HRD & Od

Human Resource Development & OD
(HRD & OD)

MK ZAMAN, MCIHRD
HRM & OD PROFESSIONAL
Good Day & Welcome !
MK ZAMAN, HRM & OD PROFESSIONAL
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Profile of the Facilitator

BBA, MBA (Dhaka University)
PGDHRM, LL.B, CIMIS
12 Years of Human Resources Management
Served in Multinational companies (MNCs) and

manufacturing sector
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Course Lesson Plan

Lecture
Understanding Training & Analysis of Training Needs
01
Lecture
Training Design & Learning
02
Lecture
Training Process & Training methods, techniques and aids
03
Lecture
Implementation of Training
04
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Lecture
Management Development &

Validation and Evaluation of Training
05
Lecture
Mid-term Exam
06
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Lecture # 01 : Understanding Training &

Analysis of Training Needs
Points to be discussed :
1. Training;
2. Training & Development;
3. Training & HRD;
4. Objectives of Training;
5. How training benefits the organization;
6. Problems of training;
7. Future trends in training;
8. Organizational Analysis
9. Training Needs Assessment Process (TNA)
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Training
Training refers to the methods used to give new or present employees
the skills they need to perform their jobs.
A planned process to modify attitude, knowledge, or skill behavior
through learning experience to achieve effective performance in an
activity or range of activities. Its purpose, in the work situation, is to
develop the abilities of the individual and to satisfy the current and
future manpower needs of the organization.
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Training & Development

Training
Development
Training focuses on technical, mechanical

oriented operations
Development focuses on theoretical skill

and conceptual ideas
Training focuses on current jobs
Development prepares for future jobs
Training may result in enhancement of a

particular job skill
Development may result in personal

growth and development of overall
personality
Evaluation for training is considered to be

essential
No evaluation for development is possible
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Training & HRD

Training is a sub-system of human resource development
The administration of the training is vested with HR function
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Objectives of Training
1. To train the employees in the companies culture and ethos;
2. To prepare the employees both newly recruited and already employed to meet the
present as well as the future requirement of the job and the organization;
3. To prevent obsolescence;
4. To prepare employees for higher level responsibilities;
5. To facilitate succession planning;
6. To reduce supervision wastage and accidents;
7. To ensure economical output with high quality;
8. To develop inter-personal relations;

9. To foster individual and group morale with positive attitude and cordial relations.
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How training benefits the organization

Leads to improve profitability;
Improve the job knowledge and skills at all levels of the organization;
Improve the morale of the workforce;

Helps people identify with organizational goals;
Helps create a better corporate image;
Improves relationship between boss and subordinate;
Aids in organizational development;
Aids in understanding and carrying out organizational policies;
Organization gets more effective decision-making and problem-solving skills;
Aids in increasing productivity and /or quality of work;
Creates an appropriate climate for growth, communication;
Develops a sense of responsibility to the organization for being competent and knowledgeable.
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Problems of training
1. Training is not a panacea for all organizational ills;
2. Mismatch between objectives and needs may make the training programme useless;
3. Sometimes training is conducted on whats nice to know.
4. Trainers competencies are not properly assessed while mounting a training
programme.
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Future trends in training

1. Change in orientation from academic to work place led programmes and qualification;
2. Parity for academic and vocational qualifications;

3. Transfer of credit for training undergone;
4. Assessment based on targets and outcomes;
5. Usage of more technology in delivering training programmes;

6. More skill based programmes than knowledge based programmes.
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Training Need Analysis

Organization Analysis
Task Analysis
Person Analysis
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Training Need Assessment Process (Cont..)

