BANGALORE INSTITUTE OF MANAGEMENT STUDIES

MODULE 2: FRAMEWORK OF HUMAN RESOURCE DEVELOPMENT

OVERVIEW OF HUMAN RESOURCE DEVELOPMENT AND EVOLUTION

The Human Resource Development (HRD) reflects the changing nature of work, the evolving
role of employees, and the recognition of the importance of employee development in achieving
organizational goals. HRD has transitioned from a focus solely on training and skill development
to a broader approach that encompasses various aspects of employee growth and
organizational effectiveness. During the Industrial Revolution, training was primarily informal
and often took the form of apprenticeships. Workers leamed skills on the job through hands-on
experience and mentorship. With the growth of industries, the need for skilled workers led to the
establishment of vocational schools and technical education programs. The focus was on
providing workers with specific skills and knowledge related to their job roles. In the mid-20th
century, the concept of formal training programs gained prominence. Organizations recognized
the need for systematic training to enhance employees' skills and productivity. Training
departments were established to design and deliver training programs.

FRAME WORK OF HUMAN RESOURCE DEVELOPMENT

A highly motivated staff tends to retain for longer as well therefore, the company follows the
Four Stages of the HRD Framework, namely The elaborated description of every HRD
Framework Stage:
Stage-1: Assessment

The Assessment in the HRD Framework involves prioritizing the need, understanding and
examining the performance of the employees, job tasks and organizational environment. Above
all, the need to acknowledge the gap between current competencies and skills needed to
produce a particular task is to ascertain This is the first stage out of four sets of HRD
framework

Assessment is the first step that requires identifying the specific skill-set requirement per the
job performance. As a result, after understanding the deficiencies, the prospective employee's
skill is developed based on measurable knowledge and performance objectives

Analyzing or assessing the training need depends upon what the organization expects from the
staff and what it gets. It also discovers to whom should the training is to be provided, that is,
whether it be the new employee or the current employee.

The organization's goals and process of reaching those goals determine through the Need
Assessment. It articulates the gap between current skills in the company and the skill required
for better performance. The difference between employees existing skills, the skills necessary
for successful job completion, and the situations when the HRD can be applied.

A need is either a current deficiency or an entirely new challenge that demands organisational
changes. Identification of the requirement consists of evaluating the Individual, job tasks,
environment and preferences.

Gap Analysis

The Gap Analysis involves comparing the actual performance with the desired performance The
foremost step is to assess the organizational performance and that of the company's workforce.
It has two parts, namely, the current situation and desired situation. The difference between
these two is the actual gap analysis that will identify the needs, purpose, and objectives.

Stage-2: Design

The designing of an effective HRD program consists of integrating the business plans and goals
of the firm with the HRD process. It involves designing the HRD program and intervention,
including training and development methods. After successfully understanding the needs, the
training program is designed. It consists of the training content and the delivery method.

With a clear objective, the HRD program is designed such that it can deliver through online or
offline training sessions. To Sum up following are the process of integrating HRD in training
employees:
Define objective: The objective to implementing a training session should be mentioned
beforehand it is related to the goal of the firm and the skills required to achieve it.

Develop Lesson-plan: The next step involves the development of the lesson plan includes a
detailed description of the training course and instructions.

Develop/Acquire Material: Acquiring or accumulating the training material is the next step of
the HRD program. These materials are related to classroom training or online training

Select Trainer/Leader: The right trainer or leader is essential to enhance employees skills. It
could be the immediate boss or a professional trainer .

Selecting Methods and Techniques: The training could be delivered using any method or
technique like a lecture, role play, conference, group discussion, or online training technique.

Schedule the Program/Intervention. The scheduling of the final training program done after the
accumulation of resources. It is based upon organizational norms.

Stage-3: Implementation

The implementation successfully delivers the assessment and design phase as effective HRD
programs or interventions. The plans or responses must be implemented using the most
appropriate and reliable methods. The implementation of the HRD program is done by delivering
the most practical training sessions per the firm's requirements, thus creating a productive
learning environment for ongoing employee improvement. This enables the workforce to
perform efficiently towards company goals and objectives. In addition to the above two, this
also plays a vital role in the four stages of the HRD framework.

Stage-4: Evaluation

Evaluation of the program is the final step of the HRD process and training sessions. The
effectiveness of the HRD intervention was measured during this phase. It is a significant and
vital activity, so should be performed carefully. The careful evaluation of the employee's
Reaction fowards the training program leads to gathering information about the program's
effectiveness The emphasis on measuring Human Resource Development's impact, it is a
crucial and essential step to be performed. This is one of the most out of the four stages of the
HRD framework.
The evaluator will interpret the result on the participant's Reaction, learning, and behaviour scale.
In addition, if by any chance, it is not matching with the desired outcome, it probably hasn't
achieved its desired goals.

HRD PROCESSES

HRD processes play a crucial role in fostering employee growth, increasing productivity. and
contributing to the organization's success The following activities are related to the HRD
processes:

1. Training and Development: This process involves identifying skill gaps within the workforce
and providing training programs to address those gaps. Training can be conducted through
workshops, seminars, online courses, on-the-job training, and more. It helps employees acquire
new skills or improve existing ones, which can contribute to their career growth and the
organization's overall efficiency.

2. Performance Management: Performance management encompasses activities such as

setting goals, providing feedback, conducting performance appraisals, and creating
development plans. This process helps employees understand their performance expectations,
receive regular feedback, and work towards continuous improvement.

3. Career Development: HRD processes support employees in planning and managing their
career paths within the organization. This may involve offering opportunities for advancement.
providing mentoring or coaching, and assisting employees in identifying their strengths and
areas for development.

4. Succession Planning: Succession planning involves identifying and developing employees

who have the potential to fill key leadership positions in the future. This ensures that the
organization has a pool of qualified individuals ready to step into critical roles as needed.

5. Talent Management: Talent management involves attracting retaining, and developing high-
potential employees. This process focuses on recognizing and nurturing employees with
exceptional skills and potential to become future leaders.

6. Learning and Development Initiatives: These initiatives include continuous learning programs,
workshops, webinars, and other activities that help employees stay updated with industry trends
and new technologies.

