MASTER OF BUSINESS ADMINISTRATION (HUMAN RESOURCE MANAGEMENT) SEMESTER-III TRAINING AND DEVELOPMENT MBA522
CHANDIGARH UNIVERSITY Institute of Distance and Online Learning Course Development Committee Prof. (Dr.) R.S.Bawa Pro Chancellor, Chandigarh University, Gharuan, Punjab Advisors Prof. (Dr.) Bharat Bhushan, Director – IGNOU Prof. (Dr.) Majulika Srivastava, Director – CIQA, IGNOU Programme Coordinators & Editing Team Master of Business Administration (MBA) Bachelor of Business Administration (BBA) Coordinator – Dr. Rupali Arora Coordinator – Dr. Simran Jewandah Master of Computer Applications (MCA) Bachelor of Computer Applications (BCA) Coordinator – Dr. Raju Kumar Coordinator – Dr. Manisha Malhotra Master of Commerce (M.Com.) Bachelor of Commerce (B.Com.) Coordinator – Dr. Aman Jindal Coordinator – Dr. Minakshi Garg Master of Arts (Psychology) Bachelor of Science (Travel &TourismManagement) Coordinator – Dr. Samerjeet Kaur Coordinator – Dr. Shikha Sharma Master of Arts (English) Bachelor of Arts (General) Coordinator – Dr. Ashita Chadha Coordinator – Ms. Neeraj Gohlan Academic and Administrative Management Prof. (Dr.) R. M. Bhagat Prof. (Dr.) S.S. Sehgal Executive Director – Sciences Registrar Prof. (Dr.) Manaswini Acharya Prof. (Dr.) Gurpreet Singh Executive Director – Liberal Arts Director – IDOL © No part of this publication should be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording and/or otherwise without the prior written permission of the authors and the publisher. SLM SPECIALLY PREPARED FOR CU IDOL STUDENTS Printed and Published by: TeamLease EdtechLimited www.teamleaseedtech.com CONTACT NO:01133002345 For: CHANDIGARH UNIVERSITY 2 Institute of Distance and Online Learning CU IDOL SELF LEARNING MATERIAL (SLM)
First Published in 2021 All rights reserved. No Part of this book may be reproduced or transmitted, in any form or by any means, without permission in writing from Chandigarh University. Any person who does any unauthorized act in relation to this book may be liable to criminal prosecution and civil claims for damages. This book is meant for educational and learning purpose. The authors of the book has/have taken all reasonable care to ensure that the contents of the book do not violate any existing copyright or other intellectual property rights of any person in any manner whatsoever. In the event, Authors has/ have been unable to track any source and if any copyright has been inadvertently infringed, please notify the publisher in writing for corrective action. 3 CU IDOL SELF LEARNING MATERIAL (SLM)
CONTENT Unit - 1 Introduction To Training And Development ............................................................. 5 Unit - 2 Strategic Training................................................................................................... 26 Unit - 3: Development......................................................................................................... 38 Unit - 4: Overview Of Training And Development Systems ................................................ 55 Unit - 5 Role Of External Agencies In Training And Development ..................................... 71 Unit - 6 Overview Of Training Methodologies .................................................................... 84 Unit - 7 Training And Development Methodologies .......................................................... 116 Unit - 8: Designing Training And Development Programs................................................. 144 Unit – 9 Kind Of Training And Development Programs .................................................... 161 Unit - 10: Training And Development Programs ............................................................... 171 Unit - 11: Trainers Role..................................................................................................... 192 Unit - 12: Career Planning And Development I ................................................................. 225 Unit - 13: Career Planning And Development Ii ................................................................ 247 Unit - 14: Recent Trends In Training And Development.................................................... 261 4 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT - 1INTRODUCTION TO TRAINING AND DEVELOPMENT STRUCTURE 1.0 Learning Objectives 1.1 Introduction 1.2 Training 1.2.1 Definition 1.2.2 Scope 1.2.3 Objective 1.3 Functions of Training 1.3.1 Beneficiaries of Training- Employer, Employee 1.4 Learning - Concept 1.4.1Forces Influencing Working and Learning 1.5 Challenges in Training 1.6 Difference Between Training, Learning & Development 1.7 Snapshot of Training Practices 1.8 Future Trends in Training 1.9 Summary 1.10 Keywords 1.11 Learning Activity 1.12 Unit End Questions 1.13 References 1.0 LEARNING OBJECTIVES After studying thisunit, student will be able to: Outline the basics of training. State the definition and scope of training anddevelopment. Describe the functions of training. Identify the forces influencing the workplace. Explain employee training anddevelopment. Explain training practices. 1.1 INTRODUCTION Training comprises a significant and basic viewpoint in building up the HR. It implies building up a specific ability or a conduct perspective to an ideal norm through guidance and 5 CU IDOL SELF LEARNING MATERIAL (SLM)
practice. Preparing are those compelling instruments which can carry a worker into a situation to do his/her work all the more productively, accurately, and scrupulously. It is the medium to expand the information and ability of a representative for making a specific showing and furthermore make him/her future prepared for more testing situations. Our main aim in this course is to assist you with understanding the part of preparing and advancement in the present company's. How about we attempt to comprehend what preparing and improvement implies in the more extensive business setting. Figure 1.1 shows the part of preparing and advancement for the business. Figure 1.1: The Business Role of Training and Development The by and large objective of preparing and improvement is learning. mentalities, or practices. In any case, the focal point of preparing and improvement isn't simply on representatives learning for the wellbeing of its own. Today, only contribution preparing programs isn't sufficient to get backing and financing from heads and to build up the validity of the preparation and improvement capacity to directors and workers. Adapting needs to exhibit how it adds to the organization's upper hand through improving worker execution, supporting the business methodology (like developing the business), and contributing decidedly to business results like quality, profitability, improvement of new items, and holding key representatives. From an organization's viewpoint, what workers realize adds to the improvement of immaterial resources, for example, human capital. 6 CU IDOL SELF LEARNING MATERIAL (SLM)
1.2 TRAINING 1.2.1 Definition Training has numerous ascribes. It improves abilities needed for a task, instructs individuals conquering challenges and increments knowledge. These perspectives have been cited and expounded as follows: \"Training is the way toward showing new representatives the essential abilities they need to play out their positions\". - Garry Dessler \"Training is the way toward sending and getting data identified with critical thinking\". - Jack Halloran \"Training is the demonstration of expanding the information and abilities of a worker for making a specific showing\". - Edwin B. Flippo \"Training is the coordinated strategy by which individuals master information and improve expertise for an unequivocal reason\". - Dale S. Beach 1.2.2 Scope The extent of preparing relies on the classifications of workers to be trained. It is a ceaseless interaction. It is a lot of needed for the freshers and the accomplished individuals in any and each organization. To put it plainly, everybody needs to go through Preparing; nonetheless, the sort and degree of preparing will rely upon different factors, for example, rank and profile and levels to name a few. Prof. Yoder has sorted the workers into five gatherings and suggested incessant preparing sessions: i. Rank and File: Employees of non-organization or non-director profiles. ii. Supervisory Employees: These are the principal line foremen, chiefs and their administrators on the following level. iii. Staff: Technically specific and expertly skilful representatives of the organization as advisors. iv. Middle Management: These are the administrators between the bosses and individuals in the administration at the most elevated level. v. Top Executives: Executives of the organization are primarily accountable for the whole control and planning. 7 CU IDOL SELF LEARNING MATERIAL (SLM)
1.2.3 Objective Training is an integral and indispensable part that develops an employee. Following objectives are achieved by implementingan effective training roadmap: Increase in Employee Productivity:Training helps in developing the capabilities of both new and old employees, by upgrading their skills and knowledge. This will enable the company to gainfully avail their services and guidethem in fulfilling positions for higher grades or positions inside the company, whether it is for technical projects, or sales or production and so on. New employees training aims to provide the employees the required ability and wisdomthey need for performing specific tasks. This will guidethe employees to be comfortable with the required skillsets necessaryfor the joband gradually make them more productive. This will in turn inspirethe employees to stick to the company for a prolonged tenure and result in controlled attrition. Remain Competitive in the Market:Competition is always growing in the target market with new players coming in and existing players wanting to increase their market share. To tackle this tough competition in the market, an employer has to increase worker’s productivityand reduce the production and operational cost. Companies aim to always stay ahead of the game. To support this, training aims to bring about efficiency and efficacy with increased productivity in the employees. This enables the company to enjoy its market share in a highly competitive market and help in achieving the organizational goals. Improves Approach of the Workers:Training provides new knowledge and required skillsets to employees and assists in bringing about a positive transformationin the attitude with the fellow workers, supervisor, and the company. Increased productivity along with a positive attitude, increases job satisfaction among employees and keeps them motivated to achievemore. It also keeps them secured at the workplace and due to whichcompanies enjoy reduced attrition absenteeism. A positive attitude also helps in self-consciousness and a greater awareness to recognize their responsibilities and contribute their absolute best to the Company. Enabling Employees to accommodate the Changes Quickly:The professional horizon is very dynamic and poses challenges with changing times. One such dynamic aspect is Technology, which is evolving and changing at a fast pace. Automation and growth of highly mechanized and computer-oriented systems and othersare a threat to dynamic companies. They pose new problems, which need to be handled by new methods, new procedures, new equipment, new jobs, new abilitiesand knowledge, new services andproductsand so on. Employees may refrain from acclimatisingto these alterationsand may feel frustrated and compelled to send a resignation letter. 8 CU IDOL SELF LEARNING MATERIAL (SLM)
