HUMAN RESOURCES MANAGEMENT

UNIT- 3: TRAINING AND DEVELOPMENT

Introduction:

Training is a process of learning a sequence of programmed behaviour. It is an

application of knowledge. It gives people an awareness of the rules and procedures
to guide the behaviour. It attempts to improve their performance on the current job
or prepare them for intended job.

Training may be viewed as a systematic and planned process, which has its
organization purpose to impart and provide learning experiences that will bring
about improvement in employee and thus enabling him to make his contribution in
greater measure in meeting the goals and objectives of the organization.

Meaning:

Training is the process of maintaining and developing the required skills in an

employee so to enable him/her to maintain and/or improve the performance.

Definition:

According to Edwin B. Flippo, “Training is the act of increasing the knowledge and
skill of an employee for doing a particular job”.

Importance Of Training:

i. Enhanced Employee Performance: Regular training helps employees improve

their skills and knowledge, leading to better job performance and increased

Mr. Nithin Menezes, Lecturer, 1

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 productivity Well-trained employees are more competent and efficient in their
roles.
ii. Increased Employee Satisfaction and Morale: Providing opportunities for
professional growth and development can lead to higher job satisfaction.
Employees feel valued and supported, which boosts morale and motivation.
iii. Reduced Employee Tumover: When employees feel that their employer is
investing in their future, they are more likely to stay with the organization.
This reduces turnover rates and the associated costs of recruiting and training
new employees.
iv. Adaptability to industry Changes: Continuous training ensures that employees
stay up-to-date with the latest industry trends, technologies, and best practices.
This adaptability is crucial for maintaining a competitive edge in a rapidly
changing business environment.
v. Leadership Development: Training and development programs help identify
and cultivate future leaders within the organization By preparing employees
for leadership roles, organizations can ensure a smooth succession process and
maintain strong leadership
vi. Improved Compliance and Safety: Regular training compliance, regulations,
and safety procedures helps minimize risks and ensures that employees adhere
to legal standards and organizational policies, thereby reducing the likelihood
of accidents and legal issues
vii. Enhanced Innovation and Creativity: Training programs that encourage
creative thinking and problem-solving can lead to greater innovation within
the organization. Employees who are encouraged to think outside the box are
more likely to come up with new ideas and solutions

Mr. Nithin Menezes, Lecturer, 2

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
viii. Strengthened Organizational Culture: A strong emphasis on training and
development fosters a culture of continuous learning and improvement. This
culture can enhance teamwork, communication, and overall organizational
cohesion, contributing to a positive work environment.

Scope Of Training:

• Skill Enhancement: Focuses on improving specific job-related skills, such as

technical abilities, software proficiency, or manual skills required for effective job
performance.

• Leadership and Management Development: Programs designed to develop

leadership qualities and management skills in employees, preparing them for
supervisory and executive roles within the organization.

• Employee Orientation and Onboarding: Training programs that help new hires
understand the organization’s culture, policies, procedures, and their specific job
roles, ensuring a smooth transition into the workplace.

• Professional Development: Continuous learning opportunities that help employees

stay current with industry trends, obtain certifications, and advance their careers.
This includes attending conferences, seminars, and enrolling in advanced courses.

• Soft Skills Training: Focuses on improving interpersonal skills, communication,

teamwork, problem- solving, and emotional intelligence, which are essential for
effective collaboration and customer interactions.

Methods Of Training:
Mr. Nithin Menezes, Lecturer, 3
Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 1) On-the- Job Training:

On the job training is a method, where workers learn by doing the work. Workers
work under the guidance and supervision of supervisors or certain trained
employees. They carry out their orders and instructions and follow the techniques of
operations advised by them. In this way, the workers go on learning step-by-step
doing practically their job and reach masterly level. The following are the important
methods of on the job training.

i. Apprenticeship Training: Apprenticeship is the formalised method of training

curriculum programme that combines classroom education with on the job
work under supervision. It is also called ‘Understudy’ in which the trainee is
put under the supervision and guidance of an experienced expert. This method
familiarises with the complications and complexities of the job, by imparting
both knowledge and skills in doing a job.
ii. Coaching: In this method, the trainee is placed under a particular supervisor,
who functions as a coach in training the employee. The supervisor or coach
familiarises the employee with the equipment, materials, tools etc. This helps
the learner to pick up the skill and speed.
iii. Internship Training: Internship is a system of on the job training that allows
learners to gauge their interest in their chosen professional area. It also
provides real world experiences instead of second hand experiences. In
medical, auditing, management and lawyer’s profession, internship training is
very essential.

