Training Methods

Posted by Tanuj , Labels: , Saturday, February 13, 2010 6:59 PM

Methods of training

There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning.



The various methods that come under Cognitive approach are:

- Lectures

- Demonstrations

- Discussions

- Computer based training

- Intelligent tutorial system

- Programmed Instruction

- Virtual reality


Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

- Games & Simulations

- Behaviour Modeling

- Business games

- Case studies

- Equipment Stimulators

- In-basket technique

- Role plays


Both the methods can be used effectively to change attitudes, but through different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

MANAGEMENT DEVELOPMENT –

The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING –

The development of a manager's abilities can take place on the job. The four techniques for on the job development are:

COACHING
MENTORING
JOB ROTATION
JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in off the job. The few popular methods are:

SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURES/ LECTURES
SIMULATION EXERCISES

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Training Design

Posted by Tanuj , Labels: , Saturday, February 6, 2010 6:55 PM

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design

Training climate – A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:
  • From simple to complex
  • Topics are arranged in terms of their relative importance
  • From known to unknown
  • From specific to general
  • Dependent relationship
Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:
  • Trainees’ background
  • Time allocated
  • Style preference of trainer
  • Level of competence of trainer
  • Availability of facilities and resources, etc



Support facilities – It can be segregated into printed and audio visual. The various requirements in a training program are white boards, flip charts, markers, etc.

Constraints – The various constraints that lay in the trainers mind are:
(a) Time
(b) Accommodation, facilities and their availability
(c) Furnishings and equipments
(d) Budget
(e) Design of the training, etc 


Lifecycle of training process :

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Training Process

Posted by Tanuj , Labels: , Thursday, January 28, 2010 6:52 PM

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization.

The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating.

There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organization’s requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below.

Organisation are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

The three model of training are:

1. System model
2. Instructional System Development model
3. Transitional model


System model :

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents.




3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices


Instructional System Development model

Instructional System Development model or ISD training model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis

2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc



3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary.

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

5. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase


Transitional model

Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed.

Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines.

Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders.




Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

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Core Roles Of HRM

Posted by Tanuj , Labels: , Thursday, January 14, 2010 8:35 PM

Human resources refer to the business of people. When someone takes a job, they must fill out tax information, be made aware of company policy, be told of their benefits and rights as an employee, be made aware of pay, and many other details that differ from job to job but are required by law in the United States. These are all human resource functions. Human resources play a part in almost every area in the world of work. Human resource departments cover everything from recruiting, hiring, training, compensating, benefiting, and even terminating employees within a company. Human resource professionals are highly skilled and trained, and often specialize in one area, such as benefits or compensation. In a world that has become very litigious, human resources have become a necessity to protect the interests of both employers and employees. It is very important for human resource professionals to stay abreast of employment law to ensure that a company is protected from legal action, as well as protect the rights of an individual employee.

The core roles of human resource management are grouped below into three categories. The titles of the clusters are tentative, and are open for comment.

PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM

STRATEGIC PERSPECTIVE
§ Develop Human Resource plans and strategies aligned to the organisation’s strategic direction. and business strategy. Provide tools and tactics to enhance execution of these strategies
§ Integrate HRM with current and pending legislation and socio-political changes.
§ Integrate Human Resource Management with general organisational management.
§ Manage the interface between HRM processes and systems.
§ Formulate and communicate HRM policies.
§ Act as the conscience of employer with respect to people issues.
§ Scan the environment (both international and national) and identify emerging trends that will affect the organisation and the management of people therein.
§ Assess the long-term impact of short-term decisions on people.
§ Manage people related issues accompanying mergers, alliances and acquisitions.
§ Express (embody) the philosophy and values regarding people management in the organisation.

ORGANISATIONAL DESIGN
§ Analyse work processes and recommend improvements where necessary.
§ Recommend options for organisational design & structure.

CHANGE MANAGEMENT
§ Advise management on implications of change for employees.
§ Co-ordinate & facilitate the change process.
§ Facilitate changed relationships.
§ Provide support structures for employees during change.
§ Deliberate and proactive management of the changing environment and its implications for work and the organisation.

CORPORATE WELLNESS MANAGEMENT
§ Develop and communicate policies and procedures with regard to the management of wellbeing
§ Manage occupational health and safety
§ Manage wellbeing (Employee Assistance programs & Health Promotion programs)