Step One : Identify Problem Needs
Determine organizational context;
Gap analysis is performed;
Objectives are set.
Step Two : Determine design of Needs Analysis
Method selection criteria is established;
Advantages and disadvantages of the methods are assessed
Step Three : Collect Data
Interviews are conducted;
Questionnaires and surveys are administered
Documents are reviewed

People at work are observed to find out how the work is being done.
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Training Need Assessment Process

Step Four : Analyse Data :
Qualitative analysis and
Quantitative analysis is conducted
Solutions/recommendations are determined.
Step Five : Provide Feedback :
Report is prepared;
Presentation is made to the management;
What training is needed is decided
Step Six : Develop Action Plan :
Changing the job itself;

Training Needs.
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Lecture # 02 : Training Design & Learning

1. Important Considerations while designing a training programme

2. Constraints in the Design
3. Budgeting for Training
4. Focus on Training Design
5. Focus on Training Transfer
6. Definition of Learning
7. Principles of Learning
8. Components of Learning Process
9. Kolbs Learning Cycle
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Important Considerations while

designing a training programme
Cover all contents of training programme;
Motivating participants;
Combination of training methods
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Constraints in the Design

Organizational / Environmental Constraints and
Trainee Population
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Budgeting for Training

Types of costs involved in Training Programmes :
Development costs
Direct Costs
Indirect Cost
Overhead Cost
Participant Compensation
Evaluation Cost
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Focus on Training Design

A. Social Learning Theory :
1. Attention / Expectancy
Eliminating distractions (make training place comfortable)
Attracting attention
2. Retention
Activation of memory
Symbolic Coding
Cognitive organization (Information)

Symbolic rehearsal and answers for retrieval
B. Strategic Knowledge
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Focus on Training Transfer

how much of what is learnt in a training programme is transferred to
the actual job situation.
Positive Transfer
Zero Transfer
Negative Transfer
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Definition of Learning
Learning is a relatively permanent change in behavior that occurs as
a result of a prior experience.
A relatively permanent change in knowledge or skill produced by
experience.
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Principles of Learning
Every human being is capable of learning;
Learning is an active and dynamic process;
In the experimental mode people learn more;
When the learning process becomes complex, the rate of learning

comes down;
Attention and concentration are sine qua non for learning;
Likes, dislikes, biases and prejudices retard learning;

Individuals learn better when they learn at their own pace.
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Components of Learning Process
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Kolbs Learning Cycle
Do
Exper
iment
Reflect
Concep
tualize
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Lecture # 03 : Training Process & Training

methods, techniques and aids
1. Designing the Training Program;

2. Elements of Program Design & Stages in Designing a Structure;
3. Key factors in Designing and Development of a Program;
4. Training Implementation;
5. Training Policy;
6. Types of Training;
7. Training Method;
8. Selecting the Best Method
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Training Process
Training process contains four stages :
Pre-Planning;
Planning;
Implementation;
Evaluation
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Designing the Training Program

Tutor/Manager
facilitator
The Learner
Subject
Methods
1. Objectives
2. Contents
Learning
Environment
Resources /
Policies,
Priorities etc.
Learning
Characteristics
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Elements of Program Design & Stages in

Designing a Structure
Elements of Training Program Design :
1. Program Title;
2. Programme Objectives;
3. Contents of the programme;
4. Duration of the programme;
5. Topics of each session with session objectives;
6. Duration of each session;
7. Name of the lead faculty for each session;
8. Name of the guest speakers;
9. Date, time and duration of inaugural session;
10. Date, time and duration of the valedictory session;

11. Name of the chief guest for leading the inaugural and valedictory session;
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12. Date, time, duration, place and things to be carried by the participants for the field
visit/ study visit;
13. Methods of training to be adopted during the programme;
14. Training materials/ audiovisual aids if any, required for the training program.
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Stages in Designing a Structure

Review the training objectives
Determine appropriate learning activities
Assess training times
Construct the timetable
Brief the trainers
Organize the preparation of material and equipement
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Key factors in Designing and Development of a Program

The program design should contain and cover all the program contents effectively;
The program design should facilitate adult learning;