Training employees on such aspects, willhelp them to learn the technology; enable them to handle other challenges better and they will learn to quickly adapt and find appropriate solutions, thereby keeping their efficiencyand the organizationalgoals in place. Mitigate Risk of Accidents:Manufacturing andindustrial companies having a high usage of machinery, need to have a trained workforce who can handle the machines safely. Workforcesare coachedon the usage of safety devices in the plant,which makes them considerably less vulnerable toaccidents. Optimum usage of Timeand Resources:Training aims at making employees more efficient in handling materials, machines and equipment, which enableshigher productivityandgreater utilization of the resources. New skills will help employees to learn quickly. Here, a known fact is that learning through trial anderror will be tediousand, even then, they mayfind it difficult to learn the right method of completing the tasks. Provide Growth Opportunities to Existing Employees:Many at times management may not fill in higher work profiles by hiring new employees. The skillsets that are required are specific and it would be preferable if these positions can be filled by employees who already have these skills sets and are familiar with the role requirements. An apprenticeship or a talent development program, aiming at improving the skills of the existing employees and makes them ready for higher job profiles in future, comes to the aid of the company by fulfilling these critical positions from within. This reduces the cost and need of recruiting people from outside andimproves the confidence ofthe employeeswho are serving the company. Helps Management Become More Effective:Primarily, training and development aims at creating the best management team that is efficient in planning and executing the business without any issues. Knowledge gained during the training sessions helps them in handling the tough situations in a better way. This also makes them utilize their effort and time for better business opportunities. It enables inculcating a mechanism with strong values in the employees by improving the worthiness of the team and the individual. Education From an historical perspective education was closely linked to the church in western countries and the number of people receiving education was very limited, as was the case with the guilds. Much of the emphasis was on classics, i.e., Latin and Greek, and there was minimal consideration of practical applications. However, the educated person was often more highly regarded and thus oversaw the craftsperson; a trend which may still be seen today, and which influences recruitment to some disciplines. 9 CU IDOL SELF LEARNING MATERIAL (SLM)
Education is characterized as: Activities which target building up the information, abilities, virtues and understanding needed altogether parts of life as opposed to an information and expertise identifying with just a restricted field of movement. The purpose of education is to provide the conditions essential to young people and adults to develop an understanding of the traditions and ideas influencing the society in which they live and to enable them to contribute to it. It involves the study of their own cultures and of the laws of nature, as well as the acquisition of linguistic and other skills which are basic to learning, personal development, creativity and communication. A programme of learning over an extended period with general objectives relating to the personal development of the pupil/student and/or his/her acquisition of knowledge. In addition, education refers to the area of public policy concerned with programmes of learning in a particular jurisdiction taken altogether (e.g., in the context of education expenditure). Activities target building up the information, abilities, virtues and understanding needed altogether parts of life as opposed to information and expertise identifying with just a restricted field of action. The motivation behind instruction is to give the conditions vital for youthful people and grown-ups to build up a comprehension of the customs and thoughts affecting the general public in which they live and to empower them to make a commitment to it. It includes the investigation of their own and different societies and the laws of nature just as the obtaining of phonetic and different abilities which are essential to mastering, self- awareness, inventiveness and communication Education is considerably broader in scope than training and this is perhaps illustrated by the considerably longer definitions above. It also has a less immediate and less specific application than training and is often perceived as being delivered in educational institutions. Education is regarded as encompassing knowledge, skills and attitudes (Bloom et al, 1956). There is a continuing tension between the needs of industry and commerce with their immediate requirements for specific skills and the educational requirements of the individual and society which need people who can contribute to the quality of life in a multi-faceted way. There is therefore a tension between traditional education and training provision which is illustrated by Dearden. But training can be, and often is, very illiberally conceived, and then it may not merely be uneducational but even anti-educational. As an example of the uneducational, one might mention the recent controversy over whether trainees in the YTS (Youth Training Scheme) should be given any opportunity to consider the social significance of work as part of their 'off-the-job' provision. 10 CU IDOL SELF LEARNING MATERIAL (SLM)
Distinguishing between education and training can be quite problematic. One very illustrative example of the difference between education and training would be a young child coming home and saying, 'We had sex training today!' This is in stark contrast to sex education classes that imply a theoretical rather than a practical application of learning! 1.3 FUNCTIONS OF TRAINING ● Orientation New employee orientation is playing a prominent role in hiring. It prepares the employees for new roles and acclimates them to the company. Employee orientation program is very much essential to get connected to the new role. The focus on the number of orientation sessions depends on the employee’s position in the company. Hourly employee’s orientation can be done in a day.managerial level orientation can be conducted for two weeks based on job roles. ● Compliance Compliance training is highly recommended by the U.S. department of labour. This encompasses workplace violence, sexual harassment, drug andalcohol, andsafety in the workplace This training will enable employees to handle situations confidently. Policies andprocedures are listed, andthe happenings are openly shared. Such awareness trainings help the employees and the company from facing any legal obligations. ● Leadership Leadership training prepares the employees to take up the managerial roles confidently. Succession planning is the right path to enable the current employees to take over the managerial roles. Retirement is inevitable and some positions are difficult to fill. Succession planning helps in prepping up the employees to take over the managerial roles successfully. ● Career Planning Employee’s career is also dependent on the proper kind of training and development. Effective counselling helps to set their career goals which in turn helps them to continue in the company. Career counselling instils much needed confidence in the employees. According to SHRM, career counselling is an important component of succession planning. ● Research Research plays asignificant role in HR training. Conduct different skill development programs. 11 CU IDOL SELF LEARNING MATERIAL (SLM)
Research should be an ongoing process in training. This will enable to create latest and relevant training programs. Assessing the needs of all employees is very much essential for their success. All these will be a steppingstone towards the company’s success. ● Need Assessment The training team is particularly adept at conducting needs assessments They find the skill sets of the employee andcome up with the type of training employees need, in order to meet the workforce of thecompanyand staffing goals. Regular assessment is required for the growth of the company and it iscritical as hiring new staff costs higher than training an existing workforce. 1.3.1 Beneficiaries Employer ● They turn out to be more effective in problem solving and decision making. ● Improve the morale of the workforce ● Helps people identify the company goals ● Aids in developing leadership skills, motivation, loyalty and better attitude ● Aids in improving productivity and quality of work ● Aids in understanding and following the policies ● Aids in company development ● Helps in creating the right platform for growth and communication. ● Employees can easily adapt to the changes. Employees ● Increases job satisfaction andrecognition. ● Moves a person towards personal goals while improving interactive skills. ● Helps toattempt new tasks boldly. ● Provides the trainee an avenue for growth through training anddevelopment ● Motivational variables of recognition, achievement, growth, responsibility andadvancement are internalizedandoperationalized. ● Creates a platform forleadership, communication skills andattitude. ● Helps to overcomestress, frustration, conflict and tension. Personnel and Human Relations ● Improve inter-personnel skills. ● Improves morale. ● Builds bondingin groups. ● Makes the company a better place to work and live. ● Provides information on other governmental laws andadministrative policies. 12 CU IDOL SELF LEARNING MATERIAL (SLM)
Certain subject matters aim at increasing the participation of the employees through efficient group formation and action. This is something which needs to be given to all the beneficiaries. These includegroup dynamics, shared leadership, planning of group activities, savings, credit, accounting, cooperative management, monitoring and evaluation, negotiation andbargain. Certain behavioural issues like fostering thrift habits and overcoming addictive habits such as irrational spending, drinking, gambling, and so on. are also addressed by some companies. Specialized Training Specialized training can be planned dependent on the sort of venture and explicit representative gathering needs. It is needed for explicit gatherings associated with explicit tasks. Hardly any models are: Farming-Yield creation, little domesticated animals improvement, soil and water protection, limited scope fishery, hydroponics, ranger service, gathering showcasing, thus on. Non-Cultivating activities such as weaving, fitting, ceramics, creation of house- building materials or of high-quality things in wood, bamboo, metal, cowhide, thus on. Activities like upkeep, transport, etc. additionally require specific trainings. Home, Life and Community Development Women are prepared in disinfection, emergency treatment, wellbeing, nourishment, childcare and improvement, home administration, local area authority, town advancement and numerous more. Other Useful Trainings These topics include: Legal and procedural issue, e.g., land change, tenure rights, selling, wages, business (provincial works program, etc., information on essential banking, local administration and so on. Common-sense data on these subjects is either generally not given or adversely imparted to the lower layers of people. Functional literacy for grown-ups, help them do fundamental capacities, plan activities and decreases the reliance on Individuals from gathering and the informed villagers. Short courses at town levels include: 13 CU IDOL SELF LEARNING MATERIAL (SLM)
i. Consultation and exhortation to individuals, advertisers and specialized officials of the group. ii. Knowledge shared by very much experienced ranchers or fishermen. iii. Exposure to media-general media helps, radio (rustic telecom projects), movies, slideshows, public gatherings, thus on. iv. Demonstrations coordinated mutually with gathering individuals for improved harvest developments, animals raising, hydroponics, handiworks, thus on. v. Newsletters arranged by the beneficiaries. vi. Field activity workshops directed by effective members. vii. Inter-bunch trade visits and between bunch assessment exercises viii. Pretends and socio shows any place necessary. Important to keep in mind here is the training equipment and material. Each group will need basic extension material- elementary stationery and a blackboard Each gathering will require a slate, a camera, collapsing show sheets, portable radio and conceivably a slide-projector and a video-recording device. The nearby creation of basic Preparing material by the gatherings ought to be fulfilled. Training of Gathering Advertisers, Undertaking Facilitator and Other Venture Staff At a Focal task activity level, this preparation points at: Introducing the field labourers to the significance of development. Fostering an inspirational demeanour, inspiration, and group spirit. Trying different strategies to annihilate poverty. Teaching the fundamental specialized subjects to all the gathering members. Enabling the gathering to comprehend the gathering elements, to improve investment, credit and reserve funds, assessment, observing and accounting. Stimulating the gathering in self-advancement and learning of the various strategies for preparing content. Thepromoters of the group mustundergo managerialtraining consistingof Marketing and communication techniques, project planning and implementation techniques, team building, leadership, report writing and record keeping. Project coordinators should be trainedon priority by the implementing agency on all the topics mentioned above. The orientation training program of group promoters should be perfectly designed.It should cover all the objectives and operational aspects of the project. 14 CU IDOL SELF LEARNING MATERIAL (SLM)
