EL

PT
TRAINING AND DEVELOPMENT

N
DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR

Module : 10
Lecture 46: Social Responsibility
TRAINING AND DEVELOPMENT

EL
This lecture session will discuss on the

PT
concept of social responsibility.

N
 Social responsibility is an ethical framework that
suggests that an entity, be it an organization or
individual, has an obligation to act for the benefit of
society at large.
A variety of terms are used, to refer to social
Introduction responsibility such as -business ethics, corporate

EL
citizenship, corporate accountability, sustainability.

PT
Social responsibility initiatives are encompassed
with policies, programs, or specific projects within

N
companies and with employees, consumers, clients,
suppliers, shareholders and varied by business, size,
sector, and geography.
  Social responsibility empowers employees to
leverage the corporate resources at their
disposal to do good.
 Social responsibility programs can boost
employee morale of the business house
Why Social

EL
and lead to greater productivity in the
Responsibility? workforce.

PT
 Socially responsible policies goes a long way

N
towards attracting and retaining customers.
 Socially responsible companies cultivate
positive brand recognition, increase customer
loyalty, and attract top-tier employees
 Corporate social responsibility has four
different categories:
 Environmental corporate social
responsibility ,
Type of Social

EL
Responsibility  Philanthropic corporate social
responsibility,

PT
 Ethical corporate social responsibility, and

N
 Economic corporate social responsibility.
  Environmental corporate social
responsibility
Companies that adhere to environmental
responsibility can do so in the following ways:
 Reducing pollution, greenhouse gas
Type of Social emissions, the use of single-use plastics,

EL
Responsibility water consumption, and general waste

PT
 Increasing reliance on renewable energy,
sustainable resources, and recycled or

N
partially recycled materials
 Offsetting negative environmental impact;
for example, by planting trees, funding
research, and donating to related causes
  Philanthropic corporate social
responsibility
Many organizations are by virtue of spiritual
Type of Social ideology and driven by philanthropic

EL
Responsibility responsibility often dedicate a portion of
their earnings to charities and nonprofits

PT
that align with their guiding missions, others

N
donate to worthy causes that don’t directly
relate to their business.
  Ethical corporate social
responsibility
Organizations that embrace ethical
responsibility aim to achieve fair treatment
Type of Social of all stakeholders, including leadership,

EL
Responsibility investors, employees, suppliers, and
customers.

PT
Many firms have processed to ensure they’re

N
not purchasing products resulting from
slavery or child labor.
  Economic corporate social
responsibility

Type of Social Economic responsibility is the practice of a

EL
Responsibility firm backing all of its financial decisions in its

PT
commitment to do good in the areas listed
above. The end goal is not to simply

N
maximize profits, but positively impact the
environment, people, and society.
 Corporate Social Responsibility (CSR) is
the process by which an organization thinks
about and evolves its relationships with
Defining stakeholders for the common good, and
Corporate Social demonstrates its commitment in this regard

EL
Responsibility by adoption of appropriate business

PT
processes and strategies.
(CSR)
Socially responsible companies do not limit

N
themselves to using resources to engage in
activities that increase only their profits.
 o Every company to which CSR criteria is applicable
shall constitute a Corporate Social Responsibility of
the Board (i.e. CSR Committee).
o Minimum 3 or more directors must form CSR
Committee.
o Among those 3 directors, at least 1 director must be
Composition an independent director.
of CSR o An unlisted public company or a private company

EL
Committee shall have its CSR Committee without any

PT
independent director if an independent director is
not required.

N
o In case of a foreign company, the CSR Committee
shall comprise of at least 2 persons of which one
person shall be a person resident in India authorized
to accept on behalf of the foreign company – the
services of notices and other documents.
 The Corporate Social Responsibility
Committee shall,—
(a) formulate and recommend to the Board,
a Corporate Social Responsibility Policy which
Functions of shall indicate the activities to be undertaken

EL
CSR by the company as specified in Schedule VII;
Committee (b) recommend the amount of expenditure to

PT
be incurred on the activities referred to in

N
clause (a); and
(c) monitor the Corporate Social Responsibility
Policy of the company from time to time.
 CSR Related Activities of Company
(i) Eradicating extreme hunger and
poverty;
Company’s (ii) Promotion of education;
Activities (iii) Promoting gender equality and
empowering women;
Related to

EL
(iv) Reducing child mortality and
CSR

PT
improving maternal health;
(v) Combating human

N
immunodeficiency virus, acquired
immune deficiency syndrome,
malaria and other diseases;
 CSR Related Activities of Company
(vi) Ensuring environmental sustainability;
(vii) Employment enhancing vocational skills;

Company’s (viii) Social business projects;

Activities (ix) Contribution to the Prime Minister's National

EL
Relief Fund or any other fund set up by the
Related to Central Government or the State Governments

PT
CSR for socio-economic development and relief and
funds for the welfare of the Scheduled Castes,

N
the Scheduled Tribes, other backward classes,
minorities and women; and
(x) Such other matters as may be prescribed.
  It can be an effective for marketing and branding
of company/business house.
 Positioning a company itself favorably in the
eyes of consumers, investors and regulators.
 Improving employee engagement, their
Benefits satisfaction and retention in the company.