PEOPLE ACQUISITION AND DEVELOPMENT

STAFFING THE ORGANISATION
As an example, each of the functions of this role is further unpacked in terms of activities.
Human Resource Planning (linked to strategic perspective)
· Determine long-term human resource needs.
· Assess current resources.
· Identify areas of need.
Determining requirements of jobs
· Appoint a representative committee with the task of conducting the job analysis. · Decide on the use of job analysis information.
· Decide on the sources of job analysis information.
· Decide on the method for job analysis.
· Review the information.
· Based on the outcomes of the job analysis, write job descriptions and job specifications
Recruitment of staff for the organisation
· Develop & implement recruiting strategy bearing in mind relevant legislation.
· Decide whether recruitment will take place externally or internally.
· Select methods of the recruitment (for example job posting, personnel agencies & advertising)
· Engage in recruitment.
Selection of human resources
· Develop and implement selection strategy in line with relevant legislation.
· Select appropriate tools for selection.
· Validate selection tools in line with legislation.
· Provide selection short list for line management to make a decision.
Placement of staff
· Place staff in ways that will have the potential to benefit both organisation and employee
Induction and orientation
· Act as a facilitator for induction and orientation of new employees
Management of a-typical employment situations.
Management of termination
· Advise management regarding the strategic implications of terminating employment relationships.
· Conduct exit interviews.
· Develop a plan to replace competence lost.
· Analysis of staff turnover and advise management on pending problems and corrective action (where necessary).

TRAINING & DEVELOPMENT
§ Develop a training & development strategy according to the requirements of legislation and with the improvement of productivity and delivery as outcome.
§ Conduct a training needs-assessment including the assessment of prior learning and write training & development objectives based on the outcome thereof.
§ Conduct training & development.
§ Evaluate training & development with regard to the return on investment.
§ Promote training & development in the organisation.

CAREER MANAGEMENT
§ Design and implement a career management program aimed at integrating individual aspirations and organisational needs & realities.
§ Manage career-related issues in the organisation for example women, affirmative action and management of diversity with attention to legislation in this regard.
§ Manage career-related issues surrounding organisational restructuring, downsizing & outplacement including provision of support.

PERFORMANCE MANAGEMENT
§ Design and implement a performance management system linked to relevant HRM systems and aimed at contributing directly to the business strategy.
§ Assess performance.
§ Use outcome of performance assessment as the basis for decision-making in areas mentioned in point 1.
§ Management of individual as well as collective labour (organisational) performance.

INDUSTRIAL RELATIONS
§ Develop and communicate industrial relations policies and procedures in line with legislation.
§ Involvement in grievance and disciplinary hearings
§ Lead negotiations (where necessary).
§ Implement termination procedures
§ Assessment and management of organisational climate and employee relations
§ Liaison with trade unions
§ Implementation of outcomes of collective bargaining and negotiation

ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES

COMPENSATION MANAGEMENT
§ Develop compensation strategies and policies in line with legislation and the organisation’s business strategy.
§ Attach meaningful monetary values to posts in the organisation ensuring that the organisation’s compensation is in line with market forces (this may be by means of traditional job evaluation or other methods such as skill or competency based pay).
§ Develop appropriate compensation systems for the organisation.
§ Manage overall labour costs.
INFORMATION MANAGEMENT
§ Provide current information regarding employees to be used in the decision-making process and measurement of HRM’s contribution to the organisation.
§ Advise management regarding trends emerging from the data.
§ Conduct HRM research with the aim of solving problems in the organisation.

ADMINISTRATIVE MANAGEMENT
§ Provide integrated HRM administration that is speedy & cost effective to receiver & administrator.
§ Integrated employee data management

FINANCIAL MANAGEMENT
Manage the budget for HRM functions (Training and development, IR compensation, Employment Equity).
Negotiate maximal funds for HR.
§ Add value to the organisation by demonstrating a sound understanding of the complexity of business.
§ Measure the financial impact of human resource systems.

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Legal Implications of Leaves

Posted by Tanuj , Labels: , , Thursday, November 19, 2009 9:39 PM

Under factories act, there is only provision for Sick and Earned (Leave With Wages) Leave.

Casual Leave fall under Industrial establishment Act.

You are free to give any number of leaves but under factories act , leave with wages is restricted to One leave for every 20 days of working and further an individual is required to complete minimum 240 days for becoming entitled to the leave with wages. This leave is encashable and encashment is exempted from income tax upto an encashment of Rs.3 lacs. This exemption is applicable at the time of retirement or resignation. Many organisations give more than 15 days of leave to employees under this category and considers this with the employee cost to company.

As far availmentent is concerned , under factories act , this leave can be sanctioned for minimum of 3 days and maximum of 3 times in a leave year. Again many organisations sanction earned leave even for one day and on more thanoccassionsons.

Sick leave under the factories act , is applicable to all employee who fall sick during the leave year. There is no number specified for this . but many organisations provide 7, 10 or 15 days of sick leave during the year even if employee is covered with the employees sate insurance act and scheme. Under ESI scheme in case an employee falls sick due to any disease the doctor can sanction bed rest for any number of period , till the fitness of the employee. This is also termed as sick leave but may be with or without pay. If employee is covered under ESI scheme and rest has been recommended by ESI dispensary / hospital doctor. ESI authorities will pay compensation for this loss of salary / wages employeeyee. This is onapplicaleale if employer is not paying any benefits of compensation to the concerned employee.