The course design should be invigorating, interesting, and motivating so that the learners
interest is kept high all through the program;
The program design should facilitate use of different training methods including
experimental methods;
The training design should scale from simple concepts to complex matters so as to avoid
the psychological fear of the trainees and their loosing interest consequently;
The course design should be logical and sequential;
The course contents should be divided into modules so that it facilitates step-by-step
learning of trainees;
The training design should provide for including concepts, practical, assignments, field
visits, experimental learning etc.
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Training Implementation
Administrative arrangement stage
Carrying out the training stage
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Training Policy
The training policy is the link between the training function and the
Human Resource Planning.
Training Policy should be :
i) Precise and accurate;
ii) Proactive;
iii) facilitate selling of training to non-believers
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Types of Training
On-the-Job
training
1. No special
facilities
needed
Off-theJob
1. More time
available
2. No
additional staff
needed
2. Relaxed
atmosphere,
more
conducive to
learning
3. Real life
situation, not
simulated
3. Easier to
obtain full
attention of
trainees
4. No off-thejob cost
involved
4. Improve
morale and
motivation for
selfdevelopment
5. Learning
can be
controlled
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Training Method
Combination of different methods of training contributes to the
effectiveness of training program.
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Classification of Training Methods

On the Job
Training
Methods
Simulation
Methods
Knowledge
based Methods
OJT
Job rotation
Guidance and Counseling
Syndicate Groups
Role Play
Case Methods
Management Games
In basket exercise
Lecture, extension talk/talk, group discussion, panel discussion, workshop, seminar, conference
Brain storming sessions
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Classification of Training Methods

Assignments, Practice after demonstration, Task performance
Skill Teaching
Role plays and Workshops
Skill based Methods
Transactional analysis
Experimental Achievement motivation games
Methods
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Selecting the Best Method

The method selection depends on what actions the trainees are
supposed to take after finishing the course;
The duration of the training program and the availability of time;
The level of knowledge about the trainees available to the trainers.
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Lecture # 04 :
Implementation of training requires :
Facilities;
Training Site;
Logistical arrangements;
Physical arrangements and environment;

Proper disposition;
Equipment;
Materials and
Furniture.
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Logistical Arrangements
Facilities :
Room reserved;
Sitting layout.
Materials :
Trainer guides;
Other materials (list);
Facilitator materials.
Equipment :
Video Monitor
Projector
PC(s)
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Equipment :
Screen;
Sound System;
Boards, markers;
Flip chart;
Materials for equipment like diesel for generator etc.
Food Service :
Breakfast (coffee, refreshments)

Meals
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Personal arrangements :
Travel (learners, facilitator)

Lodging
Local travel
Social events
Recreation.
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Room Layout
i) U-shaped :
ii) Conference table :
iii) Theatre style :
iv) Traditional classroom :
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Room Layout
V) V-shaped
vi) Cluster-team-style :
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Controlling the Physical Environment

i) Temperature;
ii) Lighting;
iii) Sound System;
iv) Safety and Sanitation;
v) Air circulation and Air quality;

vi) External noise;
vii) Cleanliness;
viii) Power supply.
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Input
1. Instructional Material
2. Instructional
Equipment
3. Trainee and Trainer
Manuals
4. Facilities
Process
Dry Run
Output
Training
Implementation
Pilot
Training
Evaluation
Implementation and
Assessment of
Utility
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Factors Influencing Training Policy

1. The vision and mission of the organization;
2. The aims and strategic objectives of organization;

3. Size, traditions and prevailing culture in the organization;
4.
Products r services of the organization;
5.
Economic and social objectives of the organization;
6.
The level of technology upgradation;
7.
obligation to provide professional updating and continuous training;
8. Top managements views about training;

9. The labour market and the availability of skilled and qualified staff;
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10. organizations past and present training policies and practices;
11. the resources that are available and allocable surplus to training;
12. Expectation of employees and records of training needs of the organization;
13. Government legislation in areas of industrial safety;
14. Govt. funds available for sponsoring training programs.
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Lecture # 05 : Management Development

& Validation and Evaluation of Training
1. The Need & Importance of Management Development;

2. Management Development Implications;
3. Sources of Knowledge & Skills;
4. Training for Executive Level Management;

5. Succession Planning;
6. Analyse the ROI;
7. Guidelines for calculating ROI of Training Program.
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The Need & Importance of Management