7. Onboarding and Orientation: When new employees join the organization, effective
onboarding and orientation processes ensure they quickly adapt to the company's culture,
values, and job expectations.

8. Employee Engagement: HRD processes also play a role in maintaining a positive work
environment and ensuring employee satisfaction. Engaged employees are more likely to be
productive and committed to their roles.

9. Knowledge Management: This process involves capturing and sharing valuable knowledge
and expertise within the organization. It ensures that critical information is preserved and
accessible to employees, preventing knowledge loss due to turnover.

ASSESSING HRD NEEDS

Assessing Human Resource Development (HRD) needs is a critical step in identifying the gaps
in knowledge, skills, and competencies within an organization's workforce. This assessment
helps design and implement targeted HRD initiatives that address these gaps and contribute to
the overall growth and effectiveness of the organization Here's a step-by-step guide on how to
assess HRD needs

1. Define Organizational Objectives: Start by understanding the organization's strategic goals

and objectives Identify the key performance indicators (KPIs) and outcomes the organization
aims to achieve. This will provide context for assessing the skills and competencies required to
meet these objectives.

2. Identify HRD Goals: Based on the organizational objectives, define specific HRD goals These
could include improving productivity, enhancing customer service, adopting new technologies,
elc

3. Conduct Job Analysis: Perform a thorough analysis of each job role within the organization
This involves identifying the tasks, responsibilities, and skills required for each position. This
analysis will help you understand the specific competencies needed by employees.

4. Collect Data: Gather data through various methods to assess the current state of the
workforce.

5. Surveys and Questionnaires: Distribute surveys of questionnaires to employees to gauge

their self-assessment of their skills, interests, and areas for development.

6. Performance Appraisals: Review performance appraisal data to identify areas where

employees might be struggling or excelling.

7. Interviews and Focus Groups: Conduct interviews or focus groups with managers,
supervisors, and employees to gain insights into specific skill gaps and development needs

8. Observations: Observe employees in their work environment to identify any skill deficiencies
or challenges they face.

9. Analyze Date: Analyze the collected data to identify common trends, patterns and areas of
improvement. Look for gaps between the current skills and the skills required to achieve the
organizational goals.

10. Prioritize Needs: Prionize the identified HRD needs based on their impact on the
organization's objectives and the extent of the skill gaps. Focus on the skills that are most
critical for achieving desired outcomes.

11. Sel Clear Objectives: Define clear and specific leaming objectives for each skil gap. These
objectives should be measurable and focused on what employees need to achieve after
completing the HRD initiatives.

12. Select HRD Methods: Choose appropriate HRD methods to address the identified needs
This could include training programs, workshops, online courses, mentoring, coaching job
rotations, and more.

HRD MODEL

There are several models and frameworks that organizations and HR professionals use to guide
their Human Resource Development (HRD) efforts. These models provide structured
approaches for understanding, planning, implementing, and evaluating HRD Initiatives. Here are
a few prominent HRD models:

1. ADDIE Model: The ADDIE model stands for Analysis, Design, Development, Implementation,
and Evaluation. It is a systematic approach to instructional design and HRD. It involves
analyzing training needs, designing the training program, developing training materials,
implementing the program, and evaluating its effectiveness. This model is widely used for
designing and delivering training and development programs.

2. Kirkpatrick's Four Level Model: Developed by Donald Kirkpatrick, this model provides
framework for evaluating training effectiveness. It consists of four levels: Reaction (leamers
satisfaction), Learning (acquired knowledge and skills), Behavior (application of learning on the
job), and Results (impact on business outcomes) it helps organizations measure the
effectiveness and value of their training initiatives.

3. McBer's 70-20-10 Model: This model suggests that learning and development are most
effective when they occur through a combination of experiences It proposes that 70% of
learning happens through on-the-job experiences, 20% through interactions with others (such
as mentors and colleagues), and 10% through formal educational programs. It emphasizes the
importance of experiential learning and social interactions.
4. Systems Model of HRD: This model views HRD as a dynamic system that interacts with both
internal and external factors. Il considers the organization's culture, environment, and
stakeholders, and focuses on aligning HRD strategies with the overall organizational goals The
model emphasizes the interconnectedness of various HRD processes.

5. Human Capital Model: The Human Capital model views employees as valuable assets and
Investments. It emphasizes the acquisition, development, and utilization of employees' skills
and knowledge to enhance organizational performance. The goal is to maximize the return on
the organization's investment in its employees' development.

6. Career Development Model: This model focuses on individual employees' career growth and
progression within the organization. It involves helping employees set career goals, acquire the
necessary skills, and plan their development path. This model aligns individual aspirations with
the organization's needs.

7. Action Learning: Action learning is both a model and a process. It involves solving real- world
problems through a combination of learning and action Small teams of employees work on
projects, reflect on their experiences, and apply insights to the organization's challenges. This
model emphasizes hands-on learning and problem-solving.

8. Learning Organization Model: Popularized by Peter Senge, this model centers on creating a
culture of continuous learning within an organization. It emphasizes the importance of fostering
a learning mindset, encouraging knowledge sharing, and adapting to change through collective
learning efforts.

9. Strategic HRD Model: This model aligns HRD initiatives with the organization's strategic
goals. It involves identifying the skills and capabilities needed to achieve these goals, and then
designing HRD Interventions to develop those skills. The model ensures that HRD efforts
directly contribute to the organization's success.

10. Competency-Based Model: This model focuses on identifying and developing specific
competencies required for job roles. It involves defining competency frameworks, assessing
employees' competency levels, and providing targeted development opportunities to bridge any
gaps.

DESIGNING EFFECTIVE HRD PROGRAM

Designing an effective Human Resource Development (HRD) program requires certu planning, a
clear understanding of organizational needs, and alignment with the organtation's goals Here's
a stop-by-step guide to help you design an impactful HRD program
Needs Assessment

a) identify the specific needs and goals of the organization. What skits or competenc lacking?
What performance improvements are desired?

b) Conduct a thorough analysis of the current workforce, considering job roles, responsibilities,
and skill gaps

c) Gather input from employees, managers, and stakeholders to understand their perspectives
on training and development needs.