Training workshop for the project staff and promoters of the group should be conducted at least three weeks before the project commencement date and it should not consist maximum 30 participants only.It is better to train double the required agents initially, to ensure there is sufficient pool of field workers available for the project.The training curriculum should include presentations, exercises to evaluate the learnings during the course and it should be a combination of both field and classroom experiences. First 2-3 months should consist of only field training for the group promoters.This will enable them to learn and carry out surveys in villages and households, guide them to solve real life problems. The follow-up training includes: ● Monthly evaluation meetings and review of all the promoters and staff.They should be evaluated based on the team’s performance in solving work related problems and planning. ● Conduct workshops related to actions performed in fields. ● Conduct courses pertaining to credit schemed, innovative ways of raising income and policies pertaining to rural development. ● Preparing newsletters about the status of the projects. ● Promoters and members of the group to visit their participating groups projects to gain better ideas. Training of Government and NGO Staff and Local Leaders This training should aim at familiarizing the team members with the project procedures. It is important to help them understand the weakness of the needy, the problems they face in accessing the delivery agencies and the roles they play in solving these issues. De-training and re-training of the officials and leaders are very much essential to perform the roles well.It is advisable to have a continuous exchange of experiences and views in the form of field workshops to improve the learning process. Government and the staff training consistof: ● Courses for the promoters and the staff of the entire project. ● Field workshops. ● De-briefing session using all the promotional materials. ● Project coordination committees ● Programming, provision, and evaluation of beneficiary training ● Intra/Inter country seminars pertaining main details of the project. ● Group members to visit each other for better exchange of ideas. 15 CU IDOL SELF LEARNING MATERIAL (SLM)
1.4 LEARNING CONCEPTS Learning is a process of appropriation ofskills, knowledge and abilities to make a person’s s own, to improve the collective or personal control latent of shaping the reality for the given situation or context. Learning has many definitions and meanings.Some educationists define it as a process, learning to perform better, to learn new things and retain the acquired knowledge. and some define Learning as acquisition and retention of knowledge. According to Gestalt, “The fundamental of Learning is to acquire knowledge after analysing the entire structure. Also, learning is the response to the whole situation.” 1.4.1 Forces Influencing Work and Learning Various factors have influenced the current working and learning styles: ● Globalization of Business:Companies operate on an international or global scale and hence different economies work together to provide and produce goods and services. Businesses buy and sell all over the world owing to factors such as cheaper cost, availability of required products or cheaper labour. Some products manufactured at a particular location are preferred. E.g., Italian pizza and pasta or Champagne, the sparkling wine from the Champagne region of France. Exports, Imports, and location are three main elements of globalization. Keeping these factors in mind, the learning must be in tune with the working aspects. ● Demographic Changes and Diversity of Workforce:The work force has people from all walks of life. Age, race, gender and socio-economic culture, are important factors to be considered for a seamless learning process. ● Increase in Ethnic and Racial Diversity:companies would have multiple ethnic groups whose members identify with each other through factors such as language, common heritage, culture, and so on.companies also do not discriminate theemployee’s basis their caste, creed or colour. Training is needed so that despite these differences, employees understand what is expected of them and follow service standards as expected. ● Aging Work Force:Today people are healthier and have a longer life span and hence there is opportunity to work longer. We are witnessing an emerging trend for qualified older employees to work part time or for few months. Training is essential Due to workforce diversity. ● New Technology: Ithas modified the method of working and training. Technology has created an impact on all sectors with Robotics, Artificial Intelligence, 16 CU IDOL SELF LEARNING MATERIAL (SLM)
Nanotechnology, CAD and so on. Technology has influenced our working style greatly to include: i. Influence on Training: Technological changes have greatly impacted training delivery methods to reduce operational cost. They are more realistic and are accessible such that employee can choose when and where to learn. New technologies include iPods, mobiles, e-mails, DVD and CD’s, internet and satellite. ii. Flexibility in Where andWhen Work is Performed:Technological advancement has enabled employees to select their learning and working location. ● Economic Cycles:Economic downturn leads to economic changes.Hence training is very much essential to understand the strategies of the business. ● Increased Value Placed on Intangible Assets and Human Capital: Thethree important assets that are very much essential for aCompany to provide better services are: i. Financial Assets (securities andcash) ii. Physical Assets (such as plant, property and equipment) iii. Intangible Assets (important capitals like customers, manpower, social and intellectual assets)companies have increased the value placed on these assets: a) Human Capital: This consists of the knowledge, energy and life experience gained by the employees (e.g., Education, Work- related know- how) b) Social Capital: It refers to network relationships in the Company. (e.g., managerial and corporate culture and practices) c) Customer Capital:This pertains to the person’s relationship inside or outside the Company which in turn helps in meeting the Company’s goals (e.g., Brands, customer relationship) d) Intellectual Capital: It pertains to the copyrights and patents of the Company. The three main implications of Intangible assets and Human capital are: i. Employee knowledge. ii. Employee engagement. iii. Ongoing learning and changes. ● Focus on Business Strategy: Company’s actions, policies and goals are an integral part of Company’s Business Strategy. The main aim of the strategy is to work upon increasing the profitability, quality and the market share. ● Talent Management: Attracting, motivating, developing and retaining the highly skilled employees is the main of talent management. e.g., a sales manager is trained on the technical processes of product flow and delivery so that he upgrades his 17 CU IDOL SELF LEARNING MATERIAL (SLM)
knowledge and is able to handle any critical requirements that may arise in future. Talent management is critical owing to following factors: Occupational and Job Changes: Employees may increase in the service sectors. Retirement:With the older generation retiring, the implication in work force becomes enormous. New workers should be trained to learn the key functions of the job. Skill Requirement:Two main skills needed for any job are: a) Cognitive skill:Verbal reasoning and mathematical skills b) Interpersonal skill: Ability to interact with customers, teamwork and knowledge sharing.Talent management will develop these skillsets in the employee. i. Developing Leadership: An effective leadership is very much essential for a successful global economy. ● Customer Service and Quality:Customer driven excellence includes reduction in errors, meeting the requirements, reducing complaints and turnaround time for complaint resolution. Employees require knowledge of the productand servicing skills for excelling at Customer service. TQM (Total Quality Management) is improving the way people, machines and Systems complete the given task.Training involves teaching employees how to meet quality challenge and engaging them in Lean thinking process.Lean thinking is a method of fulfilling customer’s needs with minimal equipment, effort, time and space. ● High Performance Work Systems:The Company demands High performance and enables employees to achieve it through: i. Work Teams:It consists of employees with multiple skills to work together for a project. ii. Cross Training:It means enabling the employees to learn and perform a variety of skills. iii. Virtual Team: This pertains to employees who are working in different geographies, time zones and culture.They connect and interact through the internet, mail and video conferencing. 1.5 CHALLENGES FACED IN TRAINING Though Training is an extremely critical aspect of an employee’s professional growth, some challenges need to be acknowledged: ● Diluted Concentration: When an employee is at work, the single pointed focus is concentration on work and productivity. However, at times Training and Work is happening simultaneously, resulting in diluted concentration in both Training and Work. Training may be perceived as less important than day-to-day responsibilities, especially when there are targets to meet and metrics that depend on performance. 18 CU IDOL SELF LEARNING MATERIAL (SLM)
● Increase in Employees’ Stress:To keep the employees updated with latest technology and trends in their Business, long training hours may be planned, which increases the employees’ stress as this takes away the Business time. ● Fear of Obsoletion: companies plan long Training road maps to keep their employees updated with the knowledge required.Chances are there that by the time the employee completes the learning journey, concepts learned may become obsolete. ● More Theory than Practical; Training of some departments/aspects may involve more theory than practical. Theory could be unrealistic and hard to use and hence makes learning tough for the employees. ● Lack of Interest DuringLong Training Hours: Sometimes the duration of the Training may be too long to keep the employee engaged and hence the employee may lose interest. 1.6DIFFERENCE BETWEEN TRAINING, LEARNING AND DEVELOPMENT The current methodology of Preparing and Advancement is that Indian organizations have understood the significance of corporate Preparing. Preparing is presently considered as a significant maintenance instrument than cost.Indian industry has made a preparation framework which helps in building a brilliant labour force which yields best results. Training and Advancement is a significant field in Human Asset The board. It assumes an essential part in improving a person's presentation just as a gathering. It has been known by a few names, including representative Turn of events, Human Asset Improvement, and Learning and Development. Training and Development encompasses three main activities: Development. Learning Training Costine , Garavan, and Heraty, from the Irish Institute of Training and Development, , note that these thoughts are regularly viewed as interchangeable. In any case, to professionals, they incorporate three isolates, albeit interrelated, activities: Training: Training is an activity that focusses and evaluates an individual against his current job. ● Learning: Learning is the methodology of enhancing the GeneralKnowledgeand understanding of employees. It is a person-oriented, theory-based Knowledge whose main purpose is to improve the understanding of a particular subject or theme. 19 CU IDOL SELF LEARNING MATERIAL (SLM)