Development
1. Competition for talent that is capable of development;
2. The continuous growth and development of business;
3. Increasing complexity of business;
4. Probable, continued, unsettled, political, economic, and social

conditions-both domestic and foreign-that add to the demands on
manager;
5. the need to press for continually improving performance despite
these complicating factors;
6. the need to compress the time taken for a manager to become fully
competent.
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Management Development Implications

1. Excellence;
2. Lean and mean;
3. Fragmented-formalised-focused;
4. Re-engineering;
5. Competence and competencies.
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Sources of Knowledge & Skills

1. Research and Development (R&D);
2. Employees as a source of knowledge;
3. Suppliers and customers;
4. Systematic creativity;
5. Diversity;
6. Culture.
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Training for Executive Level Management

1. Planned Progression
2. Job Rotation :
A) Trainee rotation in non-supervisory work situation;
B) Trainee rotation in observation assignments;
C) Rotation among managerial training positions;
D) Middle level rotation in assistant position;
E) Unspecified rotation among managerial positions.
3. Creation of Assistant to positions;
4. Role playing;
5. Understudy;
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6. Temporary promotions;
7. Committees and junior boards;
8. Conference programs;
9. University management programs;

10. Management workshop programs;
11. Coaching;
12. Laboratory training.
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Succession Planning
Steps in succession planning process :
a) Functions are determined and when positions will be available are ascertained :
Associated functions and anticipated future work requirements are reviewed;
How real and anticipated changes in functions and new technologies will impact on
future job requirements are fully understood;
b) Initial competencies required for each position are determined :
Skill, knowledge, ability, aptitude, values, motivation, initiative, self-control, work style
and attitude that contribute to exemplary job performance are determined;
c) Competency gap analysis :
Job competencies that will be required for future positions in the organization are
identified;
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d) Developmental opportunities for each set of competencies are designed :

Opportunities to develop each of the competency sets to the needs of the individual and the future work
requirements are identified.
e) Talent pool is maintained and developed :
Volunteers are enlisted;
Individual gap analysis is conducted;
Individual development plans are prepared;
Individual progress is tracked and reassessed.
f) Reassess and track overall progress and maintain a skill inventory :
Continually monitor skills and needs to determine any gaps and develop plans to meet deficiencies and
contingencies;
Inventory of current and future needs is maintained as information for individual and group development.
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Analyze the ROI

Total Benefits Total Costs
X 100
RoI :
Total Costs
Noted : Total benefits include money saved by the organization, money made and any
thing that adds directly or indirectly to the bottom line.
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Guidelines for calculating ROI of Training

Program
1. A control group could be used, if possible;
2. For the desired results to be achieved sufficient time is to be allowed;

3. The direct costs of the training program are to be ascertained;
4. The productivity or performance before the training is to be measured;
5. The productivity or performance after the training is to be measured;

6. The productivity or performance increase is to be measured;
7. The increase is then translated into taka value benefit;
8. From the taka value benefit, cost of training is subtracted;

9. Then the ROI is calculated.
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Lecture # 06
Mid-term Exam
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Lecture # 07 :
ORGANIZATIONAL
DEVELOPMENT
Organizational Development or O.D. is a planned effort initiated by process

specialists to help an organization develop its diagnostic skills, coping capabilities,
linkage strategies( in the form of temporary and semi-permanent systems) and a
culture of mutuality.
A planned effort thinking and planning
initiated by process specialists
Diagnostic skills- data collection-overtime
Coping capabilities-problem-solving,confront and cope
Linking strategies-Indl.& Organl. Goals
Culture of Mutuality, fostering of certain values and open and proactive systems viz.
openness, confrontation, trust, authenticity, pro-activeness, autonomy, collaboration
and experimentation.
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Definition of O.D.by Edgar Schein

