HRD and HRM

Both are very important concepts of management specifically related with human
resources of organisation. Human resource management and human resource
development can be differentiated on the following grounds:

 The human resource management is mainly maintenance oriented whereas human

resource development is development oriented.

 rganisation structure in case of human resources management is independent whereas

human resource development creates a structure, which is inter-dependent and inter-
related.

 Human resource management mainly aims to improve the efficiency of the employees
whereas aims at the development of the employees as well as organisation as a whole.

 Responsibility of human resource development is given to the personnel/human resource

management department and specifically to personnel manager whereas responsibility
of HRD is given to all managers at various levels of the organisation.

 HRM motivates the employees by giving them monetary incentives or rewards whereas
human resource development stresses on motivating people by satisfying higher-order
needs.
THE NEED FOR HRD

HRD is needed by any organisation that wants to be dynamic and growth-oriented or to succeed in
a fast-changing environment. Organisations can become dynamic and grow only through the efforts
and competencies of their human resources. Personnel policies can keep the morale and motivation
of employees high, but these efforts are not enough to make the organisation dynamic and take it
in new directions. Employee capabilities must continuously be acquired, sharpened, and used. For
this purpose, an “enabling” organisational culture is essential. When employees use their initiative,
take risks, experiment, innovate, and make things happen, the organisation may be said to have an
“enabling” culture.

Even an organisation that has reached its limit of growth, needs to adapt to the changing
environment. No organisation is immune to the need for processes that help to acquire and increase
its capabilities for stability and renewal.

HRD FUNCTIONS

The core of the concept of HRS is that of development of human beings, or HRD. The concept of
development should cover not only the individual but also other units in the organisation. In addition
to developing the individual, attention needs to be given to the development of stronger dyads, i.e.,
two-person groups of the employee and his boss. Such dyads are the basic units of working in the
organisation. Besides several groups like committees, task groups, etc. also require attention.
Development of such groups should be from the point of view of increasing collaboration amongst
people working in the organisation, thus making for an effective decision- making. Finally, the entire
department and the entire organisation also should be covered by development. Their development
would involve developing a climate conducive for their effectiveness, developing self-renewing
mechanisms in the organisations so that they are able to adjust and pro-act, and developing
relevant processes which contribute to their effectiveness.

Hence, the goals of the HRD systems are to develop:

1. The capabilities of each employee as an individual.

2. The capabilities of each individual in relation to his or her present role.
3. The capabilities of each employee in relation to his or her expected future role(s).
4. The dyadic relationship between each employee and his or her supervisor.
5. The team spirit and functioning in every organisational unit (department, group, etc.).
6. Collaboration among different units of the organisation.
7. The organisation’s overall health and self-renewing capabilities which, in turn, increasethe
enabling capabilities of individuals, dyads, teams, and the entire organisation.

Features of Human Resource development

The essential features of human resource development can be listed as follows:
 Human resource development is a process in which employees of the organisations are recognized
as its human resource. It believes that human resource is most valuable asset of the organisation.

 It stresses on development of human resources of the organisation. It helps the employees of the
organisation to develop their general capabilities in relation to their present jobsand expected
future role.

 It emphasise on the development and best utilization of the capabilities of individuals in the interest
of the employees and organisation.

 It helps is establishing/developing better inter-personal relations. It stresses on developing

relationship based on help, trust and confidence.

 It promotes team spirit among employees.

 It tries to develop competencies at the organisation level. It stresses on providing healthy climate for
development in the organisation.

 HRD is a system. It has several sub-systems. All these sub-systems are inter-related and interwoven.
It stresses on collaboration among all the sub-systems.

 It aims to develop an organisational culture in which there is good senior-subordinate relations,

motivation, quality and sense of belonging.

 It tries to develop competence at individual, inter-personal, group and organisational level to meet
organisational goal.

 It is an inter-disciplinary concept. It is based on the concepts, ideas and principles of sociology,

psychology, economics etc.

 It form on employee welfare and quality of work life. It tries to examine/identify employee needs
and meeting them to the best possible extent.

 It is a continuous and systematic learning process. Development is a life long process, which never
ends.

Benefits of Human Resource Development

Human resource development now a days is considered as the key to higher productivity, better
relations and greater profitability for any organisation. Appropriate HRD provides unlimited benefits
to the concerned organisation. Some of the important benefits are being given here:

 HRD (Human Resource Development) makes people more competent. HRD develops new skill,
knowledge and attitude of the people in the concern organisations.
 With appropriate HRD programme, people become more committed to their jobs. People are
assessed on the basis of their performance by having a acceptable performanceappraisal system.

 An environment of trust and respect can be created with the help of human resource development.

 Acceptability toward change can be created with the help of HRD. Employees found themselves
better equipped with problem-solving capabilities.

 It improves the all round growth of the employees. HRD also improves team spirit in the organisation.
They become more open in their behaviour. Thus, new values can begenerated.

