Chapter 1 INTRODUCTION

H.R. TRAINING AND DEVELOPMENT

NTPC's integrated Human Resources Development has many interacting and responsive sub-systems, which have been devised as instruments for both evaluative and developmental objectives of the employees. This helps in selecting and retaining the best technical and managerial talents.

NTPC has a comprehensive in-house training infrastructure that covers the needs of all cadres and functions. The Power Management Institute (PMI) of NTPC provide management and technical training, complemented by Full Scope Simulators Training facilities for Coal and Gas based power station.

Services covered under Human Resources Development & Training include the following::

Design of comprehensive organization structure Recruitment Services Induction and Management Development Training HRD policies and procedures Skill up gradation, On-the-job training Simulator Training Customized Training Programmes

Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the

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performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an over general and ambiguous name. Moreover, the field is still widely known by the other names.

Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

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Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized

into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The

facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Talent development

Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Roth well notes that
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the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance. While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for

the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development.

Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle Perspective" defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all characterized by a shortage of large numbers of technically trained people needed to support ultimate growth"

Second law of talent development: "The resources will come when the business becomes attractive to the best-and brightest who adapt skills to become part of an exciting opportunity"
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Training and Development is a combined role often called Human Resources Development (HRD), meaning the development of human resources to remain competitive in the marketplace. Training focuses on doing activities today to develop employees for their current jobs and development is preparing employees for future roles and responsibilities.

HRD strategies include:

Management / Supervisory Training Teambuilding Training Customer Service Training Harassment Training Tuition Reimbursement Program Performance Management 360 degree / multi-rater feedback system Career Coaching

Strategic HR inc. can assist with your Training and Development needs by:

Identifying, customizing and delivering effective training solutions Developing a multi-rater / 360 degree feedback assessment Developing succession planning and emerging leader programs Designing a competency-based culture tied to business strategies and goals Creating and/or improving the performance management system Designing a reward and recognition program Conducting employee opinion surveys and focus groups
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Establishing a formal career development planning program Providing assessment solutions to help identify strengths and areas of opportunity for development of employees

Human Resources Behavior Based Interviewing Building a Bridge Across the Generations Changing Workforce Employment Laws for Small Businesses Fundamentals of Human Resources Labor Storm (aka Recruitment and Retention) Mentoring Multi-rater Feedback Performance Management Strategies for Successful Hiring Succession Planning

General Teambuilding: Learning About Yourself and Others Martial Arts Strategis for Stress Management Juggling Act of Time Management Toolbox For Success Is Your NETworking? Career Development Myers Briggs Type Indicator (i.e. Team Building, Career management, Communications, Relationships, etc.) Career Counseling (i.e.- resume writing, job search, interviewing, networking, etc.)

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Strategic Planning Strategic Planning Strategic HR Planning The Strategic Role of Human Resources

We believe that our employees are our most important resource in our mission to meet the higher education needs of northeast Indiana. Training and development supports the universitys strategic goals to Foster Learning & Create Knowledge and to Develop Quality of Place and Experience.

To improve the ability of our employees to contribute to the university, we are committed to providing and supporting training and development. Our goal is for all employees to make the maximum contribution to their departments, while providing opportunities for them to develop their talents and acquire and use new skills that improve their ability to succeed at their current job and that lead to career growth.

The university encourages all employees to take advantage of the broad range of training and development opportunities available.

Training and Development, a service within the Office of Human Resources, is committed to the success of all employees of The New School by providing resources and support that help employees meet their personal and professional goals. We are dedicated to providing relevant, high quality programs and development opportunities that align with the universitys overall strategic goals.

There are a variety of workshops and services available to university employees, including new supervisor training and orientation, staff
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career services, wellness programming, leadership training, and performance management. In addition, we provide customized training interventions and consultancy for department-specific development needs. Acquire the information and experience you need to identify your organization's training and development needs and master the processes necessary to develop, implement and evaluate effective training programs. You will gain an understanding of your role and responsibilities as a trainer, as well as the practical hands- on knowledge needed to implement a successful program through lectures, classroom discussions, and developing and presenting an actual training session in class. This course is excellent for training and human resources specialists as well as operating managers with significant human resources development responsibilities.

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Chapter 2 EMPLOYEE TRAINING AND DEVPLOMENT PROGRAMME

The employee training and development process

Learning happens all the time whether or not you are fully aware of it. Are you a person who forgets to save your work on your computer on a regular basis? If a power failure occurs and you lose some data, do you learn anything? If you say to yourself, "I must remember to save more often", you have done some learning. This type of learning is called incidental learning; you have learned without really thinking about it or meaning to. On the other hand, intentional learning happens when you engage in activities with an attitude of "what can I learn from this?" Employee development requires you to approach everyday activity with the intention of learning from what is going on around you.

Who is responsible for employee training and development?

Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.

For employee training and development to be successful, management should:

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Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility

Develop a good understanding of the knowledge, skills and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development? Share this knowledge with staff

Look for learning opportunities in every-day activity. Was there an incident with a client that everyone could learn from? Is there a new government report with implications for the organization?

Explain the employee development process and encourage staff to develop individual development plans

Support staff when they identify learning activities that make them an asset to your organization both now and in the future

For employee development to be a success, the individual employee should:

Look for learning opportunities in everyday activities

Identify goals and activities for development and prepare an individual development plan

The individual development planning process

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An individual development plan is prepared by the employee in partnership with his or her supervisor. The plan is based upon the needs of the employee, the position and the organization. A good individual development plan will be interesting, achievable, practical and realistic. It is implemented with the approval of the employee's supervisor.

Employee Training and Development is essential to the ongoing success of every organization. Although technology and the internet have enabled global collaboration and competition, people are the organizations competitive advantage. Employee training and development enables employees to develop skills and competencies necessary to enhance bottom-line results for their organization.

We work with your leadership team to identify training needs, and to design, develop, implement, and evaluate employee training and development programs to meet your companys strategic objectives. We have experience in developing end-to-end employee training and development programs for marketing, sales, and technical teams in Fortune 500 companies both domestically and internationally. Our experience and insight can shorten your development cycle and free you to focus on other areas.

Employee Training and Development is a key ingredient in performance improvement. However, the first step in designing an employee training and development program is to identify the training needs. The training needs are based on what is needed to achieve the organizations strategic objectives. Key steps for performance improvement include

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1. 2. 3. 4.

Assess and define performance improvement issues and gaps Gain management commitment for performance improvement Develop a business plan to manage performance improvement Establish best practices for work processes and performance standards

5.

Provide employee training and development to develop required skills

6. 7.

Establish new practices that support improved performance Measure and monitor results and provide coaching where needed

Employee Development & Training

The challenges associated with the changing nature of work and the workplace environment are as real for the campus as elsewhere. Rapid change requires a skilled, knowledgeable workforce with employees who are adaptive, flexible, and focused on the future.

As a manager, one of your key responsibilities is to develop your staff. The Philosophy of Human Resources Management (Appendix B) states that you can:

"Encourage growth and career development of employees by coaching, and by helping employees achieve their personal goals at UCSF and beyond...[you can develop] human resources by providing adequate training... encouragement of staff development, and opportunities for growth."

The campus recognizes that employee development requires a shared responsibility among the institution, you, and the employee. In this partnership:
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The institution

Ensures that policies and programs facilitate the continuing development of staff

You Work with staff to: assess and provide feedback on their skills and interests; select training and development activities that match their career development objectives and job needs; use the Development & Training catalogue as a tool to tell employees about training and development opportunities on campus and to create an annual development plan; stay informed of current policies and practices that support employee development; follow up with employees after a learning activity to integrate new skills and knowledge into their responsibilities

The employee

Takes initiative to assess skills and interests and seek development activities that match needs; works with you to identify training and development objectives

Most employee development and training programs fall under the following categories:

Management Development; Career Development; Basic Skills; Professional Skills; Technical Training; Supervisory Skills

Your support of training and development creates a "Win" for the employee and for your workplace. You will have:
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Employees with upgraded skills, working to their full potential and equipped to deal with the changing demands of the workplace; employees with higher morale, career satisfaction, creativity, and motivation; increased productivity and responsiveness in meeting departmental objectives

Career Development

Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. Job mastery skills are those that are necessary to successfully perform one's job. Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description, although they may indirectly improve job performance.

Since career development is an ongoing, dynamic process, employees may need encouragement and support in reviewing and re-assessing their goals and activities. You are in a key position to provide valuable feedback and learning activities or resources. Formal training and classes away from the job are effective in providing new information, but adult learners also need to practice new skills. Therefore, you can contribute significantly to your staff member's career development by supporting career development activities within your department.

Guiding Principles Your support for career development is important because: Current information about the organization and future trends helps employees create more realistic career development goals Focus on skill development contributes to learning opportunities

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Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction A greater sense of responsibility for managing one's own career contributes to self-confidence Career planning and development clarifies the match between organizational and individual employee goals It's cost-effective to use your own staff talent to provide career development opportunities within your department Career development increases employee motivation and

productivity Attention to career development helps you attract top staff and retain valued employees Supporting career development and growth of employees is mandated by the Philosophy of Human Resources Management

How to Support Career Development

Refer to the Employee Development & Training catalog for the career development course listings. Annually, conduct an individual development plan and career discussion with employees and require other supervisors in your department to do the same.

Hold supervisors in your department accountable for supporting employee development efforts. Create programs and activities to provide skill development, such as job rotation, cross-training, mentoring, internships, coaching, and career strategy groups.

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Recognize that your role includes providing support and/or release time for staff members' development beyond their current jobs. Refer to the Education and Development Leave policy and the Flextime Scheduling: Guidelines and Procedures policy.

Support requests for alternate work schedules from staff members. Serve as a role model by participating in career and professional development opportunities yourself. See staff members' applications for other positions as a healthy sign of a dynamic workplace. Support lateral moves within your organization. Refer employees to the Staff Internship Program to explore opportunities to apply for career development internships or selfinitiate an internship in an area of special interest.

Create job vacancy listings that allow for the most diverse applicant pool while honoring transferable skills.

Roles You Can Play

COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining open, effective communication and ongoing encouragement. You can improve your coaching by:

Encouraging two-way dialogue Showing employees how to identify their skills, interests, and values Scheduling uninterrupted career development discussions ADVISOR: Provides organizational information, realities, and resources to employees. You can improve your advising by:
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Helping employees develop realistic career goals based on your department's needs and their individual development plans Helping employees understand the current opportunities and limitations on the campus Advising employees on the feasibility of various career options APPRAISER: Evaluates employees' performance in an open, candid way and relates this to potential opportunities. You can improve your appraisal skills by:

Providing frequent feedback in a way that fosters development Conducting performance appraisals that define strengths,

weaknesses, and career development needs Relating current performance to future potential in realistic ways Using an individual development plan as a tool for continual feedback and development

REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You can improve your referral agent skills by:

Helping employees formulate development plans and consulting on strategies Providing opportunities for experience, exposure, and visibility, such as committees and task forces) Using personal resources who you know and what you know to create opportunities Assisting in seeking employees' placement lateral or vertical

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Management Development

The management and leadership development process is flexible and continuous, linking an individual's development to the goals of the job and the organization. Management development programs on campus give you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs on campus. D&T's management development curriculum is changing. The overarching goal is a comprehensive curriculum for managers and supervisors to develop the necessary core competencies to become excellent leaders. The Employee Relations Unit also provides training for managers and supervisors, along with performance management tools. Expanding

management core competencies will enable campus managers to keep pace with the demands of a changing organization. Enroll in the Supervisory Certificate Program courses to learn more about supervisory core competencies and roles at the D&T Course Enrollment Catalog.

DEVELOPMENT DEFINED

Define Needs And Goals Step 1

Define the needs of your company by identifying weak areas where training would prove beneficial. Examples may include how to use machinery, office equipment or a process (hard skills), or time management, conflict resolution, harassment or company policies (soft skills).

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Step 2 Define short- and long-term goals of the company, and identify possible training to meet those goals. Examples may include increasing productivity, enhancing customer service or improving employee relations.

Step 3 Develop individual training modules based on your defined needs and goals. Trainings may be purchased from training companies, or developed by a member of your staff educated in employee training.

Identifying Employees And Planning Step 1 Plan your training by identifying individuals or groups likely to benefit. Some training modules, such as those covering company policies and time management for instance, should be given to all employees. Skill-based training, such as how to use a piece of equipment or perform a specific job duty, may only benefit employees whose jobs are directly impacted by such knowledge.

Step 2 Create a spreadsheet with each employee's name on the left column, and individual training modules across the top row. Use color-coded boxes next to the employee names under the training modules the employee is required to take. As the trainings take place, the trainer will place a date in the colored boxes indicating that the employee has fulfilled the training requirement. This sheet is called a \"training matrix,\" and is a useful and necessary tool for tracking purposes.

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Step 3 Plan a regular training schedule that will satisfy training needs within a specified time-frame. Getting all current employees trained will take time, so plan your trainings during slow periods or after business-hours to avoid undue work disruptions. Business owners must recognize that training is an investment in the future of the business, so training costs and down time are to be expected.

Implementation Step 1 Implement training modules in the order of importance. If customer service or time management are major issues, roll out those trainings first.

Step 2 Use a professional trainer or experienced employee whenever possible. The trainer's interaction with the audience and presentation of the material is a major factor in training effectiveness.

Step 3 Use multi-media tools. Professional training organizations use slide-shows, white boards and videos in addition to written material. Quizzes, Q&A sessions, games or role-playing are sometimes incorporated to keep participants involved.

Step 4 Create an employee feedback form to rate the training and collect comments and opinions as to the training session's perceived effectiveness. The most effective training modules and programs are those improved or altered

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when needed, and participant feedback must be taken seriously to grow the program and gauge its impact.

Step 5 Make training a part of every new employee's orientation going forward. You'll probably play a lot of catch-up with current employees, but new hires are prime candidates for training during their first days on the job.

The need for Training and Development

Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things.

The following are the two biggest factors that contribute to the increased need to training and development in organisations:

1.

Change: The word change encapsulates almost everything. It

is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver.

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2.

Development: It is again one the strong reasons for training

and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enrol himself / herself in a course on self awareness, which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important.

The critical question however remains the implications and the contribution of training and development to the bottom line of organisations performance. To assume a leadership position in the market space, an organisation will need to emphasise on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning.

Definition

Training and development refers to the practice of providing training, workshops, coaching, mentoring, or other learning opportunities to employees to inspire, challenge, and motivate them to perform the functions of their position to the best of their ability and within standards set by local, state, Tribal, Federal and licensing organization guidelines. Training and development activities provide all involved system of care parties with the tools they need to develop professionally, increase their knowledge, effectively work with

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families, and build their capacity to perform the tasks associated with their positions within the system of care.

Since a system of care operates within an existing human service agency, it is expected that most human resource issues, such as hiring, benefits, staff recognition, and performance appraisal issues, would be handled within the agencys human resources department. It would be important to make sure that system of care principles are infused into the day to day practices of human resources personnel. It is worth noting that many systems of care have developed recognition and award programs for individuals who have exceeded expectations in their system of care efforts.

Why Use a Training, Development and Human Resources Toolkit?

A system of care training and development agenda necessarily will have to involve families, community agencies, the faith community and other community partners. It will have to look at the various needs and requirements of all stakeholders involved. Some of these factors can be addressed through specific agency trainings, but in many cases new methods of training will have to be developed that go beyond any one agencys agenda or curriculum. For example, training may need to be created that addresses the family involvement aspect of a child and family team meeting. In todays social media driven world the way in which training can be delivered is much more varied than in the past. For example, Webcasts, Webinars, and computer-based trainings are the order of the day to ensure maximum participation in a cost effective manner. Another aspect of a modern training and development effort within a systems of care is that of ensuring that
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all events give participants the ability to evaluate and offer feedback. Data is then analyzed and, if necessary, future training and development activities are modified, enhanced, or eliminated. A number of evaluation forms are listed as resources in the Continuous Quality Improvement Section of this toolkit.

Moving from a traditional training program that is focused on the employees of one agency to a more dynamic interagency and family involved training program can be challenging. A system of care requires reevaluation of how to go about building a training and development program that is open to all involved partners. With one of the systems of care focuses being on family and youth involvement, your local system must think about new presenters and copresenters, assuring cultural diversity in your presenters and cultural competence in your presentations. Inevitably you will have to look at policies that prevent interagency partners from participating in more department focused trainings and look to find solutions to those issues. This toolkit will provide you with some answers to these difficult issues as you begin to build your system of care training and development program into the daily operations of your work.

Systems of Care Principles and Values

The following are just a few ways systems of care principles and values might be evident in training, development, and human resources in your community:

Staff members of systems of care agencies and organizations regard children, youth, and families as priorities within the community.

For certain positions within systems of care, life experience is considered equal to, or in some cases more important than, a degree or other credentials.
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Outcomes are developed that measure and identify changes generated from systems of care principles into training, development, and human resources functions.

A culturally, linguistically, and ethnically diverse and competent staff is evident in training, development and human resources activities.

Family and youth involvement is evident in positions (employees or contractors) within the system of care.

An interagency training and development committee with family membership creates a cross-agency training and development agenda to address system of care personnel needs.

Ongoing training and development occurs across all systems of care partners to enhance performance of interagency teams.

Goals Training and Development

Create a continuous learning environment throughout the life of your system of care that encompasses all levels of personnel involved including: biological, foster, and adoptive parents; youth; parent partners; service providers; front-line interagency agency staff; and high level administrative positions.

Consistently reach out to all stakeholder groups through needs assessments to gauge the training and development needed to aid further knowledge acquisition.

Create, if not already doing so, training and development opportunities across agencies and departments, to other stakeholder groups, and to families, youth, and other community partners.

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Ensure that the latest evidence-based practices are incorporated into all training and development activities.

Ensure interagency teams with family representation are utilized to complete tasks associated with systems of care.

Develop a reward structure for employees and/or contractors who demonstrate an adherence to systems of care principles.

Staff involved in your system of care should have their performance appraisals in part be based on system of care principles.

Ensure that policies related to your system of care encourage and promote training and development for all people involved in your system of care.

Human Resources

Develop performance appraisal systems that support systems of care principles.

Hire, promote, and retain culturally, linguistically, and ethnically diverse individuals consistent with the cultural and ethnic makeup of the involved community.

Hire systems of care staff in a timely fashion. Incorporate systems of care principles into job descriptions and consultant contracts.

Hire as employees or consultants, where possible and appropriate, qualified youth and family members who have been service recipients.

Develop consistent personnel practices across agencies involved in systems of care.

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Consistently and adequately fill administrative and program positions responsible for performing activities within the system of care.

Develop a performance system that is quantifiable, includes system of care principles, and accounts for continuous professional development.

Use a strength-based, positive performance approach to affect recruitment, hiring, retention, supervision, and professional development.

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Chapter 3 INTRODUCTION OF TRAINING

Human resources is an important element of every business with employees, and is a job that requires ongoing training, commitment and integrity. If you are entering the field as a career human resource person, or are a small business owner with the desire and need to understand the HR role, taking an introduction to HR training course is a necessary start.

1. Determining training needs of employee

In the very 1st step of training procedure, the HR department, identifies the number of people required training, specific area in which they need training, the age group of employee, the level in organization etc. in some cases the employee may be totally new to the organization. Here the general introduction training is required. Some employees may have problems in specific areas; here the training must be specific. This entire information is collected by HR department.

2. Selecting target group

Based on information collected in step 1 the HR department divides employee into groups based on the following: i. ii. iii. The area of training Level in the organization The intensity of training

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3. Preparing trainers

Once the employees have been divided into groups, the HR department arranges for trainers. Trainers can be in house trainers or specialized trainers from outside. The trainers are given details by HR department, like number of people in group, their age, their level in organization, the result desired at the end of training, the area of training, the number of days of training, the training budget, facilities available etc.

4. Preparing training packages

Based on the information provided by trainers, he prepares entire training schedule i.e. number of days, number of sessions each day, topics to be handled each day, depth of which the subject should be covered, the methodology for each session, the test to be given for each session, handout/printed material to be given in each session.

Human Resources, HR, is the management of personnel in an organisation and is seen as the vital link between the involved individuals and a company's success. Those who work in HR are responsible for administering staff and how personnel and attracted, developed and retained.

This five-day modular programme aims to provide an update on legislation for experienced HR Professionals, and an introduction to HR to new practitioners.

It will inform delegates of the knowledge and skills they need to provide support and guidance to managers at all levels within their organisation.

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Case studies and exercises will give opportunities to practise dealing with HR issues in a safe environment.

This course is also available as a tailored in-house programme.

This course includes primers on the basic roles of the HR department, such as how to recruit and hire, provide employee benefits, and manage a compensation program. It also includes overview sections on how to comply with the various benefit, labor, and anti-discrimination laws, accurately keep and maintain personnel files, and effectively and legally discipline and terminate employees. This course`s award-winning interface is certified for design excellence by the American Society for Training & Development (ASTD), and contains numerous tips, examples, and interactive content so that you are confident that you are learning, and in where your strengths and weaknesses lie. By taking this course, you will be able to:

Understand basic roles of the HR department Recognize standard benefit options such as health benefits, cafeteria plans, retirement plans, and wellness programs

Identify and comply with the various benefit and labuor laws such as FMLA, COBRA, HIPAA, OSHA, and ERISA

Identify and comply with the various anti-discrimination laws such as ADA, EPA, PDA, and USERRA

Understand the key provisions of the National Labour Relations Act and how they impact union and non-union employees

Develop a compliant employee file system Identify the documentation, policies, and procedures employers should establish for disciplining and terminating employees

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Identify the various tasks that should be completed after terminating an employee

Course Testimonials

"These Training & Certification Programs are excellent tools for training both new and experienced administrators. The Program is well designed and very easy to use. We highly recommend them to all of our clients." - Gary Mosiman

"The COBRA Training & Certification Program is providing my staff with an excellent foundation for understanding and applying COBRA`s complex and often confusing regulations. It is amazing how many times, as I was studying through the material, that a question raised by one of the staff was the very issue I read the day before. Having completed the material, I am much better prepared to answer the inquiries of our clients and their COBRA participants." - Dana Hofseth

Enhanced Employee Productivity

The productivity and performances of trained employees

increases manifold. They grasp the requirements of the job and the output is far superior to the times prior to the training. The departmental head first analyzes and evaluates all the areas where the employees need training and then recommends training to the management. The managers also specify the names of all the employees who need to be trained and developed. The management and the HR department then prepare training schedules.

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New Employee Induction

Training

sessions

are

very

essential

whenever

the

organization hires new employees. The new hires need to be acquainted with the company's policies, practices and systems. These days, many companies have new employee orientation sessions. The new employees are trained on all aspects related to their new roles and responsibilities. The employees are taught to use all the software they would need for their tasks. They become acquainted with the company documents, databases and organizational structure.

New Systems and Policies

Training is also necessary whenever the company changes

iys policies and systems. The employees need to be told of the changes and taught how to use them. For example, if the company develops a new information processing system for monitoring employee attendance, all the employees need to be trained on how to use it. Every day, when the employee comes to the office, he must make an entry that marks his attendance for the day. Whenever, the employee is absent from office, he must mark an entry for his absence.

Career Advancement

Training sessions support employee development and

advancement. The employees are trained, groomed and developed to take on jobs higher in pay and status. If an employee is trained in advance and in case his senior leaves the organization, he is ready to take on the additional job roles and responsibilities.

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He would have already received hands-on training while his senior was still with the organization.

Professional development, education and on-going training are central to the University of Otago work experience for all its employees. We have a comprehensive range of training and development programmes offered through Human Resources.

In 2013, we will be introducing eLearning modules to enable staff to access the training material at a time that best suits their work demands. Some of the courses will attract a cost while others will be free. As the courses become available, we will advertise them in the Otago Bulletin and in our calendar. You can enrol on eLearning courses prior to this notification, and you will then receive an email notifying you of the next step.

We also have some courses available through tailored training sessions as we have found that some courses are most effective when conducted with groups of people who regularly work together.

Objective

The purpose of the University's training policy is to ensure that:

employees are properly trained in the skills they need to carry out their present jobs at a standard acceptable to the University and its customers;

employees are provided with the skills they may need for changes in the way jobs are carried out;

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as far as possible, employees are encouraged to develop their skills and talents to enable them to progress within the University and reach their full potential.

The University is committed to making the most effective use of the talents, skills and abilities of its workforce and to helping all employees maximise the contribution they can make. To demonstrate its commitment, the University has formalised its training through this policy statement and through the allocation of specific budget resources.

Opportunities for training will be based on an assessment of employees' development needs, irrespective of their sex, age, marital status, disability, race, colour, ethnic or national origin or sexual orientation.

Implementing the policy

Advice and guidance on any aspect of the University's training policy is available from the Training Team in Human Resources.

The Training Team will work closely with managers within the University to provide a range of consultancy/training services.

First Class trainer

Not only are all our trainers experts in their respective fields, but they actually work in the areas they teach. We select them because they are passionate about learning and have proven their ability to facilitate top-quality training and bring that expertise to you. With in-depth knowledge, practical

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experience and excellent training facilitation skills, we can guarantee you that your trainer will be second to none.

Practical and applicable

For your learning to work, it has to be relevant to your workplace. Thats why our programmes focus on providing you with the knowledge, skills and confidence to apply your learning back at work straight away. Youll have plenty of time to explore your own needs and issues as well as share experiences and insights with other participants. On our programmes, youll be given comprehensive course notes and materials that contain resources to help you put your learning into practice as soon as you return to work.

Multiple location

As well as multiple scheduled course dates throughout the year in venues in London, Manchester, Birmingham, Cardiff and Edinburgh, and around the world, we also run all our courses and qualification programmes inhouse for groups of people in an organisation.

We'll help you make the right choice

We know it is sometimes difficult to know exactly what training solutions will suit your needs. We have an excellent customer service team who are here to help and advise you. They have a thorough knowledge of content, delivery style and the types of participants who've attended the programme in the past, and can give you objective advice on the most appropriate course to
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suit your learning requirements. They can also advise you on the availability of places and reserve a course place for you.

TRAINING DEFINED Training is the process of planned programs and procedures undertaken for the improvement of employee's performance in terms of his attitude, skills, knowledge and behavior. These training and development programs can significantly improve the overall performance of organization.

Training is normally viewed as a short process. It is applied to technical staff, lower, middle, senior level management. When applied to lower and middle management staff it is called as training and for senior level it is called managerial development program/executive development

program/development program.

Objectives/Purpose/Goals of Training and Development

The purpose of training and development can be explained as follows:

1. Improving quality of workforce

Training and development programs can help in improving the quality of work produced by the workforce of organization. Mostly, training is given in a specific area like finance, marketing or HR, which helps in improving the quality of work in that particular area.

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2. Enhance employee growth

By attending these training and development programs, employees are able master the work of their jobs and that's how they develop and grow themselves in a professional way.

3. Prevents obsolescence

These programs help employees to keep themselves up to date with the new trends in latest technology, which reduces the chances of termination of the job.

4. Assisting new comer

These programs help new employees to adjust themselves in a new working environment, culture and technology. They feel themselves as regular employees of that organization.

5. Bridging the gap between planning and implementation

It helps organizations to easily achieve their targets and goals what they actually planned for. Employees know their job better and they deliver the quality performance according to needs of top management. That's why organizations can easily implement their plans.

6. Health and safety measures

Training and development program clearly identifies and teaches employees about the different risk involved in their job, the different problems
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that can arise and how to prevent such problems. This helps to improve the health and safety measures in the company.

Investopedia explains 'Human Resources (HR)'

As companies reorganize to gain competitive edge, human resources plays a key role in helping companies deal with a fast-changing competitive environment and the greater demand for quality employees. Research conducted by The Conference Board has found six key people-related activities that human resources completes to add value to a company:

1. 2. 3.

Effectively managing and utilizing people. Trying performance appraisal and compensation to competencies. Developing competencies that enhance individual and

organizational performance. 4. Increasing the innovation, creativity and flexibility necessary to enhance competitiveness. 5. Applying new approaches to work process design, succession planning, career development and inter-organizational mobility. 6. Managing the implementation and integration of technology through improved staffing, training and communication with employees.

HRD involves training and developing the employees and managers. It improves their qualities, qualifications and skills. It makes them more efficient in their present jobs. It also prepares them for future higher jobs.

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Conventional 'training' is required to cover essential work-related skills, techniques and knowledge, and much of this section deals with taking a positive progressive approach to this sort of traditional 'training'.

Importantly however, the most effective way to develop people is quite different from conventional skills training, which let's face it many employees regard quite negatively. They'll do it of course, but they won't enjoy it much because it's about work, not about themselves as people. The most effective way to develop people is instead to enable learning and personal development, with all that this implies.

So, as soon as you've covered the basic work-related skills training that is much described in this section - focus on enabling learning and development for people as individuals - which extends the range of development way outside traditional work skills and knowledge, and creates far more exciting, liberating, motivational opportunities - for people and for employers.

Training

is

also

available

far

beyond

and

outside

the

classroom. More importantly, training - or learning, to look at it from the trainee's view is anything offering learning and developmental

experience. Training and learning development includes aspects such as: ethics and morality; attitude and behaviour; leadership and determination, as well as skills and knowledge.

Development isn't restricted to training - it's anything that helps a person to grow, in ability, skills, confidence, tolerance, commitment, initiative, inter-personal skills, understanding, self-control, motivation (see the motivation theory section), and more.
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If you consider the attributes of really effective people, be they leaders, managers, operators, technicians; any role at all, the important qualities which make good performers special are likely to be attitudinal. Skills and knowledge, and the processes available to people, are no great advantage. What makes people effective and valuable to any organization is their attitude.

Attitude includes qualities that require different training and learning methods. Attitude stems from a person's mind-set, belief system, emotional maturity, self-confidence, and experience. These are the greatest training and development challenges faced, and there are better ways of achieving this sort of change and development than putting people in a classroom, or indeed by delivering most sorts of conventional business or skills training, which people see as a chore.

This is why training and learning must extend far beyond conventional classroom training courses. Be creative, innovative, and openminded, and you will discover learning in virtually every new experience, whether for yourself, your team, or your organization. If you want to make a difference, think about what really helps people to change.

Many of these methodologies are explained on this website. Explore them and enjoy them, and encourage others to do the same.

All supervisors and managers should enable and provide training and development for their people - training develops people, it improves performance, raises morale; training and developing people increases the health and effectiveness of the organization, and the productivity of the business.

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The leader's ethics and behaviour set the standard for their people's, which determines how productively they use their skills and knowledge. Training is nothing without the motivation to apply it effectively. A strong capability to plan and manage skills training, the acquisition of knowledge, and the development of motivation and attitude, largely determines how well people perform in their jobs.

Training - and also enabling learning and personal development - is essential for the organisation. It helps improve quality, customer satisfaction, productivity, morale, management succession, business development and profitability.

As regards conventional work-related training planning, and training itself, these are step-by-step processes - see and download a free training process diagram. More free training tools are available for download at the free training tools and resources page.

See for example the training planner and training/lesson plan calculator tool, which are templates for planning and organising the delivery of job skills training and processes, and transfer of knowledge and policy etc. See also the training induction checklist and planner tool.

Use these tools and processes to ensure that essential work-related skills, techniques, and knowledge are trained, but remember after this to concentrate most of your 'training' efforts and resources on enabling and facilitating meaningful learning and personal development for people. There is no reason to stop at work-related training. Go further to help people grow and develop as people.

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Having said this, we do need to start with the essentials, for example induction training for new starters. Induction Training is especially important for new starters. Good induction training ensures new starters are retained, and then settled in quickly and happily to a productive role. Induction training is more than skills training. It's about the basics that seasoned employees all take for granted: what the shifts are; where the notice-board is; what's the routine for holidays, sickness; where's the canteen; what's the dress code; where the toilets are. New employees also need to understand the organisation's mission, goals and philosophy; personnel practices, health and safety rules, and of course the job they're required to do, with clear methods, timescales and expectations.

Managers must ensure induction training is properly planned - an induction training plan must be issued to each new employee, so they and everyone else involved can see what's happening and that everything is included. You must prepare and provide a suitable induction plan for each new starter. Here's a free induction training checklist.

These induction training principles are necessarily focused on the essential skills and knowledge for a new starter to settle in and to begin to do their job. However there is great advantage in beginning to address personal development needs, wishes, opportunities, particular strengths, abilities, talent, etc., during or very soon after the induction process. The sooner the better.

An organisation needs to assess its people's skills training needs by a variety of methods - and then structure the way that the training and development is to be delivered, and managers and supervisors play a key role in helping this process.

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People's personal strengths and capabilities - and aims and desires and special talents (current and dormant) - also need to be assessed, so as to understand, and help the person understand, that the opportunities for their development and achievement in the organisation are not limited by the job role, or the skill-set that the organisation inevitably defines for the person.

As early as possible, let people know that their job role does not define their potential as a person within or outside the organisation, and, subject to organisational policy, look to develop each person in a meaningful relevant way that they will enjoy and seek, as an individual, beyond the job role, and beyond work requirements.

If possible 'top-up' this sort of development through the provision of mentoring and facilitative coaching (drawing out - not putting in), which is very effective in producing excellent people. Mentoring and proper coaching should be used alongside formal structured training anyway, but this type of support can also greatly assist 'whole-person development', especially where the mentor or coach is seen as a role-model for the person's own particular aspirations.

It's important that as a manager you understand yourself well before you coach, or train or mentor others:

Are your own your own skills adequate? Do you need help or training in any important areas necessary to train, coach, mentor others? What is your own style? How do you you communicate? How do you approach tasks? What are your motives? These all affect the way you see and perform see the training, coaching or mentoring role, and the way that you see and relate to the person that your are coaching, or training, or mentoring. Your aim is to help the
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other person learn and develop - not to create another version of yourself. When you understand yourself, you understand how you will be perceived, how best to communicate, and how best to help others grow and learn and develop.

And it's vital you understand the other person's style and personality too - how they prefer to learn - do they like to read and absorb a lot of detail, do they prefer to be shown, to experience themselves by trial and error? Knowing the other person's preferred learning style helps you deliver the training in the most relevant and helpful way. It helps you design activities and tasks that the other person will be more be more comfortable doing, which ensures a better result, quicker. Various models and tests are available to help understand learning styles - look at the Kolb model. Look at multiple intelligences and the VAK learning model and free learning style tests.

See also the Johari Window model and adapted theory - it's a useful explanation of the importance of open communications and strong mutual understanding among staff in organizations, and for all situations where people work together. It's also a useful model for personal awareness and selfdevelopment.

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Chapter 4 ROLE OF TRAINING

The human resources or human relations department oversees a number of functions within the organization, including hiring, training, monitoring certain policies and even handling disputes. In addition, the human resources department must keep company employees updated on certain laws, such as safety and discrimination. Therefore, it is essential that all human resource managers and employees get the appropriate training.