An organization is the planned coordination of the activities of a number of people for the
achievement of some common explicit purpose or goals through the division of labour
and function, and through a hierarchy of authority and responsibility.
Development is the act, process, result or state of being developed-which in turn means
to advance, to promote the growth of, to evolve the possibility of, to further, to improve or
to enhance something
Two elements stand out viz.
(a)Development may be an act, process or an end state
(b)Development means bettering something
O. D. is the act, process or result of furthering, advancing, or promoting the growth of an
organization
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The O. D. Approach to Change treats the organization as a system.
A system is an orderly group of logically related parts, principles and beliefs. Alternatively, it is
a grouping or arrangement that relate or interact with each other in such a way as to form a
whole.
Thus this approach has the following characteristics:
(a)Total view not a limited view
(b)Relationship between the Orgn. and the environment
and the internal dynamics of the Orgn.
Teams-temporary, semi-permanent and permanent-continous improvement
(d)Inter-personal Communication
(e)Individuals- self awareness and self acceptance-developing skills, knowledge and ability of
individuals
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O. D. is a systemic and systematic change effort, using behavioural science knowledge and
skill, to transform an orgn. to a new state.
O.D. is system-wide and value-based collaborative process of applying behavioural science
knowledge to the adaptive development , improvement and reinforcement of such
organizational features as the strategies, structures, processes, people and cultures that
lead to organizational effectiveness
The characteristics of O. D. are:

1. It is a system-wise process;
2. It is value-based;
3. It is collaborative;
4. It is based on behavioural science knowledge;
5. It is concerned with strategies, structures, processes, people and culture;
7. It is about organizational effectiveness
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OBJECTIVES OF ORGANIZATIONAL
DEVELOPMENT PROGRAMME
1.Individual and group development.
2.Development of organization culture and processes by constant
interaction between members irrespective of levels of hierarchy.
3.Inculcating team spirit.
4.Empowerment of social side of employees.
5.Focus of value development.

Contd..
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6.Employee participation, problem-solving and decision-making at various levels.

7.Evaluate present systems and introduction of new systems thereby achieving total
system change if required.
8.Transformation and achievement of competitive edge of the organization.
9.Achieve organization growth by total human inputs by way of research and

development, innovations, creativity and exploiting human talent.
10.Behaviour modification and self managed team as the basic unit of an organization.
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OD Implications:
1. For Individuals
a)Most individuals believe in their personal growth. Even today, training and
development, promotion to the next higher position dominates the
organization philosophy.
b)Majority of the people are desirous of making greater contributions to the
organizations they are serving. Achievements of organizational goals are
however, subject to limitations or environmental constraints. It is for the
organizations to tap the skills that are available in abundance.
Contd..
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This leads to adopt the following organization strategy for development:

Ask questions to resolve doubts.
Listen to superiors advice.
Support employees in their venture.
Accept challenge.
Leaders to encourage creativity and promote risk taking.
Give additional responsibility to subordinates.
Set high standards of quality.
Empower employees.
Initiate suitable reward system that should be compatible, if not more than the industry norms.
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2. For Groups
a)One of the most important factors in the organization is the work
group around whom the organization functions. This includes the peer
group and the leader (boss)
b)More people prefer to be part of the group because the group accepts
them.
c)Most people are capable of making higher contributions to the groups

effectiveness.
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Following strategy is required to be adopted for group development based on

the above assumptions:
a)Invest in training and development of the group. Money and time spent on
this is an investment for the organization. Leaders should also invest in
development of skills and thus help create a position organizational climate.
b)Let the team flourish. Teams are the best approach to get the work done.
Apart from the above teams enjoy emotional and job satisfaction when they
work in groups.
c)Leaders should adopt team leadership style and not autocratic leadership
style. To do this, jobs should be allotted to the team and not to the individual.
Contd..
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d)It is not possible for one individual (leader) to perform both, the leadership
and maintenance functions. It is therefore necessary for team members to
assist leader in performance of his duties.
e)Group should be trained in conflict management, stress management, group
decision-making, collaboration, and effective interpersonal communication.
This will improve organizational effectiveness. Empowerment is the corner
stone of the successful organizations.
f)Leaders should pay particular attention to the feelings of the employees. It
should be understood that suppressed feeling and attitudes adversely affect
problem-solving, personal growth and job satisfaction.
g)Development of group cohesiveness.
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3.For Organizations
a) Create learning organization culture.
b) Adopt win-win strategy for sustained growth.
c) Create cooperative dynamics rather than competitive organizational
dynamics in the organization.
d) Needs and aspirations of the employees in the organization must be met.
This leads to greater participation of the employees. Organizations should
adopt developmental outlook and seek opportunities in which people can
experience personal and professional growth. Such orientation creates a selffulfilling prophecy.
Contd..
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e) People must be treated with due respect and considered important.