Set Clear Objectives

a) Define specific, measurable, achievable, relevant, and time-bound (SMART) objectives for the
HRD program. What do you want participants to learn or achieve?

Target Audience

a) Identify the target audience for the program. Are you designing the program for specific job
roles, departments, or the entire organization?

b) Consider the diverse learning styles, preferences, and levels of expertise within the target
audience.

Content Development

a) Develop the program's content based on the identified needs and objectives.

b) Structure the content logically and sequentially. Break down complex topics into manageable
modules or sessions

c) Include a mix of instructional methods such as presentations, interactive activities, case

studies, role-playing, group discussions, and hands-on exercises.

Delivery Methods

a) Choose appropriate delivery methods based on the content and target audience. Options
include in-person workshops, online courses, webinars, on-the-job training, and blended.
leaming approaches.

b) Ensure that the chosen methods are engaging, interactive, and aligned with the participants
preferences.

Expertise and Resources

a) Identify trainers, facilitators, or subject-matter experts who will lead the program.
b) Ensure that the chosen experts have relevant knowledge and experience in the subject matter
and are skilled in facilitating learning.

Learning Materials

a) Develop or select learning materials that support the program's content. This could include
presentation alles handouts, workbooks, online resources, and assessments

Engagement and interactivity

a) Incorporate interactive elements to keep participants engaged Encourage discussions group

activities, and real-world application of concepts.

b) Use technology creatively to enhance learning experiences, such as gamification simulations,

and interactive quizzes

Assessment and Evaluation

a) Design assessments that measure participants' learning outcomes. These could include
quizzes, assignments, projects, and practical exercises.

b) Implement pre and post-training assessments to measure participants' progress.

c) Develop evaluation criteria to assess the overall effectiveness of the program, including
participant satisfaction, learning impact, and alignment with objectives.

Feedback Mechanisms

a) Incorporate feedback mechanisms throughout the program to gather participants' input and
sights

b) Use feedback to make real-time adjustments to the program, if necessary, to enhance its
effectiveness.

Continuous Improvement

a) Regularly review and update the program's content and delivery methods to reflect changing
organizational needs and industry trends.

b) Analyze assessment and evaluation data to identify areas for improvement and make
necessary adjustments

Communication and Promotion

a) Clearly communicate the program's details, objectives, benefits, and schedule to the target
audience

b) Create promotional materials that generate interest and excitement among participants.

Support and Follow-Up

a) Provide ongoing support to participants during and after the program.

b) Consider post-training activities, such as follow-up workshops, mentoring, or coaching, to

ensure the retention and application of learned skills.

HRD INTERVENTIONS

The common HRD interventions:

1. Training Programs

Training program is a structured and organized set of activities designed to impart knowledge,
develop skills, and improve performance in a specific area. Whether for personal development,
professional advancement, or skill acquisition, training programs provide a systematic way to
enhance capabilities and achieve desired outcomes.

Workshops, seminars, and courses designed to improve specific skills, such as

communication, leadership, problem-solving, and technical abilities.

On-the-job training to provide hands-on experience and practical learning in the actual work
environment.

2. Coaching and Mentoring

Coaching is a structured process that involves a professional coach working with an individual
(coachee) to help them achieve specific goals, enhance their performance, and develop their
skills. Coaches typically have expertise in the coaching process itself and employ various
techniques to guide the coachee towards their desired outcomes. Here are some key features
of coaching:

a) Goal-Oriented: Coaching is centered around helping the coachee achieve specific goals or
objectives. These goals can be related to career advancement, skill development, personal
growth, and more.

b) Short-Term Focus: Coaching offen has a shorter duration and is geared towards act
immediate or near-term objectives.
c) Structured Approach: Coaches use structured sessions to facilitate discussions, ask probing
questions, and encourage self-reflection in the coachee.

d) Skill Enhancement: Coaching focuses on improving specific skills, addressing challenges

and building strategies for success

e)Accountability: Coaches hold the coachee accountable for taking action towards their goals
and monitor progress.

f) Feedback: Coaches provide feedback, guidance, and actionable advice to help the coachee
overcome obstacles and make informed decisions

g) Expertise in Process: Coaches are skilted in the coaching process itself, including effective
questioning, active listening, and goal-setting tochniques.

Mentoring involves a more experienced individual (mentor) sharing their knowledge, wisdom,
and experiences with a less experienced person (mentee) to support their growth and
development Mentors often have expertise in a specific field or industry and provide guidance
based on their own experiences

One-on-one coaching or mentoring relationships between experienced employees (mentors)

and less-experienced employees (mentees)

Provides personalized guidance, feedback, and support for skill development and career growth

3. Career Development Programs

Career development programs are initiatives designed to assist individuals in planning.

managing, and advancing their careers These programe provide resources, guidance, and
opportunities for personal and professional growth, helping individuals make informed
decisions about their career paths. Here's an overview of what career development programs
might involve

Throughout the program, participants may receive feedback on their progress and areas for
improvement, allowing them to adjust their strategies as needed

Programs that help employees identify career goals, create development plans, and acquire
skills necessary for advancement within the organization. Offer opportunities for job rotations,
promotions, and lateral moves.

4. Leadership Development Initiatives

Leadership development initiatives are programs designed to enhance the skills, qualities, and
capabilities of individuals in order to prepare them for leadership roles and responsibilities.
These initiatives aim to cultivato effective leaders who can guide teams, drive organizational
growth, and adapt to dynamic business environments. Here's a breakdown of what leadership
development initiatives might entail:

5. Performance Management and Feedback

Performance management and feedback are crucial components of organizational success.

They involve processes and practices aimed at assessing and improving employees
performance, providing constructive feedback, and aligning individual efforts with organizational
goals. Here's an overview of performance management and feedback:

Performance management refers to the systematic process of setting expectations. measuring

progress, and continuously improving an employee's performance. It involves a range of
activities to ensure that employees are working effectively and contributing to the organization's
objectives: Key elements of performance management include:

Feedback should be clear, specific, and provide examples to help employees understand what
needs improvement or what they're doing well.