Significance

Human resource training is particularly important with respect to selecting, interviewing and hiring new employees. People who work in human resources must be able to find the right candidates for a wide spectrum of job openings. These individuals must know how to ask appropriate questions, evaluate a job candidate's responses and determine if the candidate gets past the screening process. For example, human resource managers must not ask questions about a person's age or religion, according to the article titled "Don't Ask a Job Applicant These Questions" at the Microsoft Business website. Asking the wrong question could elicit a potential law suit.

Function

Human resource training is also important because the department usually develops pamphlets on company policies. For example, human resource employees must learn the company's policy on sexual harassment, employee dating or even discrimination. Human resource personnel must also learn the

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various training methods of a company, so they can set up training for new employees. Paperwork must be completed, including W-2 forms and I-9's, which help verify whether employees are legally eligible to work in the United States. Human resource managers must also learn how to set new employees up with email and voice mail, or how to order the employee's computer and supplies.

Identification

The importance of human resource training is also evident with health benefits. Health and other benefits are often quite extensive and confusing. Human resource employees must be trained on filling out various forms, so they can instruct new-hires on the paperwork. Moreover, these professionals must also learn how to evaluate various benefit programs to potentially save the company money.

Considerations

Human resource training is also important for teaching human resource employees about various safety issues. Some company employees, especially those in factories, have to lift objects repetitively or work with hazardous substances like chemicals. The human resource manager and other department personnel must learn the various safety procedures for their industry, based on guidelines set forth by the Occupational Safety and Health Administration. Companies can be fined or even sued for not following the proper safety procedures.

Prevention/Solution

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Human resource professionals must also be trained to resolve employee conflict. In most disputes, perceptions tend to create problems, according to Berkley University's Human Resource department. For example, two employees in a factory may be arguing about who should clean up a spill that occurs between them on the assembly line. The spill may have been an accident, but both employees thinks its the other's fault. The human resource manager must know how to discuss issues privately with individuals and come to a resolution. Otherwise, employee conflicts will cause disruption and even hamper productivity.

Employee Education

Planning with upper-level managers within an organization, a HR representative evaluates the need for staff training. Following the initial assessment, a training plan is developed. This may include individual or group training sessions.

Employee Training

Human resources personnel are often involved in training and development within the company. It is of critical importance that employees are trained properly and with tools that are effective. Training materials such as testing is frequently updated based upon changes within the company's industry. Individuals in human resources who administer the tests must be trained in how to read results of each updated test and also create industry- or companyspecific tests and training materials.

The company attaches importance to talents cultivation work, respect the objective laws of talents growth and strive to construct human47 | P a g e

oriented growth environment for the employees. The company pays much attention to human resources development and considers the promotion of cadre employees quality as important development strategy. The company strives to create learning-type enterprise and always insists on the principle of combination of factual, practical and substantial and going out and inviting to come and diligently advances launch of various trainings and recurrent education. The company considers the provision of training opportunities for employees as its compulsory obligation and supplies various trainings beneficial for the employees development which could meet the demand of current position and future work.

Training Objectives Establish win-win training system.

Improve the integrity quality of the staff team. Promote the complete management ability and level of the company. Build the company into a learning-type organization. Make contributions to realize companys strategic objectives.

Training Level Solve employees thought problem (Training based on the realization of enterprises expectation and strategy). Solve employees capability problem (Training based on the promotion of employees competence for the post). Solve employees achievement problem (Training based on the promotion of employees achievement objectives).

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Training News

Recently, the First Stage Reserve Cadres Training of Power Diversity Group organized by the Human Resource Dept. is completed successfully in the group training center. The group corporation leaders attach much importance to the training. Li Xinmin, the general manager assistant and other leaders take part in the training mobilization meeting on the first day. In the meeting, Li Xinmin, the general manager assistant makes training mobilization. The 25 trainees attended the training are selected strictly through five steps by the Human Resources Dept. During the training, the Human Resources Dept. sends out 175 sets of study documents. The training is held in the training center in all-closed form. The training teacher combines the lessons together and teaches seven professional courses including financing and business which have close relationship with operation and management affairs systematically replying on his advanced special knowledge and practical experiences for many years. Therefore, the training improves the trainees comprehensive quality in all-around way.

Labor Law

Although human resources personnel are educated with regard to federal and state labor laws while in college, ongoing training for labor laws is required to keep up with changes in the law. Many states or industries are subject to unions having control over the labor force. Continued training with regard to law or changes dictated by unions is of great importance to prevent the company from acting outside of the law or being manipulated by union leaders.

Tax Law

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Both the accounting and human resources department of a company participate in continuing education regarding tax laws. Changes to laws affect not only the employees' payroll withholding, but also the benefits packages the company provides. Human resources is responsible for understanding the laws and being able to explain to employees how they are affected.

Training in H.R.

Numerous factors drive business success, but many companies are coming up short in one of the more critical elements the workforce. The purpose of human resource training in the work situation is to develop the abilities of the individual and satisfy the current and future human resources needs of the organisation. Training employees not only creates a more positive corporate culture by adding value to its key resources. Studies have shown that Staff Retention can be as high as 94% when an investment is made in training your Companys Human Resources*.

We know that a knowledgeable employee is an asset to the company but employers are left with the problem of finding affordable and relevant training. Into web provides training by people who are actually in the field. You do not get lecturers who have only read up on the topic, you get trained by people who are actually DOING the work as their core job.

Take a look at the IT skills that you could train your human resources in by clicking on the training links on the left hand side of this page

If your employees need training in IT related fields then check out our competitive training prices or contact us for a free training quote.
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TRAINING EFFECTIVENESS

The game of economic competition has new rules. Firms should be fast and responsive. This requires responding to customers' needs for quality, variety, customization, convenience and timeliness. Meeting these new standards requires a workforce that is technically trained in all respects. It requires people who are capable of analyzing and solving job related problems, working cooperatively in teams and 'changing hats' and shifting from job to job as well. Training has increased in importance in today's environment where jobs are complex and change. Rapidly. Companies that pay lip-service to the need for training, by lazily setting aside a few hours a year, will soon find themselves at the receiving end when talented employees leave in frustration and other employees find it difficult to beat rivals with new products, sophisticated designs and improved ways of selling. To survive and flourish in the present day corporate-jungle, companies should invest time and money in upgrading the knowledge and skills of their employees constantly. For, any company that stops injecting itself with intelligence is going to die. The purpose of this chapter is make the student understand the basic principles, areas, and methods of training currently in use in the corporate circles.

Need for Training

After employees have been selected for various positions in an organization, training them for the specific tasks to which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and
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useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher-level job. The essential features of training may be stated thus: Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviours Focuses attention on the current job; it is job specific and addresses particular performance deficits or problems Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors Tends to be more narrowly focused and oriented toward short-term performance concerns. Training is needed to serve the following purposes: Newly recruited employees require training so as to perform their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage. Training is necessary to prepare existing employees for higherlevel jobs (promotion). Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessity. Training is necessary when a person moves from one job to another (transfer). After training, the' employee can change jobs quickly, improve his performance levels and achieve career goals comfortably

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Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organizational needs.

Training is needed to bridge the gap between what the employee has and what the job demands.

Training is needed to make employees more productive and useful in the long-run.

Training is needed for employees to gain acceptance from peers (learning a job quickly and being able to pull their own weight is one of the best ways for them to gain acceptance).

Importance

Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organization. The importance of training can be studied under the following heads:

Benefits to the business:

Trained workers can work more efficiently. They use machines, tools, and materials in a proper way. Wastage is thus eliminated to a large extent.

There will be fewer accidents. Training improves the knowledge of employees regarding the use of machines and equipment. Hence, trained

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workers need not be put under close supervision, as they know how to handle operations properly.

Trained workers can show superior performance. They can turn out better performance. They can turn out better quality goods by putting the materials, tools and equipment to good use.

Training makes employees more loyal to an organization. They will be less inclined to leave the unit where there are growth opportunities

Benefits to the employees:

Training makes an employee more useful to a firm. Hence, he will find employment more easily.

Training makes employees more efficient and effective. By combining materials, tools and equipment in a right way, they can produce more with minimum effort.

Training enables employees to secure promotions easily. They can realise their career goals comfortably.

Training helps an employee to move from one organization to another easily. He can be more mobile and pursue career goals actively.

Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence. They will be more satisfied on their jobs. Their morale would be high.

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Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labour turnover. Also, it can enable employees to cope with organizational, social and technological change. Effective training is an invaluable investment in the human resources of an organization.

Learning Principles: The Philosophy of Training

Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover. These benefits accrue to both the trainee and the organization, if managers understand the principles behind the training process. To this end, training efforts must invariably follow certain learning-oriented guidelines.

Modelling

Modelling is simply copying someone else's behaviour. Passive classroom learning does not leave any room for modelling. If we want to change people, it would be a good idea to have videotapes of people showing the desired behaviour. The selected model should provide the right kind of behaviour to be copied by others. A great deal of human behaviour is learned by modelling others. Children learn by modelling parents and older children, they are quite comfortable with the process by the time they grow up. As experts put it. "Managers tend to manage as they were managed"

Motivation

For learning to take place, intention to learn is important. When the employee is motivated, he pays attention to what is being said, done and
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presented. Motivation to learn is influenced by the answers to questions such as: How important is my job to me? How important is the information? Will learning help me progress in the company? Etc. People learn more quickly when the material is important and relevant to them. Learning is usually quicker and long-lasting when the learner participates actively. Most people, for example, never forget how to ride a bicycle because they took an active part in the learning process.

Reinforcement

If a behaviour is rewarded, it probably will be repeated. Positive reinforcement consists of rewarding desired behaviours. People avoid certain behaviours that invite criticism and punishment. A bank officer would want to do a postgraduate course in finance, if it earns him increments and makes him eligible for further promotions. Both the external rewards (investments, praise) and the internal rewards (a feeling of pride and achievement) associated with desired behaviours compel subjects to learn properly. To be effective, the trainer must reward desired behaviours only. If he rewards poor performance, the results may be disastrous: good performers may quit in frustration, accidents may go up, and productivity may suffer. The reinforcement principle is also based on the premise that punishment is less effective in learning than reward. Punishment is a pointer to undesirable behaviours. When administered, it causes pain to the employee. He may or may not repeat the mistakes. The reactions may be mild or wild. Action taken to repeal a person from undesirable action is punishment. If administered properly, punishment may force the trainee to modify the undesired or incorrect behaviours.

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Feedback

People learn best if reinforcement is given as soon as possible after training. Every employee wants to know what is expected of him and how well he is doing. If he is off the track, somebody must put him back on the rails. The errors in such cases must be rectified immediately. The trainee after learning the right behaviour is motivated to do things in a 'right' way and earn the associated rewards. Positive feedback (showing the trainee the right way of doing things) is to be preferred to negative feedback (telling the trainee that he is not correct) when we want to change behaviour.

Spaced Practice

Learning takes place easily if the practice sessions are spread over a period of time. New employees learn better if the orientation programme is spread over a two or three day period, instead of covering it all in one day. For memorizing tasks, 'massed' practice is usually more effective. Imagine the way schools ask the kids to say the Lord's prayer aloud. Can you memorise a long poem by learning only one line per day? You tend to forget the beginning of the poem by the time you reach the last stanza. For 'acquiring' skills as stated by Mathis and Jackson, spaced practice is usually the best. This incremental approach to skill acquisition minimises the physical fatigue that deters learning.

Whole Learning

The concept of whole learning suggests that employees learn better if the job information is explained as an entire logical process, so that they can see how the various actions fit together into the 'big picture'. A broad overview of what the trainee would be doing on the job should be given top priority, if
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learning has to take place quickly. Research studies have also indicated that it is more efficient to practice a whole task all at once rather than trying to master the various components of the task at different intervals.

Active Practice

'Practice makes a man perfect': so said Bacon. To be a swimmer, you should plunge into water instead of simply reading about swimming or looking at films of the worlds' best swimmers. Learning is enhanced when trainees are provided ample opportunities to repeat the task. For maximum benefit, practice sessions should be distributed over time.

Training in HR

Training and development is a fundamental function of an organization. Arranging training programs for employees and enhancing their skills is the main motive behind these sessions. Human resource professionals have a vital role to play here. They are the people who schedule training hours, arrange experts and make a note that these sessions are helping the employees develop their additional skills. Now the first question which comes to our mind is; is it really necessary to give training to the employees? And in which case, is it going to help the organization? The answer to these questions is yes, it's very important to train your employees at a certain period of time.

Especially when new technology is introduced, then it becomes quite important to update the employees on how to use it. This will not only make the best use of the tool, but will also help them polish their skills.

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An article on managementstudyguide.com states that if you look technically you will find that training improves the attitude, knowledge and skills of workers with improvement in performance. To make the training more effective, an HR needs to go through a thorough analysis, target certain skills and conduct it in a learning ambiance.

For designing the schedule, an HR has to be experienced and proficient in handling training and development programs. It should include both individual and organizational goals so that both of them are benefited from this program. This is often held at the beginning of the year and is also considered as the performance appraisal.

Development programs are somewhat different from training. The main difference is training can be given to employees to excel in their current job position, but development is for future prospects. Employees are selected on the basis of their skill, attitude, capability and performance. This type of leadership program helps in nurturing leaders for future responsibilities.

IMPORTANCE OF TRAINING DEVELOPMENT

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Training

Development

of

Human

Resources

and

Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioural skills in an organization. It also helps the

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employees in attaining personal growth.

Development

of skills

of

employees

Training

and

Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps

the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

Training and development is one of the key HR functions. Most organisations look at training and development as an integral part of the human resource development activity. The turn of the century has seen increased focus on the same in organisations globally. Many organisations have mandated training hours per year for employees keeping in consideration the fact that technology is deskilling the employees at a very fast rate.

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So what is training and development then? Is it really that important to organisational survival or they can survive without the former? Are training and development one and the same thing or are they different? Training may be described as an endeavour aimed to improve or develop additional competency or skills in an employee on the job one currently holds in order to increase the performance or productivity.

Technically training involves change in attitude, skills or knowledge of a person with the resultant improvement in the behaviour. For training to be effective it has to be a planned activity conducted after a thorough need analysis and target at certain competencies, most important it is to be conducted in a learning atmosphere.

While designing the training program it has to be kept in mind that both the individual goals and organisational goals are kept in mind. Although it may not be entirely possible to ensure a sync, but competencies are chosen in a way that a win-win is created for the employee and the organisation.

Typically organisations prepare their training calendars at the beginning of the financial year where training needs are identified for the employees. This need identification called as training need analysis is a part of the performance appraisal process. After need analysis the number of training hours, along with the training intervention are decided and the same is spread strategically over the next year.

Development

Lots of time training is confused with development, both are different in certain respects yet components of the same system. Development
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implies opportunities created to help employees grow. It is more of long term or futuristic in nature as opposed to training, which focus on the current job. It also is not limited to the job avenues in the current organisation but may focus on other development aspects also.

At Goodyear, for example, employees are expected to mandatorily attend training program on presentation skills however they are also free to choose a course on perspectives in leadership through literature. Whereas the presentation skills program helps them on job, the literature based program may or may not help them directly.

Similarly

many

organisations

choose

certain

employees

preferentially for programs to develop them for future positions. This is done on the basis of existing attitude, skills and abilities, knowledge and performance of the employee. Most of the leadership programs tend to be of this nature with a vision of creating and nurturing leaders for tomorrow.

The major difference between training and development therefore is that while training focuses often on the current employee needs or competency gaps, development concerns itself with preparing people for future assignments and responsibilities.

With technology creating more deskilled workers and with industrial workers being replaced by knowledge workers, training and development is at the forefront of HRD. The onus is now on the human development department to take a proactive leadership role in responding to training and business needs.

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The human resources' training function plays an important role from the beginning of the employment relationship. At the same time, the development function of HR is equally important for the future of the employment relationship. Companies often fail to realize that the return on investment in training and development activities help support employers' goals for profitability, according to Paul Sarvadi, author of Entrepreneur magazine's May 2005 article titled, "The Importance of Employee Development."

Structure

Large organizations with HR departments typically have training and development experts on staff. In an HR department led by a vice president or director, there might be a training and development manager, as well as training specialists. Training and development managers collaborate with senior HR executives to determine the role that training plays in the strategic direction of HR and the overall organization. They are experts in adult learning theory, methods and application and they might be equally well-versed in organizational development. Training specialists are the ones who conduct classroom training, Web-based instruction and in-house workshops and focus groups.

Orientation

Providing orientation for new employees is a significant step in building a solid employer-employee relationship. Training specialists are responsible for coordinating new-hire orientation, leading classroom instruction for new employees and assisting them with the transition to a new work environment. Without training specialists to conduct orientation, department supervisors would be responsible for training new workers. Department
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supervisors may do very well training employees in their own departments; however, it could be difficult for a department supervisor to provide the kind of well-rounded orientation that new employees need.

Needs Assessment

The training and development staff is particularly adept at conducting needs assessments. They identify employee skill sets and determine the kind of training employees need to meet the organization's workforce and staffing goals. Needs assessments are critical for organizations in their growth phase because training an existing workforce saves the money of hiring new staff at higher wages.

Succession Planning

Succession planning refers to the HR function that identifies employees with the aptitude for higher-level responsibilities and prepares them to take on future leadership roles. Training and development staff play another important role in the handling the professional development component of succession planning. They build professional development activities based on succession plans so there can be a smooth transition for employees climbing the corporate ladder.

Training and Development in Hr

Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge to an employee. For an organization,
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training and development are important as well as organizational growth, because the organizational growth and profit are also dependent on the training. But the training is not a core of organizational development. It is a function of the organizational development.

Training is different form education; particularly formal education. The education is concerned mainly with enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes and competences in good manner. Basically the education is formulated within the framework and to syllabus, but the training is not formed in to the frame and as well as syllabus. It may differ from one employee to another, one group to another, even the group in the same class. The reason for that can be mentioned as difference of attitudes and skills from one person to another. Even the situation is that, after good training programme, all different type skilled one group of employees can get in to similar capacity, similar skilled group. That is an advantage of the trainings.

In the field of Human Resources Management, Training and Development is the field concern with organizational activities which are aimed to bettering individual and group performances in organizational settings. It has been known by many names in the field HRM, such as employee development, human resources development, learning and development etc. Training is really developing employees capacities through learning and practicing.

All human resource activities focus broadly on developing & retaining their workforce, and to materialise this vision Training and development is the quintessential process. Employees are career conscious and always appreciate the organisations efforts to train them in various technologies & for future roles as well.
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Trainings are either internal or external depending upon the requirements and resources. A senior staff member or anyone proficient enough in his or her role should conduct internal trainings. For external trainings, company might have to hire an external trainer or a training firm. There are several reasons for an organization to conduct trainings:

To fill the gap between existing and expected performance. Performance appraisal is the right place to look for this gap.

An employee training should be planned in accordance to his or her career growth plan. The training should also be planned keeping in mind employees future role.

Business world and technology is never constant. Learning new skills and processes keep the employees up to date and ahead of the competition.

Areas to focus for employee training and development program:

Soft skills and Communication: Most organizations rely on its customers for growth and development of the business. With diverse languages, customs and increased competition in the market, proficiency in both verbal and written communication skills is critical. The way you deal with your customer promises the loyalty of the same customer for future projects as well.

Ethics and Human Relations: People from various locations and religions work together under one roof, as a result of which arise a

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need to focus on training employees on basic ethics and mutual respect. Quality management: If employees in all departments are aware of the least acceptable benchmark for quality of work, it will save repetitive work and misunderstandings from happening.

The benefits that employees receive from various training and development activities include the development of positive learning environment and enhancement in the employee productivity. Moreover employees learn about various informal processes apart from their routine set of activities, which makes them open towards accepting and trying new ideas. Overall training and development adds new dimensions to employee personality and enables them to add more value to business.

Importance of training in employee development

The primary reason training is considered optional by so many business owners is because it's viewed more as an expense than an investment. This is completely understandable when you realize that in many companies, training and development aren't focused on producing a targeted result for the business. As a result, business owners frequently send their people to training courses that seem right and sound good without knowing what to expect in return. But without measurable results, it's almost impossible to view training as anything more than an expense.

Now contrast that approach to one where training's viewed as a capital investment with thoughtful consideration as to how you're going to obtain an acceptable rate of return on your investment. And a good place to start your "thoughtful consideration" is with a needs analysis.
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As it relates to training and development, a needs analysis is really an outcome analysis--what do you want out of this training? Ask yourself, "What's going to change in my business or in the behavior or performance of my employees as a result of this training that's going to help my company?" Be forewarned: This exercise requires you to take time to think it through and focus more on your processes than your products.

As you go through this analysis, consider the strengths and weaknesses in your company and try to identify the deficiencies that, when corrected, represent a potential for upside gain in your business. A common area for improvement in many companies is helping supervisors better manage for performance. Many people are promoted into managerial positions because they're technically good at their jobs, but they aren't trained as managers to help their subordinates achieve peak performance.

Determining your training and development needs based on targeted results is only the beginning. The next step is to establish a learning dynamic for your company.

In today's economy, if your business isn't learning, then you're going to fall behind. And a business learns as its people learn. Your employees are the ones that produce, refine, protect, deliver and manage your products or services every day, year in, year out. With the rapid pace and international reach of the 21st century marketplace, continual learning is critical to your business's continued success.

To create a learning culture in your business, begin by clearly communicating your expectation that employees should take the steps necessary to hone their skills to stay on top of their professions or fields of work. Make
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sure you support their efforts in this area by supplying the resources they need to accomplish this goal. Second, communicate to your employees the specific training needs and targeted results you've established as a result of your needs analysis.

Third, provide a sound introduction and orientation to your company's culture, including your learning culture, to any new employees you hire. This orientation should introduce employees to your company, and provide them with proper training in the successful procedures your company's developed and learned over time.

Every successful training and development program also includes a component that addresses your current and future leadership needs. At its core, this component must provide for the systematic identification and development of your managers in terms of the leadership style that drives your business and makes it unique and profitable. Have you spent time thoughtfully examining the style of leadership that's most successful in your environment and that you want to promote? What steps are you taking to develop those important leadership traits in your people?

Financial considerations related to training can be perplexing, but in most cases, the true budgetary impact depends on how well you manage the first three components (needs analysis, learning and leadership). If your training is targeted to specific business results, then you're more likely to be happy with what you spend on training. But if the training budget isn't related to specific outcomes, then money is more likely to be spent on courses that have no positive impact on the company.

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In many organizations, training budgets are solely a function of whether the company is enjoying an economic upswing or enduring a downturn. In good times, companies tend to spend money on training that's not significant to the organization, and in bad times, the pendulum swings to the other extreme and training is eliminated altogether. In any economic environment, the training expense should be determined by the targeted business results you want, not other budget-related factors.

The Importance of Training and Development

Human Resource Development (HRD) is a practice that combines training, organizational development, and career development efforts to encourage improvement of individual, group, and organizational performance. Its purpose is to enhance employee performance and productivity, which leads to employee and customer satisfaction and an increase in the profitability of the organization.

At all levels of human resource development, the importance of training and development cannot be ruled out. Human resource development professionals are necessary to carry out programs dealing with instructions and professional development for workers. The attitude of management towards training has been changing over the years. Today training is viewed as an important and effective mechanism which helps in raising the quality of the workforce. This helps in the achievement of the organizations strategic objectives. Training is seen as a service to the worker. However, since it gains benefits for the organization itself, its importance as a strategic tool cannot be discarded.

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Training and developing the employees, keeping them motivated to propel and advance further and updated with the industry and the upcoming and present technologies, is essential to achieve the organizations plans and goals.

Reasons Employees Require Training

Usually, employees require training with respect to certain key areas. These include Communications (to overcome linguistic barriers), Computer skills (for effectively managing office responsibilities), Customer service (to help employees understand the needs of the client and discover ways to solve them), Diversity (to encourage the acceptance of varying ideas and/or values), Ethics (to ensure the highest possible code of conduct) Human relations (to encourage a better perspective with regard to coping with work pressures), Quality initiatives (to provide guidance on ideal standards for products, processes and procedures), Safety (to guide on the measures to be taken to help prevent work and product hazards) and Sexual

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Chapter 5 IMPORTENCE OF TRAINING OBJECTIVES

Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan.

The objectives for the training of employees:

1.

To increase productivity- Instructions can help employees

increase their level of performance on their present assignment. Increased human performance often leads to increased operational productivity and increased company profit.
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2.

To improve quality- Better informed worked are less likely

to make operational mistakes. Quality increases may be in relationship to company product or service or in reference to the intangible organizational employment atmosphere.

3.

To help a company fulfill its future personnel needs-

Organizations that have a good internal programme for development will have to make less drastic manpower changes and adjustments in the event of sudden personnel alterations. When the need arises organizational vacancies can be easily staffed from maintaining an adequate instructional programme for both its non-supervisory and managerial employees.

4.

To improve organizational climate- An endless chain of

positive reactions result from a well planned training programme.

5.

To improve health and safety- proper training can help

prevent industrial accidents. A safer atmosphere leads to more stable mental attitudes on part of employees. Managerial mental status would also improve, if supervisors know they can better themselves through company designed development programmes.

6.

Obsolescence

prevention-

Training

and

development

programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence due to age, temperament, or motivation or the inability of a person to adapt himself to technological changes.

7.

Personal growth- Employees on a personal basis gain

individually from their exposure to educational expressions. Management

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development programme seems to give participants a wider awareness, an enlarged skill and enlightens realistic philosophy and make personal growth possible.

Training objectives are some kind of statements of what training is expected to achieve at the beginning. Setting training objectives must be in according to SMART theory; because of the training is one of important function in human resources management and also it is a costly process. So the training objectives should be expected level of an employee by employer.

Identification of the training needs correctly is most wanted thing for setting training objectives. For setting training objectives, there can be done some of analysis of employees. This also is important to the designing of the training programme. An employer can do a task analysis, fault analysis and skill analysis at the beginning of setting training objectives. Task analysis is a systematic analysis of the behaviour required to carry out a task with a view to identifying areas of difficulty and the appropriate training techniques and learning aids necessary for successful instruction. By task analyzing there can be identify what kind of difficulties the employee is facing while doing the given task. Where the incidence of errors of faults in a job can be fairly high, the faults analysis method can be useful for identify the actual faults. Identifying the faults and the frequencies of faults are doing important job on the setting training objectives. Maybe the most common method of analyzing the skills required in work of a non-supervisory nature in industry or commerce is that known simply as skills analysis. There has a good potential to identify skills and abilities by skill analyzing. Knowing of skills of an employee is important to set objectives on trainings.

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As a major function of human resources management process, training and development is giving higher contribution to the organization when recruiting new employees to organization. After recruit new employee, training programmes are important to induction part of HRM process. Not only for the induction of HRM has process, but also for other parted of the process, such as performance appraisal etc. When establishing training objectives these kinds of specific things should be conceder, as same as other things.

In setting objectives of training, is depends on the organization. It may differ from an organization to organization. In an organization again the objectives are basically depends on its vision mission and corporate objectives. These have to achieve without any argument. But in operational level, there can be identify most of times employees makes lots of mistakes because the lack of training. Even they are highly paid, highly motivated people; this cannot be decrease in large amount. For these types of situations are the indicators of the training needs and the training objectives. Training objectives are should be achieves and fulfil training needs of an organization. Also training objectives should have a power of motivation. Otherwise if the training objectives make stress on the employee, then the outcome of training may not be achieves the objectives..

Inform Employees of Payroll Information and Options

Instead of discussing payroll options with employees in a one-onone manner, HR departments can hold larger trainings, sharing this important information with numerous employees simultaneously. Not only does this type of HR training allow these departments to save the time that would be needed to share this information individually, it also often allows for better sharing of this

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information as employees in attendance can benefit from hearing answers to topic-related questions posed by peers at the group training session.

Ensure Employee Safety

Human resources departments commonly train employees on procedures necessary to ensure employee safety. By holding regular workplace safety-related seminars, HR departments can reduce the prevalence of workplace accidents and increase the likelihood that their workers know how to navigate potentially dangerous situations that they may encounter.

Build Workplace Communication

Through HR trainings, employees are often given the opportunity to communicate both amongst themselves as well as with individuals in authority within the workplace. By holding training sessions that allow for this kind of open communication, HR departments can effectively create workplaces that are more open and in which employees feel that they are valued.

Embrace Workplace Diversity

By

embracing

workplace

diversity

through

HR

training,

management and human resources personnel can ensure that all employees feel like they are welcomed and that they are valued as members of the workplace. Training of this type can also reduce workplace discrimination as well as help workers understand their colleagues who come from different backgrounds, making it easier for individuals to work productivity together.

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Encourage Original Thinking

By encouraging employees to think outside the box at HR trainings, businesses can tap into the wealth of ideas that their employees possess. Often, individuals working within a position on a daily basis can provide ideas as to how challenges such as productivity decline or rising costs of materials and services could be dealt with. Also, by making it clear to employees that their opinions matter, human resources training organizers can make these individuals feel like valued members of the team instead of just unimportant workers.

Functions and Objectives

HRM and its importance started to be considered as an integral function of the organization and as a specialized field of study with the realization of the fact that employees, independently or jointly, play a pivotal role in the achievement of the overall organizational goals and objectives. HRM aligns the employees skills with the present and future needs of the organization and utilizes it towards the achievement of the desired goal. It analyses the workforce profile, skills, abilities, qualifications, potential, capabilities etc. and assign them various responsibilities as per the requirement of the job and the workers profile. Moreover it also facilitates acquiring, training and retaining the talent. HRM does not only takes care of the present organizational objectives but it also examines and determines the future organizational needs for developing strategies as per the future requirements. Moreover, after identifying the fact that employee turnover is directly proportional to the employee dissatisfaction, taking care of the needs of the employees also became one of the major considerations of HRM. Unsurprisingly, now days, HRM is looked up as a prominent department and
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shares its existence with the top management functions and figures of the organization.

Today, HR is an exclusive department in almost all organizations and has a number of important functions to perform. These are as follows:

1.

Employee Career Goals: To understand that the employees are also individual and have their own set of needs. They also have certain goals and they also want reach the pinnacle of the career ladder. The HR has to identify those needs and work upon them to make the employees feel important and motivated by providing them time to time training related to their field of interest. It is to be kept into consideration that if the employee will not find any career advancement in the kind role he is assigned in the organization, his inclination towards performing will be really low due to lack of motivation. Organizational Goals: To understand and define the overall objectives and goals of the organization, its mission as well as vision. It also calls for aligning the skills of the workforce with the companys mission/vision statement and encouraging them to work towards achieving those organizational objectives. It does not only include the present organization requirements but also forecasting the future needs and making strategies for fulfilling them.

2.

Training and Development: To ensure proper availability of latest tools and methods for training the employees as required for their respective competencies. Identifying the imperfect areas which requires training and also working towards filling the need gap with the best available training tools. HR should realize that
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training is not an unnecessary expenditure which can be discarded; instead they should understand that if the employees are properly trained and developed, it can prove to be the best investment made by the company which will definitely furnish quality returns in future. HRs job does not just ends with the training. They should also scrutinize the post training transformation in the performance the employees and should provide adequate feedback if further improvement is required.

3.

Recruitment: Selecting the best workforce from the labor market by using the recruitment options like internal job portals, job websites, advertisements, employment agencies etc. Personal interviews, GDs, Aptitude test should be unbiased and very seriously performed, for getting the cream employee. The candidates should be informed well in advance about the profile of the job, required skills, attitude and the workload a candidate can experience so that they may come with a defined mindset and give their best to the job offered to them. Before moving ahead with recruiting, the HR manager should ensure the adequacy of the funds to be invested on the recruitment procedure.

4.

Staffing: To assign the right job to the right employee if the proper utilization of the talent is needed. The HR should understand that the employee will not be able to give his 100% if his talent is not utilized in the right direction. They also require making them understand the overall objective, mission and vision statements and also providing them proper resources which will help him attain those objectives.
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5.

Ensuring employee health and safety by abiding to the employee safety and health regulations.

6.

Managing grievances

7.

Ensuring provisions for adequate and promised compensation with fixed and variable benefits to keep them motivated.

8. 9.

Making strategies for reducing the employee turnover rate. To ensure a positive work environment in the organization.

10.

To continuously stimulate a sense of belonging, responsibility and accountability in employees.

11.

Ensuring effective communication between employees and minimizing conflicts.

12.

To ensure latest appraisal methods, fair and unbiased salary hikes for keeping the employees motivated.

13.

To keep a record of the employee profiles and database so that it can be readily available at the time of recruitment and staffing and also ensuring its confidentiality.

To keep a bird eye view on each employees performance and regularly providing feedbacks on the same.

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There are also some objectives for which HRM performs its aforesaid functions in an organization. Some of the objectives are as follows:

1. 2. 3. 4. 5. 6.

To achieve the organizational goals and objectives. To ensure employee satisfaction at every level To instill team spirit in employees To explore employees capabilities for performing a given job. To ensure maintaining the quality of work life To respect the employees as individuals and also respect their individual career goals.

7. 8. 9. 10.

To equip the employees with proper resources To keep the employees motivated. To encourage the feeling of organizational loyalty in employees. To ensure a positive environment of mutual trust and understanding in the organization.

After identification of training needs the next step is to set training objective in concrete terms and to decide the strategies to be adopted to achieve these objectives. Overall objective of training program is to fill gap between existing and desired pool of knowledge, skills and aptitude.

Defining training objectives in both qualitative and quantitative terms helps in evaluating and monitoring the effectiveness of training. Involvement of top management is necessary in order to integrate training objective with organizational objectives.

Employees will definitely learn best when objectives of the training program were clearly stated to them, objective means the purpose and expected outcome of training activities.
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1.

To impart basic knowledge and skill to new entrants required

for intelligent performance of definite task in order to induct them without much loss of time.

2.

To assist employees to function more effectively by

exposure of latest concepts information and techniques and development of skills required in specific fields including production, purchase, marketing, logistics, information technology etc.

3.

To broaden minds of supervisors. Sometimes, narrowness of

outlook may arise in supervisors because of specialization. In order to correct this narrowness they are provided with opportunities and interchange of experience.

4.

To build second line of competent employees and enable

them to occupy more responsible positions as situation emerge.

5.

To prepare employees to undertake different jobs in order to

enable redeployment and maintain flexibility in workforce so that ever changing environment of market can be met and downturns can be managed without loosing experienced employees.

6.

To provide employees job satisfaction, training enables an

employee to use their skill, knowledge and ability to fullest extent and thus experience job satisfaction and gain monetary benefits from enhanced productivity.

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7.

To improve knowledge, skills, efficiency of employees to

obtain maximum individual development.

8.

To fulfil goals of organization by securing optimum co-

operation and contribution from the employees.