● Development: Development is very much essential for all the employees in aCompany.It is very much needed to design an individual’s future and growth in aCompany. 1.7 SNAPSHOT OF TRAINING PRACTICES Training can play a key role in helping companies gain a competitive advantage and successfully deal with competitive challenges. Before you can learn how training can be used to help companies meet their business objectives, and before you can understand training design, training methods, and other topics covered in the text, you need to become familiar with the amount and type of training that occurs in the United States. Also, you must understand what trainers do. The next sections of this chapter present data regarding training practices (e.g., how much companies spend on training, what type of training is occurring, and who is being trained), as well as the skills and competencies needed to be a trainer. 1.8 FUTURE TRENDS IN TRAINING Technological progresses address one pattern that is probably going to impact the eventual fate of preparing and improvement and your future as a trainer. Future trends that will affect training are Need to add to sustainability Use of new innovations for preparing conveyance at instruction Breakthroughs in neuroscience about learning Greater accentuation on speed in plan, centre around content Increased accentuation on catching and sharing scholarly capital and social learning Increased utilization of without a moment to spare learning and execution support Increased accentuation on execution examination, Enormous Information, and learning for business enhancement Increased utilization of partner cantered getting the hang of, preparing organizations, and rethinking training Training for Sustainability Training and advancement can add to organizations' maintainability activities by giving learning freedoms to workers in organizations in agricultural nations that come up short on the assets, giving advancement encounters to representatives in poor and arising nations that advantage the neighbourhood local area, and instructing managers to secure the environment. Increased Use of New Technologies for Training Delivery and Instruction 20 CU IDOL SELF LEARNING MATERIAL (SLM)
The use of social media, smartphones, and other new technologies will likely increase in the future for several reasons. First, the cost of these technologies will decrease. Second, companies can use technology to better prepare employees to serve customers and generate new business. Third, utilization of these new advances can significantly decrease the preparation costs identified with carrying geologically scattered workers to one focal preparing area (e.g., travel, food, and lodging). Fourth, these innovations permit coaches to incorporate into preparing large numbers of the alluring highlights of a learning climate (e.g., practice, criticism, support). Fifth, as organizations utilize more unforeseen representatives (e.g., seasonal workers and specialists) and offer more elective work plans (e.g., adaptable plans for getting work done and telecommuting), innovation will permit preparing to be conveyed to any place and whenever. 6th, new advances will make it simpler for preparing and execution backing to be available to students whenever and wherever. area (e.g., travel, food, and lodging). Fourth, these innovations permit mentors to incorporate into preparing a considerable lot of the alluring highlights of a learning climate (e.g., practice, criticism, support). Fifth, as organizations utilize more unexpected representatives (e.g., seasonal workers and advisors) and offer more elective work courses of action (e.g., adaptable plans for getting work done and telecommuting), innovation will permit preparing to be conveyed to any place and whenever. 6th, new advances will make it simpler for preparing and execution backing to be available to students whenever and anyplace. New Technological Advances That Will Influence Training Artificial Intelligence Augmented Reality Gamification Learning Records Store (LRS) Mobile Learning Tin Can API (or Experience API) Virtual Communications Wearables ( bands, smart watches smart eyewear) Wireless Tablet-Based Technology 1.9 SUMMARY Training constitutes an important and critical aspect in developing the Human Resources. Training has many aspects. It enhances skills required for a job, teaches people how to solve problems, and increases knowledge. 21 CU IDOL SELF LEARNING MATERIAL (SLM)
Training is an integral and indispensable part of an employee’s development. The scope of Training depends upon the categories of employees to be trained. Not all Training and Development opportunities carry extortionate time and money costs. With the wide availability of online Training courses, books and free resources, there are always cost and time effective solutions. Specialized training can be designed based on the type of project and specific employee group needs. Training helps in developing the capabilities of both new and old employees, by upgrading their skills and knowledge. Ability to track your employees’ progress to keep on top of your legal duties. Quality of preparing assumes a fundamental part in worker fulfilment and in lean process. Thus, Training acts as a regular process to update the employees with new methods and procedures and make them efficient in handling advanced technology. This is specifically important for Compliance Training, such as Health and Safety Training, which is essential for all employees to take. The biggest future corporate Training trends is a more individualized approach to Training that allows employees more choices in how they approach their own Learning. Training reduces Attrition and enhance Business reputation. It will Support Personal and Professional Development. Learning is a functioning cycle of assignment of information, capacities and abilities, making them one's own, to improve the individual or aggregate control capability of moulding reality in a given setting or situation. Training can assume a critical part in assisting organizations with acquiring an upper hand and effectively manage serious challenges. 1.10KEYWORDS Evaluation of Training is a multi-level, systematic method for gathering information about the effectiveness and impact of training programs. Results of the measurements can be used to improve the offering, determine whether the learning objectives have been achieved, and assess the value of the training to the Company. Computer-based Training (CBT) is any course of discovering that includes the utilization of PCs in both guidance and the executives of the instructing and learning measure. There is no single definition in light of the fact that numerous different 22 CU IDOL SELF LEARNING MATERIAL (SLM)
terms are incorporated under the CBT umbrella, including PC supported guidance, PC oversaw guidance, and PC based instruction. Competency-Based Learning is an instructional methodology that centres around singular abilities or results, known as capabilities (typically characterized in a competency word reference made from a word related examination of the abilities needed for fruitful execution). The methodology is centred around singular students who work on each competency in turn, with the capacity to avoid a learning module in the event that they can exhibit a dominance of the abilities contained inside it. It's applied regularly to abilities-based learning. Experiential Learning is a particular learning measure in which students partake in a movement, audit the action, distinguish helpful information or abilities that were acquired, question what was realized, and move what was figured out how to the work environment. It is otherwise called revelation learning. Informal Learning happens outside an organized program, plan, or class. This sort of learning happens normally through perceptions, experimentation, and talking and working together with others. It is normally unconstrained, and could incorporate training, coaching, stretch tasks, or rotational tasks. It can likewise incorporate understanding books and blog entries, watching on the web video stages like YouTube, tuning in to webcasts, looking through the Web, and recovering other advanced content. 1.11 LEARNING ACTIVITY 1. Conduct a phone or personal interview with a manager. Ask this person to ● Describe the role training plays in their company. ● Discuss how training has changed in the past five years and how they believe it will change in the future. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. Assume that you are the training manager of the company. Elaborate on factors affecting training. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 1.12UNIT END QUESTIONS 23 A. Descriptive Questions Short Questions CU IDOL SELF LEARNING MATERIAL (SLM)
1. Describe the forces affecting the workplace and learning. 2. In what ways can training help companies to deal with the factors affecting workplace? 3. How is education different from training? 4. How has the evolution of technology impacted training and development? 5. Write a short note on scope of training. Long Questions 1. Define training and list down its objectives and functions 2. Explain the challenges faced in training. 3. Describe the forces influencing work and learning. 4. Discuss future trends in training. 5. Explain difference between training, learning and development. B. Multiple Choice Questions 1.How does training anddevelopment offer competitive advantage to acompany? a. Removes deficiencies in performance of an employee. b. Deficiency due to lack of ability. c. Employees aptitude and interest to learn. d. None of these 2. Which of the following is a benefit of employee training? a. Helps individuals to find with Company goals b. Improves morale c. Provides a good condition for growth, co – ordination and learning. d. None of these 3. ___________ is the formal and systematic modification of behaviour throughlearning. a. Training b. Education c. Instruction d. None of these 4. --------------------------plays an important role in impartingtheoretical concepts and develop a sense of reasoning and judgment. a. Development b. Training c. Education d. Teaching 24 CU IDOL SELF LEARNING MATERIAL (SLM)
5.Which one does not belong to the nature of training? a. Application oriented b. Broad perspective c. Specific task d. None of these Answers: 1. a) 2. b) 3. a) 4. c) 5. b) 1.13REFERENCES Textbooks Raymond Noe, Employee Training and Development, McGraw Hill. Noe, Raymond A., and Amitabh DeoKondwani, Employee Training and Development, Tata McGraw Hill. Reference Books Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd. Rolf, P., and UdayPareek, Training for Development, Sage Publications Pvt. Ltd. Websites files.wordpress.com/2018/04/employee-training-and-development.pdf www.shrm.org www.edgepointlearning.com 25 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT - 2STRATEGIC TRAINING STRUCTURE 2.0 Learning Objectives 2.1 Introduction 2.2 Evolution of Training Role 2.3 Strategic Training and Development Process 2.3.1 The Models of Strategic Training 2.4. Summary 2.5 Keywords 2.6 Learning Activity 2.7 Unit End Questions 2.8 References 2.0 LEARNING OBJECTIVES After studying this unit, student will be able to: ● Explain how the company’s strategy determines the amount of training required for current or future job skills. ● Outline the evolution of the training role in the profession and how this will link with business strategy. ● Describe different models of strategic training. ● Explain the importance of the way training is planned and systematically administered as compared to other HR practices. ● Explain how business strategy influences the type and amount of training in acompany. ● Describe the strategic training and development process. 2.1 INTRODUCTION Strategy is concerned with a number of dimensions: The range of a company's activities. The matching of the company's activities to the environment. The matching of the company's activities to available resources. 26 CU IDOL SELF LEARNING MATERIAL (SLM)