5. Job Enrichment and Redesign

Job enrichment and job redesign are strategles used by organizations to enhance employee
satisfaction, engagement, and overall performance. These approaches aim to make jobs more
meaningful, challenging, and aligned with employee strengths and interests. Here's a breakdown
of job enrichment and job redesign:

Job enrichment involves enhancing a job's content to provide employees with more meaningful
and fulfilling tasks. This approach aims to increase employee motivation, autonomy. and job
satisfaction by offering opportunities for personal growth and skill development.

Job redesign involves making structural changes to a job in terms of its tasks, responsibilities,
and work processes to optimize efficiency and engagement. The goal is to align jobs with
organizational goals while considering employee preferences and abilities. Key aspects of job
redesign include:

a) Task Rotation: Employees are periodically assigned different tasks or roles to prevent
monotony and enhance skill diversification.

b) Task Simplification: Complex tasks can be broken down into simpler, more manageable
components to reduce stress and improve efficiency.

c) Task Combination: Combining tasks that are naturally related can make the job more
interesting and efficient.
7. Team Building and Collaboration Workshops

Team building and collaboration workshops are designed to improve communication,

cooperation, and synergy among team members, resulting in enhanced productivity, creativity,
and a more positive work environment. These workshops aim to strengthen relationships, break
down barriers, and promote effective collaboration within teams.

8. Change Management Workshops

Change management workshops are designed to help individuals and organizations navigate
and adapt to changes effectively These workshops provide strategies, tools, and insights to
manage the challenges and opportunities that come with organizational changes such as
restructuring, technology implementations, process changes, or shifts in leadership

Here's an overview of change management workshops:

Objectives of Change Management Workshops

1. Understanding Change: Workshops help participants understand the reasons and drivers
behind the upcoming changes, fostering a sense of purpose and context.

2. Managing Resistance: Participants leam to recognize and address resistance to change

among employees and stakeholders.

3. Communication: Workshops emphasize the importance of clear, transparent, and ongoing

communication throughout the change process.

4. Stakeholder Engagement: Strategies for involving and engaging various stakeholders are
discussed to ensure their buy-in and support.

5. Leadership Alignment: Workshops focus on aligning leadership around the change vision,
roles, and responsibilities

6. Adapting to Change: Participants learn how to build resilience and adaptability to

successfully navigate changes.

7. Mitigating Risks: Strategies for identifying and addressing potential risks and challenges
associated with the change are covered.

9. Diversity and Inclusion Programs

Diversity and inclusion programs are initiatives designed to promote a diverse and inclusive
workplace environment. These programs aim to create a culture where individuals from various
backgrounds, perspectives, and identities feel valued, respected, and empowered to contribute
their unique strengths. Here's an overview of diversity and inclusion programs:

10. Employee Wellness Programs

Employee wellness programs are initiatives implemented by organizations to support the

physical, mental, and emotional well-being of their employees. These programs aim to create a
healthier and more productive workforce by providing resources, activities, and support that
promote overall wellness. Here's an overview of employee wellness programs:

Objectives of Employee Wellness Programs

a) Health Promotion: Encouraging employees to adopt healthy behaviors and lifestyles to

prevent illnesses.

b) Stress Reduction: Providing tools and strategies to manage stress and promote mental well-
being

c) Improved Productivity: Healthier employees are often more focused, energetic, and
productive.

d) Employee Engagement: Demonstrating that the organization cares about employees' well-
being can enhance engagement.

e)Retention: Wellness programs can contribute to higher employee retention rates.

CREATING HRD PROGRAMS

1. Identify Objectives and Needs

Clearly define the objectives of the HRD program. What skills, knowledge, or competencies do
you aim to develop among employees?

Conduct a needs assessment to identify gaps in skills and performance Gather input from
employees, managers, and stakeholders.

2. Define Target Audience

Determine the specific group of employees the program will target. Consider factors such as
job roles, departments, and experience levels.

3. Set Measurable Goals

Establish specific and measurable goals for the program. What outcomes do you expect to
achieve? How will you measure success?
4. Select Program Components

Choose the components that will make up the program, such as workshops, training modules,
coaching sessions, assessments, and follow-up activities.

5. Develop Program Content

Create detailed content for each program component based on the identified needs and
objectives. Design content that is engaging, interactive, and relevant to the target audience.

6. Choose Delivery Methods.

Determine how the program will be delivered. Options include in-person training, virtual sessions,
e-leaming modules, workshops, and blended approaches.

7. Design Learning Materials

Develop learning materials such as presentation slides, handouts, workbooks, online resources,
and tools that support the program's content.

8. Incorporate Interactivity

Include interactive elements such as case studies, group discussions, role-playing. simulations,
and practical exercises to engage participants.

9. Plan Assessments

Design assessments to evaluate participants' learning outcomes. Assessments could include

quizzes, assignments, projects, and skill demonstrations.

10. Create a Timeline

Develop a timeline that outlines the program's schedule, including session dates, content
delivery, assessments, and any follow-up activities.

11. Select Facilitators and Experts

identify facilitators or subject-matter experts who will lead program sessions. Ensure
facilitators have the necessary expertise and strong presentation skills.

12. Promote the Program

Communicate the program's details objectives, and benefits to the target audience promotional
materials to generate interest and encourage participation.

13. Implement and Monitor

Deliver the program as planned, closely following the established timeline. Monitor participants'
engagement and progress.

14. Collect Feedback

Gather feedback from participants throughout the program to identify strengths and as for
improvement.

15. Evaluate and Adjust

Conduct a comprehensive evaluation of the program's effectiveness after comple Analyze

assessment results, participant feedback, and the program's impact on organization goals. Use
evaluation insights to make improvements for future Berations of the program.

16. Continuous Improvement

Apply lessons learned from each program cycle to continuously refine and enhance future HRD
programs. Stay adaptable and open to evolving needs and changes within the organization

IMPLEMENTING HRD PROGRAMS

Implementing Human Resource Development (HRD) programs effectively requires careful

planning communication, and execution. Here's a step-by-step guide to help you successfully
implement HRD programs:

Finalize Program Design:

Ensure that the HRD program's objectives, content, delivery methods, and assessment
strategies are well-defined and aligned with organizational goals.

Develop a Detailed Implementation Plan

Create a comprehensive plan that outlines the timeline, responsibilities, resources needed. and
key milestones for each phase of the program

Allocate Resources

Ensure that you have the necessary budget, materials, technology, and facilities in place to
support program implementation.