Different types of training objectives

Though objectives can be expressed in an easy and simple way, but it can be categorised. It is very important to differentiate among them. King (1964) stated long-term objectives covers almost all sectors of the company for years; whereas, short-term objectives changes from time to time and from area to area. In addition to these, Davis (1974; cited by Bunker et al. 1987) suggested about behavioural objectives and Lippitt and Schindler-Rainman (1975; cited by Bunker et al. 1987) emphasized on the importance of selecting different types of learning objectives. These behavioural and learning objectives can be part of both short and long term objectives.

Buckley and Caple (2000) broke it down further. They said that the end performance which target population have to achieve at the end of the training programme as terminal objectives. Then they added another two terms i.e. enabling and lesson objectives. Enabling objective is the sub objectives of the terminal objectives. If all the enabling objectives are achieved than terminal objectives are achieved. Lesson objectives are sub -objectives of enabling objectives. Like before, if all the lesson objectives are achieved than enabling objectives are gained. They tried to break down the objectives into elements in different levels and it helps to find and establish objectives effectively. Trainer will have the opportunity to go in details within the objectives for designing the training programme.
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Importance of training objectives

Many companies may not give importance to training objectives, even if they have one. All the companies, consciously or unconsciously, have training objectives; brief or wide, stated or unstated (King 1964). But consciously prepared training objectives facilitate management to assess all the factors related to training and opportunity to modify if needed. It is of no use to run a training programme without objectives. It cannot justify its success or failure (Staff Training Working Group of the Distributive Trades EDC 1971). Importance of training programme must be communicated through all level of the company and everyone should be convinced about the benefits of the training programme. They stated objectives as a set standard or target against which evaluation can be taken place.

Forming Training Objectives

The importance of training objective has to be realized by the top management of the organization. They are the initiator of forming objectives for training. A belief in the power of training at top level will ensure not only that training is carried out, but also that it is EFFECTIVE (Staff Training Working Group of the Distributive Trades EDC 1971,.

Doe (1976) suggested to answer what trainee wants to achieve, how, how much and how well wants to achieve. A training objective has to be very clear, attainable, comprehensible and realistic. It should not be there because one has to be there; rather it should be there because of its importance and everyone responsible should work towards achieving it.

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TRAINER

The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

The trainer's role in a competency-based system is to determine what the trainee is capable of learning at any given time and then present the training and development activities in a clear and logical manner so the trainee is capable of performing all required job tasks.

A competency-based system must provide a means of training subordinates so that they are competent, productive and can safely, effectively and efficiently perform their jobs.

This is extremely important when you consider the changes that are taking place in the working environment today, aging workforces, shortages of skilled workers, technological advancements, increasing global competition and the Nationalization efforts that play such a primary role in the local region.

Managers are responsible for setting up a training program that has a clearly define structure and objectives that are understood by everyone involved with the development process. Now that the manager's role is understood we need to focus on the individuals that will have the biggest roles in the integrated competency-based system, the trainer and trainee! Although there are other individuals involved in the process, the trainer is often referred to as one of the most important players in the OJT process because they are responsible for guiding the trainee through the learning
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process. But what is a good trainer? Trainers must be competent, have good communication and strong inter-personal skills.

Trainers must determine what the trainee is capable of learning at any given time and then present the training and development activities in a clear and logical manner so the trainee is capable of performing the required tasks.

In order to do this the Trainer must ensure each trainee understands what is expected of them, how the work should be accomplished and what criteria will be used to measure and evaluate the trainee's efforts. Listed below are steps that will help ensure your training activities are successfully implemented:

1. Plan the Training - The Trainer must decide what training activities will take place and then integrate these OJT activities with real day-today work assignments. Once the plan is established the Trainer will also be responsible for discussing the assignment with the trainee so that an orderly approach is taken.

During the planning phase the Trainer should also review all appropriate documentation and material related to what they are going to teach the trainee. This way any changes in operating policies or procedures are reviewed prior to discussing the material with the trainee.

2. Schedule the Training Sessions - The Trainer should review the trainee's ability and match it against the current operational requirements in order to determine the appropriate time to conduct OJT training activities.

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3. Conduct Training Activities - The Trainer should start the training session by explaining the objectives of the training activity to the trainee and explain why they need to learn the material.

The Trainer must then demonstrate the proper way of completing the task or operation. This demonstration needs to follow all operational and safety requirements exactly - do not leave out any step or any action.

It is always easier to do something right the first time rather than try to make a trainee "unlearn" a process. This is why good Trainers ensure students immediately practice the skills they have learned under the Trainer's supervision.

The Trainer also needs to allow the Trainee enough time to practice the tasks before being evaluated. The amount of practice that is needed depends on the trainee's ability and the nature and complexity of the task.

Role of Trainer

The conventional view about the role of a trainer is to conduct training programmes. A good trainer must necessarily be able to take sessions in different training courses. His ratings in these training programmes would mostly determine his success or otherwise as a trainer. While this is still considered important I do not think it all that important in the changing circumstances. A brief explanation is necessary. Because of the industrial revolution there has been a stress on manufacturing function as the industrial Revolution was brought about by the technology of mass production. Personnel Managers and Manpower Development Managers working in the manufacturing culture of organizations took a manufacturing approach to development of
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human resource. This approach starts with the belief that as a raw material by processing is converted into the final product, so is a human resource, which when put through different management development programmes, is converted into a good management resource. Thus, the trainer became a 'manufacturer' of training programmes.

Trainer or facilitator

The time has come to develop a new perspective, to shift from a manufacturing approach to an agricultural approach towards development of human resource. What is this agricultural approach? A parallel can be drawn between a seed and human resource. All an agriculturist does is to provide a conductive climate by providing water and fertilizer around a seed so that it grows to be a plant and the plant into a giant tree.

The same is true of the development of human resource. Hence the trainer's role will have to change from one of conducting training programmes to that of being a facilitator. The stress has to be on learning rather than on teaching. A facilitator should facilitate learning as I believe management cannot be taught. It can only be learned.

General Electric Company in a research study found out four simple principles of development. The most important of them was that all development is self development. No development can take place in an apathetic or a hostile manager. An interest for development has to be created within the manager. The trainer's role is to create that interest.

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Importance of Trainer

The effective transfer of training depends a lot on the trainer because it is the trainer only who can remove the mental block of trainee, motivate the trainee to learn, delete the negative perception of the trainee regarding the training. Besides all that, a lot depends on personality of trainer also.

The major competencies that are required to be present in a trainer are:

Presentation Skills Business Skills i.e. budgeting, time management, negotiation, etc. Content Development i.e. material production, graphics, layouts, etc

Self development i.e. interpersonal skills, good listening skills, flexible, accepting the share of accountability, etc Trainers Skills

The skills that need to be present in a trainer are:

Training Design Evaluating the training program Training need analysis Worksheet design Exercises design

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Role of Trainer

Objectives:

To test whether the multiple trainer roles we found in CCL can be confirmed by most Chinese learners, trainers and people from organizational perspective

To explore the relationship between different trainer roles and training effectiveness

To develop an instrument to measure the role that trainer plays in training, including the description and the requirements of seven different roles

To compare the different understandings about the influence of different roles on training effectiveness from different perspectives

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Research Questions & Hypothesis

Do Chinese trainers really play several different roles in the training? And what kind of role they usually play? Chinese trainers do have their own typical and unique roles in training and most of them are similar to the results we found from analyzing the expert interviews.

Is there any relationship between trainer roles and training effectiveness? There is little former research in this area, and seldom talking about the importance of trainer roles in effective trainings. We are certain that different trainer roles affects training in different aspects although we are not sure which role influences most on which criteria of effective training.

Will we find any difference from the results of three different perspectives? The perception of qualified trainer and effective training would be different from the learners, trainers, and organizational perspectives. And the results of comparison would be helpful for all of the three parts.

Research Method:

Quantitative online survey with two channels web-base online questionnaire and paper-pencil questionnaire

Participants:

The participants come from three different parts:

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Learners employees from different kinds of companies, such as state owned company, private owned enterprise, and multinational company located in China Trainers native Chinese trainers who deliver training to internal employees, external customers or cooperated partners HR officers people who work in HR department and usually responsible for the trainings, including make training program, look for suitable trainers, coordinate training schedule, and supervise post-training examination/evaluation

Expected Result & Possible Application:

Confirmation of the existence of multiple roles that Chinese trainers play in corporate training and development and the relationship between different roles and training effectiveness

Suggestions on how to enhance the training effectiveness from trainers aspect by comparing the results from three different perspectives Using the questionnaire as a checklist to test foreign trainers competence if they want to deliver trainings to Chinese learners successfully or a handbook for them to refer to

TRAINEE

The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise.
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Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training.

Organizations conduct trainee programs to orient the newly inducted employees and train them with the required skills in order to make them ready to take up their responsibilities as permanent employees at the end of it. These newly inducted employees undergoing the training program are called trainees. Typically the trainees receive a salary during the program as well. Trainees could be at various levels Trainees undergoing technical training to acquire a specific skill set like programming or an engineering skill and Management trainees to assume leadership/Managerial positions in the organisation.

Many employers take on unpaid students or recent graduates as trainees in the hope of discovering good workers whom they can add to their paid workforce at the end of the training period. The students may be glad to participate in the training program without pay (and even work their heads off) because of the job experience they will gain, as well as the possibility of being asked to stay on as full-time, salaried employees after the training program is over.

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Since the students have no expectation of being paid and are so happy to be in the training program, the employers may assume that the Fair Labour Standards Act (FLSA) is not relevant to this arrangement. That assumption "isnt necessarily so."

Before trying to get too much of a good thing, employers should make certain that their unpaid trainees will not be considered "employees" under FLSA. If they are, the employer will be subject to liability under FLSA unless it has complied with FLSA''s minimum wage and overtime requirements.

Who is an employee under FLSA? While employees are protected by FLSA, the law defines "employer" and "employee" only in the broadest of terms. Under FLSA, an "employer" includes "any person acting directly or indirectly in the interest of an employer in relation to an employee". An "employee" is "any individual employed by an employer. To "employ" is "to suffer or permit to work".

Are trainees employees? FLSA neither defines trainees nor provides specifically that trainees are not employees covered by the Act. Supreme Court decisions and regulations of the Department of Labour, however, have developed an exclusion from FLSA for trainees.

The Supreme Court, in Walling v. Portland Terminal Co., 67 S.Ct. 639 (1947), held that FLSA was "obviously not intended to stamp all persons as employees, who, without any express or implied compensation agreement, might work for their own advantage on the premises of another." The workers in that case were being trained as railroad brakemen in a training period lasting one week. The Court concluded that these trainees did not fall within FLSA''s

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definition of employee because the employer did not receive any immediate benefit from the work done, and the trainees had no expectation of getting paid.

The economic reality. The Supreme Court elaborated on this case in its holding in Tony and Susan Alamo Foundation v. Secretary of Labour, 471 U.S. 209 (1985). The Court noted: "The test of employment under [FLSA] is one of economic reality." The Alamo case involved individuals who worked for long periods of time for a non profit religious foundation. They received no wages but did receive food, clothing, and shelter. So the "economic reality" was that, though the individuals were not being paid cash, they were receiving wages in another form and, therefore, were employees under FLSA. DOL''s six-part test. After the Courts holding in Portland Terminal, DOL''s Wage and Hour Division issued a six-part test to guide the determination of whether a trainee is in fact an employee under FLSA. The test, in relevant part, states: "Whether trainees or students are employees of an employer under the Act will depend upon all of the circumstances surrounding their activities on the premises of the employer. If all of the following criteria apply, the trainees or students are not employees within the meaning of the Act:

1.

The training, even though it includes actual operation of the facilities of the employer, is similar to that which would be given in a vocational school.

2. 3.

The training is for the benefit of the trainees or students. The trainees or students do not displace regular employees, but work under their close observation.

4.

The employer that provides the training derives no immediate advantage from the activities of the trainees or students, and on occasion, his operations may actually be impeded.
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5.

The trainees or students are not necessarily entitled to a job at the conclusion of the training period.

6.

The employer and the trainees or students understand that the trainees are not entitled to wages for the time spent in training." (See Wage & Hour Manual (BNA) (1975).)

Lessons to be learned. One can see that the hypothetical situation described at the outset of this article may not exempt the employer from liability under FLSA. Even though the so-called "trainees" may not be expecting to get paid and may be glad to work just for the experience and possibility of future full-time work, there could be a situation where they are deemed "employees" under FLSA if the employer derives "immediate advantage" from their activities.

A Note on Independent Contractors. Independent contractors, like trainees, are neither defined by nor specifically excluded from FLSA. Based on the Supreme Courts decision in United States v. Silk, 331 U.S. 704 (1947), the courts have developed five factors to be considered in determining whether an individual is an employee under FLSA or an independent contractor falling outside the ambit of FLSA. No single factor is decisive. The totality of the circumstances has to be considered. The five factors are as follows:

1. 2.

The degree of control exercised by the employer over the workers. The workers'' opportunity for profit and loss and their investment in the business.

3.

The degree of skill and independent initiative required to perform the work.

4.

The permanence or duration of the working relationship.

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5.

The extent to which the work is an integral part of the employers business.

Even though the employer treated the worker as an independent contractor, and the worker accepted this treatment for a period of several years, does not prevent the worker from subsequently claiming he was an employee under FLSA. This much at least is apparent from the recent New York federal district court case of Lee v. ABC Carpet & Home (reported in New York Law Journal, March 11, 2002).

Richard Lee, after working for ABC for eight years as a carpet installation mechanic and all that time identifying himself as self-employed on his tax returns, claimed that he was an employee under FLSA and entitled to back wages.

Denying ABC''s motion for summary judgment, the court applied the five-factor test and found plenty of disputed facts pertaining to almost all of them. The case was allowed to proceed to trial.

What is it like to work as a trainee at Eurofound?

My name is Bruno and I am from Italy. I am 25 years old and last year I graduated from the Catholic University in Milan, with a degree in International Management. I am currently doing an internship at Eurofound in the HR department, which started in the beginning of March and which will run until the end of July.

The organisation of training is a very time-consuming, since it also means maintaining contact with all people participating in training, from start to
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end, adjusting and trying to deal with their requests and requirements. It also involves following up of the training courses, ie collecting feedback and keeping the HR database up to date. Here is the challenge for me. On the one hand, I want to be flexible and multi-tasking, manage time well and respect deadlines in order to fulfil business objectives. On the other hand, I want to reach my professional and personal targets. Sometimes it can be difficult to finish all tasks while dealing with a flood of meetings that demand a lot of time and energy on a daily basis. Luckily, I am doing something that I like, and I really like my teammates: they are ready to explain things, to involve me in projects and to answer my questions at any time, no matter what.

I believe there is a general misconception about human resources, that it is all about planning and organising what other people should do. I see it differently. Organisations and companies compete in selling products or services, many of which are quite similar. While lower prices and faster delivery might give them an advantage to sell more in the short term, people is really what makes the difference in the long term. People, with their skills, abilities and capabilities, are the core value that allows the organisation to meet its business objectives.

Working in HR means contributing to the development and the realisation of an organisations strategy, through the help of people. I see this as a mutual relationship between people and HR, since companies, organisations, and HR would not exist without people, and people couldnt grow personally or professionally without the HR function.

At university, I focused on the attraction and retention of young graduates and talents. Upon my graduation, I was looking for a traineeship in
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HR in order to put into practice what I have learnt in the books, at home or abroad. Finally I got a traineeship in HR with a multinational company based in Luxembourg. Then last December, in a newsletter from an Italian trainee association promoting traineeships at the European Commission, I found an advertisement for a traineeship at Euro found and I decided to apply to enrich my knowledge of the European job market. The application process was rather long and thorough, but eventually, after several interviews, I got the traineeship.

Living and working in Dublin is exciting. I am sure that this experience will be useful for my future. Finding a job is not easy, especially a job that you like. This is my start, the beginning of my career, and the beginning of a long learning path that will never end.

Every year there are offered at the Graduate Program, the companys strong growth in applicants. The career as a trainee is very popular among university graduates. But trainee programs vary from company to company in its content very much. One aspect is certainly that, that the term trainee program is not protected. On the website trainee Gefluester.de all interested parties get general information about the Graduate Program of the company. Also details the differences and similarities of the various programs in different industries are treated.

The aim of the company it is subject to the new employees and managers to build. Therefore, the trainees attend each for several months in different departments of the company. Off the job training is called and while the trainee receives a versatile and varied training, which he thought to crosssectoral and trade develops.

HR professionals and trainees give interviews for interested readers

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In an interview with an overview of the salary structures in the various industries and thus have about the salary of a trainee, is certainly in advance of salary negotiations is of great advantage. In addition to general topics provide personnel decision of trainee programs, those interested also its own program. The company will report directly from the source, what is required of prospective employees and also known to give what the new employer has to provide the graduates.

Trainee whispers imagines

The information portal trainee Gefluester.de aimed at students, graduates and HR managers alike. Primarily to gather information primarily about trainee programs, but also at the same facts and applicable tips to make available to interested readers. Other topics deal with the application process and the career opportunities of a trainee program. Separately, the interested reader to get current trainee job from various companies.

An important goal of the HRM is to help the enhancement of motivation, commitment and job engagement as means of improving performance and retaining talented people. Motivation is the process of encouraging people to apply their efforts and abilities in ways that further the attainment of the organization's goals, as well as, the satisfaction of their own needs. Commitment is based on identification with the goals and organizational values. It is also based on the desire to belong to the organization and the willingness to display effort on behalf of it. Job engagement takes place when people are interested in and enthused to do their work. Additionally, HR is concerned with 'psychological contracting': that is, developing an employment relationship based on a positive psychological relationship that fulfils mutual expectations of employers and their employees and is supported
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by establishing a high-involvement climate. The enhancement of motivation and commitment means that HRM has to be concerned with what can be described as discretionary behaviour. This refers to choices that people at work often have about the way they do the job and the amount of effort, care, innovation and productive behaviour they display in the work situation. Discretionary behaviour is at the heart of the employment relationship, because it is hard for the employer to define high monitor and performance control the amount required for maintaining. Research results show that:

Performance is improved if employees can positively induct' discretionary behaviour once in the work situation when their needs are met.

Discretionary behaviour is more likely to occur when a lot of individuals have commitment to their organization and/or when they feel motivated to do so, and/or when they gain high levels of job satisfaction.

Commitment, motivation and job satisfaction, (either together or separately), are higher when people realize that policies can create a capable workforce, motivating valued behaviours and providing opportunities for participate.

This positive experience will be higher if different HR policies are able to develop individual capabilities and motivation, in a reinforcing way.

The implementation methods and practices of HR policies by supervisory managers, and top managers enhance or weaken these policies effects to trigger discretionary behaviour and develop positive attitudes.

The experience of success in high performance outcomes helps reinforce the establishment of positive attitudes in the organization.
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Advancement

Some trainee office jobs, including most internship, don't come with a guarantee of long-term employment. However, employees and interns generally have a set period of time to establish themselves and learn enough about the office to transition into a higher position with the business, or use the experience to find a job in another office. Some businesses offer internships as a means of selecting and hiring the most qualified office trainees. Trainees typically advance to jobs as administrative assistants and receptionists. More experience can lead to an office manager position. According to the Bureau of Labour Statistics, as of 2008 office managers for large companies earned wages of more than $45,000 a year.

The Corner stone of NFL's meritorious track record is its human resource. At NFL, we firmly believe that our employees are our most valued resources.

NFL has always been a forerunner in the fertilizer sector and this has been made possible through the company's thrust on human resources development.

NFL offers a host of exciting career/opportunity to dynamic/young/ qualified individuals in Production/Maintenance/Marketing/Finance and Human Relations. NFL has three induction levels Management Trainees/Technicians & Operator Apprentices & Commercial Apprentices. Developmental and functional programs based on training needs, as judged in the area of updation of technical supervisory and managerial skills along with specialized requirements from time to time.

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The services which have been developed in the area of Training and Development within the organization are readily available to other organizations within the laid policies and procedures of the Company.

Caring Organization

The Company's concern for its employees is reflected through its efforts in the area of health, safely and welfare of its employees. NFL not only meets the statutory obligations, but has undertaken numerous voluntary measures beyond the statutory requirements. The Company has well equipped hospitals, canteens recreation clubs, housing facilities, schools and safe working environment. The onus of NFL's high production levels lies on harmonious and cordial industrial relations at all its manufacturing Units. The Company has not lost even a single manday on this account.

To cater to the needs of training and development, NFL has a well defined and well designed training plan. Major activities undertaken by HRD are:

Recruitment and Training of Trainees at various levels viz. officers, supervisors and workers.

Organizing of developmental and functional programs based on training needs, as judged in the area of updation of technical, supervisory and managerial skills longwith specialized requirements from time to time.

Imparting of training to people from other organisations within India and abroad.

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Formulate policies regarding manpower deployment on hire to other organisations within India and abroad.

The services which have been developed in the area of Training and Development within the organisation are readily available to other organisations within the laid policies and procedures of the Company.

Education and Training

According to the U.S. Bureau of Labour Statistics, most employers look for job candidates with a bachelors degree and considerable experience. Some look for those who hold an advanced degree. Some recommended programs are personnel administration, human resources or labour relations. Some students have an interdisciplinary background with a combination of business administration, social sciences and behavioural science. Helpful concentrations include human resources administration, human resources management, organizational development, training and development, and compensation and benefits. An internship within a human resources department is favourably viewed.

Earnings

According to the U.S. Bureau of Labour Statistics, training and development managers earned a national mean hourly wage of $45.37 and a national mean annual wage of $94,360 in May 2009. The industries that employed the highest number of training and development managers were the management of companies and enterprises with a mean annual wage of $100,670; the local government, $73,590; insurance carriers, $97,380; general

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medical and surgical hospitals, $97,380; and management, scientific and technical consulting services, $100,580.

Responsibilities

According to the Occupational Information Network, trainee managers help plan, coordinate and direct training activities for staff members. Trainee managers prepare a budget for training, analyze training needs and directly provide training. Such methods include on-the-job training, classroom training, demonstrations, conferences, meetings and workshops. Trainee managers also develop training manuals and other educational materials. These leaders train other managers in the art of dealing with employees.

Environment and Hours

According to the U.S. Bureau of Labour Statistics, all types of human resources personnel work in clean and comfortable offices. Training managers may travel extensively. Training managers may travel to different offices ranging from regional to international offices. Many work the standard 40-hour work week.

The trainee is a major stakeholder in a training program. The whole training program is developed for the trainees only. Each candidate plays an important role in the transfer of training because one participant's attitude regarding the training influence the other participants and also each participant can assist by advancing the learning process to realize the training objectives.

Participant's willingness to invest in the program is directly proportional to the benefits of the learning that the trainee could expect. Each
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participant forms their own perception towards training. Some perceptions remain the same during the program, while some faded depending upon the assessment of a program by the participant.

Family Situation Personal Problems Relation between the training program and personal objective Level of self esteem Benefits expected from training Comfort level with the trainer Learning style of trainee KSA of trainee Previous training experiences Desire for professional growth and development

Some environmental factors that affect the trainee's learning are:

Relationship with colleagues and subordinates Training team Trainer team Training objective Content of training Training design i.e. methods, techniques, and strategies Environment in the program Composition of training group Infrastructure i.e. eating facilities, tea/coffee breaks

No matter how good the training program is, in the end it is the participant only who decides whether to change his behaviour or not. Trainees
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do not change their behaviour merely because someone tells them to do. They change when they feel there is a need of it. They do it with their own learning style. The trainer and the organization can only try to remove the mental blocks of the trainee, rest depends on trainee itself.

DESIGNER

The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry.

Therefore, without any guidance, the training may not be designed appropriately.

This is a time of great transition on campus for all of us. Many of us are engaged in efforts that will transform the way operational work gets done, enhancing our administrative capability to support Berkeleys excellence in teaching, research, and public service.

The emergence of the Campus Shared Services Center and the system wide UC Path Center presents both a challenge and an opportunity for
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central Human Resources (HR): we must continue to provide HR services to campus during the transition to shared services, while also re-thinking the services HR provides to the campus and how we will provide these services in the future, once these centers are in place.

With this in mind, we have launched a process to design the future state of central HR. This process includes:

Listening to key stakeholders to better understand our current and evolving HR needs at the operational, consultative, and strategic level;

Analyzing feedback to identify the top priorities to be addressed by central HR in an efficient and effective HR service delivery model; and Identifying approaches to enhance central HRs role as both a service provider and strategic advisor.

Currently we are in the discovery and design phase. By September 2012, we will better understand the changes that need to be made and will begin implementation of services that align with the Campus Shared Services and UC Path rollouts in 2012-2014.

The modern organization is focused on the aggressive growth, bringing innovative products, finding niches in the market and being the top company in the industry. The modern organization designs products and services, which can be sold with the high margin as the organization can keep its competitive advantage. The HR Role in the modern organization is different from the classical (old-time) company. HR is not focused on the administration; HR people are focused on the key business imperatives.
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When it comes to transforming HR, creating a grand vision and giving out new job titles isnt enough. HR leaders must find out what services their businesses need and decide how those services should be delivered and then put them into action. Thats how HR can drive meaningful improvement and change. Deloitte is one of the worlds top-ranked global HR consulting firms. We have virtually unmatched experience managing complex HR transformations and have helped organizations design and implement improved HR service delivery models

A leading global financial services company needed to reduce headcount and costs within its HR function. We helped define the appropriate service delivery model, standardize and harmonize policies and processes, identify near-shore and off-shore locations and implement a global shared services organization. The new model helped the business achieve its performance targets and provided a foundation for developing HR into a true strategic business partner.

A large transportation organization wanted to convert its HR function from a generalist model to a specialist model with three pillars: HR Business Partners, Centers of Expertise and Shared Services. We helped the company define a new HR operating model and service portfolio. We also helped design and implement streamlined HR processes and roles. The new model reduced HRs administrative overhead and improved the quality and consistency of HR services.

A global consumer Products Company wanted to shift from local to global HR service delivery, enabled by a new global HR system and increased self-service. We helped define the business
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requirements and design the new delivery model. We also helped design and implement new processes and systems including a Web-based portal. The new model improved process and data integration across business functions and geographies and reduced overall HR costs.

Graphic designers usually either work for a studio or firm or operate independently from their home or office. In a studio, an entry-level designer can expect to be paid $15-$18/hr, however a graduate with competence and a worthy portfolio can expect to start off with a salary of $45k-$65k per year, which would seem like $25/hr to $36/hr, but in reality designers making decent money usually work more than 40 hrs/week.

Working independently is a totally different story. Freelance or registered business-owning designers need to charge more because they need to pay income taxes on that income. They also need to cover business costs like electricity/equipment costs, paper, ink, insurance, etc. Freelance designers usually charge between $40 and $140 per hour, depending on experience, and quality of work. It also depends on location, type of work, type of client, and convenience of the project.

Mission

The Master of Science in Human Resources Design (HRD) program is committed to educating individuals to become organizational strategic partners. Our strategic focus prepares graduates to fully participate in the strategic, business decision-making process concerning an organizations most important assets.

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About the Program

Increased global competition and rapid organizational changes are profoundly impacting the human resources profession. To be a valued strategic partner and an organizational leader, human resources professionals must possess up-to-date knowledge, crucial analytical skills and the ability to implement organizational development and design tools.

The primary purpose of the MSHRD program is to prepare its graduates to maximize the management and utilization of their organization's most important assets, its human resources. We prepare our graduates to take leadership roles in strategic decisions involving HR issues.

Program Goals

Our distinctive program is designed for individuals who believe in the business of people. Our goals are to increase the effectiveness of HR professionals in working with their organization's leaders, with an emphasis on organizational strategy and change. In the HRD program, students learn to:

Design and lead organizational change Function as strategic business partners Understand how business issues, social, regulatory, and technical changes affect HR requirements and costs

Apply strategic HR management practices to their organizations

Human Resource Management is commonplace in most larger companies. According to Richard Chang, author of The Passion Plan at Work, HRM focuses mainly on HR Research and Information Systems, Union/ Labor
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Relations, Employee Assistance, and Employee

Compensation/Benefits.

Human Resource Development, according to Chang, includes Career Development (helping individuals align their career planning), Organizational Development (helping groups initiate and manage change), and Training and Development (designing / developing, and delivering training to ensure people are equipped to do their jobs).

Where the two tend to overlap are Selection and Staffing, Organizational/Job Design, Human Resource Planning, and Performance Management System. Whats important to note about HR overall is that too often it is omitted from participation in key strategic decisions. This mistake can be quite detrimental to effectively achieving strategic goals. Here are some reasons to include HR in the planning process (as well as in meetings of top management): Selection and Staffing: When goals are set, its people who work to fulfill those goals. Having the right people in the right places is vital, and if new hiring is to occur, finding the right people is equally vital. HR folks are usually on top of the employee market, and decisions will be more effective if HR knows firsthand the clear direction of the company. They can immediately speak to any potential conflicts between what a company wants and what is truly realistic in HR terms, thus helping ensure the plans are workable right from the start. 2. Organizational Development: Strategic planning often

1.

encompasses change in workplace systems or processes. Although individual departments are likely aware of the status of their own departments, HR folks are often aware of group initiatives and
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changes that has occurred company-wide. Accordingly, they will be able to speak to OD issues with unique insights on how changes may impact systems and processes already in place. 3. Training & Development: Research shows that only 20% of the workforce has the skills that will be required ten years from now. That means training and development are guaranteed to be needed at some point of the strategic growth process. Again, HRD folks will be able to speak instantly to any issues, and possibly provide input that could help a company achieve its goals faster.

EVALUATOR

It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

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Purposes of Training Evaluation The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits.

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Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

Process of Training Evaluation

Before Training: The learner's skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals

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After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.

Techniques of Evaluation The various methods of training evaluation are:

Observation Questionnaire Interview Self diaries Self recording of specific incidents

Objectives of training evaluation

Evaluation is a systematic process to determine the worth, value or meaning of an activity or process. In broader sense evaluation is undertaken to improve training processes or to decide the future of a program, these broad purposes can be divided as following objectives.

1. 2.

To identify the program's strengths and weaknesses. To assess whether content, organization and administration of the program contributes to learning and on the job utility of the content.

3. 4. 5.

To identify which trainees benefited most or least for the program. To determine the financial benefits and costs of the program. To gather data to assist in marketing training programs.
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6.

To compare the cost and benefits of training vs non training investments.

7.

To compare the cost and benefits of different training programs to choose the best program.

There have been many surveys on the use of evaluation in training and development (see the research findings extract example below). While surveys might initially appear heartening, suggesting that many

trainers/organisations use training evaluation extensively, when more specific and penetrating questions are asked, it if often the case that many professional trainers and training departments are found to use only 'reactionnaires' (general vague feedback forms), including the invidious 'Happy Sheet' relying on questions such as 'How good did you feel the trainer was?', and 'How enjoyable was the training course?'. As Kirkpatrick, among others, teaches us, even wellproduced reactionnaires do not constitute proper validation or evaluation of training.

For effective training and learning evaluation, the principal questions should be:

To what extent were the identified training needs objectives achieved by the programme?

To what extent were the learners' objectives achieved? What specifically did the learners learn or be usefully reminded of? What commitment have the learners made about the learning they are going to implement on their return to work?

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And back at work,

How successful were the trainees in implementing their action plans?

To what extent were they supported in this by their line managers? To what extent has the action listed above achieved a Return on Investment (ROI) for the organization, either in terms of identified objectives satisfaction or, where possible, a monetary assessment.

Organizations commonly fail to perform these evaluation processes, especially where:

The HR department and trainers, do not have sufficient time to do so, and/or

The HR department does not have sufficient resources - people and money - to do so.

Obviously the evaluation cloth must be cut according to available resources (and the culture atmosphere), which tend to vary substantially from one organization to another. The fact remains that good methodical evaluation produces a good reliable data; conversely, where little evaluation is performed, little is ever known about the effectiveness of the training.

Evaluation of training

There are the two principal factors which need to be resolved:

Who is responsible for the validation and evaluation processes? What resources of time, people and money are available for validation/evaluation purposes? (Within this, consider the effect of
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variation to these, for instance an unexpected cut in budget or manpower. In other words anticipate and plan contingency to deal with variation.)

Responsibility for the evaluation of training

Traditionally, in the main, any evaluation or other assessment has been left to the trainers "because that is their job..." My (Rae's) contention is that a 'Training Evaluation Quintet' should exist, each member of the Quintet having roles and responsibilities in the process (see 'Assessing the Value of Your Training', Leslie Rae, Gower, 2002). Considerable lip service appears to be paid to this, but the actual practice tends to be a lot less.

The 'Training Evaluation Quintet' advocated consists of:

senior management the trainer line management the training manager the trainee

Each has their own responsibilities, which are detailed next.

Senior management - training evaluation responsibilities

Awareness of the need and value of training to the organization. The necessity of involving the Training Manager (or equivalent) in senior management meetings where decisions are made about future changes when training will be essential.
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Knowledge of and support of training plans. Active participation in events. Requirement for evaluation to be performed and require regular summary report.

Policy and strategic decisions based on results and ROI data.

The trainer - training evaluation responsibilities

Provision of any necessary pre-programme work etc and programme planning.

Identification at the start of the programme of the knowledge and skills level of the trainees/learners.

Provision of training and learning resources to enable the learners to learn within the objectives of the programme and the learners' own objectives.

Monitoring the learning as the programme progresses. At the end of the programme, assessment of and receipt of reports from the learners of the learning levels achieved.

Ensuring the production by the learners of an action plan to reinforce, practise and implement learning.

The line manager - training evaluation responsibilities

Work-needs and people identification. Involvement in training programme and evaluation development. Support of pre-event preparation and holding briefing meetings with the learner.

Giving ongoing, and practical, support to the training programme.

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Holding a debriefing meeting with the learner on their return to work to discuss, agree or help to modify and agree action for their action plan.

Reviewing the progress of learning implementation. Final review of implementation success and assessment, where possible, of the ROI.

The training manager - training evaluation responsibilities

Management of the training department and agreeing the training needs and the programme application

Maintenance of interest and support in the planning and implementation of the programmes, including a practical involvement where required

The introduction and maintenance of evaluation systems, and production of regular reports for senior management

Frequent, relevant contact with senior management Liaison with the learners' line managers and arrangement of learning implementation responsibility learning programmes for the managers

Liaison with line managers, where necessary, in the assessment of the training ROI.

The trainee or learner - training evaluation responsibilities

Involvement in the planning and design of the training programme where possible

Involvement in the planning and design of the evaluation process where possible
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Obviously, to take interest and an active part in the training programme or activity.

To complete a personal action plan during and at the end of the training for implementation on return to work, and to put this into practice, with support from the line manager.

Take interest and support the evaluation processes.

N.B. Although the principal role of the trainee in the programme is to learn, the learner must be involved in the evaluation process. This is essential, since without their comments much of the evaluation could not occur. Neither would the new knowledge and skills be implemented. For trainees to neglect either responsibility the business wastes its investment in training. Trainees will assist more readily if the process avoids the look and feel of a paper-chase or number-crunching exercise. Instead, make sure trainees understand the importance of their input - exactly what and why they are being asked to do.