EL
of CSR  Attract potential employees who carry strong
personal convictions that match those of the

PT
organizations.

N
 Invites business leaders to examine practices
related to how they hire and manage employees,
source products or components, and deliver
value to customers.
  Providing a cultural view of the company and
understanding of quality
 Generating new career paths for quality
professionals who are experts in Social
Benefits of Responsibility related decisions.
CSR

EL
 Providing methods to enhance the efforts of SR

PT
professionals’
 Growing the community of SR practitioners

N
 All this will help to communicate the value of SR
REFERENCES
 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing
 Noe, R.A & Kodwani, A.D. (2019). Employee Training and Development, Mc Graw Hill,
Chennai.
 Kirkpatrick, D.L. (1996). Evaluating Training Programs, The New World Kirkpatrick Model,

EL
https://www.mindtools.com/pages/article/kirkpatrick.htm
 Binghm, T., and Corner, M. (2010). The New Social Learning, Alexandria VA: ASTD Press.

PT
 Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
 Gagne, R. (1985). The Conditions of Learning, Fourth Edition. New York: Holt, Rinehart &

N
Winston.
 Merrill, M. D. (2013). First principles of instruction: Identifying and designing effective,
efficient and engaging instruction. Hoboken, NJ: Pfeiffer/John Wiley & Sons
 Beeby, J.M., and Rathborn, S. (1983) "Development Training - Using the Outdoors in
Management Development" Management Education and Development 14 3, 170-181.
CONCLUSION

EL
This part of lecture session has given clear picture on the

PT
concept, social and corporate social responsibility with
an aim to make aware all learners about it and enhance

N
their level of thinking and perception on all these
aspects of social responsibility.
N
PT
EL
 EL
PT
TRAINING AND DEVELOPMENT

N
DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR

Module : 10
Lecture : 47 Legal Aspects of Social Responsibility
TRAINING AND DEVELOPMENT

EL
This lecture session will discuss on the

PT
legal aspects in social responsibility (SR)

N
 In the last decade and half the Corporate Social
Responsibility (CSR) has become a well known
concept. Employees, government representatives,
academic scholars, NGOs and international organisations
have been contemplating on their roles to be played for
Introduction CSR.

EL
Laws enacted to promote socially responsible behaviour

PT
by companies. Companies have been adopting CSR
related programmes, and are sharing their efforts for

N
accelerating the CSR initiatives through training and
capacity building.
  Failing to provide required training or
inadequate training.
 Incurring employee injury during a training
Corporate activity.
Situations That  Incurring injuries to employee or others outside
May Results in the training session.

EL
Legal Action  Breach of confidentiality or defamation.

PT
 Reproducing and issuing copyrighted materials in
training classes without permission.

N
 Excluding women, minorities and older from
training programs.
  Failing to ensure equal treatment while in
training.
Corporate  Requiring employees to attend training programs
Situations That that they may find offensive.
May Results in  Revealing discriminatory information during

EL
Legal Action training session.
 Not accommodating trainees with disabilities.

PT
 Incorrectly reporting training as an expense or

N
failing to report training reimbursement as
income.
 Two most important documents
providing legal framework for CSR are
Legal as follows:
Provisions
for CSR

EL
 Section 135 of Companies Act 2013
 Companies (CSR Policy) Rules 2014

PT
N
 Companies having
 Net worth of INR 500 crore or more, or
 Turnover of INR 1,000 crore or more, or
 Net profit of INR 5 crore or more
Issues of CSR
during the immediately preceding financial
under Laws:

EL
year, are mandatory required to constitute
Section 135(1) a CSR Committee to look after issues

PT
related to social responsibilities.

N
 The composition of CSR Committee is to be
disclosed in the Board’s Report maintained
u/s 134(3)
  Composition of a Corporate Social
Responsibility Committee of the Board.
Under 135 (1), has made provision in respect
Issues of to constitution of Corporate Social
CSR under Responsibility Committee of the Board as
Laws: CSR

EL
follows:
Committee
o Three or more Directors.

PT
o AT least one shall be independent

N
Director.
  Drafting a Corporate Social
Responsibility Policy by the committee

Issues of CSR Corporate Social Responsibility Committee

under Laws: should formulate and recommend to the
Section 135(2)

EL
Board, a Corporate Social Responsibility
Policy. This policy shall indicate the activities

PT
to be undertaken by the company.