Strategy is the direction and scope of an organisation over the long term: ideally, which matches its resources to the changing environment, and in particular its markets, customers or clients so as to meet stakeholder expectations. A number of strategic pressures have contributed to the increasing importance and Strategic role of HRD,and these include: • Accelerated rate of change. • Focus on quality. • Globalization of business. • Increased flexibility and responsiveness of companies. • Increased pressure to demonstrate the contribution of human resources. • New competitive structures. • New technology. Strategic Human Resource Improvement (HRD) can be seen as a proactive, framework wide intercession, with it connected to key arranging and social change. This differences with the conventional perspective on preparing and improvement as comprising of receptive, piecemeal intercessions because of explicit issues. HRD must be vital in the event that it is fused into the in general corporate business procedure. It is in this manner that the HRD work achieves the status it needs to endure and to affect generally business execution and react to huge serious and mechanical pressures. In the present environment, sources of competitive advantage are quickly overcome by competitors and, thus, the only source of competitive advantage is the ability of acompany to learn more quickly than others. This learning does not occur in an abstract form within the Company but in the minds of individuals and groups. For this reason,Drucker talks about the post-capitalist society and emphasizes the fact that value now resides inside the heads of the employees and much less within the capital assets of the Company. Strategic HRD enables: • The Company to respond to challenges and opportunities through the identification and delivery of HRD interventions. • Individuals, supervisors, line managers and top managers to be informed of their roles and participate in HRD delivery. • Management to have operational guidelines which explain the reasons for investment in HRD. • Information to be disseminated which explains the training, education, development and learning opportunities available for employees. 27 CU IDOL SELF LEARNING MATERIAL (SLM)
• A policy statement to explicitly describe the relationship between the objectives of the Company and the HRD function. • A positive public relations awareness for new and potential employees to know that skills deficiencies will be provided for. • The consistent appraisal of learning and improvement openings for its representatives and consequently empowering them to propel their professions and backing Authoritative growth. • Clearly indicated destinations and focuses on that empower the HRD capacity to be thought about in contrast to key requirements. • Policies which relate the HRD capacity to the next working functions. • Training, instruction, advancement and learning freedoms to have an organized role within an efficient process. Strategic Trainingis a form of training, which, according to a business’s strategic planning, values, and goals, provides employees with the necessary tools and information required to effectively accomplish their tasks. Moreover, it also impacts employee performance by leading to an increase in their productivity. Learning as a primary objective means that acompany has ample bandwidth to grasp, assimilate and change.It implies that it can scrutinize and synchronize training methodologies with business outcomes. Training is considered to be a structured process evolved to develop Human Capital. Strategy Impacts Training An apt strategy plan is dependent on the extent of training allotted towards present or future job skills. It could also include customized training processes in alignment with the specific needs of acompany or its employees. The strategy plan also helps to discern the effectiveness of the training session in logically resolving problems. Furthermore, it emphasizes the value of training over other human resource management practices, such as selection and compensation. Strategic plan as a model thus stresses on performance outcomes leading to the fulfilment of business goals. Therefore, the learning experience must be in sync with core business objectives. 28 CU IDOL SELF LEARNING MATERIAL (SLM)
2.2 EVOLUTION OF TRAINING ROLE In the most recent 30 years, the part of the Human Asset designer has changed from preparing people to that of encouraging learning. There has been a move in the manner a representative is seen, from being viewed as an asset tothat of a resourceful person, who requires nurturance, which would prove to be advantageous for the Company and society at large. ’Learning companies’ became a trend in the eighties and nineties wherein the economic advantages of a learning culture were recognized. Staff Training and Development gained prominence with increased budgets, full training rooms with surplus materials aimed at upskilling the workforce necessary for the Company’s success.Learning and Advancement was an enormously beneficial endeavour, offering force to a totally different industry of Publishers, Consultancies, and Preparing companies. Three decades ago, employee training needs were warehoused on a database outlining each role specification within aCompany. Later more complex databases would evaluate the validity and e training materials currency and certificates, thereby providing evidence of its compliance. However, they hardly resembled the intricate Learning Management Systems used today. Training and Development has evolved as a role and function with its primary focus shifting from building technical expertise within a domain and retention mechanism, to, building Leadership capability and engagement of the talent within the Company. Evolution of the Role of Training at a Glance Figure 2.1: Role of training 29 CU IDOL SELF LEARNING MATERIAL (SLM)
In this representation of the role of training, learning refers to the knowledge acquired by individuals, andcompany’s employees, or groups who readily apply this knowledge when working on assignments, making decisions, or completing Company’s tasks. ● Learning: Knowledge acquisition by individuals, employees, or teams who readily apply this knowledge at work, when making decisions, and completing Company’s tasks. ● Knowledge i. Human and Social Knowledge: Knowledge that individuals or a group of employees possess or can do. ii. Structured Knowledge: Company’s rules, processes, tools, and routine. iii. Explicit Knowledge: Knowledge that can be codified, formalized and easily communicated. iv. Tacit Knowledge: Personal knowledge, that is specific to each individual, derived from personal experiences. It is usually difficult to articulate or verbalize this to others. Role of Technology in Evolution In this ever-changing fast-paced world where SMAC (Social, Mobile, Analytics, and Cloud) is disrupting the world and becoming a game-changer for New Technologies in the Business; Companies are also riding this new wave and adapting to digitization. What has been the impact of this new wave on Company and the way employees learn? Digitalization has not only affected the Company structure but also changed the way people function and get work done. From Bring Your Own Device (BYOD), workplace flexibilit y including work from home options to accomplishing tasks through Artificial Intelligence (AI) and Robotics, companies have increasingly become automated from the routine assembly line to white-collar jobs. Artificial Intelligence and Robotics is changing the previous Company patterns be it Employee Engagement and Exit, Recruitment, and Talent Management. This trend in automation has caught on and will impact different jobs across industries. Trends in Learning and Development The learning space is rapidly changing and the increasing demand for micro-learning which consists of structured and personalized bite-sized videos is on the rise. Bite-sized videos are accessible and enable employees learn and retain key information easily. An additional advantage is its huge reach across various locations and people. ● Virtual Reality Gamification has emerged as a leading and inventive system of learning, enabling the direct experience of the practical applications of learning. 30 CU IDOL SELF LEARNING MATERIAL (SLM)
● Just-In-Time (JIT): Virtual Learning is now the fastest and effortless means to connect to billions of employees at different locations simultaneously. A highly effective learning tool, companies readily invest in JIT learning. ● Big-Data and Analytics: Many top companies, have already started leveraging Learning Technologies to design training programs based on data-driven learning strategies, Big data Analysis and measurement of learning outcomes. The abundance of data and information available can also be applied to develop effective training initiatives in the future, predict potential outcomes, and evaluate learning and behavioural patterns of participants. ● Open Online Learning Platforms: A major chunk of the population worldwide browse and rely on search engines like Google. Companies equipped with internal search engines, interactive online learning platforms with opportunities for both formal and informal learning, enable learning and information sharing among employees in addition to connecting and interacting with people in real-time across domains and geographies. ● Skills Development: The year 2016 saw massive growth in technical skills such as IT and Software Development, Data Analytics and Design Thinking and Office Productivity which would continue to grow twofold in future. and Concerning soft skills and leadership, the emphasis has been on Cross-Cultural Communication, Etiquette, Making Impactful Presentations, Leadership Presence, along with Critical Thinking, Design Thinking, Creativity and Innovation. Due to the change in Performance Management Systems, with transparency being a key theme for companies, the need for communicating effective and timely feedback followed by coaching by the immediate manager has become imperative for every business and L and D head. ● Blended Learning: Currently, companies are utilizing a blended methodology of learning, combining both formal and informal learning, supported by video-based training classes, online games, coaching along with other learning tools. The blended learning approach with its varied options from Video, Online content, Web/mobile- based platforms to immersive Technology and all-day Learning festivals would be continued to be provided by L and D professionals. ● With an increase in the demand for niche skillsets within companies and industries, they would have to focus on developing in-house talent. This would require effective collaboration between the L and D and industry leaders to identify the specific needs of the industry with the objective of mapping it to employee’s career aspirations, engage and develop them, to finally drive the talent pipeline to accomplish business goals. While we are familiar with training matrices and anchored it for evaluating course completion rates and test scores, what is important is how predictive models are built using 31 CU IDOL SELF LEARNING MATERIAL (SLM)
Big Data and Analytics, to understand its impact on the learner’s behaviour post the learning activity, percentage of learners who would apply the learning at work, the learning path adopted by them, and subsequent business goals they would choose. 2.3 STRATEGIC TRAINING AND DEVELOPMENT PROCESS Figure 2.2: Strategic Training and Development Process Business Strategy Here, the focus is on the mission, values, and goals. From the perspective of Training and Development (T and D), this information is critical in designing initiatives that align with the mission and values and also support the actions required to accomplish Company goals. Identification of Strategic Training and Development Initiatives Strategic simply implies the specific actions that you will use to do something more effectively and efficiently. T and D initiatives will differ from Company to Company. However, common initiatives consist in improving Customer Service, Expertise and Retention, and diversification in Knowledge Management. Depending on the scope and specialty of the Company, the criteria within all identified initiatives will vary. For example, Engineering firms will have different T and D activities as compared to law firms. Identification of Training and Development Actions Actions carry out initiatives. Strategic actions are developed to carry out specific initiatives for bringing about desired outcomes. The activities will comprise Monitoring and Distribution of Training, Planning and Implementation. These are tailored to fit the specific initiative. For example, if Knowledge Management System needs to be developed, it will 32 CU IDOL SELF LEARNING MATERIAL (SLM)