Communicate with Participants

Provide clear and timely communication to participants about the program's details, schedule,
expectations, and benefits.
Address any questions or concerns participants might have

Train Facilitators and Experts

Provide training to facilitators, trainers, or experts who will be leading program sessions. Ensure
they are well-prepared to deliver content effectively and engage participants.

Preparation for Sessions

Set up the physical or virtual spaces for sessions, ensuring that technical equipment is
functioning properly.

Prepare any materials, handouts, and resources that participants will need

Engage Participants

Facilitate program sessions with a focus on engagement and interactivity.

Encourage active participation, discussions, and practical exercises

Monitor Progress

Regularly track participants progress through the program Address any challenges or concerns
that arise

Provide Support

Offer support to participants, answering questions, clanfying concepts, and addressing any
difficulties they encounter.

Assessment and Feedback

Administer assessments as planned to measure participants' learning outcomes. Collect

feedback from participants regarding their experience, content relevance, and facilitation quality.

Evaluate Program Effectiveness

Evaluate the program's overall effectiveness in meeting its objectives Analyze assessment
results, participant feedback, and any observable improvements in participants' skills or
behaviors.

Adjust and Improve

Use evaluation findings to identify areas for improvement in future program iterations. Make
necessary adjustments to program content, delivery methods, and facilitation strategies.
Meaning of Training

Training is the process of maintaining and developing the required skills in an employee so as to
enable him/her to maintain and/or improve the performance Training is the human resource
development sub-function. Every organization spends more time and money to provide training
to the employees for better performance.

Area of Training

1. Diversity training

The development of exceptional diversity training class organizations extends their reach far
beyond race, culture, gender, and workplace ethics Successful diversity training within the
organization provides employers with the tolls needed to attract new employees and retain a
diversified work place. The implementation of diversified leadership and management training
programs provide coaching to assist those skills of the individuals, thus creating exceptional
employer and employee relationships. These training programs increase the organization
abilities to grow, and reduces complaints as well as lawsuits filed with the Equal Employment
Opportunity Commission (EEOC) for violation against the Civil Rights Act.

2. Employee growth

Organization that successful establish diversity training promote employee growth These men
and women participate in continued education courses, career development, and counselling
services that lead to promotions and internal career advancement. The continued success of
managers and hourly employees advancing to salary position produces a rippled affect as
managers' provide insight to the organizations goals

Mangers begin work more closely with employers to coach, mentor, and provide insight into
desired qualities that he or she may possessed but require training to develop them further The
end result is a reduction in stress-increased productivity, increase in self-esteem, and a
reduction in turnovers. Kraft foods and other large organization upon establishing this kind of
employee training have developed life long relationship with employees by implementing
recognition programs and service awards for safety as well as years employed.

3. Legal requirements

According to Noe, (2008) the different situations that can result in legal action against the
organization include: Failure to meet training requirement, employee sustaining an injury during
training or an injury outside of a training session. A Breach of confidentiality or defamation
against an employee by an employer is also punishable by law and entitles the employee to
punitive damages as a result of insult or injury to his or her character. It is also vital that
organizations using or recopying copyrighted material within its training classes obtain
permission, as this is illegal and punishable by law.

TRAINING VS DEVELOPMENT

Training and development can be differentiated keeping their objectivity, contents and
statement

(i) Training is a short term process utility and systematic and organized procedure. Whereas
development is a long-term education process utilizing a systematic and organized procedure.

(ii) Training focuses mainly for non-managerial employees where as development is essentially
meant for managerial cadre.

(iii) Training imparts knowledge and skill in respect of specific job and computer training.
Development Imparts knowledge and skill in respect of variety of job.

(iv) Training is provided for a specific job. Whereas development is prepare an employee for
overall job.

NATURE OF TRAINING AND DEVELOPMENT

The nature of training and development can be summarized as follows: (0) It is a process of
acquiring specific skills which enhances job performance.

(i) It is a process of teaching, informing or educating people.

(ii) It provides required qualification to individuals in order to perform their job in a better way.

(iii) It provides qualification to employees so that they can perform in positions of greater
difficulty and responsibility.

(iv)It is an act of increasing knowledge and skills.

NEED FOR TRAINING

The basic needs of training are as follows

(1) It helps to improve the quality of the product, the proper training is required. The quality
increases may be in relationship to a company product or service or in reference to the
Intangible organizational employment atmosphere.

(2) it improves the productivity, the training is necessary. Instruction may help employees
Increase their level of performance on their present assignment.

(3) To improve the health and safely of employee training is necessary. Proper training may
help to prevent industrial accidents. A safer work environment leads to more stable mental
attitudes on the part of employees.

(4) It promotes the proper training for that particular job is required.

(5 ) to helps a company fulfil its future personnel needs, training is necessary. Organizations
that have a good internal educational program will have to make less drastic manpower
changes and adjustments in the event of sudden personnel alterations.

OBJECTIVES OF TRAINING

The objective of training is to improve the performance of employee's tasks. The objective of
training is given below.

(1) To provide basic knowledge and skill to the newly joined people to perform the tasks as
designed by the organization

(2) To improve the skills, efficiency and productivity of the organization.

(3) To create specialization

(4) For maximum utilization of given resources

(5)To increase the morale of the employees.

(6 ) To promote innovation.

(7) To develop second and third line executives to strengthen the working links and levels, so
that they can occupy higher positions.

(8) To attain the objectives of the organization.

(9) To avoid shortage of skilled labours.

(10) To increase profits

(11) To mould the employee attitude with the purpose of achieving better co-operation with the
company and develop loyalty to the organization.

(12) To motivate the workforce.

(13i) To meet the competition.

(14) To prevent obsolescence.

IMPORTANCE OF TRAINING

1. Increased Productivity Training improves the performance of employees. Increases skill and
efficiency results in better quantity and quality of production. A trained worker will handle
machines carefully and will use the materials in an economical way.

2. Higher Employee Morale A trained worker derives happiness and job satisfaction from his
work. He feels happy when his performance is up to the mark. This also gives him job security
and ego satisfaction The employees will properly look after a worker who performs well. All
these factors will improve employee's morale.