The credit of success must be given to the employees unconditioned.
f) Promote organizational citizenship.
4. It is possible to create organizations that are humane, democratic and
empowering on one hand and high performing in terms of productivity,
quality of output, profitability, and growth on the other. It is the
responsibility of every entrepreneur to ensure that the needs of the
society are met.
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Top values associated with O. D. today:

1.Increasing effectiveness and efficiency;
2.Creating openness in communication;
3.Empowering employees to act;
4.Enhancing productivity;
5.Promoting organizational participation.
Values considered to be most important:
1.Empowering employees to act;
2.Creating openness in communication;
3.Facilitating ownership of process and outcome;
4.Promoting a culture of collaboration;
5.Promoting inquiry and continuous learning.
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Organizational Development is planned change in the organizational context. In this

context of change it is necessary to refer to Kurt Lewin
He has provided two principle ideas viz.
1.What is occurring at any point of time is a resultant in a field of opposing forces e. g.
production level at a particular point of time is the resultant equilibrium of some forces
pushing towards higher levels of production and other forces pushing towards lower
levels of production. The production levels tend to remain at the same levels as the field
of forces remains constant. Another example could be the level of morale.
2.The second contribution is the change itself. He has described a three- stage process
viz.
(a Unfreezing the old behaviour
(b)Moving to a new level of behaviour
(c )Refreezing the behavior at the new level
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Kurt Lewins Three Stage Model : as modified by Lippitt & others

1.Developing a need for change. (Lewins unfreezing phase)
2.Establishing a change relationship. In this phase a client system in need of help
and a change agent from outside the system establish a working relationship
3.Clarifying or diagnosing the clients systems problem
4.Examining alternative routes and goals; establishing goals and intentions of
actions
5.Transforming intentions into actual change efforts.Phases 3, 4 and
5 correspond to Lewins moving phase
6.Generalizing and stabilizing change. This corresponds to Lewins refreezing
phase
7.Achieving a terminal relationship, that is, terminating the client-consultant
relationship
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Lecture # 08 :
Potential Conflicts with OD
Conflict with profit making
Conflict with managerial prerogatives
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O. D. PROCESS:
Diagnosis,Action & Program Management
The O. D. process consists of three components-diagnosis, action and program management.
Diagnosis component consists of continuous collection of data about the total system, its sub-units its processes,
and its culture.
The action component consists of all the activities and interventions designed to improve the organizations
functioning.
The program management component is designed to ensure success of the program.

Diagnosis involves;
1.What are its strengths?
2.What are its problems?
3.What are its unrealized opportunities?
4.Discrepancy between desired situation and current situation?
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Organizational Level Diagnosis

Inputs
Transformation
Outputs
General
Environment
Strategy
Performance
Design Factors
Productivity
Culture
Satisfaction
Industry
Structure
Group Level Diagnosis

Inputs
Organization
Design
Factors
Culture
Strategy
Transformation
Outputs
Group
Design
Factors
Team
Effectiveness
Productivity,
Satisfaction
Individual Level Diagnosis

