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Training and development in human resources management

  1. Training and Development in Human Resources Management Rec R. Rocha MBA-THM 1
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  3. Training and Development  Any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.
  4. Role of Training and Development Increase in Efficiency Increase in Morale of Employees Better Human Relations Reduce Supervision Increase Organizational Viability and Flexibility
  5. Basic aim of Training  Suitable change in the individual concerned.  Should be related both in terms of organization’s demand and of that individual’s.
  6. 6 Strategic Model of Training • Methods • Learning Outcomes • Reactions • Learning • Behavior • Results • Objectives • Trainee Readiness • Principles of Learning • Organization Analysis • Task Analysis • Person Analysis Phase I : Needs Assessment Phase II : Design Phase III : Implementation Phase IV : Evaluation
  7. 7 Phase I: Conducting Assessment  ORGANIZATION ANALYSIS An examination of environment, strategies, and resources to determine where to emphasize training.  TASK ANALYSIS Reviewing the job description and specifications to identify the activities performed in a particular job and the KSAOs needed to perform. PERSON ANALYSIS Determining which employee requires training and equally important, which do not.
  8. 8 Phase II: Designing the Training Program  Developing Instructional Objectives Describe the skills or knowledge to be acquired and/or the attitudes to be changed.  Assessing the Readiness and Motivation of Trainees Refers to whether or not the experience and knowledge of trainees have made them ready to absorb the training.  Incorporating the Principles of Learning Giving full consideration to the psychological principles of learning and help employees grasp new knowledge, make sense of it in their own live, and transfer it back to their jobs.
  9. 9 Phase III: Implementing the Training Program  On-the-Job Training Provides hands-on experience under normal working conditions.  Special Assignments Assigning trainees to different jobs in different areas of a firm.  Cooperative Training Combines practical OJT experience with formal education.  Simulations Emphasizes realism in equipment and its operation at minimum cost and maximum safety.  E-Learning Takes place via electronics.  Role-Playing Playing the roles of other.  Coaching Continuous flow of instructions, comments, and suggestions from the manager to a subordinate.
  10. 10 Phase IV: Evaluating the Training Program  Reactions Asses the participants’ reaction to the training they received.  Learning Asses the skills and knowledge levels of the employees who have undergone the training program.  Behavior How well employees apply what they have learned in the program to their actual job.  Results, Return on Investment (ROI) to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments.
  11. 11 Thank you..

Notas do Editor

  1. Organization Analysis. HR personnel typically collect data such as information on the quality of goods or services they provide, absenteeism, turnover, and number of accidents to determine what type of training needed. Task Analysis - The second step is to list the steps performed by the employee to complete each task. The type of each task along with the skills and knowledge necessary to do it, can be identified. Person Analysis - This step helps organizations avoid the mistake of sending all employee into training when some do not need it.