3. Less Supervision The degree of supervision required to a trained worker will be less. He will
not be dependent upon the supervisor and may carry on his work himself. On the other hand, an
untrained worker will need constant watch and he will require the guidance of the supervisor
very often. A trained worker will be most disciplined and independent. He will not like any type of
interference in his work and may not give any opportunity for the supervisor for complaint.

4. Less Wastage Untrained workers may waste more materials, damage machines and
equipment and may cause accidents. Accidents generally occur due to deficiency in the
operation and not in the machine. A trained worker will know the art of operating the machine
properly. He will also use the material and other equipment a systematic way causing less
wastage. The control of various wastages will substantially reduce the manufacturing cost

5. Easy Adaptability The technological advancements will require new approach to work. The
methods of work and constantly undergoing a change. This will necessitats the adaptability of
workers to changing work environment. A trained worker can be more adaptable to the
changing work environment, than an untrained employee. The present workers can easily learn
new work techniques with little bit of guidance.

6. Reduced Turn Over and Absenteeism

Labour turnover and absenteeism are mainly due to job dissatisfaction. When a worker is
property trained he will take keen interest in his job and can derive satisfaction from It A
satisfied person may not like to leave the job and try at a new place Training helps reducing
labour absenteeism by increasing job satisfaction among them.

7. Employee Development

Training also helps in the development of employees. It first helps in locating talent in them and
then developing it to the maximum. The adaptability of a worker helps him in working on new
and improved jobs. If a worker learns fast then he will be able to develop his talent and improve
performance. Training gives him the opportunity to show his work also.
8. Health and Safety

Proper training can help prevent industrial accidents. A safer work environment leads to more
stable mental attitudes on the part of employees. Managerial mental state would also improve,
it supervisors know that they can better themselves through company-designed training
programmes.

9. Obsolescence Prevention

Training programmes foster the initiative and creativity of the employees and help to prevent
manpower obsolescence, which may be due to age, temperament or motivation or the inability
of a person to adapt him to technological changes.

10. Personal Growth

Employees on a personal basis gain individually from their exposure to education experience. In
wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced
personal growth possible.

STEPS IN SYSTEMATIC TRAINING PROCESS

The various steps a systemate training process are as follows:

1. 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 pus or
service? Where do we want to be in the future? It is only after antwering these and the related
questions that the organization must assess the strength and weakness of to hune resources

2. Assessment/Determining of Training Needs

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

3. Establishment of Training Goals

Once training needs are assessed, training and development goals must be establishe Without
clearly set goals, it is not possible to design a training programme and her h been implemented,
there will be no way of measuring its effectiveness. Goals must be langbe verifiable and
measurable. This is easy where skills training are involved.
4 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 Select the internal or external
person or resource to design and develop the training

(1) Select and design the program content

(2) Select the techniques used to facilitate learning (lecture, role play, simulation, etc.).

(3) Select the appropriate setting (on the job, classroom, etc.).

(4) Select the materials to be used in delivering the training (work books, videos, etc.).

(5) Identify and train instructors (if internal)

5. 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 anented and
frequently they are too busy to engage in training efforts. Secondly, availability of trainers is a
problem. In addition to possessing communication skills, the trainers must know the company's
philosophy, its objectives, its formal and informal organization, and the goals of the training

6. 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.

METHODS OF TRAINING

1. On-The-Job Training

On-the-Job training is the heart and soul of all training in business and indary sometimes called
"Shop Training" is the most universal form of employee development The the traditional method
of learning, which is designed to maximize learning while allowing employee to perform his job
under the supervision and guidance of a trained workers instructor, providing him practical
application and making principles and concepts of w meaningful and realistic. This is the most
effective method of development applicable levers to a wide range of semisailed, skilled and
technical jobs, as well as supervisory s management development programmes. There are
several types of on the job training The prominently deployed in use under On-the-Job training
are:
(1) Coaching

The trainee in placed under a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on his performance and gives some
suggestions for improvement. Often the trainee shares some of the duties and responsibilities
the coach and relieves him of his burden. A limitation of this method is that the trainee wo not
have the freedom to express his ideas

(2) Understudy Programme

in this method, an individual works as an assistant to 'deputy to the senior manager so that
eventually the deputy can assume full responsibilities and duties of the job held by te benior
manager. In this method, the trainee learns by experience and observation. The mai advantage
of this method is that the training is conducted in practical and realistic situations

(3) Job Rotation

Job rotation method involves transferring the trainee from one job to the other within the
department on a systematic basis. If the trainee is systematically moved from on job to other
would expose him to other fellow member's working situation and also would come to know the
kind of problems faced in doing the job.

(4) Special Projects

In this method, the trainee may be asked to perform a special assignment so that he would be in
a position to acquire knowledge and also learn the work procedure. Sometimes, the
management may create a taskforce consisting of trainees representing different functions in
the organization. The setting up of the task force not only helps the trainees in acquiring
knowledge about the special assignment but also enables them to develop leam spirit

(5) Committees and Junior Boards

Committees and Junior Boards which are also called 'multiple management are important
methods of training. The trainee by becoming a member of the committee gets an opportunity
interact with experienced managers and to know many problems of the organization and the
viewpoints of different managers can also be used for the purpose of managerial development
The members in the junior boards deliberate upon the sania protien faced try the company
Board of Directors.

(6) Apprentice Training

Apprenticeship training is the most commonly used method, especially when proficiency in job
is the result of a relatively long training proper loans for persons of superior ability and from 4
years to 5 years for others. A major part of training time is spent on-the-job productive work.
Each apprentice is given a programme of assignments according to a pre- determined schedule,
which provides for efficient training in trade skills

(7) Job Instruction Training (JIT)

The JIT method requires skilled trainers, extensive job analysis, training schedules and prior
assessment of the trainee's job knowledge. It involves listing all necessary steps in the job each
step is also listed. The actual training follows a four-step process, beginning with

(a) The preparation of the trainee for instruction This includes putting him at case, emphasizing
the importance of the task and giving a general description of job duties and responsibilities

(b) Presentation of the instructions giving essential information in a clear manner. This
includes positioning the trainee at work site, telling and showing him each step of the job,
stressing why and how each step is carried out as it is shown

(c) Having the trainee try out the job to show that he has understood the instructions, if there
are any errors they are corrected.