Training evaluation and validation options

As suggested earlier what you are able to do, rather than what you would like to do or what should be done, will depend on the various resources and culture support available. The following summarizes a spectrum of possibilities within these dependencies.

1 - do nothing

Doing nothing to measure the effectiveness and result of any business activity is never a good option, but it is perhaps justifiable in the training area under the following circumstances:

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If the organization, even when prompted, displays no interest in the evaluation and validation of the training and learning - from the line manager up to to the board of directors.

If you, as the trainer, have a solid process for planning training to meet organizational and people-development needs.

If you have a reasonable level of assurance or evidence that the training being delivered is fit for purpose, gets results, and that the organization (notably the line managers and the board, the potential source of criticism and complaint) is happy with the training provision.

You have far better things to do than carry out training evaluation, particularly if evaluation is difficult and cooperation is sparse.

However, even in these circumstances, there may come a time when having kept a basic system of evaluation will prove to be helpful, for example:

You receive have a sudden unexpected demand for a justification of a part or all of the training activity. (These demands can spring up, for example with a change in management, or policy, or a new initiative).

You see the opportunity or need to produce your own justification (for example to increase training resource, staffing or budgets, new premises or equipment).

You seek to change job and need evidence of the effectiveness of your past training activities.

Doing nothing is always the least desirable option. At any time somebody more senior to you might be moved to ask "Can you prove what you
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are saying about how successful you are?" Without evaluation records you are likely to be at a loss for words of proof...

2 - minimal action

The absolutely basic action for a start of some form of evaluation is as follows:

At the end of every training programme, give the learners sufficient time and support in the form of programme information, and have the learners complete an action plan based on what they have learned on the programme and what they intend to implement on their return to work. This action plan should not only include a description of the action intended but comments on how they intend to implement it, a timescale for starting and completing it, and any resources required, etc. A fully detailed action plan always helps the learners to consolidate their thoughts. The action plan will have a secondary use in demonstrating to the trainers, and anyone else interested, the types and levels of learning that have been achieved. The learners should also be encouraged to show and discuss their action plans with their line managers on return to work, whether or not this type of follow-up has been initiated by the manager.

3 - minimal desirable action leading to evaluation

When returning to work to implement the action plan the learner should ideally be supported by their line manager, rather than have the onus for implementation rest entirely on the learner. The line manager should hold a debriefing meeting with the learner soon after their return to work, covering a number of questions, basically discussing and agreeing the action plan and arranging support for the learner in its implementation. As described earlier, this
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is a clear responsibility of the line manager, which demonstrates to senior management, the training department and, certainly not least, the learner, that a positive attitude is being taken to the training. Contrast this with, as often happens, a member of staff being sent on a training course, after which all thoughts of management follow-up are forgotten.

The initial line manager debriefing meeting is not the end of the learning relationship between the learner and the line manager. At the initial meeting, objectives and support must be agreed, then arrangements made for interim reviews of implementation progress. After this when appropriate, a final review meeting needs to consider future action.

This process requires minimal action by the line manager - it involves no more than the sort of observations being made as would be normal for a line manager monitoring the actions of his or her staff. This process of review meetings requires little extra effort and time from the manager, but does much to demonstrate at the very least to the staff that their manager takes training seriously.

4 - training programme basic validation approach

The action plan and implementation approach described in (3) above is placed as a responsibility on the learners and their line managers, and, apart from the provision of advice and time, do not require any resource involvement from the trainer. There are two further parts of an approach which also require only the provision of time for the learners to describe their feelings and information. The first is the reactionnaire which seeks the views, opinions, feelings, etc., of the learners about the programme. This is not at a 'happy sheet' level, nor a simple tick-list - but one which allows realistic feelings to be stated.
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This sort of reactionnaire is described in the book ('Assessing the Value of Your Training', Leslie Rae, Gower, 2002). This evaluation seeks a score for each question against a 6-point range of Good to Bad, and also the learners' own reasons for the scores, which is especially important if the score is low. Reactionnaires should not be automatic events on every course or programme. This sort of evaluation can be reserved for new programmes (for example, the first three events) or when there are indications that something is going wrong with the programme.

Sample reactionnaires are available in the set of free training evaluation tools.

The next evaluation instrument, like the action plan, should be used at the end of every course if possible. This is the Learning Questionnaire (LQ), which can be a relatively simple instrument asking the learners what they have learned on the programme, what they have been usefully reminded of, and what was not included that they expected to be included, or would have liked to have been included. Scoring ranges can be included, but these are minimal and are subordinate to the text comments made by the learners. There is an alternative to the LQ called the Key Objectives LQ (KOLQ) which seeks the amount of learning achieved by posing the relevant questions against the list of Key Objectives produced for the programme. When a reactionnaire and LQ/KOLQ are used, they must not be filed away and forgotten at the end of the programme, as is the common tendency, but used to produce a training evaluation and validation summary. A factually-based evaluation summary is necessary to support claims that a programme is good/effective/satisfies the objectives set'. Evaluation summaries can also be helpful for publicity for the training programme, etc.
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Example Learning Questionnaires and Key Objectives Learning Questionnaires are included in the set of free evaluation tools.

5 - total evaluation process

If it becomes necessary the processes described in (3) and (4) can be combined and supplemented by other methods to produce a full evaluation process that covers all eventualities. Few occasions or environments allow this full process to be applied, particularly when there is no Quintet support, but it is the ultimate aim. The process is summarized below:

Training needs identification and setting of objectives by the organization

Planning, design and preparation of the training programmes against the objectives

Pre-course identification of people with needs and completion of the preparation required by the training programme

Provision of the agreed training programmes Pre-course briefing meeting between learner and line manager Pre-course or start of programme identification of learners' existing knowledge, skills and attitudes, ('3-Test' before-and-after training example tool and manual version and working file version - (I am grateful to F Tarek for sharing this pdf file - Arabic translation 'three-test' version and the same tool as a doc file - Arabic translation 'three-test' version.)

Interim validation as programme proceeds Assessment of terminal knowledge, skills, etc., and completion of perceptions/change assessment ('3-Test' example tool and manual version and working file version)
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Completion of end-of-programme reactionnaire Completion of end-of-programme Learning Questionnaire or Key Objectives Learning Questionnaire

Completion of Action Plan Post-course debriefing meeting between learner and line manager Line manager observation of implementation progress Review meetings to discuss progress of implementation Final implementation review meeting Assessment of ROI

Whatever you do, do something. The processes described above allow considerable latitude depending on resources and culture environment, so there is always the opportunity to do something - obviously the more tools used and the wider the approach, the more valuable and effective the evaluation will be. However be pragmatic. Large expensive critical programmes will always justify more evaluation and scrutiny than small, one-off, non-critical training activities. Where there's a heavy investment and expectation, so the evaluation should be sufficiently detailed and complete. Training managers particularly should clarify measurement and evaluation expectations with senior management prior to embarking on substantial new training activities, so that appropriate evaluation processes can be established when the programme itself is designed.

Where large and potentially critical programmes are planned, training managers should err on the side of caution - ensure adequate evaluation processes are in place. As with any investment, a senior executive is always likely to ask, "What did we get for our investment?", and when he asks, the training manager needs to be able to provide a fully detailed response.

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Measuring improvement using self-assessment

The '3-Test'

before-and-after

training

example (see manual

version and working file version) is a useful tool and helpful illustration of the challenge in measuring improvement in ability after training, using selfassessment.

A vital element within the tool is the assessment called 'revised pre-trained ability', which is carried out after training.

The 'revised pre-trained ability' is a reassessment to be carried out after training of the ability level that existed before training.

This will commonly be significantly different to the ability assessment made before training, because by implication, we do not fully understand competence and ability in a skill/area before we are trained in it.

People commonly over-estimate their ability before training. After training many people realise that they actually had lower competence than they first believed (i.e., before receiving the training).

It is important to allow for this when attempting to measure real improvement using self-assessment. This is the reason for revising (after training) the pre-trained assessment of ability.

Additionally, in many situations after training, people's ideas of competence in a particular skill/area can expand hugely. They realise how big and complex the subject is and they become more conscious of their real ability and opportunities to improve. Because of this it is possible for a person before
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training to imagine (in ignorance) that they have a competence level of say 7 out of 10. After training their ability typically improves, but also so does their awareness of the true nature of competency, and so they may then judge themselves - after training - only to be say 8 or 7 or even 'lower' at 6 out of 10.

This looks like a regression. It's not of course, which is why a reassessment of the pre-trained ability is important. Extending the example, a person's revised assessment of their pre-trained ability could be say 3 or 4 out of 10 (revised downwards from 7/10), because now the person can make an informed (revised) assessment of their actual competence before training.

A useful reference model in understanding this is the Conscious Competence learning model. Before we are trained we tend to be unconsciously incompetent (unaware of our true ability and what competence actually is). After training we become more consciously aware of our true level of competence, as well as hopefully becoming more competent too. When we use self-assessment tools it is important to allow for this, hence the design of the '3Test' before-and-after training tool.

In other words: In measuring improvement, using self-assessment, between before and after training it is useful first to revise our pre-trained assessment, because before training usually our assessment of ability is overoptimistic, which can suggest (falsely) an apparent small improvement or even regression (because we thought we were more skilled than we actually now realise that we were).

Note that this self-assessment aspect of learning evaluation is only part of the overall evaluation which can be addressed. See Kirkpatrick's learning evaluation model for a wider appreciation of the issues.
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I am grateful to F Tarek for sharing this pdf file - Arabic translation 'three-test' version and the same tool as a doc file - Arabic translation 'three-test' version.

The trainer's overall responsibilities - aside from training evaluation

Over the years the trainer's roles have changed, but the basic purpose of the trainer is to provide efficient and effective training programmes. The following suggests the elements of the basic role of the trainer, but it must be borne in mind that different circumstances will require modifications of these activities.

1. The basic role of a trainer (or however they may be designated) is to offer and provide efficient and effective training programmes aimed at enabling the participants to learn the knowledge, skills and attitudes required of them.

2. A trainer plans and designs the training programmes, or otherwise obtains them (for example, distance learning or e-technology programmes on the Internet or on CD/DVD), in accordance with the requirements identified from the results of a TNIA (Training Needs Identification and Analysis - or simply TNA, Training Needs Analysis) for the relevant staff of an organizations or organizations.

3. The training programmes cited at (1) and (2) must be completely based on the TNIA which has been: (a) completed by the trainer on behalf of and at the request of the relevant organization (b) determined in some other way by the organization.

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4. Following discussion with or direction by the organization management who will have taken into account costs and values (e.g. ROI Return on Investment in the training), the trainer will agree with the organization management the most appropriate form and methods for the training.

5 . If the appropriate form for satisfying the training need is a direct training course or workshop, or an Intranet provided programme, the trainer will design this programme using the most effective approaches, techniques and methods, integrating face-to-face practices with various forms of e-technology wherever this is possible or desirable.

6. If the appropriate form for satisfying the training need is some form of open learning programme or e-technology programme, the trainer, with the support of the organization management obtain, plan the utilization and be prepared to support the learner in the use of the relevant materials.

7. The trainer, following contact with the potential learners, preferably through their line managers, to seek some pre-programme activity and/or initial evaluation activities, should provide the appropriate training programme(s) to the learners provided by their organization(s). During and at the end of the programme, the trainer should ensure that: (a) an effective form of training/learning validation is followed (b) the learners complete an action plan for implementation of their learning when they return to work.

8. Provide, as necessary, having reviewed the validation results, an analysis of the changes in the knowledge, skills and attitudes of the learners to the organization management with any recommendations deemed necessary. The review would include consideration of the effectiveness of the content of
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the programme and the effectiveness of the methods used to enable learning, that is whether the programme satisfied the objectives of the programme and those of the learners.

9. Continue to provide effective learning opportunities as required by the organization.

10. Enable their own CPD (Continuing Professional Development) by all possible developmental means - training programmes and selfdevelopment methods.

11. Arrange and run educative workshops for line managers on the subject of their fulfillment of their training and evaluation responsibilities.

Dependant on the circumstances and the decisions of the organization management, trainers do not, under normal circumstances:

1. Make organizational training decisions without the full agreement of the organizational management.

2. Take part in the post-programme learning implementation or evaluation unless the learners' line managers cannot or will not fulfil their training and evaluation responsibilities.

Unless circumstances force them to behave otherwise, the trainer's role is to provide effective training programmes and the role of the learners' line managers is to continue the evaluation process after the training programme, counsel and support the learner in the implementation of their learning, and assess the cost-value effectiveness or (where feasible) the ROI of the training.
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Naturally, if action will help the trainers to become more effective in their training, they can take part in but not run any pre- and post-programme actions as described, always remembering that these are the responsibilities of the line manager.

TRAINING AS CONSULTANSY

Training consultancy provides industry professional to work with an organization in achieving its training and development objectives.

Estimation of Training Outsourcing

It has been estimated that 58% of the emerging market in training outsourcing is in customer education, while only 42 percent of the market is in employee education.

We recognize that;

To

practice

effective

leadership,

governance

and

management for development of an organizations in both public, private and civil society institutions proper and continuous training and development is not an option but a mandatory requirement;

Good Governance, Leadership and Management practices

are necessary for the economic transformation and social development of a country and for the improvement of the quality of life and welfare of the people. This can only be achieved by continuous knowledge advancement on what is happening around us.

Training forums create an avenue through which participants

share ideas, exchange views and learn from the experiences of peers. Above all,
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they need to continuously familiarize themselves with global best practices, standards and ethics that demonstrate integrity, creativity and innovative competiveness.

The department offers a comprehensive range of training services targeting middle and senior management managers. Our intervention focuses on Practical innovative solutions that create impact in our client organizations, developing exceptional managers and leaders as we build long term relationships and partnerships.

Objectives

The objectives of the training department are to: 1. Carry out continuous management, leadership and corporate governance training needs analysis for the KIM clientele; 2. Design, develop, implement, evaluate and monitor customer driven training programmes; 3. Create business linkages both locally and internationally for the purposes of creation of synergy and benchmarking; 4. Organize both local and international conferences and symposia in order to create forums for the exchange and discussion of the pertinent management, leadership and governance issues affecting the business practitioners and thus come up with home grown solutions for local challenges.

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The department operates within the above objectives to ensure:

That professionals are consciously and continuously

updating their professional knowledge and improving their personal competence throughout their working life.

Employers get the benefit of having their productivity

standards rise through improved quality, efficiency and cost-reduction.

Consultancy

The department has been offering various consultancy assignments across a diversified spectrum of organisation. Majority of the assignments are undertaken by a pool of our associate consultants who also assist in proposal writing when called upon.

Our principle objective is to help organizations and other institutions remain relevant and competitive in the context of the dynamic environment. We therefore aim to provide market responsive, world class, cutting edge consultancy solutions to the modern day organization.

The consultancy department currently specialises on offering the following solutions: 1. 2. 3. 4. Strategic planning Institution and management reviews Organisation structuring; Conducting baseline surveys for customer satisfaction, employee satisfaction , work environment and corruption perception 5. Human Resource Consultancy covering: Training Needs Job
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Assessment,

evaluation,

remuneration

&

benefit

surveys,

performance

management, and development of Human Resources policies and procedures manuals 6. 7. 8. Change management processes Project monitoring & Evaluation Project Impact Assessment.

Consultant training

Our Consultant Training Scheme is designed to develop your recruitment and sales skills, and were proud to say that its widely recognised as the industrys best. With classroom, on-the-job and one-to-one coaching, our programme instills best practice and can be adapted to your specific needs. Whatever your background, our scheme places you on a steep learning curve, enabling you to become a recruitment expert and build a rewarding career as quickly as possible.

Management training

At Hays we realise that people have to learn how to become managers. We dont just drop you in at the deep end and expect you to swim. Our programmes are tailored to you, combining practical training with online learning and classroom sessions, and covering both management theory and best practice.

Senior Management Development Hays Advanced Management Programme has been developed in conjunction with some of the worlds leading business schools. Taught within
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your region, it covers strategy, finance and people leadership, and includes a practical module through which you apply your learning to a charity partner.

Leadership Development

Our global Senior Leadership Programme is taught through business schools around the world. This is leading-edge training, combining project work with modules covering strategy, finance, and the management of complex organisations, as well as people leadership and the digital world.

Training Consultants

World Council is actively seeking resumes from consultants interested in short-term, intermittent and part-time assignments relating to training and capacity building worldwide.

Representative assignments and duties could include:

Provide assistance and expertise in the design and/or delivery of effective training including continuous training for a variety of learning needs and through flexible, cost-effective approaches, based on a knowledge of best practices and in coordination with technical experts who develop content.

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Qualifications:

5 or more years experience with design and/or delivery of training programs of a variety of learning needs.

Broad understanding of the development finance field and in particular, credit unions and cooperative financial institutions, especially in a developing country context.

Experience implementing donor-funded development activities (UN, World Bank, USAID, Inter-American Development Bank, etc.) is highly desired.

Fluency in spoken and written English; Spanish or French language skills are highly desired.

University degree in education, management, psychology or a related field; advanced degree is desirable.

It is vital that your employees are confident and comfortable with the new system prior to the go-live date. This will ensure the business starts reaping the benefits and gaining ROI from day 1. With SF Consultancys modular approach Stakeholders are involved at every step in the scoping and development of the system. Each module is tested and refined as the project progresses, this provides a more usable system, with no unpleasant surprises.

Empowering key staff members via our "Train the Trainer" programme insures that your workforce will have the support and know-how inhouse. This combined with clear, straightforward user guides will ensure the business can be self-sufficient.

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HR training and development services from TalentPro will enhance performance and ensure that there are significant benefits derived from implementing your common culture. We understand your need for a common view of "how things work" across levels, across departments, among new employees and the old hands, at every one of your locations, and suggest training solutions that assure you an honest Return on Investment(ROI). We put together an appropriate Learning and Development (L&D) framework in place, after assessing your organizational challenges. Our clients come to us, because at Talent Pro corporate training is not about conducting clichd workshops and certification courses, but it is about design and delivery of customized learning solutions, with emphasis on skill development and assessment - By professionals for professionals to equip them for business challenges, in the most holistic fashion.

Consultants are one of the most reliable names for availing Human Resource Solutions in India as well as UAE. We have expertise in providing the services like Training & Development, Placement Services and Human Resource Consultancy. These services are meant for the companies requiring manpower as well as the job seekers.

We provide the companies with the proficient workforce on one hand, and provide impetus to the job seekers, which can give a boost to their careers, on the other. Helping the companies to save time and extra efforts required to select candidates that match their business requirement, we act as a platform for the talented job seekers, who are not getting what they deserve. Additionally, our expert team, comprising of recruiters, trainers and HR consultants, is always ready to bridge the gap between the right opportunity and the right talent.
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HR CONSULTANCY

HR Consultancy is a service unit of the Office of Human Resources. In collaboration with Human Resources Representatives and Contacts, we provide Georgia Tech administrators, managers, faculty, and staff with consultations, training, support, and direct assistance in handling individual, unit, and Institute-wide issues in human resource management and organizational development and change.

HR consultants often partner with other Office of Human Resources functional areas, such as Employee Relations Services,

Compensation, Benefits, and Talent Acquisition, in order to provide solutions and meet the department's human resources needs.

Each unit/department has

an assigned

Human

Resources

Representative. Employees are encouraged to contact their Human Resources Representative first with any human resources related questions or requests.

Services Offered

HR Consultancy can assist managers and HR Representatives:

Address challenges occurring in the department, such as performance management and disciplinary issues

Assess skills and recommend training programs Understand Georgia Tech policies and procedures as well as the legal requirements that impact how we do business

Understand the Family and Medical Leave Act (FMLA) and the Institutes process in handling FMLA requests
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Review unit/department plans for reorganization/restructuring, expansion, or reductions in force and advise on potential issues that should be addressed before the plan can be implemented

Training and Development Training HR Consultancy supports the mission of Georgia Tech by identifying, developing, and facilitating Human Resources learning and developmental training for the HR community as well as campus leaders and their employees. This is accomplished through a variety of educational classes, webinars, and human resources learning workshops. Most of these courses are free of charge and require only a one- or two-hour time commitment. Managers should contact their Human Resources Representative to set up a training session.

Training Catalog and Current Course Dates

The Georgia Tech Training Catalog provides a list and description of all the courses offered by the Office of Human Resources staff. If your department has a specific human resources training need not met by the available courses, please contact your HR consultant. We can help by finding a training resource or developing the training in-house.

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What does it cost?

A policy this good must be expensive, right? Wrong.

With Oxygen, more of what you pay goes towards a better insurance product because we recognize that building a proposition with fair and reasonable pricing results in a more sustainable business.

Our policy covers any civil liability arising from your professional activities and is, effectively, a seamless combination of Public & Product Liability Insurance and Professional Indemnity (or Malpractice Insurance). Prices start from 101.

Why Oxygen?

Firstly, because we are specialists in this field; we specialize in insuring the psychological professions. Our team is headed by Steve Johnson who has been working in this field since 1988. His experience, contacts and knowledge of the profession is truly outstanding and unrivalled in the insurance market.

Secondly, because we understand the importance of providing a personal, attentive service that delivers results. We dont operate a call centre.

Thirdly, because we are offering a top class product with generous indemnity limits and no excess, underwritten by one of the UK's leading insurers, AIG Europe Limited.

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SN Technosoft branch of management consulting that focuses on the process of effectively utilizing personnel to obtain the goals of the organization. At its best, we help to develop a human resources model that address the specific needs of the business in a manner that serves the best interests of both the company and the employee work force. A wide range of skills are of use as part of the process of HR consulting. We have a background in such disciplines as accounting and finance, legal matters as they relate to personnel issues, health and benefit packages, and management education. We also hold credentials in the specific area of human resources. We are beneficial to businesses of every size and description. We give guidance to start-up companies in establishing policies and procedures that comply with applicable laws as they relate to hiring and firing personnel. Our HR Consultant help to larger corporations in establishing grievance mediation processes or evaluating the current size of the human resources team and making suggestions on how to reorganize the department to best advantage. Where we analysis the industry current manpower, forecast of manpower, developing employee Programmers, and Designing Training Programmers for Industry. Also assist the organization with its primary objective by bringing individual effectiveness. Our HR Constancy maintains the department & contribution at a level suitable to the organization & needs. Ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

An analysis of the business needs or other reasons the training is desired. The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.

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Analysis of potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what is their learning style, and who will conduct the training.

Analysis of the job, and the tasks performed to handle the job. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job. This also results in creating Job Descriptions which are very valuable documents for the organizations and these can be used in future selections of people to handle these jobs.

Analysis of documents, laws, procedures governing the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.

Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training. Cost benefit is analysed.

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Empowered by our vast industry experience and learned team, we are engaged in offering Consulting Services to our clients. We provide expert advice, methods of execution, management strategies, education of workforce, talent retention, satisfaction among employees and HR solutions to enable the organisations to achieve their objectives. We provide more value for your investment in our consulting services.

Human Resources Training and Consultancy Company Limited (HRTCC) specializes in a range of services specifically designed to cater for the needs of companies and individuals in the field of human resources management (HRM).

Our Approach

Our HR Training and Development Programs methodology adopts thorough training need analysis, followed by customized course design. Training is then delivered per the target groups skills and capabilities. Our unique post-training intervention includes coaching supervisors to assess their respective teams, making sure that the learning outcomes are met.

At Anjani Consultants, your HR training and development takeaways will be packaged around

Experiential learning methodologies Creating your training calendar, after a thorough gap analysis Best-in-class expertise in class room training / on-the-job training / outbound training Post-training support Signature products from the team offering HR consulting services
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Our Signature Products ANTS - Program for organizations that aim for success - for them and their employees. C2C - Program for neo-employees, to assimilate them into the corporate world. PEP - Program for employees to prune their performance and winning attitude B2B - Program for executives to fine-tune their corporate communication and etiquette ENTICE - Program on customer service excellence for HR, Admin, Finance personnel FTM - Program for First time Managers TTT - Train the Trainer: - Program for Managers, Supervisors & trainers to hone their training skills. Outward Bound Training - Program to foster team-building and leadership skills Career Lanchpad - Program aimed at increasing the employability of college grads

Value Additions from Anjani Consultants

Through our HR Training programs, we deliver continuous excellence, because we understand that achieving your business objectives largely depends on coherent and collective behavioral approaches of your human assets. These assets, properly trained, can create and work on market opportunities, to your advantage. Soft skill training, Behavioural training, Performance coaching, outbound training, skill development programs and workshops for imparting specific skills are part of our offerings that can add value to your training initiatives.
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ESTIMATION OF TRAINING OUTSOURCING Revenue-generating endeavours creating a new brain gain for their organizations. There are potentially big cost savings too: by shifting the responsibility for upgrading and maintaining HR information systems and delivering first-class employee care through an outsourcer, companies can cut capital expenditure and financial risk. Convergys Martin Stockton elaborates.

Outsourcing employee care is predicted to be the fastest-growing area of business process outsourcing (BPO). According to a July 2005 report from industry analysts Kennedy Information, the global HR BPO market is already worth US$32.7 billion and is growing fast. Comprehensive outsourcing of HR processes where a single provider handles the majority of processes is particularly taking off, and expected to grow at a compound annual rate of 25 percent through 2008.

Market activity would appear to support the view that HR outsourcing is on a steep upturn. In November 2005, DuPont, the global science-based innovation company, signed a US$1.1 billion, 13-year HR outsourcing deal with Convergys, covering 60,000 employees and 102,000 retirees worldwide. Whirlpool, the domestic appliance maker, made a similar move a few months earlier, signing a ten-year HR outsourcing deal. Petrochemicals giant BP and telecoms operator BT have also announced large HR BPO deals recently, and others are sure to follow suit. However, employee care is a highly emotive issue: peoples salaries, training and benefits are all issues close to employees hearts and so HR outsourcing needs to be handled with care. Which areas of HR can be outsourced most successfully? And which are the ones to avoid? How can
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companies ensure it goes right? Are there true, long-term benefits from HR outsourcing? Or is it a passing fad?

An idea whose time has come?

While the concept of outsourcing has been in the public domain for 30 years or more, the market for HR outsourcing market is still in its infancy compared with other areas of business process outsourcing. Why is this?

One of the key reasons is that organizations are naturally sensitive about the way their people are managed. Our people are our greatest asset is a truism among most organizations, and companies are keen to engage their employees and manage them appropriately. It is a risk to hand some of this over to an outsourcer. Job losses to outsourcers are bad publicity for any organization, and there are also concerns regarding the loss of HR knowledge and understanding. Whats more, there are a large number of data privacy issues relating to HR, which an outsourcing arrangement only complicates.

Finally, organizations are likely to have made significant investment in HR systems, so the people who made these investments are concerned to get the maximum return on them. However, by outsourcing the right areas of HR activity with the right approach, the benefits will outweigh the risks.

What can, or should, be outsourced?

A 2005 study by US HR industry consultants Everest Research Institute suggested that the areas most frequently included in an HR outsourcing deal are payroll (87 percent), employee data management and
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information systems (83 percent), benefits (81 percent) and regulatory compliance (67 percent), followed by compensation, resourcing, performance management and training/development. HR strategy is the least likely to be included (at 21 percent).

Perhaps the only areas of HR that are generally not appropriate for outsourcing are HR strategy, business alignment (including business partner teams), workforce engagement and specialist or sensitive areas (including management of grievances, discipline and conflict/harassment cases). However, the leading outsourcers do offer advisory services in these areas.

HR outsourcing is increasingly a multi-process activity: our experience is that approximately two-thirds of new HR outsourcing deals involve multiple processes, with the remaining third focusing on discrete or stand-alone processes (such as payroll, benefits and learning). A 2005 report from Nelson Hall estimates that multi-process HR outsourcing is growing at 33 percent CAGR (compound annual growth rate), against seven percent for single processes.

Multiple processes are included within HR outsourcing deals for two main reasons. First, there are economies of scale to be had from the outsourcing of multiple administrative activities (agents can work across processes, and drive up first touch resolution rates). Second, there are numerous interdependencies between HR processes such as the administration of learning and performance management so it makes sense that these are managed jointly.

The trend toward outsourcing is most prevalent among larger organizations (with more than 15,000 workers) that have both the demand and
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resources to provide a full range of employee benefits and services. Smaller organizations, which typically offer fewer HR benefits and services, have correspondingly fewer activities to outsource. As a result, smaller organizations attract HR outsourcing deals that work out at a higher cost per employee, and have shorter contract terms. But the economics are changing, and the benefits of HR outsourcing are trickling down through the mid-size sector towards the SMEs.

Benefits Of Outsourcing

The

prospective benefits

of

outsourcing training

are

well

recognized. Organizations go for outsourcing to save training costs, gain access to practical and technical proficiency, concentrate on core competencies and offer an overall enhanced training to their employees. Also, outsourcing allows companies to deliver best training to their employees and get the clients the best of their abilities. The key to increase in customer turnover is customer satisfaction. With rapid globalization, increase in competition, technological innovation, increase in access to information, and improve in customer services, the customer loyalty programs have become an integral part of the organizations. Retaining existing customers is now much more important than acquiring new customers.

There is number of benefits of outsourcing training as it directly linked to the benefits like:

Some facts

Recommendations from the existing customer is 107% greater than the fresh customer

Loyal customer spend 33% more than fresh customer

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Selling to a prospect requires 6% more than selling to an existing customer

But what if an organization lacks the resources, expertise, and finances, then there is a need to outsource. Outsourcing is a competent tool that ensures and offers convincing Return on Investment (ROI). Outsourcing subtracts the risk in setting up a complicated function that is not a core competency. If outsourced to competitive and right consultancy then the cost savings could be as high as 50%. In addition to that, outsourcing leads to customer retention, customer loyalty, customer satisfaction, and greater efficiencies on the part of employees.

Activities Outsourced in Training

According to a recent survey, respondents reveal that there is a considerable shift in training activities outsourcing. Earlier, training

outsourcing was not given much importance and was considered for the less visible back-office activities. On the other hand, when respondents were asked to rate the training activity that is outsourced in a greater percentage, training delivery (i.e. 76%) and content management (i.e. 68%) came out to be the two
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most commonly selected activities. These two activities emerged as the "potatoes and onions" of the training function, which indicates the changing scenario of training outsourcing i.e. organizations are now becoming confident in training outsourcing activities. raining Delivery 76% Strategy Development 13% Logistics 9% Vendor Management - 4% Enroll Management 10% Program Oversight 14% Content Development 68% Result/Measurement 10% Learning Technology Management 25%

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Challenges Of Outsourcing

Where there are benefits of the training outsourcing, there are many outsourcing challenges as well no matter how well the program is planned, staffed or budgeted. Below are few challenges that are faced by organizations while training outsourcing: Many stakeholders Outsourcing by and large involve several inner and outer stakeholders. Outsourcing programs in diverse geographic regions most of the times are managed autonomously. Dispersed Locations Many organizations engage training

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consultancies in

different

geographical

regions

that

adds

further

complications to the delivery and scheduling of training. Most of the times, training has to be localized for different languages and cultures which also requires specific resources. Different regions also put in considerable time, expenditure, and resources to manage logistics related to training. Budget Inadequacy According to an Experts (Experts provides a variety of training outsourcing services in business consulting, technology, content, and strategic business process outsourcing) 2006 survey, budget is one the major constraints to channel training. Most of the times budget inefficiencies are caused by duplicate payments, payments with incorrect vendors, and decentralized vendor agreement management. Know how According to Experts survey, 70% of the respondents do not use LMS and those who use, almost half use different LMS for employee training. Those companies who do not use LMS have to make greater effort with registration and setting up, class follow up, evaluations, and even basic reporting. Randomly applied know-how, unplanned customization work, lack of standards, and scarcity of capable resources can twirl the knowledge support of channel training programs into a failure. Loss of control According to Experts survey in 2006, loss of control was also rated as one of the major challenges to training outsourcing. Organizations going for outsourcing, are left with very little or no control over training partner. In addition to that, organizations often are not able to keep up with the consistency and quality of training across the channel.

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Coverage Measuring the results and finding the business focused information about the training consultancy is difficult or impossible to get. These challenges prevent the organizations to obtain the true insight of training consultancies. Employment Inefficiencies Obtaining satisfactory organizational resources is a constant problem for the organizations engaged with training consultancies. Employee Turnover and inadequate employee training can make the problem even more difficult.

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Rationale Behind Training Outsourcing In todays competitive and global economy, developing and distributing expertise is essential to business goals accomplishment. A well planned effective training program can disseminate suitable knowledge and cut down an organizations time to competence. organizationthat are short of these training resources and expertise often perceive outsourcing as a feasible key.

According to the respondents, cost reduction is one of the major reasons of training outsourcing for organizations. By contracting with training consultancies, a company is able to trim down the rupees it spends on training staff, training equipments or resources, and execution and process costs linked with training technologies.

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Eliminating Fixed Cost 27% Alignment with Companys Business Strategy 27% Increase Competitiveness 20% Increase Speed-to-Market 41% Cost Reduction 38% Not a Companys Core Competency 20% Others 31%

Type Of Training Outsourcing

Type of Training Outsourcing Pursued According to the CompanySize. Selected training type In this type, only selected training activities are outsourced. Comprehensive total training In this type, the entire training function is outsourced.

A general insight of training outsourcing is that it is a function that is only worth for large enterprises. The strength and dedication needed by outsourcing providers so as to be successful in a bid combined with the time span of the sales series requires that vendors go after the big contracts with big organizations, leaving smaller companies to manage themselves.

However, according to the review participants, a comprehensive training outsourcing strategy was more worthful to smaller companies than midsized or large companies.

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Chapter 6 THE TRAINING CONSULTANCIES OFFER VARIOUS

BENEFITS
What are the benefits? One of the key benefits of HR outsourcing is financial arising from economic value optimization, reduction in both direct costs (such as payroll processing) and indirect costs (such as benefits costs), and reduction in (or avoidance of) capital costs. Convergys experience indicates that overall cost savings are typically between 20 percent and 40 percent.

Companies can use outsourcers to manage their HR activities using the latest technology and practices. Even today, many HR tasks are carried out manually, and ageing computerized systems often exist in islands, unable to provide a global picture of headcount or any other measure of employees.

Using a large outsourcer gives even smaller companies access to much larger capital funding and technology than would be possible for a stand alone buyer. Companies who outsource are able to rationalize legacy environments while gaining access to best-in-class technology and process excellence. This makes HR outsourcing especially attractive to mid-size companies who may be competing on a global scale, but cant afford the big capital expenditure to bring their systems and processes in line with their larger competitors.

HR outsourcing offers the potential for improved self-service functionality, for both employees and managers. For example, the outsourcer
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can provide web-based, self-service dashboards for managers to use for tasks such as global headcounts and employee performance tracking. Using an outsourcer obliges companies to adopt standardized HR practices standardized not only across the organization itself, but also across the wider market. By implementing standardized processes across the organization, companies can improve the quality of service they offer their employees, leading to an improvement in job satisfaction and engagement.