Mr. Nithin Menezes, Lecturer, 4

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
iv. Job-Rotation: Job rotation is a method of training which serves the purpose of
employee’s development through provision of diversified training. Here, an
employee has to rotate (or move) from one job to another, one department to
another and from one section to another, so that he may learn the working of
various departments or jobs.

Advantages of On-the Job Training:

• Real world experience

• Cost Effective
• Job Specific
• Immediate Feedback
• Better Retention

Disadvantages of On-the Job Training:

• Inconsistent Quality
• Limited scope
• Interruption to work
• Lack of objectivity
• Safety Risks

2) Off-the- Job Training:

In case of complicated and technical jobs, where more understanding, skill and
experience are required, off the job training is imparted. Off the job training
methods are those in which training is provided away from the actual working
Mr. Nithin Menezes, Lecturer, 5
Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 condition. It is generally given to the new employees. The following are the
important methods of off the job-training:

i. Classroom lecture: Classroom lecture method is well known to train white

collar or managerial executives in the organisation. Under this method,
trainees are called to the room like that of classroom, to give training in the
form of lecture. This method is effectively used for the purpose of teaching
administrative aspects to make aware of procedures and give instructions on
particular topic.
ii. Case study: Case study is a written description of an actual situation in the
past in the same organisation or somewhere else and trainees are supposed to
analyse and give their conclusions. This is an excellent method to ensure full
participation of employees and generates good interest among them.
iii. Vestibule Training: This method of training is used mostly to train technical
staff and office employees who deal with tools, equipment’s and machines
Here, the employees learn their jobs on the equipment or tool-they will be
using in the place of training, which is away from their actual work place.
iv. Computer modelling: Computer simulation modelling is the technique of
representing the real world by a computer program or software. Computer
modelling or computer simulation modelling can assist in the design, creation
and evaluation of complex systems. It can model real or proposed system
(simulation) using computer software.

Advantages of Off-the Job Training:

• Wide range of topics

• Consistent quality

Mr. Nithin Menezes, Lecturer, 6

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 • Focused learning
• Networking opportunities
• Transferable skills

Disadvantages of Off-the Job Training:

• Cost
• Lack of reliance
• Disruption to work
• Lack of Immediate Applicants
• Limited interactions

Difference Between On-the Job Training and Off-the Job Training:

Basis for Comparison On-the-job training Off-the-job training

Meaning On the job training refers When the employees are

to a form of training given training outside the
which is provided at the actual work location, such
work place during the a type of training is
performance of the actual termed as off the job
job. training.

Approach Practical Theoretical

Active participation Yes No

Mr. Nithin Menezes, Lecturer, 7

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 Location At the workplace Away from the workplace

Principle Learning by performing Learning by acquiring

knowledge

Work disruption No, because trainees Yes, because first training

produce the products is provided which is
during learning. followed by a
performance.

Carried out by Experienced employees Professionals or experts.

Cost Inexpensive Expensive

Suitable for Manufacturing firms Non-manufacturing firms

Identifying Training & Development Needs:

Training needs identification is the process of identifying gaps in employees’

knowledge, skills, and competencies to determine the training and development
required to bridge those gaps. Several factors determine how often a training needs
assessment exercise needs to be conducted.

Process of Identifying Training and Development Needs:

1) Determine appropriate benchmarks for roles:

The first step in identifying employee training needs is usually to determine the
organisation’s expectations of a specific role. These expectations are essentially
Mr. Nithin Menezes, Lecturer, 8
Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
performance benchmarks. The type of measurements used in a benchmark can
depend on the role.

2) Monitor employee performance:

Monitoring employee performance and comparing it against the organisation’s

benchmarks can help you gain an accurate insight into the training requirements of
specific roles. If you monitor employee performance and discover they aren’t
meeting the benchmark, it can suggest they require training and development.

3) Gain employee feedback:

Employee feedback can be an excellent method for identifying their training needs.
It can be important to gain an honest response, so anonymous feedback can be a
viable option. If a manager directly asks an employee about their perception of work
processes and training programs, they may feel pressured into a biased response.

4) Conduct extensive analysis:

One of the most critical steps in identifying employee training requirements is

usually analysis. There are many operational and industry aspects to analyse that can
suggest training requirements. Analysing performance reviews, job descriptions,
current training programs and competitors can usually provide an abundance of
helpful information.