N
  Role of CSR Committee.
The Board of the company shall:
 Approve the CSR policy, after taking into
consideration, the recommendations
Issues of CSR proposed by CSR Committee.
under Laws:  Disclose the contents of CSR policy in the
Section 135(3) Board’s Report maintained u/s 134(3) and

EL
on the company’s website, in the manner
prescribed under Rule 9 of the Companies

PT
(Corporate Social Responsibility Policy)

N
Rules, 2014.
 Ensure that activities as stipulated in CSR
policy, are undertaken by the company
  Functions of the Board
For every financial year, the Board shall:

 oversee that the company disburses towards CSR

movements, at least 2% of the company’s average
net profits derived during immediately preceding 3
Issues of CSR financial years
under Laws

EL
 On failure to disburse such amount, specify in its

PT
Board’s Report maintained u/s 134(3), the reasons
for non-compliance.

N
 It is further stated that, for spending the funds
allocated for CSR activities, preference shall be given
to the local vicinity of company’s operations.
  Extended CSR Applicability

CSR provisions also apply to a holding

Issues of CSR
company, subsidiary company and foreign
under Laws:
Rule 3(1) company defined u/s 2(42) having its branch

EL
office in India, provided criteria specified u/s

PT
135(1) is met.

N
  Companies not to abide by CSR

Issues of CSR In case the criteria specified u/s 135(1) is not

under Laws: met by a company for 3 consecutive financial
Rule 3(2)

EL
years, it shall be refrained from following CSR

PT
provisions till the time such criteria is fulfilled.

N
  Execution in India only
Rule 4(4) deals with CSR projects and
programs undertaken in India only shall
Issues of CSR amount to CSR expenditure.

EL
under Laws: In case of Universal benefits, Rule 4(5)

PT
deals with CSR projects or programs that
predominantly benefit only the employees of

N
the company and their families shall not be
considered.
  Any surplus
Rule 6(2) deals with any surplus. The CSR
policy must specify that the surplus arising out
of CSR Projects or programs shall not form
part of the business profits.
Issues of CSR
Under Law  Disclosure

EL
Rule 9 deals with disclosure. The Board’s

PT
Report and company’s website must display
CSR details in a predefined layout prescribed

N
as per the particulars specified in Annexure to
the Companies (CSR Policy) Rules, 2014.
 Clause 55 in SEBI Act, 1992, has made
mandatory for the top 100 listed
companies (on the basis of market
capitalization) to report their certain
CSR and vital information as a part of their
business responsibility.
SEBI Act With the passage of time, when the

EL
1992 enterprises are increasingly seen as an
acute component of the social system,

PT
they are accountable not merely to their
shareholders from the revenue

N
perspective but also to the larger society
as their stakeholder
 The preamble of the Competition Act 2002,
reveals that the law was enacted keeping in view
the economic development that resulted in
removal of controls and consequent economic
CSR and liberalization which required the Indian economy
Competition be enabled to allow competition in the market

EL
Act 2002 from within the country and outside.

PT
The objective of the act is to sustain free

N
competition culture in the market to protect the
interest of public/consumer.
 With the interpretation of Section 37 of the
CSR and the Income Tax Act 1961, Corporate Social
Income Tax Responsibility expenditures are even allowed

EL
within Sections 30 to 36 of the Act, 1961. These
Act 1961 sections provide specific deductions in respect of

PT
certain expenditure which are not business

N
expenditure in true sense
 REFERENCES

 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing

 Noe, R.A & Kodwani, A.D. (2019). Employee Training and Development, Mc Graw Hill,

EL
Chennai.
 Kirkpatrick, D.L. (1996). Evaluating Training Programs, The New World Kirkpatrick Model,

PT
https://www.mindtools.com/pages/article/kirkpatrick.htm
 Binghm, T., and Corner, M. (2010). The New Social Learning, Alexandria VA: ASTD Press.

N
 Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
 Gagne, R. (1985). The Conditions of Learning, Fourth Edition. New York: Holt, Rinehart &
Winston.
 Merrill, M. D. (2013). First principles of instruction: Identifying and designing effective,
efficient and engaging instruction. Hoboken, NJ: Pfeiffer/John Wiley & Sons
 Beeby, J.M., and Rathborn, S. (1983) "Development Training - Using the Outdoors in
Management Development" Management Education and Development 14 3, 170-181.
CONCLUSION

EL
This part of lecture session has given clear picture on the

PT
legal issues of CSR with an aim to make aware all
learners about it and enhance their level of thinking and

N
perception on all these aspects of CSR.
N
PT
EL
 EL
PT
TRAINING AND DEVELOPMENT

N
DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR

Module : 10
Lecture 48 : Managing Diversity in Training
TRAINING AND DEVELOPMENT

EL
This lecture session will discuss on

PT
managing diversity in Training.

