Professional Documents
Culture Documents
Assigned by:
Dr. Tahir
Presented by:
CONTENTS
Topics
1. HUMAN RESOURCE DEVELOPMENT AND
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ORGANIZATIONAL LEARNING.
Human Resource Development Development Training Purposes of Development Development Activities Training & Development strategy Benefits of Training & Development The Learning Organization
2. TRAINING & DEVELOPMENT NEEDS. The Training Process. Training Needs Analysis
Training Gap
3. METHODS OF TRAINING & DEVELOPMENT.
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Individual Development Program Format Training On the Job Training. The Learning Cycle (Kolb)
Validation of Training Evaluation of Training Ways of Validating and Evaluating a Training Scheme.
Development activities: i. ii. iii. iv. v. Training (both on and off job). Career planning. Job rotation. Appraisal. Other learning opportunities.
Training & development strategy (steps): Step 1: Step 2: Step 3: Identify the skills and competences needed by the business plan. Draw up the development strategy. Implement the strategy.
Benefits of training & development program: For Organization: Minimize the learning cost, Increase productivity, Fewer accidents, Less need for detail supervision, Flexibility (multi-skilling), Management of changes, Motivation. For Individuals: Enhance the value of employee, Psychological factor, Increase job satisfaction. The learning organization: An organization which facilitates the learning of all its members and continuously transform itself.
Current state Organizations current state Existing knowledge and skills Individual performance Desired state
Desired state
The difference between the above two columns is called training gap.
3. On the job training: The assignment should have a specific purpose from which the trainee can learn and gain experience. The work should not be too complex. The
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organization must tolerate any mistake which the trainee makes. Mistakes are an inevitable part of on the job learning. Methods of on the job training are demonstrations, instructions, coaching, job rotation, temporary promotion, assistant to position, action learning, committees and project work.
4. The learning cycle: (Kolb)
Kolb suggested that classroom- type learning is a special activity. Experiential learning involves doing, however, and puts the learners in an active problem-solving role: a form of self-learning which encourages the learners to formulate and commit themselves to their own learning objectives.
Concrete experienc e
Trainees reactions to the experience: Asking the trainees whether they thought the training program was relevant to their work, and whether they found it useful.
Trainee learning: Measuring what the trainees have learned on the course by means of a test at the end of it.
Changes in job behavior following training: This is relevant where the aim of the training was to learn a skill.
Organizational change as a result of training: Finding out whether the training has affected the work or behavior of other employees not on the course.
Impact of training on organizational goals: See whether the training scheme (and overall program) has contributed to the overall objectives of organization.