 It also helps to create the efficiency culture In the organisation. It leads to greaterorganisational
effectiveness. Resources are properly utilised and goals are achieved in a better way.

 It improves the participation of worker in the organisation. This improve the role of worker and
workers feel a sense of pride and achievement while performing their jobs.

 It also helps to collect useful and objective data on employees programmes and policies which further
facilitate better human resource planning.

 Hence, it can be concluded that HRD provides a lot of benefits in every organisation. So, the
importance of concept of HRD should be recognised and given a place of eminence,to face the
present and future challenges in the organisation.

ATTRIBUTES OF AN HRD MANAGER

According to Pareek and Rao HRD manager should possess the following attributes;

TECHNICAL
i. Knowledge of various types of performance appraisal system and potential employee
appraisal system and ability to develop them.
ii Knowledge of various types of tests and measurements of behavior.
iii. Ability to design and execute training programs at various level.
iv. Knowledge of career planning and other personnel practice.
v. Knowledge of behavioral science.
vi. Knowledge and skills in counseling.
vii. Understanding of overall organizational culture.
viii. Knowledge of techniques in behavioral research.

MANAGERIAL
i. Organizing ability
ii. System development.

PERSONALITY
i. Initiative
ii. Faith in human beings and their abilities.
iii. Positive attitude towards others.
iv. Imagination and creativity.
v. Concern for excellence
vi. Concern for people and development.
vii. Friendly, sociable, affable.
viii. Attitude for research and development work.
ix. Interest in learning new things.
x. Ability to work as a team.
 M – 318: MAJOR LAB (FUNCTIONAL AREA) II
ASSIGNMENT III

TOPIC
MANPOWER PLANNNING

SUBMITTED BY

Name : MANI SHANKAR JHA

Institute Roll No. : 20MSPXX615
Session : MBA 2020-22

in Partial Fulfillment of
Master of Business Administration

SUBMITTED TO

Department of Master of Business Administration

S.K. CHAUDHARY EDUCATIONAL TRUST’S

SHANKARA INSTITUTE OF TECHNOLOGY
KUKAS, JAIPUR
FEBRUARY, 2022.
MANPOWER PLANNING

Manpower Planning is essentially the process of getting the number of

 qualified employees and seek to place the right employees in the right job at
the right time, so that an organisation can meet its objectives.

Manpower Planning or Human Resource Planning is a forward lookingfunction.

OBJECTIVES
 Forecast personnel requirements

 Cope with change

 Use existing manpower productively

 Promote employees in asystematic manner.


 IMPORTANCE
 Reservoir of talent

 Prepare people for future

 Expand or contract

 Cut costs

 Succession planning
PROCESS OF MANPOWERPLANNING
Forecasting the Demand forHuman
Resource
External challenge

 Economic development

 Political, legal, social andtechnical change

 Competition-Organizational

Decisions-Workforce factors
 forecasting technique
Expert forecast

Trend analysis
OTHER METHODS
 Workforce analysis( av. loss MP)
 Work load analysis( job/persons)
 Job analysis( job description & job specification)

Preparing Manpower Inventory

 Internal labour supply (techniques)

 Staffing table( employees / job)

 Markov analysis( past / future)

 Skills inventory( record match with job)

 Replacement chart( profile of people )

*External labour supply.

 Determining Manpower Gaps

 Demand
 Supply
 Reconciliation of manpower needed

Formulating HR Plans

 Recruitment plan( no., type & when )

 Redeployment plan( transfer & retrain )
 Redundancy plan( layoffs )
 Training plans
 Productivity plan( job redesign, mech., job simplification )
 Retention plan( tackle turnover)
 Control points.

RESPONSIBILITY FOR HR

 Top level executives areresponsible

 Plans are laid by HRD in consultation with other dept.heads
 HRD offer council and advice todept. heads.

Prof. Geisler outlined responsibilities of HRD as-

 Assist and counsel operating managers to planand set objectives.
 Collect and summaries manpower data keepinglong-run objectives and broad organizational
interests in mind.
 Monitor and measure performance against theplan and keep top management informed about it.
 Provide proper research base for effectivemanpower and organizational planning.
 LIMITATIONS OF HRP

 Accuracy- Its not possible to track the currentand future trends correctly.

 Support- Top management may not accept thepolicies of HRD.

 Number game- Excessive focus on quantitativeaspects thereby ignoring qualitative aspects.

EFFECTIVE HRP

 HR plan must fit in with the overall plan.

 Consistent support from top managementshould be there.

 Up-to-date employee skill inventory.

 Company should maintain computerized human resource information system.

 Proper co-ordination between HRD andother depts.

Person would like to thank and acknowledge the following
people/websites for the help on this Project report.
DR. JAYKUMAR SIR of SHANKARAGROUP OF INSTITUTION.

References

Google

YouTube
THAKUR PUBLICATION BOOK
THANK YOU