N
 A diversified workforce includes people with variety
across a number of different categories, such as:
 Religion

Meaning of  Culture
Diversity  Sexual orientation

EL
 Language

PT
 Educational backgrounds

N
 Skills and abilities
  How can we make the training sound
appealing to different types of workers, such
as people with disabilities.
Issues of  How can recruitment and training be
Diversity effectively targeted to under-utilized groups.

EL
 We need to have orientation on how do we
overcome cultural bias in the interviewing

PT
process, questions, and the response.

N
 When we think of diversity, we think of ethnicity and
race, and then gender; however, diversity is much
broader than that. It has varieties of dimensions.
What is
Diversity in Dimensions of diversity include, but are not limited

EL
Training to: age, ethnicity, ancestry, gender, physical
abilities/qualities, race, sexual orientation,

PT
educational background, geographic location, income,
marital status, military experience, religious beliefs,

N
parental status, and work experience.
 Diversity can be considered any dimension that
differentiates a person from others in terms of age,
education, ethnicity, sexual orientation, work style,
Diversity in race, gender and more.
Training

EL
Diversity in training refers to learning efforts that
are designed to change employee attitudes about

PT
diversity.

N
 Diversity in cross culture has impact on employee
behaviour, that generally include the following
aspects.
 Cultural diversity.
Diversity in  Positional diversity.
Employees
 Diversity in employees’ background
Behaviour

EL
 Standard and norms of company in terms of

PT
innovation, risk taking and competitiveness

N
among employees.
  Golden rules is that treat others as you want to
be treated.
Some  Platinum rule which states: "treat others
Considerations as they want to be treated.
in Diversity

EL
 Moving from ethnocentric view ("our way is the
best way") to a culturally relative perspective

PT
("let's take the best of a variety of ways") will
help us to manage training more effectively for

N
the employees in a diverse work environment.
 Diversity management is often referred to as
acknowledging, understanding, accepting, valuing,
and celebrating differences among people with
Management
of Diversity respect to age, class, ethnicity, gender, physical and

EL
mental ability, race, sexual orientation, spiritual

PT
practice, and public assistance status for better

N
workplace management.
  Top management provides resources, intervenes
and publicity advocates diversity.
 Program is structured.
Characteristics  Capitalizing on a diverse workforce is defined as a
Associated with business workforce.

EL
Diversity Program  Capitalizing on a diverse workforce is seen as
necessary to generate profit and revenue.

PT
 The program is evaluated using metrics.

N
 Manager’s involvement is necessary.
 The program is seen as a culture change, not a
one-shot program.
  Managers and demographic groups are not
blamed for problems.
 Behaviours and skills needed to successfully
interact others are taught.
Characteristics  Managers are rewarded on progress towards
meeting diversity goals.
Associated with

EL
Diversity Program  Management collects employee feedback and
respond to it.

PT
 Create a safe and open culture that employees
want to belong to, in which employees can

N
discover and appreciate differences and where the
benefits of diversity are recognized by all
employees.
  Emphasize communication: Ensure that all
employees understand the policies, procedures,
safety rules, and other important information.

 View employees as individuals: Avoid both

Process of positive and negative stereotypes. Don’t make
Managing assumptions about employees from different

EL
Diversity groups. Judge successes and failures individually.

PT
 Encourage employees to work in diverse

N
groups: Assure that work teams reflect the
diversity of your workplace. Diverse work teams
let employees get to know and value one another
as individuals.
  Base decisions on objective criteria: Expect all
employees of all backgrounds to meet required
Process of standards and perform to the best of their ability.
Managing  Be open-minded: Recognize, and encourage

EL
Diversity employees to recognize, that one’s own

PT
experience, background, and culture
are not the only ones with value to the

N
organization.
  Employees from diverse backgrounds imbue
organizations with creative new ideas and
perspectives informed by their cultural
experiences

Importance  A diverse workplace will help organizations better

understand target demographics and what moves
of Diversity them

EL
Management
 A diverse workplace can better align an

PT
organization’s culture with the demographic make-
up of America

N
 Increased customer satisfaction by improving how
employees interact with a more diverse clientele
and public
 i. Specify the need for skills to work effectively in
a diverse environment in the job
ii. Make sure that good faith efforts are made to
recruit a diverse applicant pool,
Strategies to iii. Focus on the job requirements in the interview,
Manage and assess experience but also consider
Diversity transferable skills and demonstrated