(d) Encouraging the question and allowing the trainee to work along and the trainer follows up
regularly. The JIT method provides immediate feedback on results, quick correction of errors.
And provision of extra practice when required. However, it demands a skilled trainer and can
interfere with production and quality

Advantages of On-the-Job Training

The main advantages of on-the-job training are as follows:

a) The trainee learns on the actual equipment is use and in the true environment of his job. He
therefore, gets a fool of the actual production conditions and requirements.

b) The trainee leams the rules, regulations and procedures by observing their day-to-day
applications. He can, therefore, be easily sized up by the management.

c) It is highly economical since no additional personnel or facilities are require for training.

d) it is most appropriate for teaching the knowledge and skills which can be acquired in a
relatively short period, say, a few days or weeks.
2. Off-the-Job Training

Under this method of training, the trainee is separated from the job situation and his situation is
focused upon learning the material related to his future job performance. Since the trainee is
not distracted by job requirements, he can place his entire concentration on learning the job
rather than spending his time in performing it. There is an opportunity for freedom of expression
for the trainees

(i) Role Playing

It is defined as a method of human interaction that involves realistic behaviour in imaginary

situations. The method of training involves action, doing and practice. The participants play the
role of certain characters such as the production manager, mechanical engineer,
superintendents, maintenance engineers, quality control inspectors, foreman and workers and
like. This method is generally used for developing inter-personal relation and interactions.

(ii) Case Study

It is a written description of an actual situation in business which provokes in the reader, the
need to decide what is going on, what the situation reality is or what the problems are, and what
can be done. Taken from the actual experiences of organizations, these cases represent
attempt to describe, as accurately as possible, real problems that managers have faced
Trainees study the case to determine the problems, analyze causes, develop alternative
stimulating discussions among participants, as well as excellent opportunities for individuals to
defend their analytical and judgmental abilities.

(iii) Sensitivity Training

Sensitivity training uses a small group of trainees, usually fewer than 12 in a group. They meet
with a passive trainer and gain insight into their own and others behavior. Meetings ha no
agenda, are held away from workplaces, and questions deal with the 'here and now of the group
process. The objective for such a type of training is to provide the participants wit increased
awareness of their own behaviour and how others perceive them

(Iv) Simulation

A simulator is any kind of equipment or technique that duplicates nearly as possible the actual
conditions encountered on the job. Simulation then, is an attempt to create a realistic decision-
making environment for the trainee. Simulation presents likely problems situations and decision
alteratives to the trainee. For example, activities of an organization may be simulated and the
trainee may be asked to make a decision in support to those activities. The results of those
decisions are reported back to the trainee with an explanation of what would have happened
had they actually been made in the workplace
(v) Vestibule Training

In this method, actual work conditions are simulated in a classroom. Vestibule training also
called classroom training which is often imparted with the help of the equipment and machines
which are identical with those in use in the place of work. A primary advantage of vestibule
training is that it relieves the employee from the pressure of having to produce while learning.
Material files and equipment which are used in actual job performance are also used in training.
This type of training is commonly used for training personnel for clerical and semi- skilled jobs.
The duration of this training ranges from days to a few weeks. The emphasis is on learning
skills required by the job. Of course, the cost of duplicate facilities and a special trainer is an
obvious disadvantage.

TRAINING METHODS

1) Self Pace Training

Self-paced training, also known as self-directed leaming or self-study, is a learning approach

that allows individuals to take control of their own learning process. In self-paced training,
leamers have the flexibility to set their own learning objectives, study at their own pace, and
choose the resources and materials that best suit their learning style. This approach can be
highly effective for adult learners who have diverse schedules, preferences, and goals. Here's an
overview of self-paced training.

BENEFITS OF SELF-PACED TRAINING

1. Customization: Learners can tailor their leaming experience to match their interests, skill
gaps, and career aspirations.

2. Convenience: Learners can fit their study sessions around their personal and professional
commitments, promoting a better work-life-study balance.

3. Self-Motivation: Self-paced training requires self-discipline and motivation, which can

enhance leamers' sense of responsibility and time management skills.

4. Different Learning Styles: Leaners can choose resources that align with their preferred
leaming style, whether that's reading, watching videos, or hands-on practice.

5. Faster or Slower Progress: Leamers who grasp concepts quickly can move through the
material faster, while those who need more time can take as long as necessary.
COMPUTER BASED TRAINING

Computer-Based Training (CBT) is a form of learning and education that utilizes computers and
digital technology to deliver training materials, instructional content, and interactive activities to
leamers CBT has evolved over the years and can encompass a wide range of formats, including
software applications, online courses, simulations, interactive modules, and more. Here's an
overview of Computer-Based Training:

BENEFITS OF COMPUTER-BASED TRAINING

1. Accessibility: Leamers can access CBT materials anytime and anywhere, making t
convenient for those with busy schedules or remote locations.

2. Engagement: Interactive elements and multimedia content keep learners engaged, improving
knowledge retention.

3. Self-Directed Learning: CBT empowers learners to take control of their leaming journey
choose what to study, and proceed at their own pace.

4. Consistency: CBT ensures consistent delivery of content, reducing variations in instruction

quality.

5. Scalability: CBT can be scaled to accommodate a large number of leamers without

significant increases in resource requirements.

6. Cost-Efficiency: Once developed, CBT materials can be reused and updated, reducing the
need for repeated content creation.

COMPANY SPONSORED TRAINING

Company-sponsored training, also known as employer-sponsored training or corporate raining,

refers to training and development initiatives that are funded and organized by an employer for
the benefit of its employees. These programs are designed to enhance employees' ski,
knowledge, and competencies, ultimately contributing to improved job performance, employee
satisfaction, and organizational success. Here's an overview of company-sponsored training.

BENEFITS OF COMPANY-SPONSORED TRAINING

1. Skill Enhancement: Training programs help employees develop new skills, improve existing
ones, and stay updated with industry trends

2. Improved Performance: Enhanced skills and knowledge lead to improved job performance,
which positively impacts individual and team outcomes.
3. Employee Satisfaction: Providing opportunities for growth and development can increase
employee satisfaction and motivation.

