Scribd
Upload
3 views

Chapter No. 11

Uploaded by

Mahnoor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
3 views

Chapter No. 11

Uploaded by

Mahnoor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 18

HRM – A Global & Critical Perspective

Chapter 11

Training, Development & Learning

JAWAD SYED& ROBIN


KRAMAR

SPRING 2022 - FAYYZA JALEEL 1


Session Contents
1. Understanding Training, Orientation, Learning, Development.
2. Studying the process of Training & Training methods.
3. Learning Stages
4. Orientation
5. Succession Planning

2
2
Definitions

1. Learning: Knowledge acquired through study, experience OR A relatively permanent


change in behaviour that occurs as a result of knowledge, practice or experience.

2. Training: Activities designed to provide learners with the knowledge and skills
needed for their present jobs.

3. Development: Learning that goes beyond today’s job and has a more long-term
focus. It is tied to training since organizations want to increase their employees’
capabilities and skills.

4. Organizational Development: Planned and systematic attempts to change the


organization, typically to a more behavioral environment.

5. Orientation: Initial T&D effort for new employees that informs them about the
company, the job, and the work group.

3
How Do We Learn?

4
Flow Of Learning

SPRING 2022 - FAYYZA JALEEL 5


Training - Definitions
1. The planned and systematic modification of behaviour through
formal learning events, programmes and instruction which
enable individuals to achieve the levels of knowledge, skill and
competence to carry out their work effectively.
2. Heart of a continuous effort designed to improve employee
competency and organizational performance.
3. Training is to overcome current problems in the company.
4. Time being & On-going process

6
Training Process

7
Training Process
Step 1: Need Analysis (TNA)
Determining specific training and Development Needs:

This can be done by conducting analyses at three levels:


1. Organizational Analysis: Training needs assessment activity, which focuses on the firm’s
strategic mission, goals, and corporate plans are studied, along with the results of strategic HR
planning.

2. Task Analysis: A training needs assessment activity, which focuses on the tasks required to
achieve the firm’s purposes.

3. Person Analysis: A training needs assessment activity that focuses on finding answers to
questions such as Who needs to be trained? What do they need to do differently from what
they’re doing today? What kind of knowledge, skills, and abilities (KSAs) do employees need?

8
Training Process
Step 2: Establishing Training and Development Program Objectives:
T&D must have clear and concise objectives and be developed to achieve
organizational goals. For example,

9
Training Process
Step 3: Selecting T&D Method(s) and Delivery System(s):

Firms use a number of methods for imparting knowledge and skills to the workforce. This is called blended
training.

Some of the training methods are:


1. Classroom Method
2. E-learning
3. Case Study
4. Behavior Modeling
5. Training Games
A. Business Games
6. On-the-Job Training
7. Off the Job Training
8. Team Training
A. Team Coordination Training
B. Cross-Training
10
Training Process - Training Methods

11
Training Process
Step 3: Selecting T&D Method(s) and Delivery
System(s) (Contd.): Training and Development Delivery systems
determine how training may be delivered to participants.
1. Corporate Universities
2. Colleges and Universities
3. Community Colleges
4. Online Higher Education
5. Video Media
6. Social Networking

Step 4: Implementing Training and Development


Programs
1. Location (venue)
12
2. Duration
Training Process
Step 5: FEED BACK
Metrics for Evaluating Training and Development:
The traditional framework for evaluation of training is based on
four criteria:
1. Reactions
2. Learning
3. Behavior
4. Organizational Results
 Benchmarking

13
Training Process
Step 5: FEED BACK
Metrics for Evaluating Training and Development:
The traditional framework for evaluation of training is based on
four criteria:
1. Reactions
2. Learning
3. Behavior
4. Organizational Results
 Benchmarking

14
What is Orientation(On boarding)?
 Initial T&D effort for new employees that informs them about the company, the job,
and the work group.
 Some basic purposes of orientation are:
 The Employment Situation
 Company Policies and Rules
 Compensation
 Corporate Culture
 Team Membership
 Employee Development
 Socialization

15
Management Development
(Succession Planning)
 It consists of all learning experiences provided by an organization resulting
in upgrading skills and knowledge required in current and future
managerial positions.

 Some means of management development are:


1. Mentoring and Coaching
2. Reverse Mentoring

16
Questions to Ask to Develop
Strategic Training and
Development Initiatives
1. What is the vision and mission of the company? Identify the strategic drivers of the business
strategy.

2. What capabilities does the company need as a result of the business strategy and business
environment challenges?

3. What types of training and development will best attract, retain, and develop the talent
needed for success?

4. Which competencies are critical for company success and the business strategy?

5. Does the company have a plan for making the link between training and development and the
business strategy understood by executives, managers, and employees or customers?

6. Will the senior management team publicly support and champion training and development?

7. Does the company provide opportunities for training and developing not only individuals but
also teams?

17
Summary

TRAINING & DEVELOPMENT ORIENTATION SUCCESSION PLANNING


LEARNING
T&D PROCESS

18
18

You might also like