EL
competencies.
iv. Use a panel interview format. Ensure that the

PT
committee is diverse, unit affiliation, to

N
represent different perspectives and to
eliminate bias from the selection process.
 v. Ensure that appropriate accommodations are
made for disabled applicants.
Strategies to
Manage vi. Know your own cultural biases. What
stereotypes do you have of people from
Diversity

EL
different groups and how well they may
perform on the job

PT
N
 The benefits of enhancing diversity in training
Enhancing involved are:
Diversity in  The program is of sufficient length for
Training trainees to learn (four hours or more)

EL
 Managers are used as trainers

PT
 Trainees interact face-to-face with the

N
instructor, content, and other learners using
cases and exercises
  Learning efforts to change attitudes and develop
skills to work with a diverse workforce with the
Enhancing primary goals:
Diversity in o Eliminate values, stereotypes, and practices
Training that inhibit development

EL
o Allow employees to contribute to

PT
organizational goals regardless of their
background

N
 Properly managed diverse groups can give
better result including hiring efforts, increased
innovation, higher productivity. Multicultural
Managing
teams can be managed by
Culturally
 Task-related selection rather than on

EL
Diverse Teams ethnicity
in Organizations

PT
 Establishing a vision
 Equalizing power

N
 Creating multi-respect
  Improved and enhanced competencies in terms
of customer services. As a matter of fact,
diverse workforce will often means diverse
expertise, talent, experience and capabilities in
the employees.
Advantages of  As we employ diverse workforce, we can
Diversity indirectly tap into the knowledge and

EL
Management experience of these workforce.

PT
 Ability to operate effectively as well as
efficiently in a global context. As a well known

N
fact, the entire world is a colorful depiction of
diversity. Thus, to go global, a diverse workforce
is some sort a basis requirement
  If a company can manage diversity in a proper
way, then the individual employee will no
longer need to clone or purposely changed
himself to adaption of the corporate culture.
 Proper management of diversity can also
Advantages of ensure less industrial dispute or court case
Diversity arises from employees’ issues.

EL
Management  Diversity can produce synergy and creativity

PT
and innovative as well.

N
 As a company prepare or has already adopted
the mindset of having diversity is beneficial,
then the company automatically access to
a diverse pool of human talents.
  Managing diversity is an art, picture is
bright but the execution is not easy.
 At some serious cases, diversity can also
be a source of conflict that can cause
Disadvantages of issues such as reluctant to share
information among workforce.
Diversity

EL
Management  A diversity management program may
invade employee privacy, if handled

PT
insensitively.

N
 During the implementation process,
deep seated prejudices within
employees may be brought into the
open, causing short-term tension
 REFERENCES

 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing

 Noe, R.A & Kodwani, A.D. (2019). Employee Training and Development, Mc Graw Hill,

EL
Chennai.
 Kirkpatrick, D.L. (1996). Evaluating Training Programs, The New World Kirkpatrick Model,

PT
https://www.mindtools.com/pages/article/kirkpatrick.htm
 Binghm, T., and Corner, M. (2010). The New Social Learning, Alexandria VA: ASTD Press.

N
 Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
 Gagne, R. (1985). The Conditions of Learning, Fourth Edition. New York: Holt, Rinehart &
Winston.
 Merrill, M. D. (2013). First principles of instruction: Identifying and designing effective,
efficient and engaging instruction. Hoboken, NJ: Pfeiffer/John Wiley & Sons
 Beeby, J.M., and Rathborn, S. (1983) "Development Training - Using the Outdoors in
Management Development" Management Education and Development 14 3, 170-181.
CONCLUSION

EL
This part of lecture session has given clear picture

PT
managing diversity with an aim to make aware all
learners about it and enhance their level of thinking and

N
perception on all these aspects of diversity management.
N
PT
EL
 EL
PT
TRAINING AND DEVELOPMENT

N
DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR

Module : 10
Lecture 49 : Career Challenges
TRAINING AND DEVELOPMENT

EL
This lecture session will discuss on the

PT
career challenges and its various

N
issues.
 From an occupational standpoint, it means the sum
total of the various jobs that an individual may hold
during his/her lifetime.

Concept
There are more broader and more life-
of Career encompassing way of career that direct educational,

EL
social, economic, political and spiritual endeavours

PT
that reflect unique personality characteristics and
basic life values.

N
 There are four stages in career

 Exploration: Employees attempt to identify the

work types that interest them.
 Establishment: Finding employment making an
Stages of

EL
independent contribution, achieving more
Career responsibility and financial success.