Traditionally, companies have had their own unique ways of hiring people, training and measuring performance, implementing health cover and handling payroll, for example. As such functions are outsourced to external providers handling similar processes for a number of customers the way they are handled will become increasingly standardized. This in turn will drive down costs, expedite skills transfer, streamline mergers and acquisitions, and make creating start-ups and spin-off companies easier.

The outsourcing of employee training and learning is becoming particularly beneficial to companies as the need for higher skill and knowledge levels and uniform business practices around the organization grows. Outsourcing to a specialist provider offers a more strategic and cost-effective way to close any skills gaps and meet the complex and growing needs of the global knowledge economy.

Last, but not least, HR outsourcing enables HR management to raise their sights above everyday administration functions and divert their energies to more strategic HR issues.

Keys to success

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For an HR outsourcing contract to be successful, it is important for all stakeholders to be in agreement from the beginning. HR outsourcing has to be seen as an effective strategy for the business, aligned with wider business goals. Relationships, cultural alignment and shared awareness of mutual benefits between outsourcer and client are central to success.

It is also important that expectations in the HR and business teams are managed, and there is a realistic project scope and timeline. There is no point underestimating the transition and change management requirements. Once the engagement is under way, however, it is vital to transform processes and operations as early as possible.

Experience so far indicates that overall levels of satisfaction with HR outsourcing are high. In a 2004 study, the Bureau of National Affairs reported that 78 percent of respondents can readily identify an initiative that exceeds expectations, while only about 30 percent can cite one that falls short of expectations. Convergys has found similarly high levels of satisfaction with outsourced HR services among its own customers.

With organizations and their employees all benefiting from the brain gain that outsourced HR offers, it looks as though its a trend thats here to stay.

Martin Stockton is Managing Director of EMEA Operations at Convergys Corporation.

HR outsourcing in action

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Network vendor cuts HR costs 30 percent year-on-year Through a multi-process HR outsourcing engagement with Convergys, a global enterprise communications network provider has achieved US$4-6 million savings over five years (30 percent year on year). The company has also streamlined employee lifecycle workflow, reduced correction processing (80 percent of cases closed within three days, as opposed to 50 percent within 10 days three years ago). It also now has access to business intelligence that enables trend analysis on workforce patterns and program effectiveness.

Consultancy learns the easy way

A management consultancy has used Convergys outsourced global learning services to deliver 80 percent more training at 45 percent lower cost. This has been achieved through a significant shift in delivery media from 95 percent instructor-led to 75 percent computer-based in one year. In 2004, 150 elearning courses were delivered to 16,000 employees worldwide, and enrolments have increased from 4800 to 33,500. At the same time, learner satisfaction has increased from an average rating of 4.1 to 4.3. Retailer recovers absent millions

A major retailer was able to recover US$1.75 million being lost through employees being incorrectly placed on leave of absence (LOA). When Convergys began working with this retailer, it discovered that there were thousands of employees mistakenly placed on LOA who werent eligible and didnt pay for benefits. In addition, 20,000 employees were still listed in the company's database when they should have been removed, either because they had left the company or were on LOA. Now, when employees are absent for four days running, they are immediately converted to LOA status.
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Furthermore, there are now procedures in place to ensure the retailer complies with regulations and that its managers are accountable for returning an employee to work.

Savings flow for petroleum industry player

A managed service provider to the petroleum industry implemented an Integrated Fluids Engineering (IFE) training certification program that saved its clients nearly US$50 million in 2004 alone. IFE is a managed service offering that integrates everything from drilling fluids to waste management and completion fluids for the petroleum industry. In order for the service to be successful, the service provider needed to create value for clients on their projects and share in the savings. To do this, the company needed to provide cross-trained personnel who understood then relationships between products, systems and equipment and how to plan and apply them to create value for each client. Working together with Convergys learning services, this company designed a training certification program using existing and new customized courses. Since implementing the IFE Certification Curriculum in 2000, the company has trained and certified over 400 IFE engineers and has delivered over 1600 IFE wells for its customers. In 2004, the IFE wells generated US$373 million in revenue and created US$47 million in savings for its clients.

Banking on recruitment payback

As a result of outsourcing, a large regional bank has made a marked improvement in recruitment and processing of job applications. The bank has moved to a paperless environment for processing job applications, replacing a nine-person processing center with an online self-service form. Previously, the centre had to enter data from paper applications and scan tens of
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thousands of CVs. Today, thanks to the online self-service form recommended by Convergys, over 150,000 profiles are housed within the center, and the bank is benefiting from both increased efficiencies and a greater degree of accuracy in putting forward the right candidates for open positions. The bank is expecting a greater than 50 percent return on investment over its five-year partnership with Convergys.

The training consultancies offer various benefits such as: Training Courses that Consultancies Offer

The various courses that consultancies offer are:

Business Training Courses Management Development Conflict Management Managing Diversity Project Management Stress Management Time Management Senior Management Workshops Sales Negotiation Skills Sales Technique Customer Care Customer Care Training Managing Customers Human Resource HR Administration Induction Training Recruitment & Selection
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Successful Appraising Personal Development Courses Workshops on: Assertive Skills Building Confidence Coping with Change Interview Techniques Maximize Potential One to One Coaching Focused entirely on personal objectives Move forward at individual pace Material used in tailor made to specific development Need A strict code of confidentiality

o
o

Importance of Training Consultancies o o o o o o It helps in enhancing companys image It helps in strengthening the team spirit It helps in applying knowledge, developing core competencies, and reducing work load It helps in improving the work relations It helps in developing focused and inspired staff It leads to greater chances of success

Consultants can provide help on following areas:

o o o o o

Management Development Team Building Leadership Health & Safety Training Interpersonal Skills Sales Training
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Consultancy

The KIM Training services department was set up to address the growing need for Continuous management and leadership development due to the rapid changes in management and leadership trends in Kenya, the East African region and globally.

If you run a training function for a company, you may occasionally bring in an outside consultant to handle a particular topic or task. Some departments rely heavily on external help, others rarely use outsiders.

But whichever camp you fall into, you may be surprised at where some of the benefits of outside help arise. If you think the only time an external

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consultant is useful is when that person is the only one with a certain area of expertise, you may be doing your own company a disservice.

1. Saving Money: Many businesses have reaped the benefits of work for hire, temporary staff, and outsourcing. They all get jobs done while lowering some of the overhead, or "burden," associated with full time employees.

In training, there may topics that only need to be handled, say, annually. Or you may have an occasional peak in demand for training services, or extra projects that need additional resources for development, but then can be absorbed into your department's routine offerings.

Even at consulting rates, hiring an outsider for a short period of time, with a defined budget, can be much less expensive than paying salary, benefits, and support for an employee who is underutilized outside of crunch times.

2. They do not know your business as well as insiders: Sometimes training is better developed, or delivered, by someone who is not embedded in your culture. To start with, a good consultant will question a lot of assumptions that may have been interfering with developing and

communicating effective messages.

For another, if the training topic runs along a 'fault line" between warring factions in your company, you may need someone who is new to everyone to handle the discussion, someone with no "baggage," no obvious alliances.

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Finally, sad but true: sometimes employees attribute more credibility to an "outside expert" than to an internal staff person, even if the two of them say exactly the same things.

3. Dedication to achieving results for your company: if you assume that outsiders don't have the same desire to produce training that generates true, verifiable benefits to the organization, you have it backwards.

To put it simply, outside consultants have strong incentives to perform well for you, as they are hoping that producing results will win them more business. They can clearly see that the only chance they have of offering a particular workshop a second time is if you, their client, believe the first workshop has benefited the company.

It is easy to assume that sticking with internal resources is the better path if you assume that will conserve funds, leverage inside knowledge of the company, and insure real devotion to getting results.

But those are just assumptions, and they are often wrong. Take a close look at your situation, and you may find that for particular needs, outsiders produce unexpected benefits to your department, and your company.

As well as delivering training events I also offer a consultancy service. Benefits Made Simple offers you more than just training!

I have over 25 years experience in Welfare Benefits, Financial Inclusion and Income Recovery. The breadth of experience and expertise enables me to

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provide focused consultancy and really add value to your business in a variety of situations...

Performance Improvement

Facilitating departments, teams or individuals to develop meaningful action plans which address current blockages and build upon strengths.

Training & Development

Maximising Aligning Branding training and

the

impact with

of

your your of

training business the

investment strategy department

activities

internal

marketing/profile

Coaching and training the trainers Implementing an internal Mentoring scheme Residents workshops covering Financial Capability issues such as budgeting and dealing with debts

Why should you provide training for your employees?

There is an old proverb that says "Give a person a fish and feed them for a day. Teach a person to fish and you feed them for a lifetime." What does this have to do with training and how does it apply to your organization?

The American Society for Training and Development (ASTD) recently conducted a study of over 2,500 companies to determine how training investments affected a firm's total shareholder return. Using a sophisticated statistical model taking into account a wide variety of variables, ASTD found that training resulted in a significant improvement in shareholder return.
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By providing the training, the companies in the study gave their employees the tools they needed to become more productive. That's just one of the reasons why many CEO's consider training to be the life blood of their organizations. Here are some of the other reasons why your organization should consider providing training for your employees:

Increased Profitability:

As the ASTD study demonstrates, there is a clear correlation between providing your employees with the training they need to become more productive and an increase in the company's overall profitability.

Consistent Quality:

Providing employees with up to date training ensures that they will be able to complete their tasks in the most efficient manner possible while providing consistency and quality for the organization.

The benefits of employing an Apprentice can be seen below.

An Apprenticeship is an effective way of tackling skill shortages. Apprentices will be trained to do a job to agreed standards, which have been set by the Council for Administration the Sector Skills Council for all Expedients Apprenticeships. So they will gain a qualification that shows that they have the skills necessary to do the job, unlike those who follow a formal academic route.

The training that they receive is state-of-the-art and newly redeveloped so, as technology and standards have moved on, you can be assured that new developments will be incorporated within the programme of study.
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Because they will learn by a combination of study and learning on the job, many apprentices find that it is a much better way of learning, by doing things rather than having to remember facts. They gain recognised qualifications QCF (formerly NVQs), Functional Skills, a Technical Certificate and a Qualification in Recruitment Practice.

Apprentices are usually more motivated, because they can see that you are investing in their training and because you take an active part in their development.

They can progress to gain a higher qualification, such as HNC, HND, Foundation Degree or full Degree or even a Degree in Recruitment by studying on a part-time basis while continuing to work for you. In this way they will be gaining higher-level skills to improve the productivity of your business, but without making too much of an impact in terms of lost time. The increased investment in them will benefit, not just your business, but will also help to cement the relationship that you have with them, leading to greater motivation and company loyalty.

If you are interested in the Recruitment Apprenticeship programme or have any questions then fill out our form on our Learn More page and we will get in contact with you very soon.

Please note the Recruitment Apprenticeship Package is only available in London, Birmingham and Manchester.

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Chapter 7 IDENTIFY THE NEED

EMPLOYEE TRAINING & HR DEVELOPMENT

You are a DIY person and you want to find out everything about starting and operating a business. There are so many resources out there and you are overwhelmed by the amount of information you need to absorb. Besides, which sources are reliable? After you swim through a sea of useful tips, how do you put them into action?

The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity.

Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.We offer seminars and workshops to help you start, or improve your business operations. We focus on issues that impact small business operators from high level business plan writing to daily operational issues such as customer retention. Attendance is limited to 10 15 people each. Employee training workshops are also offered.

The model below traces the steps necessary in the training process:

Organizational Objectives Needs Assessment

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Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training

Our Training Methods include:

On-the-job training is delivered to employees while they perform their regular jobs.

Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Orientations are for new employees.

Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. This is where we come in to help you acheive your goals, and make your employees reach their potential.

Training Programs include:

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harrassment training communication skills training computer and technical skills training management and leadership training diversity training safety training conflict management workplace wellness supervisor skills development team building skills training

In addition to the above training programs, we also offer customized training programs specific to your industiry. We have partners in all industries and can bring in experts to make sure you get the best results.

Need and Importance of Training

Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature.

Importance of Training

Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well.

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Training is given on four basic grounds:

1.

New candidates who join an organization are given training. This training familiarize them with the organizational mission, vision, rules and regulations and the working conditions.

2.

The existing employees are trained to refresh and enhance their knowledge.

3.

If any updations and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer implantment. The employees are trained about use of new equipments and work methods.

4.

When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.

The benefits of training can be summed up as:

1.

Improves morale of employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover.

2.

Less supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts.

3.

Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more

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trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes. 4. Chances of promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization. 5. Increased productivity- Training improves efficiency and

productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained.

Ways/Methods of Training

Training is generally imparted in two ways:

1.

On the job training- On the job training methods are those which are given to the employees within the everyday working of a concern. It is a simple and cost-effective training method. The inproficient as well as semi- proficient employees can be well trained by using such training method. The employees are trained in actual working scenario. The motto of such training is learning by doing. Instances of such on-job training methods are jobrotation, coaching, temporary promotions, etc.

2.

Off the job training- Off the job training methods are those in which training is provided away from the actual working condition. It is generally used in case of new employees. Instances of off the job training methods are workshops, seminars, conferences, etc. Such method is costly and is effective if and only if large number of employees have to be trained within a short time period. Off the job training is also called as vestibule training,i.e., the employees
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are trained in a separate area( may be a hall, entrance, reception area,etc. known as a vestibule) where the actual working conditions are duplicated.

The purpose of annual training is to ensure that all College employees:

Are familiar with the College's policy and manageable Know how to identify, respond to, and report workplace violence Understand identified risk factors as identified in the Workplace Violence Prevention Program

Identify specific methods for dealing with potential violence in the workplace (risk factors and behaviors.)

Workplace Violence Prevention Training-Online Course

Employees need to complete the annual training program for Workplace Violence Prevention which is available through myCourses. In accordance with the College's Workplace Violence Prevention Policy and New York State Law, employees at Geneseo need to complete training on an annual basis. The program provides a short 10 minute video, policy review, and a short 10 question quiz. The entire program will take no more than 20 - 30 minutes to complete. A certificate of completion should be printed and forwarded to Human Resources, 219 Erwin Hall.

Job Coverage

Training an employee in more than one job function is an

asset to an organization. If one department has a spike in work, a person who has been cross-trained can easily move over and help out. Also, if a person in a
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department suddenly leaves, the department could suffer from lack of experienced personnel. A person that has received training can fill in until a new employee is hired for the position. Consider the struggle a small company encounters if only one shipping and receiving clerk knows the processes. If that employee decides to leave the company, the entire company could suffer as mistakes are made and production is slowed. Customers might have delays receiving a product and payments could be missed to suppliers.

Employee Development

To keep good employees, the employee must grow and

develop. A particular job can become stagnant or the employee feels as if she is not advancing. When an employee receives additional training, she learns new skills that increase her knowledge and improves her job performance. Also, when an employee is weak in an area, training will help improve a specific function. For example, if an employee is a high performer on most of her job tasks but struggles to complete a monthly report, additional training will make the task go faster. It also will boost the employee's confidence and sense of accomplishment. To identify areas of weakness, an employer can use tools such as performance reviews to find out where an employee needs training. A performance review also reveals an employee's ambition where training can help keep the employee who might otherwise go to a new company.

Importance of training

Training your employees do have a significant role in modern business era. Not just to equip them with latest tools your company has implemented, there is a lot more to it.I have sorted down them in a list. This is a must read if you employ or mean to employ in future atleast one person.
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Training your emplyess is important because

1.

Rapid technological innovations impacting the workplace have made it necessary for people to consistently update their knowledge and skills

2.

People have to work in multidimensional areas , which usually demand far more from their area of specialisation.

3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16.

Change in the style of management. Due to non-practical collage education. Lack of proper and scientific selection procedure. For career advancement. For higher motivation and productivity. To make the job challenging and interesting For self and development For employee motivation and retention To improve organisational climate Prevention of obsolescence To help an organisation to fulfil its future manpower needs. To keep in pace with times To bridge gap between skills requirement and skills availability For survival and growth of organisation and nation

Employee Training

Any business owner who has employees to manage likely understands that their employees are a major part of the vitality of their business. Good employees will know exactly what their responsibilities are, what the owner or supervisor expects of them, and how to use their time at work efficiently.
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Good employees do not usually walk in the door of a business and meet every requirement the owner or CEO is looking for. This is why employee training should be a top priority for business owners who employ others for certain tasks.

Effective employee training is not something that happens at all businesses. There are many businesses that cut corners in hopes that their employees will just catch on and learn as they go. However, this is never an effective strategy and any money that it might save could very well be lost at a later time because the employees have not been properly trained. In a business set up where the boss or bosses are just assuming that the employees know what they are doing, critical errors can be made.

If you are running a business and do not have training in your company budget or have recently cut this part of the company budget, you will need to include or re-include it in your company budget going forward. When employee training is a top priority and included in your company budget, your human resources department will be free to develop a training strategy. As a business owner, you should have some input on the strategy that your human resource department develops. When developing a strategy, you will want to make a list of what the most important training needs are. This will need to be done because the funds for the employee training are most certainly limited and the most important needs should be covered first.

Whatever strategy you and your human resource department come up with, the strategy should be tested on a small group of individuals before launching any large-scale training program. You will be able to get feedback from the small test group and will be able to make any adjustments that are needed to the strategy. The methods should be chosen wisely as there are many
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ways to train employees. Online classes, mentoring programs, and professional trainers are all methods of training both new and existing employees.

Reasons to Train your Employees

1. Increase productivity If staff know what theyre doing and are properly trained, the Companys productivity will increase with better quality service/products and more efficient staff.

2. Reduce employee turnover

Investing in your employees will make them feel that you are interested in developing their skills and they may stay with the Company longer.

3. Decrease need for supervision How many times have your managers said that they cant do something because they are still "minding" an employee? Free up managers time and effort and empower employees to do the work themselves.

4. Increase ability to incorporate new technologies

Keeping up to date with technology is a constant battle. Ensuring that your employees are current with technology with not only enable the to do their job better but also ensures that your Company is at the forefront when it comes to the competition.
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5. Increase safety to decrease work-related injury/illness

Training in health and safety will reduce the amount of work based injuries which occur. This protects not only the employee, but also the employer when it comes to possible corporate manslaughter charges.

6. Maintain employee credentials/certifications

Maintaining credentials is cheaper than allowing them to expire and starting again. Ensure that the hard won qualifications of your employees remain up to date with regular training.

7. Help employees meet new responsibilities

Would you allow your 17 year old to drive a car without any driving instruction? Then why do Companies promote employees to new positions without giving them the necessary skills to perform their new role effectively? Training for newly promoted employees is beneficial to both the Company and the employee in terms of productivity, effectiveness and efficiency.

8. Increase job satisfaction, morale and motivation among employees

A happy workforce is a productive workforce. Training increases the well being of employees and reduces absenteeism, mistakes and stress in the workplace always beneficial for a Company

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9. Enhance company image, e.g. conducting diversity training PR is increasingly important in the Corporate world. Gaining an accreditation such as IIP (Investors In People) can be prestigious in terms of promoting the Company and ensuring that people would like to work for, and with the organisation.

Enhance risk management, e.g., training about sexual harassment, diversity training

Training in essential areas will reduce the risks associated with employing people and potential Employment Tribunal claims. Remember, the average cost of just defending a Tribunal claim is around 10K. And thats excluding an award made against you!

Training Employee Performance

Training based on employee performance can consist of everything from going back to basics for improvement of low performers, to advanced accelerated training for high performing employees. If you employee review process is effective, then the review determines what areas of improvement are needed for the employee to move forward in their development.

It is important for the company to make every effort to help low performers. It benefits the company by reducing turnover, it helps the low performing employee by giving them every reasonable chance to improve and remain with the company, and it helps other employees know that the company is trying to help struggling team members.

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There will undoubtedly be situations where additional training of low performing employees is an exercise in futility both the employee and the company. Launching the low performer is then appropriate. For other low performers who can benefit from additional training, getting back to basics is most effective. For this group it is important to have an individual game plan for each low performer in order to bring them up to speed. This can best be accomplished by having an IDP (Individual Development Plan) that is created by the employee and approved or edited by his or her supervisor. An IDP is like a contract between the employee and himself, and the supervisor holds the employee accountable for attaining the agreed goals. The IDP for training employee performance focuses on two or three areas of development, actions to take, measurements of reaching those goals, and a timeline for achievement. Typically, it will include a mentor and coaches for the employee to accomplish their goals.

All employees need to have an IDP because everyone at every level has opportunities for improvement. Where most employees and companies fall short in the effectiveness of their IDPs is the lack of periodic follow-up. It would be like having a fantastic game plan on paper, and then filing it away without using it. Remember, the IDP is just that.it is a plan. Having it on paper without executing the plan, is as good as having no plan at all. It is important for the employees supervisor to actively review the plan for progress with the employee. Since it is the employees IDP the responsibility falls upon the employee for his or her own progress towards achieving the set goals. It is also the responsibility of the coach or mentor, along with the employees supervisor to discuss what progress is taking place with the IDP. Again, creating a plan is just a plan until the employee manages the

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execution of the plan. It is this final piece of the plan that causes most employees to not benefit from their IDP.

Training employee performance is vital for the lifeline of a companys sustainability, growth and progress. It allows for an ongoing pipeline of proven talent for positions in management and leadership. A company can move forward only as fast as its talent can move it along.

Employee Training Companies Newtons 3rd Law of Motion states that for every action (force) in nature, there is an equal and opposite reaction. In the world of business, for every task, job or career there is someone or a company offering training for that task, job or career. Employee training companies exist for all types of training. Whatever you want to be trained for, there is someone, somewhere offering that training. As with any purchase (and employee training is essence is a purchase) you have to consider the value of the services provided. By value, I mean quality versus cost. Whether the employer is paying for the training or the employee is paying for the training quality, cost, and content are essential considerations.

Researching answers to those considerations is imperative. Listing what it is that you want to achieve with regard to what is being offered by the employee training company is a good first step. Talking to others who have availed themselves of this training is a good second step. You do not want to be the first kid on the block with a new pogo stick; it is good to know that others

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who have had satisfactory results with the training company you are considering.

For example, let us take a look at companies that specialize in outplacement. If you are voluntarily leaving, a company for whatever reason you may want to utilize the services of an outplacement company. Of if by mutual agreement you are leaving your current employer, they may offer outplacement services from a company that specializes in that area of expertise.

That type of employee training company would includes services such as resume preparation, creation of cover letters, networking, preparation for interviews, dealing with gate keepers, objections and answers, follow-up communication after interviews, business plans, and utilization of social networks.

Realize that employee-training companies including outplacement companies are in business to make a profit in addition to helping you with your training. So in order to help you, they have to sell you on their services. With that in mind, its appropriate that you interview them to make sure what you need is the same as what they are offering. Talk to previous users of their service and have a clear understanding of expectations so there are no unwelcome surprises. Also, know the time frame for achieving results. The more you know upfront the better it is for you and the employee training company. If you do not feel comfortable with what you are hearing, then it is a strong indicator that you need to continue your search for a company that matches your needs and expectations.

Employee training companies when used correctly can be a blessing for the individual being trained, or for the company utilizing the
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services of the training company. The more you know and the better you are able to present yourself and your skills, the better your chances are for securing a position that will fulfill your job or career goals.

Training for New Employees Training for new employees sets the tone for the employees impression of a companys culture. The training program and the trainers represent the company; and first impressions are important. So in a sense its a microcosm of the company itself. Training for new employees represents a golden first opportunity to get things off to a good start. It sets a momentum for the new hire. This momentum can be positive for a good experience; however, an unpleasant experience can create negative momentum. This is exactly why an outstanding training experience for the new hire is vital for both the new hire and the company. From the trainers point of view, you want to have all your training materials prepared ahead of time; not too much and not too little. Make sure you have enough training materials for all the trainees plus a few extra set of materials. The training area needs to be prepared for proper seating, lighting, and distraction free. If the training area needs to be reserved, make sure it is done well in advance. Make sure whatever visual aids are necessary are available. Have a list of all those attending along with the names of their supervisors for communication purposes.

Begin to build the excitement of training for the new employees by communicating with them well in advance, and periodically be in contact with them to keep that anticipation and excitement building. Provide the trainees

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with all the information they need ahead of time including location, directions, meeting time, dress code, materials they need to bring with them, and a general idea of the training meeting agenda or schedule. A very nice touch of class is to send a Welcome Box to your new hires prior to training including much of the above. If team colors are used such as a polo -type shirt, include that in the box with a name tag if thats customary. Another nice touch of class is to include something for the spouse, children or family if appropriate. Nothing makes a new hire feel more welcome than to also welcome the new hires family members. Most companies do not come close to doing this, and this is what begins to separate your company from others. Those little things can make a big difference to getting things off to a good start.

Allow sufficient time for breaks and lunch if included. Working lunches are not advised for new hire training sessions, though very appropriate for training of existing employees. For new employee training the break time and lunch break are very important for team building and camarade rie.

Make training for new employees also a fun and memorable experience. Of course, you want to impart important information, which the new hires need to do their jobs; however, by making the training experience enjoyable you are creating or continuing a culture of teamwork, maximizing working relationships, enhancing networking, and building trust. An outstanding training experience for new employees is the foundation for a long lasting and successful business relationship.

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Employee Performance Training

Unless poor performance is the result of lack of knowledge or skill, training will have little if any effect on the problem. Typically, companies will try to solve the problem of poor performance by funneling more dollars into training, which is a waste of financial resources. To rectify poor performance, the key is to understand what is causing under achievement. A wonderful book first published in 1992 titled Soar with Your Strengths, by Donald Clifton and Paula Nelson, which is timeless in its philosophy, encourages you to find out what you do well and do more of it. Also, find out what you do not do well and stop doing it. Such simple common sense, yet employees and employers seldom use it. It seems we are always trying to get better at what we dont like or dont do well, and not focusing on what we like and do well. As the book notes it would be like trying to train a fish to fly and a bird to swim so they can get better; when in fact they should strive to make the fish swim better and the bird to fly higher and faster.

Employee performance training should follow a true evaluation of the employees skill and knowledge levels; this needs to be assessed prior to hiring the employee.

Once the employee is on board, the employee reviews or performance assessments provide an excellent profile or snap shot picture of the persons job knowledge and skill level. From this point, the employer has a much better gauge whether or not additional training is necessary, and if so, what type of training is needed, and for how long.
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The performance assessment or review needs to cover ability, knowledge and skills. The ability portion evaluates whether or not the employee has the mental and or physical capacity to perform the job tasks.

The knowledge and skill portion of the review considers whether the employee has or is performing the job tasks properly. Does the employee know what to do? Has it been explained clearly and concisely?

A review or performance assessment is the tool that determines what needs to be done in order to improve the employees performance. Hence, it needs to be clear, concise, informative, measurable and actionable. Without measures and actions, it would be like a journey with a destination and parameters.

With the performance assessment completed by the employee and evaluated by the employer, it will now be known whether the employer will want to invest in additional training. It might be the right time to begin a departure plan. There are some situations where additional training will do absolutely no good. However typically if the employee was good enough to hire, then chances are additional employee performance training will help the under achiever and put him or her back on track for success. Employee performance training will also set a good tone for existing employees because they will know that their employer is willing to help employees who need additional training

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How to Train Employees

We have all been involved in training situations, either as the trainee or as the trainer. Your best trainers are those who have been trained on many different occasions. Outstanding trainers know what works and what does not work, because they have experienced the best and the worst of training situations.

As a trainer, try to remember what it was like when you were trained as an employee. Incorporate what worked, and avoid what did not work.

Some of the more important points to remember when training include the following:

Give the employee to be trained reading material in advance of the training. This not only builds excitement and anticipation with the trainee, it also helps to alleviate their concerns about the content of the training. They will have the opportunity to come to training prepared to get started.

Assign an ambassador to the trainee. This is a person who the trainee can call ahead of time to help walk him or her through the initial phases of employment prior to the beginning of employee training. This helps keep the new hire warm and feel good about his or her decision to join your company. It helps avoid buyers remorse from the time the employee accepted your offer until the time they begin training.

Be very clear and specific with what to expect during the training. This includes location, length of training time, dress code, and

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agenda. The more the employees being trained know, the more at ease they will be prior and during the training.

An employee being trained will have a lot to absorb, so whatever handouts or training manual you can provide as an ongoing resource will help the trainee after the training is complete.

Be sure to take time explaining procedures and policies. Patience is a virtue when it comes to training. Some folks learn a bit slower than others, so try to go the speed of your slowest learner. It may take more than once to explain something in order for it to be understood. It takes time to learn, so make sure you allow enough time for the training to proceed at a reasonable pace.

When the trainee is ready, have him or her perform the tasks being taught. Remember to be patient, and correct mistakes in a kindly manner.

New employees being trained understand procedures quicker when they understand the reasoning behind those tasks. So invest the time to explain the logic behind the step-by-step actions. Assign a coach to the employee being trained. Rather than cutting the trainee loose after training, the coach will help the new hire ease the transition to working independently. Please note that we use the word coach rather than mentor because mentors cannot be assigned; they are chosen by the two people involved (trainee and mentor) rather than being assigned by a third party. It is the difference between a forced marriage, and a chosen marriage.

Finally encourage and give recognition to the employee being trained. A show of appreciation for the trainee is a welcome gesture for any new hire.

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Chapter 8 SKILLS AND KNOWLEDGE AUDIT

Every organization wants to motivate, develop and retain the most qualified employees and match them to jobs for which they are best suited. Human resources training and development managers and specialists help provide this connection, usually within an organization's human resources department. In the past, these workers performed administrative functions, such as developing training programs in accordance with policies established by top management. Today's training and development workers manage these tasks, but, increasingly, they consult with top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies.

In an effort to enhance morale and productivity, limit job turnover, and help organizations increase performance and improve results, these workers also help their companies effectively use employee skills, provide training and development opportunities to improve those skills, and increase employees' satisfaction with their jobs.

There are many types of training and development managers and specialists. In a small organization, a human resources generalist may handle all aspects of training an development work, in addition to traditional human resources duties, and thus require an extensive range of knowledge.

In a large corporation, training and development managers and specialists create, procure, and conduct training and development programs for employees, often reporting to a human resources director or manager. Managers

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typically supervise specialists and make budget-impacting decisions in exchange for a reduced training portfolio. Increasingly, executives recognize that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty. Enhancing employee skills can increase individual and organizational performance and help to achieve business results. Increasingly, executives realize that developing the skills and knowledge of its workforce is a business imperative that can give them a competitive edge in recruiting and retaining high quality employees and can lead to business growth.

Other factors involved in determining whether training is needed include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge and, thus, require new skills. In addition, advances in learning theory have provided insights into how people learn and how training can be organized most effectively.

Training managers oversee development of training programs, contracts, and budgets. They may perform needs assessments of the types of training needed, determine the best means of delivering training, and create the content. They may provide employee training in a classroom, computer laboratory, or onsite production facility, or through a training film, Web videoon-demand, or self-paced or self-guided instructional guides. For live or inperson training, training managers ensure that teaching materials are prepared and the space appropriately set, training and instruction stimulate the class, and completion certificates are issued at the end of training. For computer-assisted or recorded training, trainers ensure that cameras, microphones, and other necessary technology platforms are functioning properly and that individual computers or other learning devices are configured for training purposes. They
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also have the responsibility for the entire learning process, and its environment, to ensure that the course meets its objectives and is measured and evaluated to understand how learning impacts performance.

Training specialists plan, organize, and direct a wide range of training activities. Trainers consult with training managers and employee supervisors to develop performance improvement measures, conduct orientation sessions, and arrange on-the-job training for new employees. They help employees maintain and improve their job skills and prepare for jobs requiring greater skill. They work with supervisors to improve their interpersonal skills and to deal effectively with employees. They may set up individualized training plans to strengthen employees existing skills or teach new ones. Training specialists also may set up leadership or executive development programs for employees who aspire to move up in the organization. These programs are designed to develop or groom leaders to replace those leaving the organization and as part of a corporate succession plan. Trainers also lead programs to assist employees with job transitions as a result of mergers or consolidation, as well as retraining programs to develop new skills that may result from technological changes in the work place. In government-supported job-training programs, training specialists serve as case managers and provide basic job skills to prepare participants to function in the labor force. They assess the training needs of clients and guide them through the most appropriate training. After training, clients may either be referred to employer relations representatives or receive job placement assistance.

Planning and program development is an essential part of the training specialist's job. In order to identify and assess training needs, trainers may confer with managers and supervisors or conduct surveys. They also evaluate training effectiveness to ensure that employees actually learn and that
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the training they receive helps the organization meet its strategic goals and achieve results.

Depending on the size, goals, and nature of the organization, trainers may differ considerably in their responsibilities and in the methods they use. Training methods also vary by whether the training predominantly is knowledge-based or skill-based or sometimes a combination of the two. For example, much knowledge-based training is conducted in a classroom setting. Most skill training provides some combination of hands-on instruction, demonstration, and practice at doing something and usually is conducted on a shop floor, studio, or laboratory where trainees gain experience and confidence. Some on-the-job training methods could apply equally to knowledge or skill training and formal apprenticeship training programs combine classroom training and work experience. Increasingly, training programs involve interactive Internet-based training modules that can be downloaded for either individual or group instruction, for dissemination to a geographically dispersed class, or to be coordinated with other multimedia programs. These technologies allow participants to take advantage of distance learning alternatives and to attend conferences and seminars through satellite or Internet communications hookups, or use other computer-aided instructional technologies, such as those for the hearing-impaired or sight-impaired.

Work environment. Training and development personnel usually work in clean, pleasant, and comfortable office settings. Although most training and development managers and specialists work in the office, some travel extensively. For example, trainers and other specialists may travel to regional, satellite, or international offices of a company to meet with employees who work outside of the main corporate office.

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Many training and development managers and specialists work a standard 40-hour week. However, longer hours might be necessary for some workersfor example, when a new software system is being implement and workers must be trained on its use.

Training, Qualifications, and Advancement

The educational backgrounds of training and development managers and specialists vary considerably, reflecting the diversity of duties and levels of responsibility. In filling entry-level jobs, many employers seek college graduates who have majored in human resources, human resources administration, or industrial and labor relations. Other employers look for college graduates with a technical or business background or a well-rounded liberal arts education. Education and training. Although a bachelors degree is a typical path of entry into these occupations, many colleges and universities do not offer degree programs in personnel administration, human resources, or labor relations until the graduate degree level. However, many offer individual courses in these subjects at the undergraduate level in addition to concentrations in human resources administration or human resources management, training and development, organizational development, and compensation and benefits.