5) Use personal development plans:

A personal development plan is essentially a combination of a self-evaluation and

action plan. Employees may review their strengths and weaknesses and use this

Mr. Nithin Menezes, Lecturer, 9

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
review to set goals and milestones. They identify actionable steps that can help them
achieve these goals and milestones.

6) Organise focus groups:

A focus group is essentially a planned group discussion between employees. A focus

group often involves an external facilitator who oversees and directs the discussions.
The facilitator is usually an external hire, as an internal facilitator might influence
the bias of the discussions.

7) Consider mentoring programs:

Mentoring programs can be an effective method for individual development and

training requirement identification. A mentor program typically involves assigning
an employee to a more experienced employee. They may discuss processes, set
appropriate goals, collaborate on tasks and attend conferences.

3 Levels Of Training Need Analysis:

I. Organizational analysis: Training needs analysis is diagnosed by analysing
organizational outcomes and looking at future organizational needs.
II. Operational analysis: A second level of analysing training needs involves
reviewing the jobs and tasks performed.

Mr. Nithin Menezes, Lecturer, 10

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
III. Individual analysis: The third level of diagnosing training needs focuses on
individuals and how they perform their jobs.

Tools For Training Need Analysis:

• Direct Observation
• Interview
• Questionnaire Survey
• Competitive Analysis
• Assessment
• Examining Work.

Designing Training Programmes/ Steps In Training Programme/ Training

Process:

The various steps in systematic training process are as follows:

Mr. Nithin Menezes, Lecturer, 11

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 I. Organizational Objectives and Strategies:

The first step in the training process in an organization is assessment of its objectives
and strategies. What business are we in? At what level of quality do we wish to
provide this product or service? Where do we want to be in the future? It is only after
answering these and other related questions that the organization must assess the
strength and weakness of its human resources.

II. Assessment/Determining of Training Needs:

The training needs assessment is a critical activity for the training and development
function. An analysis of training need is an essential requirement to the design of
effective training. The purpose of training is to determine whether there is a gap
between what is required for effective performance and present level of
performance.

III. Establishment of Training Goals:

Once training needs are assessed, training and development goals must be
established. Without clearly-set goals, it is not possible to design a training
programme and, after it has ben implemented, there will be no way of measuring its
effectiveness. Goals must be tangible, verifiable and measurable. This is easy where
skills training are involved.

IV. Designing Training Programme:

Once the needs assessment is completed and training objectives are clearly
identified, the design phase of the training and development process is initiated:

Mr. Nithin Menezes, Lecturer, 12

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 • Select the internal or external person or resource to design and develop the
training.
• Select and design the program content.
• Select the techniques used to facilitate learning i.e., lecture, role play,
simulation, etc.
• Select the appropriate setting (on the job, classroom, etc.).
• Select the materials to be used in delivering the training i.e., work books,
videos, etc.
• Identify and train instructors (if internal).
V. Implementation of Training Programme:

Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are
action-oriented and frequently they are too busy to engage in training efforts.
Secondly, availability of trainers is a problem.

VI. Evaluation of Results:

The last stage of the training is the evaluation of results. Since huge sums of money
are spent on training, how far the programme has been useful must be
judged/determined. Evaluation helps to determine the results of the training
programme. In practice, however organizations either overlook or lack facilities for
evaluation.

Role-Specific and Competency Based Training:

Role- Specific Training:

Mr. Nithin Menezes, Lecturer, 13

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Role-Specific Training (RST) is a type of training that focuses on developing the
skills, knowledge, and competencies required for a specific job role. It is designed
to equip employees with the necessary skills and knowledge to perform their job
tasks effectively.

Objectives:

1. *Improve Job Performance*: RST aims to improve job performance by providing

employees with the necessary skills and knowledge to perform their job tasks
effectively.

2. *Increase Productivity*: RST helps to increase productivity by reducing errors,

improving efficiency, and enhancing employee confidence.

3. *Reduce Errors*: RST helps to reduce errors by providing employees with the
necessary skills and knowledge to perform their job tasks accurately.

4. *Enhance Employee Confidence*: RST helps to enhance employee confidence

by providing them with the necessary skills and knowledge to perform their job tasks
effectively.

Types of Role-Specific Training:

1. *Onboarding Training*: Onboarding training is a type of RST that is designed to

help new employees adjust to their new role and work environment.