PT
 Maintenance: Employees are concerned with

N
keeping their skills up to date and perceived as
someone who contributes to the company.
 Decline: Involves individuals are preparing to
phase out of work and retire.
 Career development is the process of
choosing a career, improving your skills,
What is
Career and advancing along a career path. It's a
Development

EL
lifelong process of learning and decision-
making that brings you closer to your

PT
ideal job, skillset, and lifestyle

N
 Career development can be affected by
multiple factors including-
 Personality of employee
Factors  Education, completed training and courses
Influencing  Behavior and self - presentation
Career  Job performance and evaluation

EL
Development  Performed job position

PT
 Company situation
 Willingness to change performed job or

N
employer
 Psychological determinants, like intelligence
difference.
 Career success depends on the individual
and it can come when an individual achieve
inner satisfaction through the continuing
realization of the following:

Career  His/her deepest and most cherished life

values in every major endeavor (i.e.,
Success

EL
home, work, school, and leisure)

PT
 His/her opportunity and inspiration to use
and develop current and desired skills

N
 His/her excitement about past, current,
and future achievements
 Most of the company’s workforce includes
multigenerational workforce. In order to attract,
motivate and retain them companies need to
understand and manage career challenges and help
employees deal with career issues. The challenges
Career include:

EL
Challenges  Balancing work life needs.
 Providing career ladders,

PT
 Career recycling,

N
 Understanding job hopping,
 Help employees return to work after career
break,
 Helping employees deal with job loss
 Work life balance practices include -
 Flexible work schedule.
 Job sharing.
Work Life  Child care.
Care of elderly.
Balance 

EL
 Personal leave.
Practices  Telecommuting

PT
 Reduced meeting time.
 Reduced work hours

N
 Adoption support.
 Paid vacation time.
 Personal services (meals, gifts, home arrange)
 Career path is a sequence of job positions
involving similar types of work and skills that
employees move through in the company. It
helps company in :
 Offering career options to the employees,
Career Path  Building employees’ skills through series

EL
of jobs or roles.
 Maximizing employees’ value to the

PT
company and motivating them not to
leave the company.

N
 Developing career path involves analyzing
work and information flows, important
development experiences, qualification
and the types of tasks performed.
 Career recycling involves changing one’s
major work activity after having been
established in a specific field. Recycling is
accompanied by :
 A re-exploration of values,
Career  Skills, interests,
Recycling

EL
 Potential employment opportunities

PT
Recycling is not just limited to older
employees who are nearing to retirement.

N
Many companies are developing programs for
retraining to fill up shortage of qualified
employees from other fields.
 Job hopping refers to the changing job by
employees usually between companies in
every two or three years.

Job Employees recognize that their employability

Hopping and economic wellbeing depends on their

EL
personal growth and pay. As a result of that

PT
they will leave company for another job if
that offers more learning opportunities or

N
better compensation.
 i. Challenges due to globalization.
ii. Challenges due to change in forms of
employment.
Challenges iii.Challenges due to change in functional forms
of company.
related to

EL
iv.Challenges due to mobility of the
Career organizations.

PT
v. Challenges relating to promotion.
vi.Challenges leading to former peers

N
vii.Challenges arising out of diplomacy
viii.Challenges due to lack of knowledge,
expertise or training
ix.Challenges due to lack of HR Planning.
 i. Challenges due to globalization.
Changes in the shape of modern careers are
Challenges explained by the evolution of organizational forms
in the context of globalizations.
related to
Career Globalization including technological transformation

EL
ones, have created the need for higher flexibility of

PT
organizations with regard to their structures and
career management system.

N
 ii. Challenges due to change in forms of
employment.

Challenges Modern companies remain focused only on

EL
economic results, often at the expense of their
related to

PT
employees and their personnel policies.
Career Employment contracts of indefinite duration are

N
being replaced by fixed-term contracts or atypical
forms of employment, such as staff leasing or
outsourcing.
 iii. Challenges due to change in functional forms
of company:
The functional form of an organization refers to the
Challenges division of the organization into multiple cells
related to specialized in a specific task and requiring specialist
Career

EL
skills and qualifications from their workers.

PT
Possible career paths and promotions only apply to
employees within the cells and often solely mean

N
further development and improvement of
qualifications.
 iv. Challenges due to mobility of organizations

The changes associated with globalization and

transformation, inevitably lead to increased mobility
Challenges of the workforce, occupational mobility, blurring
boundaries associated with geography, nationality,

EL
related to culture, time and space.
Career

PT
Increased movement of people (migration) and the
strengthening of international cooperation between

N
organizations and a number of other institutions,
poses new challenges for both the employees and
the organization
 v. Challenges relating to promotion.

Moving to a higher level in the hierarchy and

Challenges
related to understanding what success looks like at the new
Career

EL
level, including issues of staff training, focus,
delegation, credibility and leadership.

PT
N
 vi. Challenges leading to former peers
Challenges
related to Managing a team of former peers with the
Career inevitable dilemma of establishing authority and

EL
altering existing relationships is also a challenge for

PT
career of employees.