4. Talent Development: Company-sponsored training contributes to grooming employees for

higher-level roles, reducing the need for external recruitment.

5. Innovation: Training can foster a culture of innovation by encouraging employees to lear new
approaches and technologies.

6. Competitive Advantage: Organizations with well-trained employees often have a competitive

edge due to their skilled workforce.

T-GROUPS TRAINING

T-Groups, short for "training groups" or "transactional groups are a type of experiential leaming
method used for personal and interpersonal development T-Groups involve a small group of
participants who come together to engage in unstructured interactions and activities under the
guidance of a facilitator. The primary focus of T-Groups is to enhance self-awareness
communication skills, group dynamics, and interpersonal relationships. Here's an overview of T
Groups training:

CHARACTERISTICS OF T-GROUPS

1. Small Group Setting: T-Groups typically consist of around 6 to 12 participants who meet
regularly for sessions.

2. Experiential Learning: T-Groups emphasize leaming through firsthand experiences

interactions, and observations within the group setting.

3. Unstructured Format: T-Group sessions are often unstructured, with minimal guidance from
the facilitator, Participants are encouraged to explore topics organically.

4. Feedback and Reflection: Participants provide feedback to one another about their
observations of behaviors, communication styles, and interactions.

5 Emotional Expression: T-Groups provide a safe space for participants to express emotions,
share personal experiences, and discuss challenges openly.
BENEFITS OF T-GROUPS TRAINING

1. Self-Awareness:

T-Groups encourage participants to examine their own behaviors, communication patterns, and
reactions to others.

2. Interpersonal Skills:

Participants develop better listening skills, empathy, and the ability to understand different
perspectives

3. Communication Improvement:

T-Groups help participants practice effective communication, active Istening, and assertiveness.

4. Conflict Resolution:

Participants learn to manage conflicts constructively and resolve misunderstandings in a

supportive environment.

5. Group Dynamics Understanding:

T-Groups provide insights into group dynamics, leadership, power dynamics, and roles within
groups.

TRANSACTIONAL ANALYSIS

Transactional Analysis (TA) is a psychological theory and therapeutic approach developed by

Eric Beme in the 1950s. It offers a framework for understanding human behavi communication,
and relationships TA focuses on analyzing the transactions (interactions) between individuals
to gain insight into their thoughts, feelings, and behaviors. i used o only in therapy but also in
personal growth, education, and organizational settings.

TYPES OF TRANSACTIONAL ANALYSIS

1. Complementary Transactions: In a complementary transaction, the ego state of the sender's

message receives a response from the expected ego state in the receiver. This type of
transaction is smooth and typically leads to effective communication For example, if someone
speaks from their Adult ego state (logical and rational), the other person responds with their
Adult ego state.

2. Crossed Transactions: In a crossed transaction, the ego state of the sender's message
does not match the ego state of the receiver's response. This can lead is misunderstandings,
miscommunication, and potential conflicts. Crossed transactions occur when the parties
involved are not on the same wavelength. For instance, if someone speaks from their Parent
ego state, but the response comes from the Child ego state of the receiver a crossed
transaction occurs.

3. Vertical Crossed Transaction: In this type, a message from one ego state in the sender
crosses to a different ogo state in the receiver. For example, a Parent-to-Child crossed
transaction.

4. Horizontal Crossed Transaction: Here, the sender's ego state remains the same, but the
receiver's response switches to a different ego state. For instance, an Adult-to-Child crossed
transaction.

5. Ulterior Transactions: Ulterior transactions involve a hidden or underlying message beyond

the obvious transaction. These can be more complex and require deeper analysis to uncover the
true intent behind the communication. Ulterior transactions can lead to confusion and
manipulation if not recognized.

6. Parallel Transactions: In parallel transactions, the sender's ego state matches the receiver's
ego state, but it's a different ego state from the one that initiated the interaction. This allows for
smoother communication but may lack depth. Parallel transactions maintain the interaction
without leading to significant change in the conversation's direction.

ADVANTAGES OF TRANSACTIONAL ANALYSIS

1. Self-Awareness: TA encourages deep self-reflection and self-awareness. Individuals leam to

recognize their own patterns of behavior, thoughts, and feelings, leading to greater insight into
their motivations, triggers, and choices.

2. Relationship Enhancement: Understanding TA helps individuals navigate relationships more

skillfully. By recognizing ego states and communication dynamics, individuals can create
healthier and more balanced interactions with others, leading to improved relationships.

3. Conflict Resolution: TA provides tools for understanding the root causes of conflicts and
misunderstandings. By analyzing transactions and recognizing crossed or ulterior transactions,
Individuals can address issues more effectively and find common ground.

4.. Personal Growth: TA's focus on self-awareness and conscious decision-making promotes
personal growth and development. Individuals can identify and challenge limiting beliefs, rewrite
negative scripts, and make intentional choices aligned with their goals.

5. Empowerment: TA emphasizes personal responsibility and agency. Individuals learn that they
have the power to change their behaviors, thoughts, and interactions. This empowerment leads
to a greater sense of control over one's life.
6. Holistic Approach: TA takes a comprehensive view of human behavior, considering cognitive,
emotional, and social aspects. This holistic perspective allows for a more complete
understanding of individuals and their interactions.

[Link] in Various Contexts: TA is versatile and can be applied in various settings.

including personal relationships, workplaces, parenting, education, and therapy. Its principles
are adaptable to different situations and contexts.

8. Conflict Avoidance: By recognizing and addressing negative patterns of behavior, TA can help
individuals avoid unnecessary conflicts that stem from misunderstandings or emotional
reactions.

9. Therapeutic Benefits: In a therapeutic context, TA can be used to treat a wide range of

psychological issues. It provides clients with tools to explore their emotions, thoughts, and
behaviors, leading to healing and personal transformation,

10. Cultural Sensitivity: TA's principles of understanding ego states and communication
dynamics can also aid in cross-cultural interactions, promoting better understanding and
sensitivity in diverse environments

11. Prevention of Unconscious Patterns: By shedding light on unconscious games, rackets, and
scripts, TA helps individuals break free from negative cycles and make conscious choices,
preventing the repetition of destructive patterns.