Casual leave is again depends upon the policy of the company. generally 7 days of casual leave is being granted to every employee , in order to attend / discharge his social responsibilities.

Further in general in every industry combination of casual leave with other type of leaves is not permissible, I do not find any reason behind that. If restriction is the target or reduciabsenteeismesm is target , this theory was applicable when most of the work force wunorganizedsed. The scenario has changed now.

Leave without pay is also another type of leave , which is generally discouraged but in case of exigencies this is applicable and helps employers to restrict misuse of leaprivilegeage given by an employer.

Compensatory leave is another type of leave under Factories act. Under this employee is compensated with leave with wages for his absence from duty against the work performed by s/he on any other day when normal working was not there. Under factories act this leave can be availed by employee any time till his/ her retirement.

In nutshell it philospyspy of the company to provide leave benefits to its employees for keeping their morales high.

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Manpower Planning Process

Posted by Tanuj , Labels: , , , Sunday, August 16, 2009 3:26 PM

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HR Strategy

Posted by Tanuj , , Wednesday, May 20, 2009 12:00 AM

Business competition used to be a lot like traditional theater: On stage, the actors had clearly defined roles, and the customers paid for their tickets, sat back, and watched passively. In business, companies, distributors, and suppliers understood and adhered to their well-defined roles in a corporate relationship. Now the scene has changed, everyone and anyone can be part of the action. Major business discontinuities such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have blurred the roles that companies play in their dealings with other businesses. The market has become a forum in which consumers play an active role in creating and competing for value. The distinguishing feature of this new marketplace is that consumers become a new source of competence for the corporation. The competence that customers bring is a function of the knowledge and skills they possess, their willingness to learn and experiment, and their ability to engage in an active dialogue. A company's competitiveness thus derives from its core competencies and core products. Core competence is the collective learning in the organization, especially the capacity to coordinate diverse production skills and integrate streams of technologies. First companies must identify core competencies, which provide potential access to a wide variety of markets, make a contribution to the customer benefits of the product, and are difficult for competitors to imitate. Next companies must reorganize to learn from alliances and focus on internal development. Hence organizations today realize that in order to harness the boom time, competence of its human resources should exceed the expectations of its customers consistently.
Locus of Competency
The concept of competence as a source of competitive advantage is key to surviving the tumultuous times of today and tomorrow. Today a company is nothing but a collection of competencies rather than a portfolio of business units. Thus for a company to effectively address any new business opportunities it needs to find new ways to deploy the company's intellectual assets. Managers eventually came to realize that the corporation could also draw on the competencies of its supply-chain partners. During the last decade, managers have extended the search for competencies even further; they now draw on a broad network of suppliers and distributors. Over time, then, the unit of strategic analysis has moved from the single company, to a family of businesses, and finally to what people call the "extended enterprise," which consists of a central firm supported by a constellation of suppliers. But the recognition that consumers are a source of competence forces managers to cast an even wider net: competence now is a function of the collective knowledge available to the whole system-an enhanced network of traditional suppliers, manufacturers, partners, investors, and customers. Here's how the locus of organizational competency has shifted:
The Shifting Locus of Core Competencies
The company Family/network of companies Enhanced network
Unit of analysis The company The extended enterprise-the company, its suppliers, and its partners The whole system-the company, its suppliers, its partners, and its customers
Resources What is available within the company Access to other companies' competencies and investments Access to other companies' competencies and investments as well as customers' competencies and investments of time and effort
Basis for access to competence Internal company-specific processes Privileged access to companies within the network Infrastructure for active ongoing dialogue with diverse customers
Value added of managers Nurture and build competencies Manage collaborative partnerships Harness customer competence, manage personalized experiences, and shape customer expectations
Value Creation Autonomous Collaborate with partner companies Collaborate with partner companies and with active customers
Sources of managerial tension Business-unit autonomy versus leveraging core competencies Partner is both collaborator and competitor for value Customer is both collaborator and competitor for value
Energizing Competence
Energizing people for competence levels needed elevates the game significantly, to the point that many employees/partners go well beyond leaders' expectations, individual accountabilities, financial results, and short-term market objectives. Its imperative for each extended organization to unleash the full individual and collective potential of people-at the front line and across the broad middle-to achieve and sustain higher levels of competence than the workers themselves thought possible, than management or customers expected, and than competitors can realistically achieve. Organizations need to develop innovative means to tap into worker fulfillment to develop the extra quotient of emotional commitment that deeply energizes many people to be competent well beyond conventional norms. These peak workforce competence initiatives need to be pursued within an integrated organization approach or path that generates widespread emotional energy and is disciplined about how that energy is aligned to overall business goals. The energy sources and channels of alignment are supported by mechanisms that simultaneously impact competence and fulfillment.

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