N
 vii. Challenges arising out of diplomacy
Challenges
related to Moving from a position of authority to one in which
Career influencing others and building alliances is a critical

EL
exercise for employees with career development.

PT
N
 viii. Challenges due to lack of
knowledge, expertise or training

Some jobs require specific work

Challenges experience, knowledge and training skills
related to in addition to educational knowledge.

EL
Career Challenges raised due to lack of

PT
appropriate training expertise or trainers
to impart require skills, knowledge to meet

N
up need for career development.
 ix. Challenges due to lack of HR Planning

There are many organizations who have no

Challenges human resource plan as a result of that
employees feel a sense of uncertainty after
related to they obtain skills, knowledge from training

EL
Career and experiences in the organizations.

PT
Employees with better performance do not
have their career path as an example of a

N
possible next step to career
 REFERENCES

 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing

 Noe, R.A & Kodwani, A.D. (2019). Employee Training and Development, Mc Graw Hill,

EL
Chennai.
 Kirkpatrick, D.L. (1996). Evaluating Training Programs, The New World Kirkpatrick Model,

PT
https://www.mindtools.com/pages/article/kirkpatrick.htm
 Binghm, T., and Corner, M. (2010). The New Social Learning, Alexandria VA: ASTD Press.

N
 Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
 Gagne, R. (1985). The Conditions of Learning, Fourth Edition. New York: Holt, Rinehart &
Winston.
 Merrill, M. D. (2013). First principles of instruction: Identifying and designing effective,
efficient and engaging instruction. Hoboken, NJ: Pfeiffer/John Wiley & Sons
 Beeby, J.M., and Rathborn, S. (1983) "Development Training - Using the Outdoors in
Management Development" Management Education and Development 14 3, 170-181.
CONCLUSION

EL
This part of lecture session has given clear picture

PT
on the challenges to career which may enhance
the level of thinking and perception of learners on

N
all these aspects of career challenges.
N
PT
EL
 EL
PT
TRAINING AND DEVELOPMENT

N
DR. S. SRINIVASAN
ASSISTANT PROFESSOR, VGSOM, IIT KHARAGPUR

Module : 10
Lecture 50 : Meeting the Needs of Older Workers
TRAINING AND DEVELOPMENT

EL
This lecture session will discuss on various

PT
issues relating to meeting the needs of

N
older workers.
 According to Bureau of Labour Statistics, the labor
force growth rates of those 65 and older are
Employment projected to outpace all other age groups over the
of Older 2014-24 decade.
Workers/Baby

EL
Human resource issues associated with employing
boomers older workers cross almost all functional areas of

PT
the HR taxonomy including diversity, talent
acquisition, benefits, and training and development

N
  There are no specific age to define older workers
across the globe. It varies in between 55 to 65
years of chronological age.
 Internationally, public policies on workforce
Concept ageing typically describe older workers using the
of Older cut-off age markers of either 55 years of age, or
Workers 65 years of age depending on the policy context.

EL
 Study on Americans’ perceptions of how old is

PT
old, shows that majority felt a person begins to
be “old” at the age of 70 years or older.

N
 Labour force participation in India is based on
the age above 60 years as elderly or the older
workers.
 Mandatory retirement of age varied according
to occupation such as :
 The retirement age for Colonels in Army is 54
years while its equivalent Captain in the Navy
retires at 56 and Group Captains in IAF retire at
When the age of 57.
Workers

EL
 Central Government employees at 60 to 62 years
Considered of age.

PT
Older
 Government aided College and University

N
Professors may retire at 65 years of age.
 The retirement age for the Supreme Court judges
is 65 years whereas for the High Court judges, it
is 62 years.
 Pre-retirement socialization in the process of
helping employees to exit from work. Companies
organize preretirement programs to address the
Preretirement following :

EL
Socialization of  Psychological aspects of retirement, to develop
Older Workers personal interests and activities.

PT
 Housing including a consideration of transportations,

N
living cost, proximity to medical care.
 (Continued…)
 Health during retirement including nutrition and
exercise.
Preretirement  Financial Planning, insurance and investments.