Because an interdisciplinary background is appropriate in this field, a combination of courses in the social sciences, business administration, and behavioral sciences is useful. Some jobs may require more technical or specialized backgrounds in engineering, science, finance, or law. Most prospective training and development specialists should take courses in principles of management, organizational structure, and industrial psychology;
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however, courses in accounting or finance are becoming increasingly important. As in many other fields, knowledge of computers and information systems is useful.

An advanced degree is increasingly important for some jobs. A master's degree in human resources, labor relations, or in business administration with a concentration in human resources management is highly recommended for those seeking general and top management positions.

The duties given to entry-level workers will vary, depending on whether the new workers have a degree in human resource management, have completed an internship, or have some other type of human resources-related experience. Entry-level employees commonly learn by performing administrative dutieshelping to enter data into computer systems, compiling employee handbooks, researching information for a supervisor, or answering phone calls and handling routine questions. Entry-level workers often enter onthe-job training programs in which they learn how to classify jobs, interview applicants, or administer employee benefits; they then are assigned to specific areas in the human resources department to gain experience. Later, they may advance to supervisory positions, overseeing a major element of the human resources program.

Other qualifications. Experience is an asset for many specialties in the human resources area, including training and development, and is essential for advancement to senior-level positions, including managers. Many employers prefer entry-level workers who have gained some experience through an internship or work-study program while in school. Employees in training and development need the ability to work well with individuals and a commitment to organizational goals. This field demands skills that people may have
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developed elsewhereteaching, supervising, and volunteering, among others. Training and development work also offers clerical workers opportunities to advance to more responsible or professional positions. Some positions occasionally are filled by experienced individuals from other backgrounds, including business, government, education, social services administration, and the military.

The training and development field demands a range of personal qualities and skills. Training and development managers and specialists must speak and write effectively. Ever-changing technologies and the growing complexities inherent to the many services human resources personnel provide require that they be knowledgeable about computer systems, storage and retrieval software, and how to use a wide array of digital communications devices.

The growing diversity of the workforce requires that training and development managers and specialists work with or supervise people of various ages, cultural backgrounds, levels of education, and experience. Ability to speak a foreign language is an asset, especially if working in an industry with a large immigrant workforce or for a company with many overseas operations. Training and development employees must be able to cope with conflicting points of view, function under pressure, and demonstrate discretion, integrity, fairmindedness, and a persuasive, genial personality. Because much of the information collected by these employees is confidential, they must also show the character and responsibility of dealing with sensitive employee information.

Certification and advancement. Most professional associations that specialize in human resources, including areas such as training and development, offer classes intended to enhance the skills of their members.
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Some organizations offer certification programs, which are signs of competence and credibility and can enhance advancement opportunities. For example, the American Society for Training and Development (ASTD) Certification Institute offers professional certification in the learning and performance field. Addressing nine areas of expertise, certification requires passing a knowledgebased exam and successful work experience. In addition, ASTD offers 16 shortterm certificate and workshop programs covering a broad range of professional training and development topics. The Society for Human Resource Management offers two levels of certification, including the Professional in Human Resources (PHR) and the Senior Professional in Human Resources (SPHR). Additionally, the organization offers the Global Professional in Human Resources certification for those with international and cross-border responsibilities and the California Certification in Human Resources for those who plan to work in that State and become familiar with California's labor and human resources laws. All designations require experience and a passing score on a comprehensive exam. The WorldatWork Society of Certified Professionals offers four distinct designations in the areas of compensation, benefits, worklife, and global remuneration that comprise the total rewards management practice. Candidates obtain the designation of Certified Compensation Professional (CCP), Certified Benefits Professional (CBP), Global

Remuneration Professional (GRP), and Work-Life Certified Professional (WLCP). Certification is achieved after passing a series of knowledge-based exams within each designation. Additionally, WorldatWork offers online and classroom education covering a broad range of total rewards topics.

Exceptional training and development workers may be promoted to director of human resources or industrial relations, which can eventually lead to a top managerial or executive position. Others may join a consulting or

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outsourcing firm or open their own business. A Ph.D. is an asset for teaching, writing, or consulting work.

Employment

Training and development managers and specialists held about 247,000 jobs in 2008. The following tabulation shows the distribution of jobs by occupational specialty:

Training and development managers and specialists were employed in virtually every industry. About 13 percent of training and development and other related managers and specialists were employed in administrative and support services, 11 percent in professional, scientific, and technical services, 10 percent in healthcare and social assistance, and 9 percent in finance and insurance firms. About 12,900 managers and specialists were self-employed, working as consultants to public and private employers.

Job Outlook

Employment is expected to grow faster than the average for all training and development managers and specialists occupations. College graduates and those who have earned certification should have the best job opportunities.

Employment change. Overall employment is projected to grow by 18 percent between 2008 and 2018, faster than the average for all occupations. Employers are expected to devote greater resources to job-specific training programs in response to the increasing complexity of many jobs and technological advances that can leave employees with obsolete skills.
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Additionally, as highly trained and skilled baby boomers retire, there should be strong demand for training and development specialists to impart needed skills to their replacements. Firms involved in management, consulting, and employment services should offer many job opportunities, as businesses increasingly contract out training and development functions or hire training and development specialists on a temporary basis to deal with increasing costs and complexity of training and development programs.

Job growth could be limited by the widespread use of computerized human resources information systems that make workers more productive. Like other workers, employment of training and development managers and specialists, particularly in larger companies, may be adversely affected by corporate downsizing, restructuring, and mergers; however, as companies once again expand operations, additional workers may be needed to manage company growth.

Job prospects. College graduates and those who have earned certification should have the best job opportunities, particularly graduates with a bachelor's degree in human resources, human resources administration, or industrial and labor relations. Those with a technical or business background or a well-rounded liberal arts education also should find opportunities. Demand for training and development managers and specialists depends on general economic conditions and the business cycle as well as staffing needs of the companies in which they work. A rapidly expanding business is likely to hire additional training and development workerseither as permanent employees or consultantswhile businesses that have consolidated operations or merged with another company may require fewer of these workers. Also, as training and development management becomes increasingly important to the success of an organization, some small and medium-size businesses that do not have separate
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training and development departments may assign various training and development responsibilities to some employees in addition to their usual responsibilities; others may contract with consulting firms to establish formal procedures and train current employees to administer programs on a long-term basis.

In addition to new training and development management and specialist jobs created over the 2008-2018 projection period, many job openings will arise from the need to replace workers who transfer to other occupations, retire, or leave the labor force for other reasons.

Knowledge skills - Need of the hour

While the current industry growth is fuelled by the contribution of well-educated, top-rung employees, competitiveness in the new decade will strongly depend on improving the productivity of the lower- and mid-level employees.

The past decade has been one of fast-paced development, increasing topline growth and revenue inflow for India Inc. However, it's a known fact that India Inc continues to face a skilled' manpower shortage? Answers Hari Menon, CEO, IndiaSkills, "The National Skills Development Commission indicates that against a total skilled manpower demand of 83 million by 2015, India has the capacity to produce only three million. Over eight million youth drop out of the education system in urban India alone, and of the 17 million who enter the workforce every year, only 0.5 per cent get employment in the organised sector. The huge number of unemployed urban people between the age group of 20-30 is solely due to the mismatch between

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the knowledge imparted by the current education system and employable competencies needed at the workplace."

Currently, different industry verticals are forced to acquire raw manpower and spend considerable time and resources on training, which shoots up business costs at an entry level, thus causing a dent in the profits. To curtail this, the industry needs to streamline their recruitment and training processes to put in place a skilled' workforce that gives "first day first hour productivity". In this scenario, vocational education (VE) emerges as the enabling power. Even though India has surplus labour and will continue to have so, a vast majority is unemployable. Quality VE can turn around this situation by bringing employability to education, mapping industry requirements to training programmes and delivering industry specific skilled workers. "Companies with an eye on the future will always realise the need to adequately skill their lower and mid-level employees," adds Menon.

"Vocational training is imperative in preparing trainees for jobs that are based on manual or practical activities. We have tied up with some ITI (industrial Training Institutes) in which students are provided soft skills training by renowned trainers to enhance behavioural competencies of the students. Also, hands-on training at world-class training centres equipped with latest training equipments is provided to the students and the high performers get an opportunity to become technical consultants or supervisors," notes Umesh Km Dhal- VP, HR & MS, LG India. While it is imperative for India Inc to move up the skill ladder and produce a larger number of people with higher education and training, organisations are leaving no stone unturned towards providing quality skills training to their staff. "On the corporate front, we have partnered with several companies to provide specific skilling and training solutions depending on their industry requirements. For example, we are currently
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delivering the "Certificate in Construction Safety" for a metro rail corporation in India with an aim of training & certifying 2000 employees of the company," adds Menon.

KPIT Cummins Infosystems Ltd has a unique program called Budding Leaders' which enables identification of high potential employees from the middle management layers who can be groomed and put on the fasttrack of growth. Besides this, Chrysalis', their benchmark fresher induction program combines state-of-the-art facilities with a carefully designed curriculum to get campus graduates 'project-ready'. A case in point at HCL Technologies is their I-Learn program which seeks to make their learning and development process employee-driven, business aligned (for structured and indepth skill improvement and competency building) to meet talent requirements. Here, employees can nominate themselves to relevant training programs, register for e-learning courses, enrol for certification programs or enlist as an internal trainer.

Training and development

Different individuals have their own needs and aspirations. HRM therefore involves finding out about the needs and aspirations of individual employees, for example through the appraisal process and then creating the opportunities within the organisation (e.g. through job enlargement) and outside the organisation (e.g. through taking up educational opportunities at local colleges/universities) for employees to improve themselves. HRM therefore relates to every aspect of the way in which the organisation interacts with its people, e.g. by providing training and development opportunities, appraisal to find out about individual needs, training and development needs analysis, etc. Training - opportunities and courses for individuals to develop skills,
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knowledge and attitudes that help the organisation to achieve its objectives. Development - the provision of opportunities and courses for individuals to develop skills, knowledge and attitudes that help themselves to achieve personal objectives. Training and development needs analysis - an analysis of the opportunities and experiences that are required for individuals to train and develop in order to meet organisational and personal objectives. A training and development plan can then be created to set out how these needs can be addressed in practical steps.

Audi has developed a training and development programme designed for technicians at the company. Technicians are appraised by their line managers to identify their personal training and development needs. They then work with a professional consultants on development training activities as well as attending relevant courses either at the Audi training centre or on external courses. The technicians are able to use a multimedia based Training Needs Analysis tool that enables them to produce a Personal Development Plan automatically.

Essential Skills of Human Resources Management When interviewing a potential new hire, its standard procedure for a Human Resources professional to assess the candidate as compared to a list of key skills and personal characteristics needed for the job.

In considering ideas to start our new HR Daily Advisor service, some at BLR thought it might be interesting to turn the tables on the profession, and come up with a list of such attributes for Human Resources professionals themselves.

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In no way is this authoritative, but it is the opinion of people, including BLR Founder and Publisher Bob Brady, whove spent decades meeting with HR professionals, supporting their goals and reporting their achievements. You may agree or not with our assessments, but either way, wed like to hear about it via the share comments link on this page.

That said, here goes: Organization

Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the Human Resources function. Youre dealing with peoples lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it wont do to say, Hold on. Ill see if I can find it.

Multitasking On any day, an HR professional will deal with an employees personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesnt much care if youre already helping colleague B. You need to be able to handle it all, all at once.

Discretion and Business Ethics

Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor officers approaches to employees
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to ensure proper ethics are observed. You need to be able to push back when they arent, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization.

Dual Focus

HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. Thats something you would never do.

Employee Trust

Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top managements policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.

Fairness

Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples voices are heard, that laws and policies are followed, and that privacy and respect is maintained. Dedication to Continuous Improvement

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HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR professional also uses technology and other means to continuously improve the HR function itself.

Strategic Orientation

Forward-thinking HR professionals take a leadership role and influence managements strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, People are our most important asset.

Team Orientation

Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work.

Three in-house Knowledge Knibbles

Members who take this module also get access to three Knowledge Knibbles bite-size (90 minute) learning sessions, run in your organisation for groups of up to twenty staff. These can be chosen from the current list of Knowledge Knibbles available on the website which typically includes both the latest ideas for HR people (for example, neuroscience at work or positive pyschology) and also perennial favourites such as talent management and employee engagement.
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HR team skills audit

There is also the opportunity for a simple HR skills and knowledge audit using our online self-assessment tool to help determine the development needs of the HR team. This can be used as a standalone assessment but can also help to define the best use of the Knowledge Knibbles for your organisation as well as ending into future master class programmes.

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Chapter 9 THE PROJECT TEAM LEADER

Project Manager / Team Leader Position Description and Roles & Responsibilities

What: A list of the responsibilities of a project manager or team leader. Use this list to help select the project manager and to clarify with the new project manager what his or her key responsibilities are.

Why: Selecting the right person for the role of project manager or team leader is crucial to project success. It is also crucial that the project manager understand his or her responsibilities and commit to them.

How: Use this list in both the selection process for a new project manager or team leader and also to clarify and confirm his or her commitment to the responsibilities that project management entails. Add to the list any responsibilities that are important in your organization.

Team Leader / Project Manager Position Description

The Project Manager has primary responsibility for defining, planning, tracking and managing the project they are assigned. He/she is responsible for identifying key resources and providing the direction required for meeting the project objectives. He/she is also responsible for ensuring appropriate management, customer and supplier involvement throughout the life of the project.

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Qualifications and skills of the Project Manager include an ability to lead and motivate people and encourage teamwork, an ability to communicate effectively with senior management, and a clear vision of what determines a successful product for the customer and for the company. In addition, the Project Manager must have a technical background sufficient to understand the technologies and technical issues involved with the product, to be able to anticipate and identify critical technical obstacles, and to make accurate technology decisions.

The Project Manager also must be able to manage project schedule and task details and utilize project management tools such as reports, tracking charts, checklists, and project scheduling software and to delegate appropriately. He/she must be able to manage change and take active leadership in timely decision making. Finally a Project Manager must have the courage to face up to issues squarely and early, resolve conflicts, admit to having problems and seek coaching openly, escalate if necessary, and generally champion the people and the project up, down, and across the organization and with customers.

Team Leader / Project Manager's Role and Responsibilities Define the project management process to be applied to the project. Select team members and, if cross-functional as the Core Team Leader, select Core Team Members. Prepare project plan and obtain management approval of the project plan. Assure that all team members understand their roles and accept their responsibilities Apply project resources according to the approved project plan.

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Analyze risk and instigate avoidance activities. Establish contingency plans and identify trigger events and responsibility for initiating corrective action.

Track and report on progress to plan. Analyze the actual performance against the plan and make adjustments consistent with plan objectives. Keep all stakeholders informed of progress and issues. Involve functional expertise in design reviews and key decisions as well as risk strategies. Assure timely adaptive action is taken. Manage change to preserve business plan commitments. Initiate Phase Review if objectives must change. Negotiate the performance of activities with team members and their managers. Establish and publish clear priorities among project activities. Coordinate management and technical decisions. Arbitrate and resolve conflict and interface problems within the project. Provide input on the performance of project team members to their supervisors.

Audit and Review Internal Systems

You need to ensure that the information you rely on is correct and comprehensive. This means that you can monitor your organization effectively to ensure that it's doing what it should do.

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Ask questions such as:

When were the organization's accounting systems last audited? What were the conclusions?

Are there any issues with the accounting system that's in use? If so, what needs to change?

What people-related problems could there be? What risks do these present?

What risk management systems are used? And do these report effectively on the risks you've identified?

Are goals and targets appropriate, and are they likely to motivate the behaviors that you want?

Is management information useful, appropriate, accurate, and robust? And how well does it monitor delivery of the organization's mission?

Challenge Your Findings

Now it's time to compare your risk analysis with the information that you've gathered about how your organization works. This comparison will help you see if reality diverges from what has been planned.

Question everything, and use common sense. For example, look for the following:

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Teams with excessive workloads: What do members of these teams not have time to do? What risks does this present? How does this affect the organization's mission?

Outcomes that seem "too good to be true": Are corners being cut?

Bottlenecks that could cause serious delays: What are the implications of these?

Inefficient work flows: Is effort being spent at the wrong stage of a process?

Departments with high staff turnover or sickness: Are there management or process problems in these departments?

Be Constantly Curious

Your work doesn't stop once you've made sure that current procedures are working. You must continue to scan for new problems, and prevent them from escalating. Build time into your schedule to do this.

Look for the right balance between micromanagement and staying informed about people, events, and trends.

Also, it's likely that you'll have additional representational responsibilities, now that you're in a leadership role for example, you may have event organizers clamoring for your time. So, prioritize these demands carefully so that you can respond to sudden demands on your time. This way, you'll be better placed to manage crisescalmly.
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And remember the idea of management by wandering around. This is an effective way of gathering information from your colleagues on a rolling basis, including getting feedback on processes, workloads, and customer expectations. Visiting all parts of your organization also builds trust, so that colleagues are more likely to report problems to you before they escalate.

Last, schedule brief but regular meetings with your team to discuss issues, trends, and risks. Work out which matters you expect to be kept informed about these could be issues that are problematic, or that are high-risk or fast-paced and ask for regular updates on these.

Key Points

When you step into a new organizational leadership role, you'll be shouldering a lot more responsibility than you're used to. You're no longer simply in charge of meeting targets and deadlines: you now have an obligation to your colleagues and your customers to make sure that everything appropriate is being done to deliver your organization's mission, safely and reliably.

To prepare yourself to meet your new responsibilities, follow these steps (among others that you may identify):

Understand and confirm your organization's mission. Analyze risks. Understand key stakeholders. Understand people, processes, values, culture, and the management structure. Audit and review internal systems. Challenge your findings.
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Be constantly curious.

Much of your new role involves gathering information and assessing it objectively.

Make sure that your schedule is flexible enough to cope with sudden problems, and build trust among your colleagues, so that you'll be best placed to hear about issues early on. This is likely to need careful prioritization, but it's a key part of your new role.

Qualities

What qualities are most important for a project manager to be an effective project leader? It's a question often asked and one that makes us sit back and think. Over the past few years, the people at ESI International, a leader in project management training, have looked at what makes an effective project leader. They quizzed some highly-talented project leaders and compiled a running tally of their responses. Below are the top 10 qualities in rank order, according to their frequency listed.

Inspires a Shared Vision

An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis "They offer people opportunities to create their own vision, to explore
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what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization." (Bennis, 1997)

A Good Communicator

The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.

There is a great deal of value placed on openness and directness. The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.

Integrity

One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values

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and dedication to honesty with self and team members. In other words the leader "walks the talk" and in the process earns trust.

Enthusiasm

Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.

Empathy

What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, "It's nice when a project leader acknowledges that we all have a life outside of work."

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Competence

Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader's technical abilities in the core technology of the business. As project management continues to be recognized as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.

Ability to Delegate Tasks

Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves. As one project management student put it, "A good leader is a little lazy." An interesting perspective!

Cool Under Pressure

In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they
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consider it interesting, they feel they can influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together." (Bennis 1997) And remember - never let them see you sweat.

Team-Building Skills

A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand.

Problem Solving Skills

Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now opportunities," and not much concern with how others have performed them. (Kouzes 1987)

Roles

Team Leader - The dual objective of the team leader role is to deliver the aims of the ICS placement while facilitating the personal development of the young people in each team. The Team Leader role is one of considerable
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autonomy which involves taking responsibility for the success of the allocated community project. You and your fellow In-Country Team Leader will run a project in a remote rural community, managing a group of around 12 volunteers; normally 6 from the UK and 6 from the host country. It is a challenging, fun and extremely rewarding role. Jefe de Equipo - Team leaders with fluent Spanish language skills will receive priority for roles in Nicaragua. India Medic and Nicaragua Medic - The medic is responsible for looking after the general health of all Raleigh volunteers and supporting the operational decisions relating to managing emergencies that may occur. Deputy Programme Leader - The Deputy Programme Leader is a hugely varied, challenging and rewarding role. You will be responsible for overseeing the daily running and logistics of the programme, the management of the volunteer leaders, design and implementation of the training programme and co-ordination of casualty evacuation procedures

Short description

This training will provide you with a complete overview of project management according to our Totally Integrated Project Management or TIPIApproach. Group dynamic processes and technical aspects, and the relationship between them, will all be discussed. Target group As a participant you should be a project leader, team leader or project participant with responsibility for leading at least part(s) of a project. To participate in this training, you should have experience working in projects
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Course content

The training deals with the following topics:

Accepting a project assignment, determining problems in the client organisation

Principles of project management (phasing, controlling, deciding) Business case Company goals versus project objectives Tips for developing a project handbook Cooperating, leadership styles and handling conflicts Execution, decision making and controlling Closing up and acceptance of the result

Results Project management is a profession that demands specific and result-oriented management skills. You will learn how to develop a tangible end result starting with an idea, by working in projects. You will master tips and tricks from your trainers as well as your fellow students, on how to organise and structure projects and how to work systematically (IT-component approx. 70%). You will be able to discern and apply communicative and team building processes, and know how to manage by styles and to deal with conflicts (`ME and WE-components around 30%). As the programme is built with your own added practical assignments, you will also have practiced realistic work situations during the training. Competences strengthened during the training:

Matching business and ICT-objectives Organizing capabilities Capable of teamwork Showing initiative
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Result-oriented Managing

New Team Leaders: Basic Training

Do you set up your newly promoted team leaders for success by ensuring that they receive the proper training? The following is a checklist of 10 skills (basic and advanced) that new team leaders will need to be highly effective in their roles.

1.How to be an effective coach

Coaching your agents to improved performance is the No. 1 role of a team leader. They must be able to analyze a call and provide the proper feedback to their agents. Even if you have a dedicated quality team, you still need team leaders who can spot opportunities for improving their agents calls.

Of course, identifying areas for improvement is just one part of the coaching cycle. Team leaders also need to be trained on how to give constructive feedback. I have seen too many first-time coaches give constructive criticism that insults the agent, crushes morale and leads to poo r customer service. Coaching seminars, role plays and case studies can help a new team leader learn how to provide feedback that boosts agent performance and improves morale.

2. How to communicate contact center metrics to their Agents

New team leaders need to understand the standards metrics used to evaluate their teams performance. Agents who are promoted to team leader
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probably understand how metrics like average handle time relate to individual performance. However, they must now relate these metrics to their overall teams performance. More importantly, they must be able to analyze these metrics and create a coaching plan that will help their agents improve their results.

3. How to deal with employment law /human resource issues

Frontline supervisors have to deal with a number of employment law and human resourcerelated issues. It is crucial for your team leaders to receive training on all applicable federal and state employment laws. It is so easy for a newly promoted team leader to make an inappropriate comment that can lead to a complaint or lawsuit.

The goal is to provide a fair and legal working environment for your agents, so it is important that your supervisory staff conduct themselves in a professional manner. Ensuring that team leaders behave professionally and create a good working relationship with their agents can also improve morale and lead to increased employee retention.

4. How to run team huddles and meetings

Veteran team leaders know how to use team meetings and huddles (i.e., brief team meetings before a shift) to communicate updated information and set a positive tone for the day. Newly promoted team leaders need to learn these skills. A good leadership training program will provide them with templates on how to set a meeting agenda, encourage interactivity and improve team morale. As a result, agents will be well informed and enthusiastic. This can lead to better customer service and sales results for your contact center.
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5. How to motivate their team of Agents

Motivational skills are at the core of any good leadership training program. Your frontline leaders must understand how to motivate their team. They need to know what makes each agent tick. Some agents are motivated by rewards, such as bonus pay, commissions, lieu hours (comp time), extra vacation days, etc. Other agents may be motivated by being publicly recognized for providing great customer service or being a top sales performer. Your team leaders must learn how to build a good working relationship with their agents so they can discover what truly motivates them.

Advanced Team Manager Skills

In addition to these basic skills, some organizations require team leaders to perform more advanced duties. For instance, a smaller contact center may need its team leaders to perform tasks that would normally fall to the workforce management team or project team in a bigger contact center. Or it may be because a company wants to groom its team leaders for more senior positions by growing their management skill sets. Whatever the case, the following is a quick look at some of these enhanced skills.

How to interview prospective Agents

I have seen many contact centers invite team leaders to participate in panel interviews with prospective agents. These organizations value their team leaders input: Since they are are close to the front line, they know the most important characteristics for the job. They may also ask valuable questions about the job that are not in the recruiters interview script.
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On the other hand, team leaders who have not been trained in interviewing skills may put your company at risk by asking illegal or unprofessional questions during an interview. These questions can expose your organization to liability issues.

How to facilitate training sessions

Many contact centers ask their team leaders to deliver training during team meetings. However, training is a very specific skill. I have seen too many team leaders assume that training means lecturing their agents during meetings. Another common mistake is simply handing out the written training package and asking if there are any questions.

Make sure that your team leaders have completed a proper trainthe-trainer program before asking them to deliver training. This will help them to develop their facilitation skills so that they can effectively transfer their knowledge to their agents.

How to deliver quarterly and annual reviews

Employee review time can be very stressful for all involved. It is stressful for the agents who are receiving the evaluation. After all, their salaries, bonuses and continued employment depend upon a positive review. But it can also be stressful for team leaders who dont know how to write and deliver an employee evaluation. Making sure that team leaders are trained on how to conduct a proper review is critical to maintaining agent performance and morale. A well-handled review session can motivate an agent to perform better, while a poorly delivered review can ruin an agents confidence and enthusiasm.

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How to schedule coverage for the phones

In some smaller call centers, team leaders are responsible for creating the shift schedules for their teams. Training them on workforce management techniques can help them to perform that part of their job more effectively.

How to manage Projects

Both small and large centers sometimes ask team leaders to take on additional projects. Some examples include organizing an ad hoc committee of agents to suggest process improvements or loaning a team leader to another department for a specific marketing or IT project. Sending team leaders to a project management seminar is a great way to equip them with the skills they need for such roles. They can learn how to develop a project plan, implement deadlines and manage resources. This will increase their ability to successful complete their special projects.

KNOWLEDGE

Introducing Leadership Theories and Approaches

Defining high-performing, winning teams Recognizing the complexities of project management Identifying the actions of successful leaders Embracing situational vs. positional leadership Redefining leadership with the Leadership Services Model

Relationship management for project management success.

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Managing a successful project involves more than schedules, templates, and paperwork. It requires the application of strong interpersonal management skills to work effectively with people in a variety of roles.

The skills you'll learn in this course will enable you to apply effective leadership strategies, improve your interpersonal communication, become more influential, help guide your staff through change, deal with conflict and practice ethical principles during the entire project management process.

With the aid of the hands-on case study exercises, you'll learn to create a motivating team atmosphere and ultimately manage your project successfully.

Students pursuing a university-recognized and/or accredited certificate in Canada or continuing education units in the US must attend at least 90% of class time, participate in class exercises and section-knowledge checks, and score at least 70% on an end-of-class, multiple-choice assessment.

Qualifications and skills

At least a Master Degree in the Social Sciences or the Humanities, Development or Education and Training or any other relevant degree.

Conceptual and analytical skills on policy development. Excellent communication (verbal and written) skills, including ability to prepare reports and conduct presentations.

Excellent interpersonal skills, ability to perform efficiently under pressure and tight deadlines.
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Fluency in written and spoken English, proficiency in Afrikaans, would be an asset.

General professional experience

Experience in planning and implementation of donor-funded programmes.

Experience in the training cycle with specific focus on the learning needs assessment as well as monitoring and evaluation of learning interventions.

Experience of successful training interventions for government department officials, in development country context is required.

Knowledge and experience in working with research and academic institutions in South Africa is required.

In-depth understanding of economic and social planning processes of relevant national and provincial administrations.

Specific professional experience

Relevant experience of working on/managing large programmes in Southern Africa.

Should have at least 15 years of relevant professional experience with emphasis on public sector projects and good knowledge of organisational development, knowledge and project management. A thorough understanding of the ECs Practical Guide and practical experience in developing Programme Estimates and Terms of Reference for European Commission funded

programmes.

Extensive knowledge of European Commission's Project Cycle Management methodology.

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Experience and sector knowledge of pro-poor policy-making and evidence based policy making is preferred.

Extensive knowledge and understanding of the skills development framework and accreditation relevant to South Africa.

Experience and demonstrated competence in Development, Education and Training, including validated ability to conduct Training and Development Needs Analysis; develop Training Manuals and Curricula; to oversee trainers; to implement training workshops, study tours and exchange visits.

Monitoring and Evaluation with specific reference to the activities of the PSPPD and the support of/alignment with the existing, relevant Monitoring and Evaluation frameworks is preferred.

What is a project manager?

It is important to have a project manager in every organization as the project manager handles the budgets, dates of starting and completion etc. Nothing would fall in its place if there is no project manager. They also strike a balance between time resources, tasks and human resources. When all these elements work together then only it is easy to reach an end result. A project manager is generally a representative of a client. He must have the ability to adapt himself to the different internal procedures of the cliental party keeping in mind the factors like cost, quality and time. A project manager is generally used to describe anyone who has been given a responsibility to complete any project. It is normally described for a person who has been assigned with full responsibilities. Project manager job description and responsibilities

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Organization is the only one word which would describe theproject managers role perfectly. It is their key factor to success. Any project that has a project manager means that the project must have different elements. Though all the elements are divided amongst different departments separately but it is solely the duty of the project manager to make sure that all the departments come together on time to achieve their ultimate aim.

For this the project manager must possess the aptitude to properly schedule the tasks and coordinate with different department members to achieve the desired results. A completed project might require various layers to be executed by different team members. Therefore it is the responsibility of the project manager to view and coordinate with the whole project as one throughout its working. Communication is the only way through which a project manager can perform the tasks easily. They should keep communicating with the team frequently so that it does not lead to any kind of assumptions. If he fails to communicate at any point of time then it might lead to a missed deadline or the result would be unsatisfactory.One role for project managers is to lead. Consider a Gannon online MBA degree and get the knowledge necessary to lead others in the work place. Project management education and training

A degree is generally required to enter the field of project management. This would help in acquiring knowledge about the important areas like coordination between management and human resources. It will give an insight into the skills that required in interacting and communicating with other people. If one possesses a masters degree in project management then it would further enhance the knowledge of an individual in this field. This degree
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would also help you gain a higher pay scale. An internship is a must before one actually enters in to the real world of project management. It would bridge the gap between college life and actual world in terms of skill in project management. Therefore on the job training is very important for the experience of an individual.

Generally internships are of one semester and this helps the graduates to enhance their knowledge further in project management. The training given at this level would give a self experience and knowledge of different situations and method that might occur in real world and where the text books fail to give you a solution.

How to become a project manager?

If one wants to become a project manager then one must possess certain qualities. He should possess qualities of a leader and a manger. He should have the skills to solve the problems. A person should be a strong negotiator and influencer. He should have excellent communication skills. A project manager should be a consistent and a competent planner. One should know how to set up and manage budgets of the organizations. He should be a team leader and must know how to maintain a balance between all the various layers of the organizations. He must be focused on achieving the results.

What project management degree should you get?

If one wants to enter the field of project management then first and foremost a project management degree is required. This degree is being now offered by many universities and colleges. One may also apply online for this degree. It is a four years degree course. If one already has a degree in project
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management or a degree relevant to project management like in IT or business then one can get a masters degree in project management.

Salary for the project manager overview

Generally a project manager earns a salary between the range of 74,500 to 103,000$ annually. $42.57 is the hourly average wage. Normally salaries are based on the project management level and the project management area. A fresher to a mid-level project manager may earn from $74,500 to $84,000 in respect to their expertise level. A senior project manager earns a higher income that generally is $85,570 to $94,719.

There is also a difference in salary depending upon the area of project management. Construction project managers earn a slightly lower salary ($63,762) than information technology manager ($74,342). The salaries also increase with more certification.

Project management employment and prospects

There are great scope and employment opportunities in the field of project management. As more and more organizations and companies are developing and coming into existence. These big companies require technical project managers who can handle the projects efficiently. These companies require project managers who can delegate responsibilities and strike a balance between time and result.

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Managers Need Leadership Skills

While this has certainly always been the case; it is even more important today in an economy where project managers (PMs) are being asked to do more with less, educed budgets for their projects, fewer resources available to work on the projects, and reduced timelines to get the products/services to market, in order to ensure their organisations remain competitive in a global economy.

Without a doubt, PMs who are not well-versed in technical skills (such as earned value management, quantitative risk analysis or estimating activities) cannot perform their role effectively. And certainly, without a working knowledge of the Project Management Body of Knowledge (PMBOK), PMs will be unable to acquire their Project Management Professional (PMP) certification. Additionally, in a world where there are many people running around with the "project manager" title, a PMP certification is one way to stand out from the crowd. However, that alone may not be enough. Strong project management technical skills and PMP certification is not sufficient for those project managers aspiring to take on more responsibilities. Project managers cannot effectively compete with so many other certified PMs unless they have more than technical skills in their toolboxes. Project managers' long-term success and potential for growth are limited if they do not possess the necessary critical skills. For example, how effective can PMs be in their roles if they do not possess teaming skills, are not effective at influencing others, cannot communicate or present effectively, or are unable to see the "big picture?" Realistically, they can't be very effective.

Therefore, leadership skills are, without a doubt, a requirement for PMs. For example, it is difficult to lead global teams comprised of individuals
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with different personal goals/objectives and varied cultural backgrounds if you do not have essential leadership skills. Again, I can't emphasise enough that technical skills is not sufficient, it is just not possible for project managers to get the job done solely with strong technical skills. To progress in the organisation, you need to show strong leadership skills also. A Guide to the Project Management Body of Knowledge (PMBOK Guide), 4th Edition (2008, Project Management Institute), in Appendix G, notes particular interpersonal skills that PMs must have in order to be effective in their role that are:

Leadership. Team building. Motivation. Communication. Influencing. Decision making. Political and cultural awareness. Negotiation.

And, other skills that are important for individuals leading project teams include:

Coaching. Conflict management. Developing/motivating/inspiring others. Time management/priority setting. Problem solving. Presentation skills. Establishing goals/delegating.

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All of these interpersonal and leadership skills are needed so that project managers can effectively manage any size project they are leading.

Project managers who can demonstrate competence in these skills increase the success of the projects they lead and demonstrate their value to the organisation, above and beyond their ability to create a Work Breakdown Structure or a Risk Management Plan.

One PM I have spoken with commented that his strength in understanding the big picture behind a project and conveying that vision to his project team and others in the organisation led to him being involved in the decision-making process around which projects would be completed in a given year. Here is someone who obviously stood out to the executives as bringing value to an important strategic planning process.

Another PM said her ability to problem solve effectively by really understanding the issues made her a valuable resource within the organisation, not just on project teams. She was often called upon to address complex problems within the organisation.

These skills noted above in addition to strategic leadership skills, such as strategic planning and change management, help project managers be viewed as key individuals within the organisation, someone with the potential to move up through the ranks and take on a senior leadership role.