2. *Technical Training*: Technical training is a type of RST that focuses on

developing employees' technical skills and knowledge.

Mr. Nithin Menezes, Lecturer, 14

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
3. *Soft Skills Training*: Soft skills training is a type of RST that focuses on
developing employees' soft skills, such as communication, teamwork, and time
management.

4. *Leadership Development Training*: Leadership development training is a type

of RST that is designed to help employees develop their leadership skills and
competencies.

Competency-Based Training:

Competency-Based Training (CBT) is a type of training that focuses on developing

specific skills, knowledge, and attitudes required to perform a job effectively. It is
designed to equip employees with the necessary competencies to perform their job
tasks effectively

Characteristics:

1. *Competency-Based*: CBT is based on a set of clearly defined competencies that

are required for a specific job role.

2. *Performance-Oriented*: CBT focuses on developing the skills and knowledge

required to perform a job effectively.

3. *Self-Directed*: CBT encourages learners to take ownership of their learning and

development.

4. *Flexible*: CBT can be delivered in a variety of formats, including online,

classroom, and on-the-job training.

Mr. Nithin Menezes, Lecturer, 15

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Benefits:

1. *Improved Job Performance*: CBT helps to improve job performance by

providing employees with the necessary skills and knowledge to perform their job
tasks effectively.

2. *Increased Efficiency*: CBT helps to increase efficiency by reducing errors,

improving productivity, and enhancing employee confidence.

3. *Better Return on Investment*: CBT provides a better return on investment by

ensuring that employees develop the necessary skills and knowledge to perform their
job tasks effectively.

4. *Enhanced Career Development*: CBT provides employees with a clear roadmap

for career development and progression.

Evaluating Training Effectiveness:

Evaluating training effectiveness in Human Resource Management (HRM) is crucial

for understanding how well training programs are achieving their goals. This
evaluation helps in refining future training strategies, improving employee
performance, and ensuring the return on investment (ROI). Here are key points for
evaluating training effectiveness in HRM

A. Kirkpatrick’s Four Level Training Evaluation Model:

Donald Kirkpatrick developed the Kirkpatrick Evaluation Model for evaluating

training during the 1950s. The model was initially published in a trade journal and

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Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
later in Kirkpatrick’s 1975 book, “Evaluating Training Programs.” Today, it is the
most recognized method of evaluating the effectiveness of training programs.

Level 1: Reaction-Measures the participants’ initial reactions to the training. Were

they satisfied with the content, delivery, and environment?

Example: Post-training surveys, feedback forms, interviews

Level 2: Learning Assesses the increase in knowledge, skills, and abilities (KSA) as
a result of the training

Example: Pre-test and post-test comparisons, quizzes, assessments.

Level 3: Behaviour-Examines the transfer of learning to the workplace Are

employees applying what they learned to their jobs?

Example: Observations, interviews with supervisors, self-reports, performance

reviews

Level 4: Results-Measures the final impact of training on organizational outcomes,

such as productivity, quality, and profitability

Example: Key performance indicators (KPI), return on investment (ROI), business

metrics (eg, sales growth, customer satisfaction)

Mr. Nithin Menezes, Lecturer, 17

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 B. Return On Investment (ROI):

The Kirkpatrick Model was the de-facto model of training evaluation in the 1970s
and 1980s. With his book on training evaluation, Jack Phillips expanded on its
shortcomings to include considerations for return on investment (ROI) of training
programs.

As discussed earlier, Phillips’ expanded approach of the Kirkpatrick Model to build

the Phillips ROI Model. The ROI model of training evaluation that Jack Phillips
proposed includes 5 steps:
Mr. Nithin Menezes, Lecturer, 18
Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 i. Reaction
ii. Learning
iii. Application and Implementation
iv. Impact
v. Return on Investment

ROT Calculation: Measures the financial return relative to the training investment.

Formula : Benefits of Training – Training Cost÷ Training Cost × 100

Example: A training program that costs $20,000 and leads to a $50,000 increase in
revenue would have an ROI of 150%.

C. CIRO Model:

The CIRO model is a hierarchical framework for evaluating the effectiveness of

management training programs:

CIRO: Stands for Context, Input, Reaction, and Outcome

Developed by: Peter Warr, Michael Bird, and Neil Rackham in their 1970 book,
Evaluation of Management Training.

Focus: Measures taken before and after training programs.