EL
Socialization of  Health care plans.
Older Workers

PT
 Estate planning

N
 The collection of benefits from company pension
plans and social securities.
  FOCUS: Employees over 50 spent years learning to
handle complex projects without getting bored,
confused, or antsy – at least not as quickly as their
millennial counterparts
Qualities  VERSATILITY: Today’s older employees are old
of Older enough to remember what day-to-day life was like
Workers

EL
before tech but are young enough to have been
immersed in and become skilled at using 21st-

PT
century technology.
 PATIENCE: Most mature workers who’ve spent

N
years in the workforce are well aware that patience
is a virtue.
  RESILIENCE: Older workers have seen more of
the world, both good and bad so that they are
more resilient and this is a product of
Qualities chronological age
of Older  KNOWLEDGE: Matured workers generally tend
Workers

EL
to know more. The knowledge they’ve acquired
can be invaluable to everyone in the workplace,

PT
as well as to clients and customers.
 COMMUNITY-MINDED: It may seem an old-

N
fashioned virtue, and, indeed, it is one borrowed
from an earlier generation, but this generation
prizes service, collaboration, and longevity
  Older workers look for employment that
is personally meaningful, flexible,
intellectually stimulating.
Value of  Older workers are more likely to stay in
Work to work if they think that their work

EL
Older matters, their employer supports them
Workers and their needs are taken seriously.

PT
 They value opportunities for learning,

N
mentoring others and career progression
and strengthen connections to
employers, colleagues and customers
  Older workers want meaningful work that is
interesting, stretches them and makes full use
of their skills and experience.
 Older workers are more likely to feel engaged
and have higher levels of motivation if they feel
Older their work is varied and worthwhile.
Workers and

EL
 Autonomy over how, when and what kind of
their Work tasks older workers do is very important
Preference

PT
because it signals their knowledge, experience
and judgement is valued and respected.

N
 Older workers are more likely to want
opportunities to work in teams, collaborate
with colleagues or have a lot of contact with
clients or members of the public.
  Support older workers to align their personal
aspirations, job roles and organisational
objectives
 Ensure that older workers have variety in their
Older work and opportunities to learn new skills
Workers and  Give older workers as much autonomy as is

EL
Employers possible in their work

PT
 Design roles for older people that maximise
social contact and interaction.

N
 Offer occupational health and wellbeing
support to staff of all ages
  Promote flexible working positively and openly
to all staff
 Redesign job roles around the person if they
Older have long-term health conditions or other
Workers and functional limitations

EL
Employers  Offer secure contracts to both older and

PT
younger workers, wherever possible
 Provide equal access to work adjustments for all

N
working careers
 1. Skilled and experienced
Advantages 2. Longer staying at job
of Older 3. Strong work ethics
Worker

EL
4. Train the next generation
5. Attract more business

PT
N
 1. Skilled and experienced

Advantages Older workers bring a level of

experience, critical thinking and sheer
of Older knowledge that cannot be taught.
Worker

EL
Young people have a can do attitude —
and make mistakes; old people know

PT
what questions to ask.

N
 2. Longer staying at job

Businesses facing high worker turnover –

Advantages consistently said they prefer to hire older
of Older workers who have families to support or a
Worker

EL
reason they have to come to work and
stay than younger workers who come and

PT
go more frequently.

N
 3. Strong work ethics

Older workers take the job more

Advantages seriously. People who have endured
of Older pain in the past feel they have to prove
Worker

EL
themselves and get validation from
their job. Older workers live to work,

PT
want to work and beliefs to work

N
ethically.
 4. Train the next generation

Advantages Many organizations having lack of

qualified trainers utilize the services of
of Older older workers to train others and lead
Worker

EL
the organization with desired
performance line.

PT
N
 5. Attract more business

Advantages Workers having experience in

production, customer dealing and
of Older public relation can yield better
Worker

EL
business deal for the organization.
Some organizations have strategy to

PT
place the older workers towards the
frontline of the business for the

N
customers to feel comfortable in
dealing with them.
REFERENCES

 Aswathappa, K.(2014). Organisational Behaviour, Text, Cases Games. Himalaya Publishing

 Noe, R.A & Kodwani, A.D. (2019). Employee Training and Development, Mc Graw Hill,

EL
Chennai.
 Kirkpatrick, D.L. (1996). Evaluating Training Programs, The New World Kirkpatrick Model,

PT
https://www.mindtools.com/pages/article/kirkpatrick.htm
 Binghm, T., and Corner, M. (2010). The New Social Learning, Alexandria VA: ASTD Press.

N
 Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.
 Gagne, R. (1985). The Conditions of Learning, Fourth Edition. New York: Holt, Rinehart &
Winston.
 Merrill, M. D. (2013). First principles of instruction: Identifying and designing effective,
efficient and engaging instruction. Hoboken, NJ: Pfeiffer/John Wiley & Sons
 Beeby, J.M., and Rathborn, S. (1983) "Development Training - Using the Outdoors in
Management Development" Management Education and Development 14 3, 170-181.
CONCLUSION

EL
This part of lecture session has given clear

PT
picture on meeting the needs of older workers
with an aim to make all learners aware about it

N
and enhance their level of thinking and
perception on all these aspects of older workers.
N
PT
EL