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Module 3 :Development of Human Resource

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Training is a short term process entailing a systematic and organized procedure by which non- managerial
personnel acquire technical knowledge and skills for a definite purpose.
a) According to Elmer. H. Burack and Robert D Smith,
“Training is planned, organized and controlled activity designed to express some aspect of present job
performance. Training is skill oriented and it is usually intended for the short run welfare of the company.
Training is also a key ingredient in the motivation of individuals. An untrained, unskilled employee feels
very insecure lacking the self confidence necessary for comfortable group relations.”
b) According to Prof. Milkovich and Prof. Boudreau,
“Training is a systematic process of changing the behavior, knowledge, and/or motivation of present
employees to improve the match between employee characteristics and employment requirements.”
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FEATURES OF TRAINING
1. Increasing knowledge and skills for doing a job.
2. Bridges the gap between job needs and employee skills, knowledge and behavior.
3. Job- oriented process, vocational in nature.
4. Short- term activity, designed essentially for operatives.

IMPORTANCE OF TRAINING
1. Reduction in cost of production: - Through training employees become efficient in their work and hence
they make the maximum utilization of resources available to them.
2. Minimum possibility of accidents:- Trained workers are aware of the methods and procedures to carry
out their work efficiently. Therefore, training reduces the possibility of accidents.
3. High morale:- Training helps in raising the morale of the employees in two ways. Firstly, trained
employees understand their work process and do it efficiently. Secondly, due to efficient performance they
give better performance and hence get rewards for the same.
4. Minimum need of supervision:- By training workers get to know their work procedure and thus do their
work themselves efficiently. This reduces the need of supervision
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PROCESS OF TRAINING
1. Organizational objectives and strategies: - The first step in training process in an organizational is to identify the
organizational objectives and strategies. What company is dealing in? Where we are? What level we have to achieve?
Where the company wants to be in future? After analyzing all such related questions and finding the most optimal
solution, the organization would be able to identify the strengths and weaknesses of its human resource.
2. Assessment of training needs: - Assessment of training needs means identification of those areas where the
employee lacks to deliver the best out of him. It helps in determining whether suitable resources required are
available or not.
3. Establishing training goals: - After the assessment of training needs, training goals must be determined. Goals are
required to conduct effective training schedule and its implementation.
4. Designing training and development programs:- Training program addresses following issues-
i. Who will participate in program?
ii. Who are the trainees?
iii. What methods and techniques are to be used for training?
[Link] should be the level of training?
v. Where will the program be conducted?
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[Link] of the training program:- Once the training program has been designed, it needs
to be implemented. There are two things which should be always be kept in mind while
implementing the training program. First is that managers should be action oriented and take all
kind of training efforts. Secondly, effective trainers should be available for conducting the training
program.
6. Evaluation of results: - The last stage is the evaluation of results. As so much money is spent on
training and development program, the results should be correctly evaluated.
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METHODS OF TRAINING
Training methods are specified techniques for attaining the desired training goals. Different types of training methods are
used in different organizations. In recent times; many new training methodologies are developed so as to meet specific
needs. Every method has certain structured training procedure which offers relative advantages in developing the quality
of trainees. While adopting a particular method, one has to take following factors into consideration:
1. Nature of problem areas: The choice of training method depends upon the task to be done or the manner in which
people interact with each other i.e. the problem may be either an operational problem or human relation problem.
2. Level of trainees in the organizational hierarchy: Training method also depends upon the level of participants. If
an employee belongs to worker class then the training method would be according to it.
3. Method’s ability to hold and arouse the interest of trainees during the training period: A trainer also has to
consider alternative methods of presenting training material to participants from the point of view of their ability to
stimulate interest and facilitate retention of the matter.
4. Availability of competent trainers: A training method is as effective as the ability of the trainer. Therefore, before
undertaking a training programme, a competent trainer to conduct the training programme, has to be identified.
5. Availability of finance: While selecting a training method, one must pre-determine its relative cost and finance.
To make a training programme effective, adequate finance is required.
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There are four techniques of On the job Training method:

1. Coaching Method: Coaching method is considered as a corrective method for inadequate performance. According to
a survey conducted by International coach federation (ICF), more than 4000 companies are using coaches for their
executives.
Advantages of coaching:
a) It is highly economical
b) It is suitable for the companies where there are employees/trainees are large in numbers.
Disadvantages of coaching:
a) There is no formal and tested training programme hence it might leads to haphazard instruction.
b) Through this method skills might not develop fully
2. Job rotation: - in job rotation, management trainees are made to move from one job to another at certain intervals.
The main purpose is to broaden the knowledge of the trainees. This also leads the trainees to gain experience
concerning skills and knowledge.
3. Mentoring: It is a continuous relationship that is developed between a senior and a junior employee. Mentoring
helps in rendering guidance and clear vision to the employees so that organization does not deviate from its original
mission. It basically focuses on attitudinal development and is generally conducted for management level employees.
4. JIT- Job instruction training: This method is also known as ‘training through step by step learning’ as all necessary
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Off the Job training method :

Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning
the material which relates to his future job performance. In this kind of training method, employee is not considered as
direct productive worker during the training period. It gives a benefit to the worker to get away from the work and
concentrate on training only.
Some of the Off the Job training methods are:-

Lectures: - It is one of the simplest ways of implying knowledge to the trainees, especially when concepts and
theories are taught. This method is most suitable when audience is large in number and they are to be trained in
short span of time. It helps in reducing the cost per trainee to the organization.
2. Conference method: - In conference method of training, a conference is held in accordance with an organized
agenda. Common problems are discussed and all the participants share their views and experience to reach on
appropriate solution. This method is ideally suited where the problems and issues are to be thoroughly analyzed and
examined from different point of views.
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Case discussion method: - Under this method, a real or hypothetical situation or business problem is presented to the
group. Then the members tentatively collect their ideas; come out with various alternatives and arrive at the most
suitable solution. In this way, they are trained to enhance their analytical and problem- solving ability. This method
helps the trainees to become more rational, logical and analytical.
4. Role playing: - This method was developed by great Venetian psychiatrist, Dr. Movano who termed it as “role
playing” or “role reversal”. The trainees act out a given role as given to them for a specific time period. Relevant to
their performance in that given role, they are judged and appraised accordingly.
For example: - If a person is given a role of business development executive for 5 months, his performance will be
measured throughout that period. And according to it, he will either get promotion or demotion.
Merits of Role- playing:
1. Interactions are quite often stressed.
2. Outcome and feedback in known immediately.
3. Develops skills of applying knowledge in areas of human relations.
Demerits of role- playing:
1. Role- playing may not necessarily adhere to the objectives of the training programme. The trainees may deviate
from the subject being discussed and may involve themselves in irrelevant arguments.
2. It may lead to undesirable behavior of the participants.
5. T-group training: - This method comprises of audio-visual aids to train the employees. It is also known as
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Performance Appraisal System

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Performance Appraisal
process
 METHODS OF APPRAISAL
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Modern Methods
Traditional Methods
1. Ranking 1. Behaviorally
2. Paired Comparison Anchored Rating
3. Forced Distribution Scale

4. Graphic rating scales 2. Goal setting or MBO

5. Checklist method 3. 360 Degree
6. Essay method feedback
7. Critical incident
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COMMON ERRORS
I. JUDGEMENT ERRORS
1. Halo effect
2. Horn effect
3. Central tendency
4. Recency effect
5. Stereotyping
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II. Poor appraisal forms

• Rating scale- quite vague and unclear

• Ignoring important aspects of job
performance
• Contain additional, irrelevant performance
dimensions
• Forms too long and complex
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III. Lack of rater preparedness

• Lack of training
• Limitation in technical competencies
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Ethics Involving Performance
Appraisals
• Rewards, punishments and threats
• Reliability and validity
• Job Relatedness
• Standardization
• Rater Errors
• Employee Access to Results
• Confidentiality