And let's not forget some other important skills to have, including:

Ability to work with others. Ability to think ahead, foresee potential issues, risks, etc.

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A sense of humour (often needed when times get tense and the workload seems impossible!)

Ability to manage logistics. Strong organisational skills.

A project manager with a combination of strong project management technical skills and relevant leadership and other important skills will find him/herself in a position of strength within their organisation and a valuable resource overall. These are the project managers you want to work with on projects and the individuals that the executive team looks to as high potentials within the organisation.

Are you one of these project managers? If not, how are you going to get there? Map out your personal plan for development.

What Is a Knowledge Worker?

The term 'knowledge worker' is somewhat controversial. Some people are uncomfortable saying that some workers use knowledge, and others don't for example, Our marketing team members are knowledge workers, and our production staff are not. Statements like this may create the impression that some jobs (and people) are better than others. On the other hand, you could say that all work is knowledge work, to a greater or lesser degree.

Thomas Davenport, who has studied knowledge workers for more than a decade, offers a commonly used definition of the term: Knowledge workers have high degrees of expertise, education, or experience, and the primary purpose of their jobs involves the creation, distribution or application of knowledge. For our purposes, we'll use this definition.
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At its most basic level, knowledge work is often the source of new ideas. So, to get the most from your knowledge workers, and to create an environment where new ideas can flow and flourish, follow some of these basic leadership and management practices. They will help you build trust, and improve the link between the work your knowledge workers do and your organization's success. This may help to create the competitive advantage you need.

Link Technology to Knowledge

1.

There's a tremendous amount of knowledge out there, and new discoveries are made every day. Knowledge workers have to use technology to keep track of everything they need to know. They don't have to create everything themselves, or waste time looking for information that may or may not exist. As a manager, make sure your knowledge workers have access to appropriate technology. This could be something as straightforward as providing them with PDAs, or with access to the Internet.

2.

However, simply providing the technology isn't enough. You'll need to train people to use the technology, and you may even require them to use it. For example, it's pointless if you buy a software program that automatically searches the Internet for new information on specific subjects, but your workers still spend hours doing their own web searches.

3.

Find ways to provide the right technology, and make sure knowledge workers use it. This is the first way for managers to improve their knowledge workers' performance. Manage Knowledge

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1.

Develop a strategy to manage knowledge within your company. Create a wiki containing organizational knowledge, along with systems that support and encourage the sharing and retention of knowledge in your workplace.

2.

It also helps to provide workspaces where knowledge workers can share and collaborate with their colleagues. And they often need space where they can go to think privately, without distractions.

Be a 'Coach,' not a 'Boss' The nature of knowledge work varies with each profession from software developers to lawyers to pharmaceutical researchers. However, most knowledge workers like at least some level of autonomy. They usually don't want someone closely overseeing and supervising their work. Instead, they probably prefer managers to clear the way for them to work productively. 2. As a manager, you're responsible for things like budgeting and planning, and this takes you further away from 'doing' things yourself. To maintain knowledge workers' trust and respect, stay aware of the work they're doing, and coach them as needed. 3. Bosses of knowledge workers are often knowledge workers themselves. This makes the role of coach even more important. Develop a coaching relationship in which you give knowledge workers the freedom and support they need to do their work.

1.

Explain the Big Picture

1.

Knowledge workers often need to know 'why' as much, if not more, than they need to know 'what.' Don't ask knowledge workers
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to improve a product's design without telling them why it needs improving and how the improvements will benefit the performance of the company. When knowledge workers

understand 'why,' they're more likely to offer solutions that are innovative and insightful. 2. This deeper insight often leads to an increase in 'connectedness.' The more connected knowledge workers feel to a project, the more motivated they're likely to be. Greater motivation means more collective brainpower that will be used to make the project a success. 3. To ensure high motivation levels, you may have to consider carefully which projects you assign to knowledge workers. Find out what their interests and goals are, and then aim to align those to the work they do within the organization. Be willing to customize projects to a knowledge worker's interests.

Get Creative with Performance Metrics

1.

Knowledge work is mostly unseen, and therefore difficult to measure. You can't watch knowledge being created in the same way as a physical, tangible product. With knowledge work, it's the final output that matters, and the steps along the way are often less important.

2.

Because it's almost impossible to measure the inputs, look instead at the outputs, and decide which results are most important to your organization. For example, a marketing company might decide that campaign awards are the most valid measurement of performance. Obtaining patents might be the measurement system in product development companies. Results of participant evaluations might
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be the determining factor used in training companies. (Be careful here not to reward quantity at the expense of quality one spectacular success may be worth many middle-ranking ones. Also, be flexible in the way you apply metrics so that you don't end up motivating perverse behaviors.) 3. By looking at what's most valuable in terms of output, you can usually identify some key performance indicators. Remember to make sure these indicators are tied to the 'big picture' that you communicated earlier.

When you're happy with a set of performance metrics, experiment with changes that are designed to improve performance. For example, if you introduce a new technology, evaluate how it impacts performance. Or, if you change the layout of the workspace to improve collaboration among knowledge workers, measure before-and-after results to determine how successful the change has been.

Treat Knowledge Workers as Individuals

1.

Different people use their knowledge in different ways. Some people like to sit and think in a quiet space, while others like to have roundtable discussions to generate ideas. Fairness in the workplace can be interpreted as making things 'the same' for everyone. But when you treat all of your knowledge workers alike, you may miss opportunities to discover what motivates them individually and what each one needs to be more creative and productive. Everything can be personalized the technologies you make available, the work environment, the work schedule, and so on.
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2.

Your knowledge workers get results in ways that are very different from traditional workers, so be open and flexible with their work resources, terms, and conditions.

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SWOT

SWOT analysis is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place, industry or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favourable and unfavourable to achieving that objective. The technique is credited to Albert Humphrey, who led a convention at the Stanford Research Institute (now SRI International) in the 1960s and 1970s using data from Fortune 500 companies. The degree to which the internal environment of the firm matches with the external environment is expressed by the concept of strategic fit.

Setting the objective should be done after the SWOT analysis has been performed. This would allow achievable goals or objectives to be set for the organization.

Strengths: characteristics of the business or project that give it an advantage over others

Weaknesses: are characteristics that place the team at a disadvantage relative to others

Opportunities: elements that the project could exploit to its advantage

Threats: elements in the environment that could cause trouble for the business or project

Identification of SWOTs is important because they can inform later steps in planning to achieve the objective.

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First, the decision makers should consider whether the objective is attainable, given the SWOTs. If the objective is not attainable a different objective must be selected and the process repeated.

Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category (strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage.

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Matching and converting

One way of utilizing SWOT is matching and converting. Matching is used to find competitive advantage by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted a company should try to minimize or avoid them.

Internal and external factors

The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company's unique value chain. SWOT analysis groups key pieces of information into two main categories:

Internal factors The strengths and weaknesses internal to the organization.

External factors

The opportunities and threats presented environment to the organization.

by

the

external

The internal factors may be viewed as strengths or weaknesses depending upon their effect on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural
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changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade its users to compile lists rather than to think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats.

It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important.

Use

The usefulness of SWOT analysis is not limited to profit-seeking organizations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined. Examples include: nonprofit organizations, governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive crisis management. SWOT analysis may also be used in creating a recommendation during a viability study/survey.

Criticism

Some findings from Menon et al. (1999) and Hill and Westbrook (1997) have shown that SWOT may harm performance. Other complementary analyses have been proposed, such as the Growth-share matrix.

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Corporate planning

As part of the development of strategies and plans to enable the organization to achieve its objectives, that organization will use a systematic/rigorous process known as corporate planning. SWOT

alongside PEST/PESTLE can be used as a basis for the analysis of business and environmental factors. Set objectives defining what the organization is going to do Environmental scanning

Internal appraisals of the organization's SWOT, this needs to include an assessment of the present situation as well as a portfolio of products/services and an analysis of the product/service life cycle

Analysis of existing strategies, this should determine relevance from the results of an internal/external appraisal. This may include gap analysis which will look at environmental factors Strategic Issues defined key factors in the development of a corporate plan which needs to be addressed by the organization Develop new/revised strategies revised analysis of strategic issues may mean the objectives need to change Establish critical success factors the achievement of objectives and strategy implementation

Preparation of operational, resource, projects plans for strategy implementation Monitoring results mapping against plans, taking corrective action which may mean amending objectives/strategies.

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Marketing

In many competitor analyses, marketers build detailed profiles of each competitor in the market, focusing especially on their relative competitive strengths and weaknesses using SWOT analysis. Marketing managers will examine each competitor's cost structure, sources of profits, resources and competencies, competitive positioning and product differentiation, degree of vertical integration, historical responses to industry developments, and other factors.

Marketing management often finds it necessary to invest in research to collect the data required to perform accurate marketing analysis. Accordingly, management often conducts market research (alternately marketing research) to obtain this information. Marketers employ a variety of techniques to conduct market research, but some of the more common include:

Qualitative marketing research, such as focus groups Quantitative marketing research, such as statistical surveys Experimental techniques such as test markets Observational observation techniques such as ethnographic (on-site)

Marketing managers may also design and oversee various environmental scanning and competitive intelligence processes to help identify trends and inform the company's marketing analysis.

SWOT Analysis Process

The SWOT analysis process begins by identifying the strengths and weaknesses of HR team members, policies and procedures, work
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environment, communication and impact on the organization. HRs opportunities can depend on internal and external factors and HRs ability to act on those opportunities. Threats can be internal or external, such as budget cuts, outsourcing, competition from new companies or increased health care premiums. To add objectivity to the process, customer or employee satisfaction surveys provide external feedback. Additional information from senior management in the SWOT categories will also add valuable insight.

Organizational Alignment Comparing HRs SWOT analysis data to the company mission and strategic goals allows HR to consider how its strengths and weaknesses impact its ability to support the organization. Threats may be confined to HR or affect the entire organization. Opportunities identified through the process should have a positive impact on the HR department and support the organizations goals and objectives.

SWOT Analysis Results

HR can use SWOT analysis results to set goals for the HR department and team members. Department strengths and weaknesses may be attributable to individual team members, which helps identify top performers and those who need training. The team should determine how to minimize or eliminate threats. Opportunities become budget and staffing items. SWOT analysis results become the basis for HRs strategic plan.

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Implementation and Follow-Up

The SWOT analysis, like other process improvement initiatives, can become another lengthy report filed away without an implementation plan. Managers can add team member strengths and weaknesses to individual performance appraisals with specific goals and action plans. Minimizing HR threats and acting on opportunities become projects with timelines. Follow-up at regular intervals tracks effectiveness and reveals the need for plan revisions.

Human Resource S.W.O.T. Analysis

With many smaller sized organizations not having a full-time inhouse Human Resource representative, the choice may be to outsource this function to an HR Consultant. Choosing to go this route is a wise investment. But how does one know where to start in terms of the organization's human resource requirements? Well, complete a S.W.O.T. Analysis, of course!

S.W.O.T. Analyses have been conducted by many organizations over the years. What's it stand for? S.W.O.T. is a tool used to understand an organization's:

Strengths - focusing on the elements that make the organization what it is Weaknesses minimizing/correcting areas that leave the organization vulnerable

Opportunities - maximizing prospects and valuing change Threats - ensuring awareness of risks or perils to the organization

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Strengths

and Weaknesses

are

typically

internal

while Opportunities and Threats are external. A S.W.O.T. Analysis can be performed on an entire organization, but it can also be used to focus on specific divisions such as Human Resources. In choosing to outsource the human resource function, this process can prove to be a key element in achieving strategic goals in this area. Making It Work

An individual can complete a S.W.O.T. Analysis on their own but it is recommended to involve as many people as possible in evaluating these criteria. It's suggested that two S.W.O.T. Analyses be conducted one with management and one with employees. The cross referencing of feedback from management and employees may reflect differing opinions and perspectives. In a larger organization it may be beneficial to select a group of people from each department to participate in the process. This will assist the facilitator on keeping everyone focused on the task at hand.

So what are the next steps in completing a S.W.O.T. Analysis on the HR requirements?

Consider the following questions:

What practises and policies are already in effect and working efficiently?

What practises and policies are not working well and need to be reviewed?

What trends are occurring in hiring, employee retention, technological changes, government regulations, etc?
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What does the organization offer employees that the competition doesn't and vice versa?

What is the opinion of customers, suppliers or vendors when they interact with employees and management?

Do the human resource weaknesses leave the organization vulnerable to employee relations issues, voluntary resignations, succession concerns, etc?

What do employees have to offer in the way of skills and qualifications?

Are the right people in the right roles?

Ask as many questions as possible in relation to the organization's Human Resource Strengths, Weaknesses, Opportunities and Threats. If

customer satisfaction surveys are conducted, use the information collected from that tool to add insight, as the customer's opinions are equally as important as the organization's internal personnel. Put the Results to Use

An outsourced HR Consultant will work within the groups to record responses and then openly discuss the results with the parties involved. The next step is to work through each point made, prioritize and rank them. Then determine what can be done to maximize the Strengths and Opportunities and minimize the Weaknesses and Threats. Evaluate and assign a level of importance from 1 to 10 to aid in creating action plans for each item, delegating responsibilities for each. Regular follow up by the HR Consultant and management on the progress of each item is critical, remembering to maximize all resources during the process. It's important to review these areas on a quarterly basis to re-asses and create new action plans if necessary.
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S.W.O.T. Analysis can assist in identifying areas of weakness and potential threats to the organization's HR. Therefore, be honest and realistic in determining each element - deal with the weaknesses and threats head on rather than avoiding them. There's no point in finding out later that the competition is ahead of the game because complete honesty wasn't applied to the process. It's better to be realistic now than having to face the pitfalls later on. When considering the opportunities, take a look at what is occurring today as well as what could occur in the near future. Conclusion

When

determining

the Strengths, Weaknesses, Opportunities

and Threats of the human resource needs, consider where the organization is in terms of the following:

Employee and management hiring and retention levels Economic and market changes Physical working environment Technological trends and changes to the industry Government regulations and political changes Customer and employee satisfaction

Honestly and openly evaluating the organization's Human Resource requirements will help the business stay ahead of the competition, while maintaining and striving towards the overall strategic goals. Remember to take time to maintain strengths, correct weaknesses, take action on opportunities and deal with potential threats.

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SWOT Analysis

SWOT analysis is a tool for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors. SWOT analysis is a simple framework for generating strategic alternatives from a situation analysis. It is applicable to either the corporate level or the business unit level and frequently appears in marketing plans.

Internal Analysis

The internal analysis is a comprehensive evaluation of the internal environment's potential strengths and weaknesses. Factors should be evaluated across the organization in areas such as:

Company culture Company image Organizational structure Key staff Access to natural resources Position on the experience curve Operational efficiency Operational capacity Brand awareness Market share Financial resources Exclusive contracts Patents and trade secrets External Analysis
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An opportunity is the chance to introduce a new product or service that can generate superior returns. Opportunities can arise when changes occur in the external environment. Many of these changes can be perceived as threats to the market position of existing products and may necessitate a change in product specifications or the development of new products in order for the firm to remain competitive. Changes in the external environment may be related to:

Customers Competitors Market trends Suppliers Partners Social changes New technology Economic environment Political and regulatory environment SWOT Analysis chart

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STRENGTH Your specialist marketing

WEAKNESS Lack of marketing expertise. Undifferentiated products or

expertise. A new, innovative product or service. Location of your business. Quality procedures. Any other aspect of your processes and

services (i.e. in relation to your competitors). Location of your business. Poor quality goods or services. Damaged reputation.

business that adds value to your product or service.

OPPORTUNITY Mergers, Moving joint ventures or A new market

THREAT Price wars with competitors. competitor has a new,

strategic alliances. into

innovative product or service. Competitors have superior access to channels of distribution. Taxation is introduced on your

segments that offer improved profits. A new international market. A market vacated by an

product or service. A new competitor in your home market.

ineffective competitor. A develop market such as the Internet.

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Weaknesses.

The organization does have a diversified range of sports products. However, the income of the business is still heavily dependent upon its share of the footwear market. This may leave it vulnerable if for any reason its market share erodes.

The retail sector is very price sensitive. Nike does have its own retailer in Nike Town. However, most of its income is derived from selling into retailers. Retailers tend to offer a very similar experience to the consumer. Can you tell one sports retailer from another? So margins tend to get squeezed as retailers try to pass some of the low price competition pressure onto Nike. Opportunities.

Product development offers Nike many opportunities. The brand is fiercely defended by its owners whom truly believe that Nike is not a fashion brand. However, like it or not, consumers that wear Nike product do not always buy it to participate in sport. Some would argue that in youth culture especially, Nike is a fashion brand. This creates its own opportunities, since product could become unfashionable before it wears out i.e. consumers need to replace shoes.

There is also the opportunity to develop products such as sport wear, sunglasses and jewellery. Such high value items do tend to have associated with them, high profits.

The business could also be developed internationally, building upon its strong global brand recognition. There are many markets that have the disposable income to spend on high value sports goods. For example, emerging markets such

as China and Indiahave a new richer generation of consumers.

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There are also global marketing events that can be utilized to support the brand such as the World Cup (soccer) and The Olympics.

Threats.

Nike is exposed to the international nature of trade. It buys and sells in different currencies and so costs and margins are not stable over long periods of time. Such an exposure could mean that Nike may be manufacturing and/or selling at a loss. This is an issue that faces all global brands.

The market for sports shoes and garments is very competitive. The model developed by Phil Knight in his Stamford Business School days (high value branded product manufactured at a low cost) is now commonly used and to an extent is no longer a basis for sustainable competitive advantage. Competitors are developing alternative brands to take away Nike's market share.

As discussed above in weaknesses, the retail sector is becoming price competitive. This ultimately means that consumers are shopping around for a better deal. So if one store charges a price for a pair of sports shoes, the consumer could go to the store along the street to compare prices for the exactly the same item, and buy the cheaper of the two. Such consumer price sensitivity is a potential external threat to Nike.

SWOT analysis-HR analysing Tool for employee

Swot analysis is a strategic planning tool used to evaluate the strength s , weaknesses, opportunities and Threats involved in a project or in a
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business venture or in any other situation of an organization or individual requiring a decision in pursuit of an objective

Strengths: attributes of the organization that is helpful to achieving the objective Weaknesses: attributes of the organization that is harmful to achieving the objectives Opportunities: external conditions that is helpful in achieving the objectives Threats: external conditions that is harmful to achieve the objectives

A swot carried out on a HR dept may look like this : Strength Weaknesses Opportunities Threats Developed techniques Reactive rather New management team HR Contribution not recognised by for dealing with major than pro-active wanting to improve overall top management who by pass it areas of HR, need to be asked organizational effectiveness by employing external consultant Job Evaluation, rather than developing through

organisational psychometric testing unsolicited ideas development and cultural and basic training management programmes

A swot carried out on a individual Manager may look like this : Strength Weaknesses Opportunities Threats Enthusiasm , energy, imagination Not good at achieving More general management De-centralisation having the effect Expertise in subject area result through un- opportunities requiring of removing dept where the individual Excellent track record directed use of personal development of new mgrs is employed and eliminating middle energies, troubling at expressing management layers to form flatter structure
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themselves orally and on paper of Organisation may have ideas but these come over as in coherent, management expand expertise limited

Internal and External Factors

The aim of any SWOT analysis is to identify key internal and external factors that are important to achieving the objectives

Strength and Weaknesses 1) Resources : Financial ,intellectual, Location 2) Customer Service 3) Efficiency 4) Infrastructure 5) Quality 6) Staff 7) Management 8) Price 9) Delivery time 10) Cost 11) Capacity 12) Relationships with customer 13) Brand Strength 14) Ethics 15) Principles

Opportunities and Threats

1) Political/Legal 2) Market trends

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3) Economic condition 4) Expectations od Stakeholders 5) Technology 6) Public expectations 7) Competitions and competitive actions 8) Bad PR 9) Criticism 10) Global Market

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Chapter 10 THE PROJET TEAM LEADER

Strengths and weaknesses analysis

In a strengths and weaknesses analysis you explore your strengths and weaknesses and try to discover the professional opportunities that exist for you. Your personal obstacles, issues that might hinder your progress, are discussed as well. A strengths and weaknesses analysis can also be called a personal SWOT analysis.

Probing your own strengths and weaknesses will clarify what the best next step is and how you can improve yourself. It will also tell you more on where you would like to work and where you would be able to prove yourself most.

The strengths and weaknesses analysis in assessments

A strengths and weaknesses analysis is often one of the topics of an assessment. In career and development assessments they are used to gain an idea of the areas you could improve upon and the talents you could deploy. In selection assessments, strengths and weaknesses analyses provide the employer with a clear idea of what you have to offer to the company and where any obstacles and points of improvement might be.

Prepare with a strengths and weaknesses analysis

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It is a good idea to prepare for an assessment by performing your own strengths and weaknesses analysis, so that you are clear about what you think you have to offer to a company and in what areas you need improvement. These issues will be brought up in the assessment for sure, and having thought about it in advance will be in your benefit. Basically this is how you present yourself to the employer: what are the advantages the company can count on and what areas need to be worked on. You do not want to mess up a presentation like this.

Test!

Explore your strengths and weaknesses in depth. What are your talents and when are you at your best? The free personality test may help you gain a better understanding of yourself and your talents. A core personality test can tell you more in-depth what your strengths and weaknesses are, so you can prepare for an assessment even better.

In addition to understanding your strengths and weaknesses, it is a good idea to think about your work values and motivations. They are important when choosing a profession and for your performance in a position. Read more about work values and motivation.

Listing Your Internal Factors: Strengths and Weaknesses

Internal factors include your resources and experiences. General areas to consider are:

Human resources - staff, volunteers, board members, target population

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Physical resources - your location, building, equipment (Does your building have a prime location? Does it need renovations?)

Financial - grants, funding agencies, other sources of income Activities and processes - programs you run, systems you employ Past experiences - building blocks for learning and success, your reputation in the community

Don't be too modest when listing your strengths. If you're having difficulty naming them, start by simply listing your characteristics (e.g., we're small, we're connected to the neighbourhood). Some of these will probably be strengths.

Although the strengths and weakness of your organization are your internal qualities, don't overlook the perspective of people outside your group. Identify strengths and weaknesses from both your own point of view and that of others-those you serve or deal with. Do others see problems--or assets--that you don't?

How do you get information about how outsiders perceive your strengths and weaknesses? You may know already if you've listened to those you serve. If not, this might be the time to gather that type of information. See "Related Sections" for ideas on conducting focus groups, user surveys, listening sessions, and meetings.

Elements

Relative to market needs and competitors characteristics, a manager must begin to think in terms of what the firm can do well and where it may have deficiencies. Strengths and weaknesses exist internally within a firm,
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or in key relationships between the firm and its customers. SWOT analysis must be customer focused to gain maximum benefit, a strength is really meaningful only when it is useful in satisfying the needs of a customer. At this point, the strength becomes a capability (Marketing Strategy, 1998).

When writing down strengths, it is imperative that they be considered from both the view of the firm as well as from the customers that are dealt with. These strengths should be realistic and not modest. A welldeveloped listing of strengths should be able to answer a couple of questions. What are the firms advantages? What does the firm do well (PMI, 1999)?

A customer-focused SWOT may also uncover a firms potential weaknesses. Although some weaknesses may be harmless, those that relate to specific customer needs should be minimized if at all possible. In addition, a focus on a firms strengths in advertising is promotion is important to increase awareness in areas that a firm excels in. This method not only evokes a positive response within the minds of the consumer, but pushes the weaknesses further from the decision making process (Marketing Strategy, 1998).

Weaknesses should also be considered from an internal and external viewpoint. It is important that listing of a firms weaknesses is truthful so that they may be overcome as quickly as possible. Delaying the discovery of weaknesses that already exist within a company will only further hurt the firm. A well-developed listing of weaknesses should be able to answer a few questions. What can be improved? What is done poorly? What should be avoided (PMI, 1999)?

The role of the internal portion of SWOT is to determine where resources are available or lacking so that strengths and weaknesses can be
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identified. From this, the marketing manager can then develop marketing strategies that match these strengths with opportunities and thereby create new capabilities, which will then be part of subsequent SWOT analysis. At the same time, the manager can develop strategies to overcome the firms weaknesses, or find ways to minimize the negative effects of these weaknesses (Marketing Strategy, 1998).

Strength and Weakness

The SWOT analysis is a key factor in the overall success of an organizations strategic plan. It identifies the strengths and weakness of the business entity as well as the opportunities and threats. The strengths of a business can be defined as those actions, activities or characteristics that elevate the business entity above its competition. Strengths include but are not limited to: Convenience, Customer Service, Effectiveness, Location, Pricing, Quality, Reliability, Reputation, Respect, Responsiveness, Speed,

Thoroughness, Variety

Many of these strengths are generally considered intangible in that they are only measurable through the opinion of the customer. Some of these strengths appear obvious, but often as business entities mature, they can lose sight of some of the fundamental strengths that aided them in their success. Entities that recognize, enhance and appreciate their strengths generally experience long-term success. Entities that ignore what some consider their core basis for success and venture forward without regard to past success lose focus and quickly fail.

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Whether the business entity is profit based, not for profit or Faith Based Organization, the fundamental principles apply. In the case of a Faith Based Organization for example, whose strength in attracting participants is the services provided to a local community as well as targeted activities; If they were to refocus their resources in primarily outreach activities outside the local community, there is a good chance that the local congregants who were drawn in by the stated goal could leave. The intent may have been to increase outreach, but if those doing the work feel ignored or taken for granted, they may 'vote with their feet'.

Another example; a pizzeria known for the tastiness of their dishes because the dough was made fresh daily attracts and maintains a steady volume of customers although their prices are higher than those of the typical chain restaurants that serve pizza. When they change to ready-made dough the strength of their attraction will be impacted and the quality of the pizza, now comparable to the large pizza chain businesses, no longer warrant the cost to the customer, and the business decreases. Quality, must be paramount.

While these examples are not absolutes, they are accurate. The similarity in both instances is that the strength of the business entity was either ignored or overshadowed by other forces. In many instances, business entities seeking to change the direction of the organization can successfully do so over time. Virtually any goal can be achieved when a strategic plan is meticulously outlined and followed, and typically any effort not thoroughly considered will fail.

For each strength business entities have, a similar and sometimes equal weakness exists. The goal is to identify, minimize or neutralize the

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weaknesses while maintaining the strengths. A short list of strengths versus weaknesses is provided below:

STRENGTHS

Convenience Customer Service Location Pricing Quality Speed of delivery

Note that the factor considered a strength, can also be reflected as a weakness due to time or cost. In many service oriented industries, the primary consideration that causes consumers to return or not return to a business revolve around how they perceive they were treated, and how much time was dedicated to them or to their situation. If one considers the restaurant business, many people will generously tip servers who are more attentive, bring extra napkins when needed, correct orders quickly without argument and present an atmosphere of competence.

WEAKNESSES

Time/cost Employee training Limited expansion Competition

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Employee turn-over

A business that relies on personal service largely links its reputation to the persons interacting with the customer. While a positive service experience will be shared with few people, a negative service experience will be shared with many. The cost to the business in terms of time and training of its employees often is directly reflected as a strength or weakness for the business.

Opportunities can be realized when weaknesses are identified. Some weaknesses in a business are generic to the industry and as such provide an opportunity for growth or for a business to elevate itself to a higher level of excellence by minimizing, neutralizing or eliminating the weakness. For example, a pizza business that prepares pizzas when ordered seeking to compete with similar businesses may recognize as an industry weakness the number of checks returned for insufficient funds as the time delay experienced by customers while the cashier validates the check information.

One cost effective method of neutralizing this industry weakness is to accept credit card, debit card and other similar transfers in lieu of personal checks. Another method may be to achieve or increase the business presence on the Internet by accepting orders and payment via the Internet. Payment for the product (pizza) is secured prior to the product being provided, thus minimizing liability for the business, while simultaneously attracting business through a previously under used market. This practice is currently employed in several service-oriented businesses. Some correlations between Strengths, Weaknesses and Opportunities include:

STRENGTHS Convenience

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Customer Service Location Pricing Quality Speed of delivery

WEAKNESSES Time/cost Employee training Limited expansion Competition Employee turn-over

Opportunities also relate to furthering the success of an organization through a meticulously outlined and implemented strategic plan. For example a restaurant business seeking to increase revenue without relocating, may consider as part of their strategic plan, delivery, catering or hosting special events such as gaming tournaments during non-peak business timeframes; mid-week, optional holidays, etc. A business might consider merging their strengths with the strengths of other complementary businesses, such as contracting with a reputable local Internet Service Provider (ISP) and increasing its global presence by through offering special coupons for on-line customers, while prominently displaying the ISP in its table and print advertising. Threats are generally considered those internal and external factors that are most likely to negatively affect a business entity. Examples include the threat of a dynamic change in population due to a shift in a major industry; a significant increase in material costs due to global increase in demand or
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production cost increases. Threats also come from the activities of the competition including pricing, quality/quantity, technology and market availability.

On way of addressing threats is to contrast the threat against a strength, for example, the threat of a new competitor entering the field brings the possibility of new inventory or increased variety. The strength of the business that is following a strategic plan likely includes partnering with complementary business entities that market the business variety, availability and reputation. These strengths aid in offsetting new competition, which must first be considered established in the industry, before they can expect to grab a share of the market. This is true with the established chain business entities, as well as the independents.

Conclusion: Essentially, when a SWOT analysis is completed part of the strategic plan suggests that Strengths be contrasted with Weaknesses; Weaknesses be contrasted with Opportunities; Opportunities be contrasted with Threats; and Threats be contrasted with Strengths. While the strategic plan should be developed to capitalize on the Strengths with Opportunities, the business entity must contently be mindful of its Weaknesses and Threats.

Strength

The firm can predict the shoe market and come up with products that will create markets.

Diversity its products into the competitive market. Strong positive results from its good operation performance. New technology makes the firm to be able to make better shoes. The top firm in the shoe industry.
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Utilize market research and development and try to find out consumer's preferences.

Can make shoe in both in stylish and comfortable Able to enter into different markets and to gain market share from it.

Strong management team and good corporate strategy on domestic and oversea market.

Ability to built its own distribution network. The new products are able to gain consumers' attention. Strong positive financial statues with minimal long-term debt. Good acquisition to make the company to be more profitable. Good decision-making. For example, Reebok let Avia stand alone, and it helps the company generate more market share from the shoe industry.

Company revenue and net income kept increasing from 1983-1991. Specialty footwear focus for the Company's non-Reebok brands and to pursue more aggressively markets out-side Reebok's primary focus.

Weakness

Reebok's current position in the apparel industry is not strong. Go for too many segments, so company can't handle all of them well, and it may cause company to loss its market in the long run.

Position on the product on high end may lead to loss market share in the long-run (Price elasticity)

Put the company operation oversea may get company potential risks.

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The company's non-Reebok brand footwear may be potential competitor for itself. UIS Strengths:

U of I name affordable location in state capital small size full-time faculty teach most classes, and there is a strong bond and a high level of interaction between faculty and students

expertise in teaching non-traditional students comprehensiveness, quality, and growth of online education accessibility day, night, online formats interdisciplinary and experiential education at both the

undergraduate and graduate levels

Capital Scholars Honors Program as a model of an integrated honors curriculum in a living-learning community

Faculty service to the university and the larger community.

UIS Weaknesses:

underfunding in many departments and programs lack of financial support for faculty Scholarship thin on cultural/racial/ethnic diversity declining enrolment from the mid- to late-1990s, followed by uneven patterns of growth

understaffing at many levels inadequate resources for recruitment, retention, advising, and marketing all the things needed to recruit and retain students

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lack of infrastructure including physical, financial, and human resources; inadequate capital funds to support all that we want to do

underdeveloped campus life and facilities not enough undergraduate degree programs

SWOT Analysis Strengths-

S1- Market leader of the toy industry over the years. S2- Global market. S3- built its core business with the segment and demographic trend; in the case of Barbie they created dolls specifically for collectors. S4- the company have had good relationship with its suppliers, S5the quality of the products remain excellent. S6- The brand Barbie has diversified in to different types, from dolls, to accessories such as doll houses, to even movies, clothes and video games. S7- The brand is very popular all over the world(except Islamic countries). S8- The retail network of Barbie dolls is very good. S9- the company employed the low cost sourcing strategy wherein the company closed manufacturing plants that have highs costs and shift to lower cost countries such as China.

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SWOT Analysis WEAKNESS

W1- The top management are conservative and not assertive enough to respond to the rivalry brought by new brands in the market. W2- The old fashion style of Barbie does not suit to the changing trends and tastes of kids. W3- The Barbie dolls are less focused on trendy designs for different age groups. W4- In the development of products in the Barbie line is complicated and takes long period of time. W5- The financial planning is too conservative wherein the cash flow level is too high. For more than 40 years in the business, the Barbie line still does not have its own retail stores. W6- The wrong management strategies of top manager recently have contributed to the decline of the market share and sales and the company is less sensitive to corporate intelligence. Strengths Internal

Examples of strengths might include (replace these with yours): The advantages of your product or service Your unique selling points (USP) The resources available to you including equipment, people and finances Your market reach and market share The number and variety of sales channels you have Your brand strength Qualifications, accreditation, certification
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Your location Your networks including trade bodies you are a member of Anything innovative about your product, service or operation Weaknesses Internal Examples of weaknesses might include (replace these with yours):

The disadvantages of your product or service A lack of resources equipment, people, finances Cash flow difficulties Poor reputation or brand identity Lack of differentiation from competitors Poor management structures Low morale An under-developed business plan with no clear goals or objectives Your location Over-reliance on a single customer

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Chapter 1 1 AM EXAMPLE OF A PERSONAL DEVELOPMENT PLAN PURPOSE:

Human nature is forgettable, that is why I would like to make my personal development plan.

I would like to see myself in next 4 years as a manager in my company where I am working now. My company is a large-scale company and we are doing corporate services such as a payroll, accounts. Document keeping and outsources. There are lots of small scale and medium scale business in the markets who do not have possible to hire there on accounts and payroll works who do there outsource work to give companies like my company who provide above services. Now a days I am working as a admin assistant in my company I would like to see myself as a manager in admin team. I have to do some plans to achieve my vision.

There are some study skills I require to achieve my personal development plan. That's why I start my study and l am doing my post diploma degree, this is one year plan and after that I will do my MBA degree. Which will very helpful to achieve my goal and other side I have to develop my skills which is such an important for achieve my goal.

I will try to analyse myself and I will try to eliminate my weaknesses and threats. In addition, I will strengthen my abilities and I will look forward for my opportunities.

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This plan is a way to a get perfection in life and accomplish my goals. The aim of this Professional Development Plan is to establish a process of self-management and self-development. To develop myself, it is important to have an idea of my strengths and weaknesses and how can I convert my weaknesses to strengths. It also contains the opportunities that I have in me, I can take advantage of them, and if any change happens in the environment, how can I face this change and get adjustable to these changes. This personal development plan is the key to carry out my goals. It will not only help me to develop myself but also will help me to reach my goals and be successful.