Inputs
Group
Design
Factors
Personal
Characteristics
Transformation
Outputs
Job
Design
Factors
Individual
Effectiveness
Productivity,
Satisfaction
After Diagnosis
Feeding back the information
Choosing interventions
Managing change
Institutionalizing change
Lecture # 09 : OD Intervention
OD interventions are sets of structured activities in which selected organizational units
engage in a series of tasks which will lead to organizational improvement.
Interventions are actions taken to produce desired changes.
There are one of four reasons why there is need for OD interventions:
1.The organization has a problem- some thing is broken, and corrective actions need to
be taken i.e. it needs to be fixed.
2.The organization sees an unrealized opportunity: something it wants is beyond its
reach. Enabling actions- interventions- are developed to seize the opportunity.
3.Features of the organization are out of alignment: parts of the organization are working
at cross-purposes.Alignment activities- interventions- are developed to get things back in
tune.
4.The vision guiding the organizational changes: yesterdays vision is no longer good
enough. Actions to build the necessary structures, processes, and culture to support the
new vision- interventions- are developed to make the new vision a reality.
n.b. OD interventions are planned sets of actions to change situations
Generally OD interventions follow a well-planned overall OD strategy and get revealed as

events unfold and are answers to the following questions:
1.What are the change/improvement goals of the program?
2.What parts of the organization are most receptive to the OD program?
3.What are the key leverage points( individual or group) in the organization
4.What are the most pressing problems in the client organization?
5.What resources are available for the program in terms of client time and energy and internal
and external facilitators?
N. B.. With the help of the above questions the OD practitioner would be able to formulate his
game plan and sequence of interventions etc.
Furthermore, OD has two goals- one educational and the other accomplishinga-task
goal. Normally learning takes place in one setting e.g. a classroom whereas action takes
place at the work place. Secondly, OD deals with real life problems and uses several
learning models.
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Team Building
Improved group processes
Communication
Goal clarification
Role clarification
Task orientation
Survey Feedback
Small meetings to feedback on
survey results
Meetings used to formulate

change
Managers conduct meetings to
indicate commitment
Employee Involvement
Quality of work life
Quality circles
Total quality management
Re-Engineering
Job redesign
Teamwork
Work performed by most
appropriate person
Advanced information
technologies used
OD Effectiveness
More impact on organizational than individual outcomes;
Works better for white collars than blue collars;
Works better if multiple techniques are used;
Technological change shows more positive outcomes.
Measurement Problems
Difficult to isolate cause of outcomes since OD efforts often
involve multiple changes
May be the result of Hawthorne effects
Change may be due to maturation or passage of time and not
intervention
Lecture # 10
Term Final Exam
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Best of
Luck
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HRD & Od

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Human Resource Development & OD

(HRD & OD)

Good Day & Welcome !

MK ZAMAN, HRM & OD PROFESSIONAL

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Profile of the Facilitator

PGDHRM, LL.B, CIMIS

12 Years of Human Resources Management

Served in Multinational companies (MNCs) and

MK ZAMAN, HRM & OD PROFESSIONAL

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Course Lesson Plan

Understanding Training & Analysis of Training Needs

Training Design & Learning

Training Process & Training methods, techniques and aids

MK ZAMAN, HRM & OD PROFESSIONAL

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Management Development &

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Lecture # 01 : Understanding Training &

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MK ZAMAN, HRM & OD PROFESSIONAL

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Training & Development

Training focuses on technical, mechanical

Development focuses on theoretical skill

Training focuses on current jobs

Development prepares for future jobs

Training may result in enhancement of a

Development may result in personal

Evaluation for training is considered to be

No evaluation for development is possible

MK ZAMAN, HRM & OD PROFESSIONAL

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Training & HRD

MK ZAMAN, HRM & OD PROFESSIONAL

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8. To develop inter-personal relations;

MK ZAMAN, HRM & OD PROFESSIONAL

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How training benefits the organization

Improve the morale of the workforce;

MK ZAMAN, HRM & OD PROFESSIONAL

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MK ZAMAN, HRM & OD PROFESSIONAL

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Future trends in training

2. Parity for academic and vocational qualifications;

5. Usage of more technology in delivering training programmes;

MK ZAMAN, HRM & OD PROFESSIONAL

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Training Need Analysis

MK ZAMAN, HRM & OD PROFESSIONAL

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Training Need Assessment Process (Cont..)

Documents are reviewed

MK ZAMAN, HRM & OD PROFESSIONAL

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Training Need Assessment Process

Changing the job itself;

MK ZAMAN, HRM & OD PROFESSIONAL