require specific actions to support it along with the inclusion of main and sub-elements in the core phases of Planning, Monitoring and Implementing. Monitoring Metrics Key Performance Indicators allow management with the chance to review the effectiveness or the lack thereof for each initiative and related action. Metrics help in monitoring more than just financial performance. Metrics can track and quantify performance in Learning, Quality and Application. The metrics should be in alignment with each specific initiative, action, and timeframe. This can be illustrated with an example concerning Knowledge Management initiative, wherein evaluating metrics relating to specific actions of the initiative would enable the management in assessing performance, identify the impact of activities on achieving set outcomes. Metrics will allow the management to identify interventions to adjust performance or whether the actions are on track. There are numerous ways data can be used to help improve decisions related to specific initiatives. The key is to create the right kind of data, know how to track it, know how to review the data, and do something fruitful with it. Essentially, the Strategic Training and Development process is similar to the Strategic Planning process. It includes Need Identification, evaluating alternatives and initiatives, Establishment of action steps and Key Performance Indicators, Addressing the right audience, Monitoring, Implementation, and Re-evaluation. However, its scope lies within the context of training and development needs. It is desirable to scrutinize minute details of the talent wing or Company's needs. This process leads to logically viewing the core success categories, and actions are tailored according to specific needs. 2.3.1 Models of Strategic Training ● Faculty Model: comprises Technology and Computer Systems, Safety and Quality Training, Sales Training, Leadership Development and so on. ● Customer Model: comprises Marketing, Information Systems, Production and Operations, Finance, and so on. ● Matrix Model: Apart from the Faculty Model Training Speciality areas, it also comprises Production and Operations and Marketing. ● Corporate University Model: comprises programs for newly hired employees and Leadership Development. ● Virtual Model: operates according to three principles: i. Learning is the primary responsibility of employees. ii. Effective on-the-job learning iii. Existence of a decent chief representative relationship is critical 33 CU IDOL SELF LEARNING MATERIAL (SLM)
2.4 SUMMARY ● The difference between normal preparing and key preparing depends on the presence of the accompanying variables: focus, tasks, available information, productivity, job fulfilment, and development. ● Training can help acompany establish a competitive edge when it enables the company to achieve its business goals and objectives. ● This chapter focused on how the role of training, changes in work roles, company factors influence the type and amount of training including managing the training functions. ● The strategic training and development process illustrated how various Strategies (internal and external growth, concentration, and disinvestment) impact business goals, giving rise to different training needs. ● The chapter included a discussion of different models of the training function. ● As training plays a greater role in the accomplishment of business strategies and goals, the business-embedded and corporate university models will become more prevalent. ● Strategy is concerned with a number of dimensions. ● A number of strategic pressures have contributed to the increasing importance and Strategic role of HRD. ● An apt strategy plan is dependent on the extent of training allotted towards present or future job skills. ● Training and development have evolved as a role and function with its primary focus shifting from building technical expertise within a domain and retention mechanism, to, building Leadership capability and engagement of the talent within the Company. ● Faculty Model: Comprises technology and computer systems, safety and quality training, sales training, leadership development and so on. ● Customer Model: Contains showcasing, data frameworks, creation and activities, money, thus on. ● Matrix Model: Aside from the workforce model preparing claim to fame territories, it likewise involves creation and tasks and marketing. ● Corporate University Model: Comprises programs for newly hired employees and leadership development. 34 CU IDOL SELF LEARNING MATERIAL (SLM)
2.5KEYWORDS Performance Support provides barely enough data to finish an undertaking when and where an entertainer needs it. The help is installed inside the regular work process and is coordinated for use inside a particular setting, for example, the area or job that requires completion. Project Management is the arranging, putting together, coordinating, and controlling of assets for a limited timeframe to finish explicit objectives and objectives. Model is a portrayal of a thought, article, measure, or phenomenon. Metric is a number that is produced by a normalized system and strategy for count; an estimation could result from an alternate computation or estimating procedure each time. Simulation is a wide classification of encounters, including games for amusement and vivid learning reproductions for formal learning programs. Re-enactments use recreation components to show and current circumstances; depicting activities and exhibiting what the activities mean for significant frameworks, and how those frameworks produce input and results. 2.6 LEARNING ACTIVITY 1. Take any MNC company and identify the company’s mission, values and goals. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2. Find a company’s annual report by using the World Wide Web or visiting a library. Using the annual report, do the following: i. Find any data given in the report in regard to the organization's preparation practices and how they identify with the objectives and procedures. Be set up to give a concise introduction of your examination to the class. ………………………………………………………………………………………………… …………………………………………………………………………………………………. 2.7UNIT END QUESTIONS A. Descriptive Questions 35 Short Questions 1. Write a short note on the strategic training model. 2. Explain blended learning. 3. Explain monitoring matrix. 4. Describe the evolution of the role of training. CU IDOL SELF LEARNING MATERIAL (SLM)
5. How do raining and development professionals work on strategic training process? Long Questions 1. Explain the trends in learning and development. 2. Discuss the outcomes as a result of enabling strategic HRD. 3. Describe the strategic training and development process. 4. Describe strategy and its application in context to training and development. 5. How does strategyplay an overarching role in HRD? Explain. B. Multiple Choice Questions 1. Which among the following is a step in the training process? a. Use of evaluation models b. Obstacles in the system c. KSA deficiency d. Provide proper feedback 2. Match the given training techniques with the correct description. 1. Ice Breakers -----A. Games to check the flexibility to set up 2. Mirroring ----- B. One role vies alternately by 2 participants 3. Tag groups ----- C. journey sports for groups 4. Outward certain coaching ----- D. coaching with an external perspective 5. Strategic Planners ----- E. Games to get team members to know each other a. 1-E, 2-D, 3-B, 4-C, 5-A b. 1-D, 2-A, 3-C, 4-E, 5-B c. 1-C, 2-D, 3-B, 4-A, 5-E d. 1-A,2-D, 3-E, 4-C,5-B 3. SMAC means: a. Smart, Medium, Action, Communication b. Structured, Mobile, Accurate and Correct c. Social, Media, Analytics, and Cloud d. Structure, Monitor, Assign, and Compute 4. Evaluation helps determine the extent to which _____________ have/has been achieved. a. Efficiency b. Profit c. Training objectives d. Employee satisfaction 36 CU IDOL SELF LEARNING MATERIAL (SLM)
5. Evaluation gives insights for: a. Adjusting b. Revising goals c. Reviewing d. All of these Answers: 1. (a) 2. (a) 3. (c) 4. (c) 5. (d) 2.8 REFERENCES Textbooks Raymond Noe. Employee Training and Development, McGraw Hill. Noe, Raymond A., and Amitabh Deo Kondwani, Employee Training and Development, Tata McGraw Hill. Reference Material Blanchard, P. Nick, James W. Thacker and V. Anand Ram, Effective Training: Systems, Strategies, and Practices, Dorling Kindersley (India) Pvt. Ltd. Daniel M. Wentland, 2007, Strategic Training Putting Employees First, HRD Press. Robyn A. Berkley, David M. Kaplan, 2019, Strategic Training and Development, SAGE Publications. Websites https://www.businessmanagementideas.com/ https://www.matrixmanagementinstitute.com/ https://www.thehrdirector.com/ https://viralsolutions.net/ 37 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT - 3: DEVELOPMENT STRUCTURE 3.0 Learning Objectives 3.1 Introduction 3.2 Importance of Development 3.3 Management Development 3.3.1 Definition 3.3.2 Purpose 3.3.3 Objectives 3.4 Management Development Program 3.4.1 Stages in Development Programs 3.4.2 Components of Development Program 3.5 Employee Development Program 3.5.1 Concept and Importance 3.5.2 Employee Development Areas 3.6 Difference Between Employee Development &Management Development 3.7 Factors Inhibiting Development 3.8 Summary 3.9 Keywords 3.10 Learning Activity 3.11 Unit End Questions 3.12 References 3.0 LEARNING OBJECTIVES After studying this unit, student will be able to: ● Relate how assessment of personality type, work behaviours, and job performance can be used for employee development. ● Explain the characteristics of development. ● Explain the how professional adventures can be utilized for expertise development. ● Explain how to prepare supervisors to mentor employees. 38 CU IDOL SELF LEARNING MATERIAL (SLM)
● Describe the means in the advancement arranging process. ● Explain the worker's and friends' duties in the improvement arranging process. 3.1 INTRODUCTION Development refers to an employee’s growth in all aspects. It is the process by which managers or executives acquire skills and competency in their present jobs and capabilities for future tasks. Development is means to impart advanced knowledge and competencies to employees. Development is a continuous process that helps build competencies of employees and thus facilitates their all-rounded growth. This term when generally used in context of managers or executives and is mentioned as ‘Management Development’ or ‘Executive Development’. While Development is overall improvement – technical as well as problem solving skills in employees and makes them fully capable of handling more work-related responsibilities, Training goes in depth for refining specific skills and operations. Human asset advancement alludes to the incorporated utilization of preparing and improvement, organization advancement, and profession advancement to improve individual, gathering, and viability of the organization. Human asset advancement experts may be associated with work and undertaking examination, instructional frameworks plan, hands on preparing, and individual execution improvement. Organizational improvement experts may zero in preparing just as group building, strife evasion, worker advancement, and change the board. Ability the board experts may zero in on recognizing the top ability in the organization and guaranteeing that they get the preparation and improvement expected to advance them or set them up for new positions. Learning experts may zero in on conventional preparing and advancement exercises just as guaranteeing that casual learning and information sharing happens through utilization of interpersonal interaction devices. As you can see from these portrayals, preparing and advancement exercises can be the obligation of human asset the board, human asset improvement, and Authoritative advancement experts or departments. Keep as a top priority that paying little mind to what individual, office, or capacity is capable, for preparing and advancement to succeed, workers, supervisors, preparing experts, and top administrators all need to take possession for them. All through this book, the fact is made that despite the fact that preparation might be a proper obligation of somebody's work, representatives at all levels of the organization assume a part in the achievement of preparing. Likewise, paying little mind to what capacity or office is answerable for preparing and improvement, it should be lined up with the business procedure and should uphold business needs. Experts who are liable for preparing and improvement may have particular subject 39 CU IDOL SELF LEARNING MATERIAL (SLM)