Approach: Holistic and structured, with each level completed sequentially.

The CIRO model is different from other evaluation models because it’s specifically
designed for management training. Here’s how the model works:

Mr. Nithin Menezes, Lecturer, 19

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 • Context: Assess the organization’s operational situation and collect
information about performance deficiencies
• Input: Gather information about possible training techniques and methods
• Reaction: Analyse the reactions of participants to the training
• Outcome: Evaluate what actually happened as a result of training.

Difference Between Training and Development:

Basis for Comparison Training Development

Meaning Training is a learning Development is an

process in which educational process
employees get an which is concerned with
opportunity to develop

Mr. Nithin Menezes, Lecturer, 20

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 skill, competency and the overall growth of the
knowledge as per the job employees.
requirement.

Term Short Term Long Term

Focus on Present Future

Orientation Job oriented Career oriented

Motivation Trainer Self

Objective To improve the work To prepare employees for

performances of the future challenges.
employees.

Number of Individuals Many Only one

Aim Specific job related Conceptual and general

knowledge

Training Process Outsourcing:

Training Process Outsourcing (TPO) refers to the practice of outsourcing the entire
or part of an organization’s training process to a third-party provider. It involves
delegating the design, development, delivery, and management of training programs
to an external agency, instead of handling it internally. TPO can be useful in
improving the effectiveness of training programs and optimizing resources.

Mr. Nithin Menezes, Lecturer, 21

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
Benefits of TPO:

❖ Cost-Effective: Outsourcing training helps save costs on hiring internal

trainers, developing training infrastructure, and materials.
❖ Access to Expertise:TPO providers are specialists in the field of training and
development.
❖ Flexibility and Scalability: Outsourcing allows organizations to quickly scale
training efforts up or down based on needs.
❖ Time Efficiency: HR departments can focus on other strategic HR functions,
while external providers manage the training process.
❖ Global Reach: TPO providers often have a global presence, offering training
programs across different regions and languages.
❖ Focus on Core Competencies: By outsourcing training, organizations can
concentrate on their core business activities and functions, leaving training to
the experts.
❖ Improved Learning Outcomes: Third-party providers offer structured, well-
designed, and up-to-date training materials and approaches.

Challenges of TPO:

➢ Loss of Control: Organizations may feel a loss of control over the training
process, as it is handled by an external provider.
➢ Quality Assurance: Maintaining the quality of training provided by external
agencies is a concern.
➢ Customization Issues: Off-the-shelf training programs may not always meet
the specific needs of the organization, requiring further customization.

Mr. Nithin Menezes, Lecturer, 22

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 ➢ Dependence on the Vendor: Over-reliance on the third-party vendor for
training delivery may create long-term dependency, limiting internal
capability building.
➢ Communication Barriers: There may be communication challenges between
the external provider and the organization, especially if the provider is located
in a different time zone or has a different organizational culture.

Human Resource Development:

Introduction:

Every organization is driven by its resources, and one of the most vital resources is
human capital. A company’s productivity, efficiency, and success are heavily
determined by the strength of its workforce. The concept of Human Resource
Development (HRD) thus comes into the picture as a crucial business strategy,
focusing on improving the skills, knowledge, and abilities of a company’s
workforce. This comprehensive guide will navigate you through the various aspects
of Human Resource Development.

Meaning:

HRD refers to the process of developing and enhancing the skills, knowledge, and
abilities of employees to achieve organizational goals and objectives.

Importance/ Significance/ Objectives/ Benefits/ Role of Training in HRD:

➢ Improves Employee Performance: HRD improves employee performance by

providing them with the necessary skills, knowledge, and abilities.
Mr. Nithin Menezes, Lecturer, 23
Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 ➢ Increases Employee Productivity: HRD increases employee productivity by
providing them with the necessary skills and knowledge to perform their jobs
efficiently.
➢ Enhances Employee Satisfaction: HRD enhances employee satisfaction by
providing them with opportunities for growth and development.
➢ Supports Career Development: HRD supports career development by
providing employees with the necessary skills and knowledge to advance in
their careers.
➢ Improves Organizational Performance: HRD improves organizational
performance by providing employees with the necessary skills and knowledge
to achieve organizational goals.
➢ Increases Employee Retention: HRD increases employee retention by
providing employees with opportunities for growth and development.
➢ Enhances Organizational Reputation: HRD enhances organizational
reputation by providing employees with the necessary skills and knowledge
to provide high-quality products and services.
➢ Supports Innovation and Creativity: HRD supports innovation and creativity
by providing employees with the necessary skills and knowledge to think
critically and develop new ideas.

Different Types of Human Resource Development:

❖ Training and Development: This type of HRD involves imparting knowledge

and skills to employees. This is done through various methods such as
classroom training, e-learning, and on-the-job training.

Mr. Nithin Menezes, Lecturer, 24

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 ❖ Career Development: HRD focuses on providing opportunities for employees
to advance in their careers. This is through promotions, job rotations, and
other career development programs.
❖ Performance Management: This type of HRD involves setting goals and
objectives for employees. It also involves providing regular feedback to help
them improve their performance.
❖ Succession Planning: HRD includes identifying and developing future leaders
of the organization. This helps ensure smooth transitions and continuity.

Knowledge Management:

Knowledge Management (KM) refers to the process of creating, sharing, using, and
managing the knowledge and information of an organization to achieve its goals and
objectives.

Importance of Knowledge Management in HRM:

❖ Improved Decision Making: KM helps HR professionals make informed

decisions by providing them with access to relevant knowledge and
information.
❖ Increased Efficiency: KM helps HR Professionals automate routine tasks and
focus on strategic activities.
❖ Enhanced Employee Engagement: KM helps HR professionals create a
culture of knowledge sharing and collaboration, leading to increased
employee engagement.

Mr. Nithin Menezes, Lecturer, 25

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 ❖ Better Talent Management: KM helps HR professionals identify, develop, and
retain talent by providing them with access to relevant knowledge an
information.

Knowledge Management Process:

➢ Knowledge Creation: Creating new knowledge and information through

research, innovation, and experimentation.
➢ Knowledge Capture: Capturing and documenting existing knowledge and
information.
➢ Knowledge Sharing: Sharing knowledge and information across the
organization.
➢ Knowledge Application: Applying knowledge and information to improve HR
processes and practices.

Career Development:

Career development refers to the process of planning, implementing, and monitoring

employee career growth and development within an organization.

Importance of Career Development:

❖ Improved Job Satisfaction: Career development opportunities can lead to

increased job satisfaction and reduced turnover.
❖ Increased Employee Engagement: Career development can increase employee
engagement and motivation.

Mr. Nithin Menezes, Lecturer, 26

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 ❖ Better Talent Management: Career development can help organizations
identify and develop future leaders.
❖ Competitive Advantage: Organizations that offer career development
opportunities can attract and retain top talent.

Career Development Process:

➢ Career Planning: Employees create a career plan with the help of their
manager or HR.
➢ Career Assessment: Employees undergo a career assessment to identify their
strengths, weaknesses, and career goals.
➢ Career Development Activities: Employees participate in career development
activities such as training, mentoring, and coaching.
➢ Career Progression: Employees progress in their careers based on their
performance, skills, and experience.

Emerging Trends In HR Training and Development:

a) *Artificial Intelligence (AI) and Machine Learning (ML)*: AI and ML are

being used to create personalized learning experiences, adaptive assessments,
and intelligent tutoring systems.
b) *Virtual and Augmented Reality*: Virtual and augmented reality technologies
are being used to create immersive and interactive learning experiences.
c) *Micro learning*: Micro learning involves breaking down learning content
into short, bite-sized chunks, making it easier for learners to consume and
retain information.

Mr. Nithin Menezes, Lecturer, 27

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.
 d) *Gamification*: Gamification involves using game design elements to make
learning more engaging and fun.
e) *Personalized Learning*: Personalized learning involves tailoring learning
experiences to individual learners’ needs, preferences, and learning styles.
f) *Mobile Learning*and Social Learning*:Mobile learning involves using
mobile devices to access learning content, making it easier for learners to learn
on-the-go. Social learning involves using social media platforms and online
communities to facilitate learning and collaboration.
g) *Experiential Learning*: Experiential learning involves using real-world
experiences and scenarios to teach learners new skills and knowledge.
h) *Learning Experience Platforms*: Learning experience platforms involve
using online platforms to create personalized learning experiences for
learners.
i) *Data-Driven Learning*: Data-driven learning involves using data and
analytics to measure the effectiveness of training programs and make data-
driven decisions.

Mr. Nithin Menezes, Lecturer, 28

Department Of Commerce,
St. Joseph’s First Grade College,
Chikkamagaluru.