matters, for example, change the executives for Authoritative advancement subject matter experts, however they may likewise have preparing and improvement obligations. To perform work environment learning and execution jobs effectively, experts should comprehend the business and should dominate the capabilities and regions of expertise. As companies grow and/or recognize the important role of training for business success, they form an entire training or learning function. The training function may include instructional designers, instructors, technical training, and experts in instructional technology. 3.2 IMPORTANCE OF DEVELOPMENT Addressing Weakness To arrive at a good skill match for any position, addressing areas of weakness is important step. Once training can upgrade the employee skill set, confidence in one’s abilities can make an employee meet and exceed expectations.Improving Performance Once equipped with the required skills and having converted an area of weakness into strength, employee can execute tasks with better ideas and complete understanding. Fostering Growth The main purpose of any Company is to achieve its business goals and keep growing. A very important prerequisite for this growth is productivity and focus of the workforce. In this context Employee Training serves as an important tool for the learning and growth of the workforce. Enhancing Satisfaction Employee satisfaction is a direct result of the enhanced confidence gained by the skill mismatch getting addresses. Equipped with new skills, employees perform their tasks with ease and also improvise with new strategies. Reducing Attrition Initially, Training requires considerable investment in terms of money and time. Once complete, training gives high returns in terms of reduced employee attrition and enhanced quality of work. Both of which translate into development and growth of the Company. Additional Benefits ● Increase in productivity, employee satisfaction, confidence, motivation and morale. reduction in employee attrition as a result. ● Creating a team of skilled professional who have boosted morale. 40 CU IDOL SELF LEARNING MATERIAL (SLM)
● Enhanced quality of work that directly increases level of service and in turn customer satisfaction. ● Exposure to latest technology that can aid employees in executing their tasks with new and improved ideas. Thus, making the business goals very reachable. ● Implementation of new and varied ideas that provide new means for completing existing tasks in a company. ● Gains in processes by means of increased productivity, standardization and flexibility. 3.3 MANAGEMENT DEVELOPMENT Management development forms part of learning and development efforts. And is a key area for creating human development. In a human society exploration, discovery and acquisition of knowledge lead to continuous growth. When we discuss management development as a field of training, we are likely to bypass the overall process of developing the entire workforce.This development refers to educating the workforce both in theoretical and managerial skills that too in an organized manner. Experts in companybehaviour sometimes are way too conscious of the need for management development, leading to overlooking the fact that on its own any business activity is a process that leads to development of the society. Leadership development is an important area which needs mobilization of organizationalresources. While it might not always be possible to deploy resources immediately,however,companiescan try to apportion these resources over a span of time. The importance of deploying resources in such a way stems from the necessity to train large segments of the industrial workforce in performing their basic tasks effectively. In a country like India, where almost one third of the population is illiterate and have earnings below poverty line, achieving desired levels of development can be even more difficult. 3.3.1 Definition of Management Development \"Management development is a business-driven cycle. The business figures out what sort of administrators it needs to achieve its essential objectives just as how to get and grow such directors. In spite of the fact that there is pressure of self-advancement, the business should show the bearings towards which self-improvement ought to happen\" (Armstrong) According to Molander, \"The executives advancement is a cognizant and deliberate cycle to control the improvement of administrative assets in the organization for the accomplishment of objectives and strategies.\" 41 CU IDOL SELF LEARNING MATERIAL (SLM)
Figure 3.1 Management Development 3.3.2 Purpose of Management Development The purpose of management development is to: ● Enable superlative managerial performance throughout employee career. ● Create an environment for continuous improvement in existing performance levels of managers at all levels of hierarchy. ● Encourage managers to expand their capacity and take on more responsibility. ● Make requisite pool of managers available in the company to meet both present and future needs. ● Replace incumbent and elderly executives with qualifies and competent professionals. Provide ample career opportunities to executive in order for them to fulfil career goals. ● Ensure optimal utilization of managerial resources. 3.3.3 Objective of Management Development Every business looks for the following key parameters for growth: productivity, quality improvement, industrial safety, reduced attrition, quick learning time and ability to maintain an effective management team. Thus, the main objectives of any training and development program in a company are mostly the following: ● Provide job-related training to the workforce. 42 CU IDOL SELF LEARNING MATERIAL (SLM)
● Provide skill and knowledge in a systematic manner. ● Enhance productivity both at an employee and organizational level. ● Maintain high standards for safety. ● Improve equipment handling practices ● Develop employees for better opportunities. 3.4 MANAGEMENT DEVELOPMENT PROGRAM 3.4.1 Stages in Development Program ● Identifying Development Program: Following is a guideline that a company can use at this stage: i. Critically examine the Company’s present, as well as future developmental needs. ii. Decide on the manager/executive profiles that are needed. This can be accomplished by examining the organizational structure in light of future plans.in specific for functions, departments and executive positions. iii. Prepare sets of responsibilities and particulars for all administrative positions. Think about the current in-house ability pool and potential ability who can meet the projected authoritative requirements. This correlation will likewise assist top administration with moulding a strategy on inward advancements and outside recruiting of executives. Appraisal of Current Pool of Management Talent Along with this the management should assess for potential through either a formal process or an all-round review where participation is sought from even peers and subordinates and HR personnel. These appraisal exercises - existing and potential help in designing relevant development programs. Indicators like skill requirement at various stages. ● Defining Parameters: Parameters for development should be enrolled in the light of the formative requirements. For a director, these boundaries ought to be characterized regarding different abilities needed at various phases of the career. ● Inventory of Executives Manpower: A personnel inventory needs to be created by creating record for specific details like education, age,health records,appraisal reports and psychological test results. This is very helpful in mapping development programs based on executive's strong and weak areas with respect to the future needs of the company. ● Developing Executive Development Program: This program should be made accordingly to address the areas of weakness for the executive talent pool. Individual specific parameters like physique, age, and so forth should also be considered. 43 CU IDOL SELF LEARNING MATERIAL (SLM)
● Conducting Development Programs:Company should appropriately roll out programs like soft skills, teambuilding, problemsolving, leadership development and so on. ● Program Evaluation: Given that the management program is investment intensive in terms of time, money and energy, top management will want tocalculate the impact of the program. For doing this,pre- and post-program survey may assist in measuring program effectiveness and in deciding whether to continue the program. 3.4.2 Components of Development Program The essential components of management development program are elaborated as below: ● Looking at the companies’ objectives this is the initial step in rolling out the development of executive program. The list of defined objectives will show “where we are going” and will help develop a framework from which the executive’s requirements can be determined. ● Ascertaining development needs planning and forecast of its needs is ascertained by the company both for growth in the present and the future. This exercise is based on the following comprehensive parameters: job analysis, specification and description in reference to the kind of managerial responsibilities. And the skills along with the personal traits required for such work. In case of talent shortage, companies hire from the market and train appropriately. ● Appraisal of present management talent during appraisal of the existing managerial pool, the performance as well as the personality is analysed for the best job match ● Preparation of the board labour stock is done to get total data about each administrative chief as far as his/her biodata including instructive capabilities, aftereffects of tests execution evaluation. This data can likewise be kept up on substitution tables or diagrams so that any point in time the accessibility of potential ability pool can be alluded to while preparing for higher positions. ● This data can end up being useful in recognizing expertise holes and ability necessities across the organization. IDPs or Individual Advancement Customized are made to address singular improvement needs for fluctuated characters. Execution examination reports can help configuration customized programs. ● Planning of individual improvement program is embraced to address the issues of various people, remembering the distinctions in their mentality, conduct, physical, scholarly enthusiastic qualities. ● The regions of qualities and shortcoming of an individual can be enrolled from his/her exhibition evaluation reports. In view of these, A customized program is outlined and dispatched. Such projects focus on the interests and objectives of the subordinates just as the preparation and advancement openings which exist inside a company. 44 CU IDOL SELF LEARNING MATERIAL (SLM)
● Establishment of preparing and improvement program is finished by the staff division. This office makes a thorough and effectively thought-out program, containing brief and centred courses, regularly called as crash programs. ● Such courses can be in the field of movement study, human relations, memory preparing, imaginative reasoning, dynamic, authority courses, and courses in expert or Scholarly foundations. The sort obviously relies upon the authoritative requirements, time and cost involved. ● Evaluating Improvement Program:This is the methodical assortment and appraisal of data to choose how best to use accessible Preparing assets to accomplish Hierarchical objectives. Evaluation of preparing programs, has been characterized by Hamblin as \"any endeavour to get data (input) on the impacts of a preparation program and to evaluate the benefit of preparing in the light of that information.\" 3.5 EMPLOYEE DEVELOPMENT PROGRAM 3.5.1 Concept and Importance At a very high-level, employee development is a process of working with employees to improve, enhance, refine and hone existing skills, and to also develop newer ones, in support of the company’s mission and goals. Even employee development requires interest as far as time, exertion and financing by the organization, these speculations will pay off significantly over the long run. For occurrence, some of the time both relinquishing a worker with restricted abilities or improving those abilities at standard with the organization's benchmarks, will cost cash. Nonetheless, if those improvement endeavours bring about worker maintenance over long haul, it would be a mutually beneficial arrangement for everybody concerned – on account of a thoroughly examined representative advancement strategy. Importance of Employee Development Program ● Employee development can help reduce attrition to a great extent and can foster a very health working environment where employee learning is given prime importance ● Continuous up skilling equips employees to handle any unforeseen work situations successfully and that are able to identify new business opportunities in this fluid business environment ● As potential employers, andcompany can attract top talent by creating awareness about its great employee development efforts. 45 CU IDOL SELF LEARNING MATERIAL (SLM)
● Programs for leadership development help create an in-house pool of leaders who understand the company and can direct the teams towards a much better business growth. ● A well-roundedemployee engagement programme creates a very motivating work environment and ensures that they have the requisite skills to perform any niche work requirements. ● Company becomes more flexible to expand, innovate and compete morerobustly within its niche segment to be a true market leader in one's niche, it is important for companies to be nimble, flexible and accommodative to the needs of their customers and partners. creating a well-balanced workforce with skills to innovate and compete for new business opportunities. This is a major benefit of a robust employee development plan. Such a program not only develops existing skills but can be used to deliver long term competitiveness by instilling new skills that might be needed in the future. 3.5.2 Employee Development Area Time Management: Working for a little yet thriving business can be overpowering in the event that one is working with a restricted spending plan and staff. In such a situation, representatives might be shuffling a few jobs and obligations, and that takes some genuine time management. Fortunately, there are some effectively implementable techniques to assist workers with improving position explicit time the board abilities and thusly increment productivity. Here are 5 hints to get started: 1. Build a practical day by day plan for employees 2. Teach them prioritization 3. Let colleagues realize it's alright to say \"no\" whenever overpowered with tasks 4. Set deadlines 5. Plan time ahead of time to assist representatives with loosening up the business day And in particular one ought not be excessively awkward when working with workers on Time The executives skills. Customer Service: It is protected to say that providing the most ideal client service experience is a first concern for each business. Shoppers spend their well- deserved cash on organizations, all things considered, - from a billion-dollar enterprise to a little mother and pop shop, and properly they expect great client 46 CU IDOL SELF LEARNING MATERIAL (SLM)
assistance. Clients give careful consideration each time they connect with the organization. Clients test an organization's client care strategy through addressing via online media, conversing with its workers, offering back an item, or testing an assistance. Representatives should be instructed how to react quickly and to be locked in with the client. Associations should show workers the abilities needed to collaborate with both upbeat and miserable clients successfully. ● Performance Objectives:Your team's business structure determines the key performance Objectives that you must follow to gauge the performance. The Performance Objectives that every employee must look to achieve include: 1. Quality 2. Speed 3. Dependability 4. Flexibility Companies must discuss these objectives during every employee’s on boarding process. Teamwork:You are right if you say that if employees fail to effectively work as a team, then it hampers the work performance. Thus, companies should encourage every staff member to share his/her ideas while working on a project. and while working together, it is advantageous to regard the other's assessment. Two viewpoints that make a feeling of unity in the workplace and make the climate gainful are Correspondence and Teamwork. Interpersonal Communication: This is the means by which individuals trade contemplations and thoughts. To quantify relational abilities, acutely notice the words utilized in discussions, the manner of speaking, outward appearances, and non-verbal communication. At the point when workers have powerful relational correspondence, Business exercises will go smoother, and cooperation will be esteemed. Instances of good relational abilities incorporate undivided attention, inspiration, and being patient. ● Writing: Today, whether your job involves writing emails, or creating newsletters, or responding to customer service queries, or sending internal communications, or posting on social media. All these profiles require excellent writing skills. But a commonly asked question is: Whether employees possess the required tools and writing skills that's need to communicate efficiently with internal audience and external customers? We can build-on these skills by following a few steps. These include: One - Training and counselling employees. 47 CU IDOL SELF LEARNING MATERIAL (SLM)
Two - Working with a paid business expert to conduct training sessions, both, one- on-one and group sessions, for internal employees. And Three - Compensate employees for completing an online class or a college course from the community. It is worthwhile trying to incorporate a writing exercise while identifying employees with a potential for professional development skills. ● Listening: This is difficult that we think it is, but a critical aspect of development and growth of an employee in a small business. Every company has 3 kinds of listeners. These include: 1. Over-Listener: Such individuals attempt to execute the task before understanding the details. Advice such employees to first listen, understand and then take an action. 2. Under-Listener: These are determined employees, who dislike advice or instructions even if a mountain falls on their head. 3. Active-Listener: These are efficient employees who engage in taking feedback, asking relevant questions and refraining from giving advice at the right time. Active Listeners enable identifying and acting when they see a valuable input. ● Goal Setting:It is a known fact that people who scale the tallest ladder, set goals. If you set SMART goals in the right way, you can motivate teams to work towards the Company’s vision. Also, when you take steps towards your goal, employees can attain greater focus to learn, efficiently manage time and most importantly, effectively utilize resources to achieve the set goals. Experts suggest working with employees to set both, long-term and short-term goals. Also, practice active listening to ensure that goals are achieved, and employees are rewarded when it happens. ● Focus and Engagement:The different ways to boost employee engagement include: One - Practice an open-door policy Two - Reward and celebrate triumphs Three - Adopt a flexible working environment Four - Check-in regularly and incentivize success Five - Listen and communicate 3.6 DIFFERENCE BETWEEN EMPLOYEE DEVELOPMENT AND MANAGEMENT DEVELOPMENT Employee Development ● Employee development programs are ways to improve an employee’s broader skills as a person over an extended period of time and in a holistic manner. Learning and 48 CU IDOL SELF LEARNING MATERIAL (SLM)
development opportunities help boost employee engagement and productivity. Often, these programs are administered or managed by the human resources department. ● Employee advancement then again, is \"instruction measure which is worried about the general development of the representative.\" Improvement is broader than preparing. It is coordinated to the worker and pointed toward getting ready representatives for future difficulties and opportunities. Employee development serves two objectives. Brings an improvement in organizationalperformance. Develops the skills, knowledge and attitudes of employee. Management Development Management advancement is a cognizant and deliberate cycle to control the improvement of administrative assets in the organization for the accomplishment of objectives and strategies. The principle point of this instruction is to upgrade capacity of the administrative pool. In this unique situation, the board advancement comprises of all devices and means by which the executives figure out how to improve their conduct and performance. The objective of the board advancement measure is to improve hierarchical adequacy by upgrading the capability of supervisors to meet future goals. 3.7 FACTORS AFFECTING DEVELOPMENT The following factors must be seriously considered to make training and development programmes successful: ● Organizational Change is one factor that impacts and is in turn also impacted by training and development. The basic purpose of training is to anticipate change and to respond proactively to it. Change refers to transformations in companies as various levels - and individuals, groups, and the entire company. The most noticeable hierarchical changes influencing preparing and improvement include: 1. Changes in authoritative design brought about by consolidations, acquisitions, fast development, scaling back, rethinking, thus on. 49 CU IDOL SELF LEARNING MATERIAL (SLM)
2. Changes in innovation and the requirement for all the more profoundly talented employees. 3. Changes in the Instructive degree of employees. 4. Changes in HR, making an assorted labour force comprising of numerous groups. 5. Competitive pressing factors requiring adaptable (without a moment to spare and exactly what-is required) instructional classes. 6. Increased accentuation on learning companies. ● Change in Degree of Top Administration Involvement: This has high effect as dynamic investment of top administration offers a genuinely necessary help framework for preparing and advancement endeavours. Top administration activities should set a model for the whole organization to receive and partake in upskilling. ● Top management actions should set an example for the entire company to adopt and participate in upskilling. ● Advances in Technology: This creates both a need and tools for training and development. The introduction of newer technologies makes it necessary to up skill the development. Atraining tool, internet and virtual reality etc make delivery of training much more effective and broader. ● Changes in Structure and Composition of Company: Events like mergers, rapid growth downsizing etc can introduce complexity and change in the organisational structure. This might also impact the constitution and educational levels of the personnel needed. Complexity of tasks can make skill upgradation a continuous requirement. ● Increased focus on Training:Company can increase focus and make training a priority. 3.8 SUMMARY ● This chapter emphasized on several Development methods: formal education, assessment, job experiences, and interpersonal relationships. ● An effective Development strategy involves individualization, learner control, and support. ● Most organizations utilize at least one of these ways to deal with create employees ● Formal training includes enlisting workers in courses or workshops offered by the Organization or Instructive institutions. ● Assessment includes estimating the representatives' presentation, conduct, abilities, as well as character characteristics. ● Job encounters incorporate occupation extension, turning to a new position, advancements, descending moves, transitory tasks, and moves. A more experienced 50 CU IDOL SELF LEARNING MATERIAL (SLM)
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