SKILLS:

There are two type of skills require to achieve my goal. 1. 2. Fundamental skills Professional skills

1) Fundamentals skills :

Discipline and time keeping Team work Stability

2) Professional skills

Supervisory Sales skills Group activities

Above skills are useful to achieve my personal development plan and my long terms goal. There are more skills are required such as communicating, roll model, attitude, self motivation, decision making, hard
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work dedication, safety in work, carefulness etc . I did my on exercise to achieve some skills. These are skills use to achieve my goal where I am now. I will try to complete all skills, which are taking me to my manager goal.

Personal development planning

Personal development planning is an important component of the P&DR process. It addresses learning & development needs for current job responsibilities as well as anticipated changes to the job and career aspirations.

This section includes:

Personal development within P&DR process Guidance on personal development planning Learning and development resources Managing expectations for development (reviewers) Building the case for development (reviewees)

Personal development within P&DR process

Performance and development review forms have a section asking reviewees to identify training and development needs.

The following should be considered when preparing the personal development plan:

how well objectives have been achieved how training, development and or support could improve performance
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new skill requirements or interests; potential ways to gain new knowledge; new tasks; long-term career direction; scope for development of their current role; short term goals (next 12 months)

Skills and knowledge can be aquired in various ways; ranging from classroom courses to on the job experience. There should be a clear link between the learning, apply learning on the job and measuring outcomes on the job. A personal development plan developed by the reviewee and approved by the reviewer can assist the process.

Guidance on personal development planning

These Staff Development Service documents cover personal development planning and may be useful to inform P&DR discussions.

Personal development planning Sample personal development template

Learning and development resources

The University offers a wide range of learning and development activities at no charge to University Staff. There are a range of staff development courses and learning resources available through the Staff Development Service including links to other training providers in the University.

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Managing expectations for development (reviewers)

Reviewers and reviewees may have quite different expectations about the learning & development needs / wants for the reviewee.

It is possible the reviewee will want to undertake less or more development than the reviewer feels is necessary or appropriate.

Generally, any learning & development that is necessary to address performance which is below agreed levels should be a priority for which available resources should be allocated and activities agreed.

Generally, learning & development that is necessary to enhance skills or knowledge because changes are or soon will be required for the job (e.g. due to technology, changed policies or customer requirements etc) should also be a priority for which available resources should be allocated and activities agreed.

Where a reviewee wants support to undertake learning & development that is not directly related to the current job it would be appropriate for there to be further discussion in order to address to what degree the development would benefit the organisation. It would also be appropriate to address to what extent the organisation would support the learning & development with organisational resources such as financial support, time, line manager coaching etc. There must be a clear net benefit to the organisation or it would not be appropriate for such learning & development to take place as part of a personal development plan.

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Even where there is benefit to the organisation, there simply may not be the resources to support the individual and this needs to be discussed in terms or organisational priorities.

Only agreed development activities for which resources will be made available should be included in personal development plans linked to the P&DR process. It is unfair and de-motivating to imply a development activity will be supported by including it in a PDP and then not providing the resources to complete it including, where relevant, time off to attend a course.

Refer to the Tuition Fees Policy for more information.

Building the case for development (reviewees)

Reviewees should certainly expect to receive support from their reviewers for learning objectives which are clearly and directly linked to skills and knowledge required to carry out current responsibilities effectively. The benefit to both the individual and the organisation is clear.

However, in some cases such a clear and direct link may not be immediately obvious and the reviewee should be prepared to build a case to demonstrate how the learning will benefit the organisation as well as the individual. This could include one or more of the following:

how this learning & development is linked to strategic objectives of Schools/RI's/Services

what are the consequences of not developing in these areas presenting information about benefits and costs

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providing evidence of how efficiency and / or effectiveness will be improved (e.g. faster service)

how the learning would be applied in the workplace / shared with colleagues

Personal development planning

Personal development planning is the process of creating an action plan based on awareness, values, reflection, goal-setting and planning for personal development within the context of a career, education, relationship or for self-improvement.

The PDP (personal development plan), also called an IDP (individual development plan) or PEP (personal enterprise plan), usually includes a statement of one's aspirations, strengths or competencies, education and training, and stages or steps to indicate how the plan is to be realized. Personal development plans may also include a statement of one's career and lifestyle priorities, career positioning, analysis of opportunities and risks, and alternative plans (Plan B),and a curriculum vitae.

In higher education, personal development plans typically include a portfolio containing evidence of the skills gathered over a particular timeframe. It is presumed in education that undertaking PDP will assist in creating selfdirected independent learners who are more likely to progress to higher levels of academic attainment. It is also used in Human resource management.

Personal developments plans are often a requirement for employee CVs. Employees who are participating in business training are often asked to complete a personal development plan.
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A five year personal development plan can often be developed by an individual to organize personal goals and make them achievable within a certain time period.

Using a process such as personal development planning can help you identify and plan for your development needs in a proactive way and costconscious way, thus achieving the goals of the organisation and your own career aspirations.

Whether you are an existing or a new member of staff, personal development planning can help you to see and make the most of the opportunities available to you whilst at the University.

Personal development planning can help you to:

Develop a greater awareness of how you can learn at work Identify both your strengths and areas for

development/improvement

Enable goal setting for both your professional and personal life Self-reflect Record your achievements/development activities and

monitor/evaluate your progress

Provide information for CV writing, job applications and interviews

Aid discussion for your PDR

Produce an ongoing personal development plan and reflective record of management experience which sets out your objectives, and the actions you plan to take to meet these goals. You need to determine your short /
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medium/ long-term goals and objectives, and clearly identify target dates for monitoring and review.

A personal SWOT analysis is a significant technique that can be used when you want to bring some changes in your career and other flimsy matters of life. It will help me to classify where I need to get enhanced, and more importantly allows me to blemish my internal strengths that I can get advantage from on to grab my opportunities and avert any external threats for the career progress. An individual expansion is where I will be catalog out my strengths and weaknesses, keeping in mind my opportunities and tiresome and converts my threats into great opportunities.

My PDP is based on the my preceding job role that I took on; which was Customer Relations Officer, where my job anxious dealing with clientele, making influenced their need and wants were heard. In other vocabulary customers provisions were met. Part of my job also concerned training other staff on the skills that were significant in order to deal with clientele. In addition, I had to deal with critical clientele in unlike situations.

The most vital purpose of a PDP (Personal Development Plan) is to lend a hand you learn and construct up more efficiently and to be able to:

Be recognizable with and be able to list confirmation for your own knowledge and consequently the development you are making;

Appraisal, plan and take accountability for your own knowledge;

Learn in a wider variety of ways and a wider range of contexts;

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Outline ahead and use your long-drawn-out individual knowledge to attain exacting goals;

Be recognizable with and categorize your training/learning requirements.

As a part of Ed-excel Level 7 program of study, I conducted my individual SWOT analysis that provided me groundwork from where I can steps onward with my goals to hold up my vocation and to get hold of accomplishment for its augmentation.

Subsequent are the details of my personal SWOT analysis at the start of the course;

Strengths:

Before I started the programme I was good at being ready, such as carrying required books and tools obligatory for the day.

Weaknesses: Skills that need some expansion Preparation Decision-making Information Problem Solving Leadership Evaluating Thinking Strategically Reviewing
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 Prioritizing Time management has always been one of my most important weaknesses.

Opportunities:

I give the feeling of being forward to surround by this programme I will improve on many skills as well as time management. Not much of opportunities apart from I want to pass this documentation and then study for an MBA.

Threats: not enough enthusiasm and financial constancy to come up with the money for a MBA.

Strengths (List attributes you have which will help you achieve your goals)

Confidence Positive Ability Experience Time Qualified Man of commitment. Good team worker. Highly motivated. Focusing Sound knowledge, knowledge & training of my field. Always Smiling. Polite
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IT skilled Marketing approach Good presenter Some leisure skills, like Singing, Acting etc.

Weaknesses (Identify areas of concern or disappointment you. In what way do they not meet your expectations?)

Time mismanagement. Not much talkative Bit missed up about Future planning Changing priorities in life. Preference of emotions over the rules. Get dissatisfied if instantaneous criticism of my plans is unenthusiastic. Being away from my family that draws my attention from my purpose to be in the United Kingdom. Monetary dependency. Multitasking at the same time.

Opportunities (What opportunities exist in your current circumstances?)

Still have time to utilize proper. Parents confidence If I absolute my knowledge in time I can get a full time effective right with in the UK that is a part and tie together to get a full time job. Independent Could get Vast knowledge from teachers Can compete
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Can use strength in proper way. Opportunities to work with high reputed British organizations. Opportunity to gain internationally documented qualification which was not possible for me to have in my country Pakistan. Financially secure future.

Threats (What threats are there in your current circumstances?)

Personal Development Plan:Personal Development Planning refer towards the structured and supported process undertaken by an entity to reflect upon their own learning, performance and/or attainment and to plan for their personal, educational and career development.

The primary purpose of a PDP (Personal Development Plan) is to help you learn and develop more successfully and to be able to:

Be familiar with and be able to list confirmation for your own knowledge and consequently the development you are making;

Assessment, plan and take accountability for your own learning;

Learn in a wider variety of ways and a wider range of contexts;

Draw upon and use your long-drawn-out personal acquaintance to achieve meticulous goals;

Be acquainted with and define your training/knowledge needs.

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As you know I am a customer Relation Officer I have developed my personal development plan after having comprehensive discussion with my Brother who is a Business man, different career counselor, professionals already into financial services diligence and at last but not least, my own specialized experience so far. I have separated my plan into three parts, one is concerning to the short term setting up and progress plans which are due to be accomplished within the period not more than 12 months preliminary from July 2010, the second part is associated to medium term setting up and development needs which have to be obtained with in the period of 6 years from the date and in conclusion the long term plans which requirements to be achieved after five years. SHORT TERM PLANNING & DEVELOPMENT NEEDS; I have subsequent three short term plans according to their preference which are due to be entire by the will of ALLAH: Absolute my Advanced Professional certification in Management Studies. Willing to get authorization from University Of Wales Preparation for the MBA (Finance and banking) The first foremost apprehension is to complete my Ed-excel Level 7 APDMS in time Sep 2010. Since, my second short term sketch is entirely needy upon the conclusion of the first one, My APDMS programme date is up to Sep 2010 at the London College of Business, preceding to I could get my results I have to submit 9 investigate reports out of which I intend to submit four latest by now and rest in couple of days so that my college professors have ample of time to go in the course of my assignments and to get my research reports verified internally & externally and as-well as to obtain my Certification transcription from the Ed-excel within the due time. If I am not capable to get

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my advance professional certification on time, I wont be able to get my medium term preparation.

Since, I aspiration to be a Businessman and I have already accepted half of its exams, and yet another six exams needs to be passed so throughout the time I will be doing my post-graduation from the University of Wales in economics and banking, and it will shine my skill and will help me to make better up my carrier.

MEDIUM TERM PLANNING & DEVELOPMENT NEEDS;

My succeeding main focus on my medium term planning and development of my personal professional plan are as followed according to their priority;

Achievement of Master in business management studies from University of Wales. (Sep 2011)

Change my visa status to (PSW) Post Study Work, if possible. (Oct 2011)

Start My Own Business

Once my short term goals are achieved according to the plan, the next step is to absolute my on-going post commencement prerequisite at that time from the university by the end of September 2011.

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LONG TERM PLANNING & DEVELOPMENT NEEDS;

Planning and development is and frequent process that never ends up at either of the stage. After the successful attainment of my intermediate term goals at the end of the day I will be a Businessman and have my own property with my luxurious sports car by the blessing of ALLAH. After the, accomplishment of the ultimate benchmarking qualification I will have subsequent priorities;

Setup my own Business. Make mine and my family future perfect.

I wish to set of connections my own Business and by my own possessions in the posh area of London, Pakistan, buy my own sports car. And want to step onward in my goals with the blessing of ALLAH

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Chapter 1 2 NORTH HIGHLAND PATH TEAM TRAINING NEEDS

I can do that...

Fundamental to the delivery of any path project is the development of the team and the professional development of all individuals. At all levels there is an expectation that the skills, attitudes and knowledge required to deliver successful projects will be gained while these projects develop.

This section looks at how project managers can identify the skills and knowledge required to successfully deliver a competent project as well as provide the training and development required for both themselves and the project team. The intention here is to give an overview, as there are training and development texts that cover this subject in much more detail.

You should start with an analysis of the training and development that is required. The starting point and the subsequent steps can be represented in The Training Cycle or The Systematic approach to Training and Development. This is a widely recognised and used model of the processes involved in professional development.

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This is a good place to point out that when setting any objectives for training we should be using the standard management practice of using SMART objectives.

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You will notice that the above objectives are specific in that S they explain a number of individual tasks.

They are measurable in that you can determine if the tasks have M been completed by checking against the targets, e.g. 2000 words, four bridges, grid reference, and so on.

They are achievable in that resources are available to complete A the project. For example, is there sufficient time for completion and does the candidate have access to a computer?

They should be realistic. Clearly projects have to be set at an appropriate level and be relevant to the development of the individual. We R have to ask whether the person presently has the skills to carry out the project, does he/she need training or can they learn by completing the project?

T Finally, the project should be time-bound in that you have to set time targets for completion, and possibly for reviewing progress.

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If you are able to set SMART objectives it makes the job of evaluation and review much easier.

Identify the need

The need for staff training can be idenitifed in a number of ways, such as during interviews, through feedback from colleagues, by competence or knowledge tests, by observing work taking place, or from appraisal documents or CVs. Skills and knowledge audits and a SWOT analyses are well-known techniques that can be used for self-assessment as well as for identifying the needs of individuals and groups.

Skills and knowledge audit A brainstorming session will identify the skills, knowledge and understanding required to carry out a particular task. Skills that the project team leader might suggest are listed in the table below. By comparing the exisiting skills and knowledge of the team members with the recommended ones, you can determine what training is required.

Such an audit might produce the following conclusions:

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The project team leader SKILLS Project design Level required Degree or HNC Current level SVQ level 4 Development needs A more advanced course in management skills

level management Supervisory and review management plus some specific project training Planning and reviewing Staff management Team briefing Management Level 4 S/NVQ Management Level 4 S/NVQ Management Level 4 S/NVQ Effective presentation

Management Level As above 4 S/NVQ Management Level None required 4 S/NVQ Management Level As above 4 S/NVQ There is a need for a specific course followed up with exposure to group presentations

Ability to present Not confident in projects to community groups presenting to groups

Report writing

Professional quality reports

Already presents high quality reports Holds Skills Assessor Award

None required

Assessment skills Vocational Assessor Award Team skills Management Level 4 S/NVQ Training of trainers

To work towards the D33

Management Level None required 4 S/NVQ

3- to 4-day course Already holds three None required relevant training

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units KNOWLEDGE Management of Health and Safety Level required NEBOSH level Current level Already holds Management Level 4 S/NVQ and has attended specific training Safety in construction legislation Employment legislation Management Level 4 S/NVQ Management Level Updating courses 4 S/NVQ Has carried out appraisals in other when available Specific coaching only required NEBOSH level As above As above Development needs None required

Appraisal system Specific and how it works knowledge and

use of the system organisations Environmental legislation Full knowledge of Has full knowledge None required relevant environmental legislation through personal research

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Do not be overspecific about each and every aspect of the job, and do not use vague expressions: communication skills, for example, may cover questioning, listening and talking to a group. You should attempt to be as clear and concise as possible about the skill or knowledge required.

SWOT Another simple self-assessment tool is the SWOT analysis or analysis of

STRENGTHS, WEAKNESSES, OPPORTUNITIES and THREAS

This can be used on its own or with the skills and knowledge analysis. It is a good technique for helping staff identify their own training needs with or without support.

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The project team leader Strengths I have a strong background in management techniques. I have used a pc competently in previous jobs. I have a NEBOSH Certificate. Weaknesses I have not worked to any degree with groups of manual workers. I am unfamiliar with project management software. Health and safety training did not cover construction regulations. Opportunities There will be a number of candidates selected for a higher level qualification in Project Management. Growth in the path industry may mean Other candidates may have worked that there are more higher level jobs available. with manual workers I need to improve my leadership skills. Threats Lack of project management skills can hamper progress.

Whatever technique is used, it is best to include this in a personal development plan (PDP). This is very often carried out as a part of an appraisal process.

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An example of a personal development plan Development issue Reason for development Method and date for achieving objective Review date and comments 1. Training and To fulfil role in assessment skills training and developing my team to meet the required job standards. 2. Report writing To improve my Attend training course leading to the Certificate for Skills Trainers and assessors by August 2002. Attend a short course

knowledge of standard when available by report writing techniques. September 2002.

3. Project management

To enable me to fully To attend an understand and manage projects. introductory course by June 2002 with a view to commencing a certificate course in early 2003.

The above techniques can lead to individual development plans. It is standard practice to compile these individual plans and to produce composite plans for a department or specific group. These, in turn, can then be combined with plans from other groups to form an organisational training needs analysis.

We can all do that

The department, organisational or team training needs analysis should be set out in a similar way to the PDP. However, simply compiling a list
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of team members training needs may result in a list of individually identified needs and not a plan that suits the organisation or the project team. Sometimes, individuals may push for expensive training that is not a priority for the team as a whole, or inappropriate or costly training may be prioritised badly.

It is the role of the manager or team leader to analyse the identified needs in order to determine the priorities for the team as a whole and to decide in which order these needs can be met, given that there are always budgetary constraints.

In order to do this the manager or team leader has to understand a basic principle of team working:

None of us works in isolation, although we sometimes would like to think we can, every action we take, every thing we say has possible consequences for others in the organisation or in the team.

Focusing on getting the job done may be detrimental to other team members and affect how the team works. Pushing others to achieve difficult targets is well known to have a demotivating effect on all.

Focusing on individuals, through favouritism for example, may be detrimental to the team spirit and affect how the task is carried out.

Focusing on keeping the whole team happy may be detrimental to individual team members and affect teamwork.

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It is the aim of everyone in an organisation to achieve a balance and to encourage and support individuals so that a strong team can be built while ensuring that the task is being carried out.

It is up to the team leader or manager to ensure that there is a maximum overlap so that individuals work well within the team and that the team works well together to complete the task.

Team leaders have a major role in facilitating this through their management and communication skills. Individual training needs must be analysed and prioritised to benefit the team. It could be beneficial in the long term to allow individuals to undertake a costly MBA, but it could be more productive to fund an in-house programme leading to six or seven members of staff achieving an N/SVQ in an appropriate skills area.

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Once a list of needs have been determined a timescale for achieving them has to be set down. An example of a team training needs analysis is shown below.

If the manager or team leader does this, then the team development plan is more specific to the needs of the team, more cost-effective and more likely to take the team forward in its task. The next stage is to deliver the training.

OPERATIONAL STRATEGY

Strategy is not solely within the domain of the C-suite. While the terms "cascading" and "alignment" are used generously, true cases in which each element of an organization internalizes, enhances, and executes the corporate strategy are not as common. North Highland has recognized the role "strategic planning" can play for each business unit or function. As

organizations define their core competencies, make in-source/outsource decisions, and manage M&A activity, it is critical for all operational elements in an organization to understand and communicate their strategy and highlight their unique contributions.

A global telecommunications company was preparing for the shift from analog to digital services and needed a new digital broadband operational model that was scalable. A North Highland team analyzed the market for requirements and worked with the client's subject matter experts to create a new, end-to-end operational model to support market needs in a digital environment. For a leading healthcare company that had a strategic priority to reduce operational costs, we supported the development of operational process improvements and the technology-related projects required to realize them.
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Following a comprehensive analysis with cross-functional stakeholders, opportunities were prioritized and business cases were created to support development of a technology roadmap to reduce operational costs.

PROCESS + PERFORMANCE IMPROVEMENT

Despite over 20 years of extensive efforts to institutionalize process management through Process Reengineering, Total Quality

Management, Six Sigma, and Lean, organizations continue to struggle with control and stabilization of their processes. Though companies invest heavily in tools, training, and resources, far too often there is very little true understanding of the basic elements of those processes. North Highland concentrates on those elements that are crucial to the long-term performance and control of wellperforming processes. An organization must have the ability to understand the integrated nature of the processes, the critical path in which the output flows, and the critical dependencies within that flow. Without that understanding, regardless of how "well presented" the process is, there likely will be very little ability to control and improve it.

We've worked extensively with multiple clients in the application of these disciplines as well as our knowledge of leading practices to improve performance. We've supported organizations with the assessment, design, and implementation of processes, organization structures, measures, and

technologies. For example, we assisted a global manufacturer experiencing process breakdowns, planning issues, inventory build-up, and poor delivery performance. We assessed their organization structure and key supply chain processes and identified opportunities for improved alignment. These included the integration of operations planning and purchasing processes and a newly

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designed

supply

chain

organization

structure

that

drove

significant

improvements in process owner accountabilities and communications.

SUPPLY CHAIN OPTIMIZATION

Over the last 30 years, organizations have made significant investments in their supply chain capabilities (resources, technology and processes) to create a competitive advantage in the marketplace. Despite these investments, businesses have had mixed results in improving service levels and controlling the costs of their supply chains. These shortfalls are due in part to the lack of integration between key internal supply chain functions and external trading partners. Our experience informs us that successfully managed supply chains embody the following critical attributes: flexibility, dynamic processes, visibility to product and cost information, consistent execution across functions/organizations, and the ability to manage risk and regulatory compliance. North Highland's practical and holistic approach to supply chain optimization ensures that clients realize desired service levels and cost objectives in less time and with less fuss.

global

oil-field

systems

manufacturing

company

was

experiencing difficulty fulfilling rapidly increasing demand for their products. North Highland quickly assessed their supply chain operating model and identified misaligned functional accountabilities as a key root cause. The team successfully redefined and implemented new processes; developed new roles to support key points of integration between operations, procurement, and vendors; and implemented a supporting organization structure. In another case, a leading real estate services company was unable to realize procurement leverage due to its highly decentralized operating model. North Highland analyzed procurement spend, identified significant potential savings and
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implemented a program to aggregate demand and negotiate contracts with savings valued at more than $15 million.

Training Program

Despite the fact that no one knows it all, you have never parented children who have been abused and neglected. You were the oldest of several siblings growing up or you already have three children of your own. What this does prove is that you know that children come in many different shapes and sizes, as well as different personalities and can develop their own specific problems. This is why MAPP/GPS class is effective. Most of the children within "the system" have similar traits, situational difficulties, medical problems, and/or behavioral problems. With the knowledge you gain in MAPP/GPS class, you will be better prepared on how to deal with the traits you are not familiar with.

Your children, or the ones you feel you have gained your parenting experience from, have more than likely had at least one parental figure in their life that they could rely on, that fed them, that taught them right and wrong, and that guided them through the paths of life. Imagine for a moment that just ONE of those weren't available. No one to rely on. No food. No discipline. Would your children, or the ones you have been around for some time, even be the same child? Think about it.

An orientation, ten meetings, and a home study are all part of this training program designed to enable participants to develop knowledge, skills, and attitudes that will lead to successful foster and adoptive placements. All prospective foster and adoptive parents are required to participate in this

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training program in order to become licensed as foster parents and approved as adoptive parents.

MAPP/GPS class is a FUN, exciting experience that you will walk away feeling as if you learned something from every class. Don't get frustrated that you have to spend 30 hours in a classroom setting, but be glad there is a resource out there available to use and learn from.

Description of the Meetings and Curriculum

Welcome to the Group Preparation and Selection Program Acquaints leaders and participants with the Group Preparation and Selection Program and each other. Explanation of the process; discussion of foster care, adoption, and permanency planning; outline and discussion of the roles and responsibilities of foster parenting and adoptive parenting; communication skills building.

Where MAPP Leads: A Foster Care & Adoption Experience Overview of a foster care and adoption experience from the perspectives of clients (children and parents), foster parents, adoptive parents, and child welfare workers. Demonstrates the stresses and losses which can lead to foster care placement or adoption; what happens if a foster home placement or adoption does not work out; how families are reunited; how children are moved into adoption; and how some youth in foster care move into independent living.

Losses

and

Gains:

The

Need

to

be

Loss

Expert

Explores the impact of separation on the growth and development of children, and the impact of foster care and adoptive placement on the emotions and behaviors of children and parents. Examines personal losses (death, divorce,
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infertility, children leaving home) and how difficult life experiences affect success as adoptive parents or foster parents. Emphasizes the partnership roles of foster parents, adoptive parents, and social workers in turning separation losses into gains.

Helping Children with Attachments

Explores the subject of attachment and child development. Focuses on how attachments are formed and the special needs of children in foster care and adoption (especially in the areas of building self-concept and appropriate behavior). Discusses the partnership roles of foster parents, adoptive parents, and child welfare workers in helping children form new attachments.

Helping

Children

Learn

to

Manage

Their

Behaviors

Discusses techniques for managing behavior, with an emphasis on alternatives to physical punishment. Topics include special issues in discipline for children who have been physically or sexually abused or neglected. Techniques to be discussed include being a "behavior detective," reinforcement, time out, mutual problem solving, structuring and setting limits, negotiating, and contracting.

Helping

Children

with

Birth

Family

Connections

Examines the importance of helping children in care maintain and build upon their identity, self-concept, and connections. Considers issues such as how children's cultures and ethnic backgrounds help shape their identity; the connections children risk losing when they enter care; and why visits and contacts with birth families and previous foster families are important.

Gains and Losses: Helping Children Leave Foster Care Discusses family reunification as the primary case planning goal as well as
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alternatives like foster care, adoption, and independent living. Examines disruption and its impact on children, families, and agency staff. This meeting also focuses on the partnership role of child welfare workers, foster parents, and adoptive parents in helping children move home, into an adoptive home or into independent living.

Understanding

the

Impact

of

Fostering

or

Adopting

In the previous meetings, we discussed and "felt" what foster care and what adoption are all about. We learned about separation and attachment, how to build and maintain relationships with children and how to support them in working out the emotions they have for the important people in their lives. We've devoted a lot of time to the roles of both the foster parents and the adoptive parents, and the special way they will improve the lives of many children and families. But what will be the impact of all this effort on the foster families and adoptive families? How will this experience affect their marriage, children, relatives, friends, job, and income? In Meeting 8, we find out!

Perspectives

in

Adoptive

and

Foster

Parenting

This meeting is open to all members of prospective foster and adoptive families, especially children, grandparents, close friendsanyone who will play a major role in the foster family or adoptive family. This meeting features guest foster families and adoptive families. The guests will talk about their personal experiences in fostering and adopting. Some of the topics include: impact on marriage and family, visiting parents, discipline, searching, helping children with family reunification, and making adoptions work. Other panel members may be attorneys, social workers, and birth parents.

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Endings and Beginnings The important tasks of this meeting will be to assess group members' strengths and needs as foster parents or adoptive parents. There also will be some time to say good-bye ... the ending. As the preparation/mutual selection process is coming to an end, so begins the transition into becoming a foster family or adoptive family ... the beginning.

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Chapter 1 3 TRAINING AND DEVLOPMENT

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees.

Training is activity leading to skilled behavior.

Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there

Its not how high you want to rise, but its knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

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Training & Development is included under H.R.s umbrella of Organizational Development Services. Training is a key component of McGill Universitys strategy to attract, develop and retain the best talent. While some training is decentralized at McGill, Human Resources meets training needs in several different ways:

Specialized programs, including the Leadership Development Program, the French Program and Service Excellence

A comprehensive training calendar for non-technical training, in business and managerial practices, communications and

organizational effectiveness

Customized training adapted to various units and work groups Learning components are also integrated into Performance Dialogue and initiatives such as Process Mapping & improvement.

Models of Training

Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization.
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The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating.

There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations require ment. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

The three model of training are:

1. 2. 3.

System Model Instructional System Development Model Transitional model

Training and Human Resource Management

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The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. Thetraining and developmentactivities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now a days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance
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3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training

Training and Development

The over-riding purpose of the Training Team within Human Resources is to support the University Strategy by providing focused organisational and staff development initiatives for all members of the University's staff community.

The Training Team operates in a number of ways:

By providing a range of development programmes and workshops that are open to all members of staff. This annual programme is developed and refined each year to reflect the priorities of the University

By providing a number of targeted initiatives that are appropriate to specific staff groups

By developing bespoke training and development interventions for individuals, teams and departments, for example team building events

By providing help, advice and guidance on a range of organisational and personal development issues, needs and priorities

By maintaining strong links with other institutions and training providers.

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The Training Team also manages a successful Advanced Apprenticeship Scheme across a number of occupational areas. The scheme aims to provide people with focussed and coordinated on and off the job training and development.

Portland State University holds the creation and communication of knowledge as a foundational value. That includes providing access to programs defined by the traditions of liberal education and those responsive to the dynamics of employment and market requirements.

You'll find that the University encourages staff members to become life-long learners. In support of this the University offers discounts for undergraduate and graduate level courses taken at PSU and elsewhere in the Oregon University System through a Staff Fee Privilege Program. In addition, the University offers a variety of educational opportunities in the areas of leadership development, using the PSU computer systems and software, and professional development.

Check out the links below for training schedules, new employee briefings, more information on the Staff Fee Privilege and information on a variety of educational offerings at Portland State University.

Training & Development Topics Include:

New Employee Briefing Human Resources or Affirmative Action Office of Information Technology

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University Financial Services (formerly the Office of Business Affairs)

Professional Development Center The Center for Academic ExcellenceFacilities & Planning Staff Tuition Benefits (Staff Fee Privilege)

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Chapter 14 TRAINING AND HUMAN RESOURCE MANAGEMENT

TPO is an award-winning Human Resource Management firm in Monterey, California, established in 1991 and is made up of a group of highly experienced, nationally certified HR training professionals. TPO is licensed by the State of California (PI-25638) to provide licensed investigations and support all of your human resources needs. Our mission is to partner with our clients to provide human resource management advice and to balance two key areas of employment:

An awareness of employment regulations and the possible consequences of current employment practices (risk management), and;

Maintaining positive employee & management relations & organizational effectiveness (employee relations) to attract & retain a loyal, topperforming workforce.

TPO provides unique solutions to the four primary concerns facing todays business owners and managers:

Confusion regarding the thousands of state and federal employment laws. See Required Labor Law Postings.

Frustration with personality conflict and employee relations issues. See our Corrective Action Systems.

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Concern that managers are not properly trained on laws and leadership skills. See our Executive Coaching and Personnel Audits service pages.

Finding expert Human Resource Management and help and/or conducting HR Investigations at an affordable rate

Need General Or Strategic Human Resource Management Systems Development?

HRTrainingCenter.com has gathered courses from numerous industry-leading providers to give you one easy-to-use resource for all of your general and strategic Human Resources management training needs.

For instance, we offer training for hiring, orientation, performance management, safety, and the federally-mandated compliance areas such as COBRA, HIPAA, FMLA, ADA, Payroll. We even offer several programs for earning designations and certifications!

And to fit your busy schedule, we offer several formats for each of your HR training needs, including online Human Resources management training, Human Resources management seminars, and self-study Human Resources management training materials.

Recommended Human Resources Management Training

Certificate Program For HR Generalists Certification In Human Resource Management Seminar Certificate In Employee Benefits Law
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Advanced Certificate In Employment Law Certificate In Employee Relations Law Internal Investigations Certificate Program EEO and Affirmative Action Compliance EEO/AA Compliance Immersion Program

Other Human Resources Management Training HRTrainingCenter.com offers the following HR management training options and services for your career needs:

HR Events Calendar Click here to see our extensive HR Training Calendar to find key HR compliance and Human Resources training audio conferences, webcasts, seminars, and your favorite Human Resource conferences and events.

HR Weekly eNewsletter Sent once a week, our eNewsletter provides how-to articles, products, and services for your educational and compliance needs. View Subscribe

Welcome to the Training and Employee Development home page. We are a division of the Office of Human Resources Management (HRM). Our mission is to assist UT Dallas employees in gaining the knowledge and skills needed to be successful in a fast-paced, customer driven, student focused, 21st century University environment. We support the mission of UT Dallas by providing a variety of training and educational activities, classes, and seminars for University faculty and staff. For additional information about the range of services offered by this office or a calendar of scheduled training events please give us a call or send an email.

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Registering for Classes & Activities All employees are encouraged to participate in training and development activities. Most classes or seminars are low-cost or free, and are available on a first-registered, first-trained basis. Class size is limited according to the capacity of the rooms in which they are held. Participants should register early in order to ensure a place. Employees wishing to attend a class or seminar should first obtain approval from their supervisor. For most sessions a minimum number of registrations will be required to conduct the class. Sessions not meeting this minimum number of registrations may have to be cancelled or rescheduled. Class offerings are posted monthly on the Training Calendar.

Human resource management

Human

resource

management (HRM,

or

simply HR)

is

the management of an organization's workforce, or human resources. It is responsible for the attraction, selection,training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will also serve as the company's primary liaison with the employees' representatives (usually a labor union).

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement,
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and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning,industrial and labor

relations, and diversity and inclusion.

In startup companies, HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications.

History Antecedent theoretical developments

HR spawned from the human relations movement, which began in the early 20th century due to work by Frederick Taylor in lean manufacturing. Taylor explored what he termed "scientific management" (later referred to by others as "Taylorism"), striving to improve economic efficiency in

manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing processlaborsparking inquiry into workforce

productivity.

The movement was formalized following the research of Elton Mayo, whose Hawthorne studies serendipitously documented how stimuli unrelated to financial compensation and working conditions attention and engagementyielded more productive workers. Contemporaneous work
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by Abraham Maslow, Kurt Lewin, Max Weber, Frederick Herzberg, andDavid McClelland formed the basis for studies in organizational

behavior and organizational theory, giving room for an applied discipline.

Birth and evolution of the discipline

By the time enough theoretical evidence existed to make a business case for strategic workforce management, changes in the business landscape (a l Andrew Carnegie, John Rockefeller) and in public policy (a

l Sidney and Beatrice Webb, Franklin D. Roosevelt and the New Deal) had transformed the employer-employee relationship, and the discipline was formalized as "industrial and labor relations". In 1913, one of the oldest known professional HR associationsthe Chartered Institute of Personnel and Developmentwas founded in England as the Welfare Workers' Association, then changed its name a decade later to the Institute of Industrial Welfare Workers, and again the next decade to Institute of Labour Management before settling upon its current name.[3] Likewise in the United States, the world's first institution of higher education dedicated to workplace studiesthe School of Industrial and Labor Relationswas formed at Cornell University in 1945.

During the latter half of the 20th century, union membership declined significantly, while workforce management continued to expand its influence within organizations. "Industrial and labor relations" began being used to refer specifically to issues concerning collective representation, and many companies began referring to the profession as "personnel administration". In 1948, what would later become the largest professional HR association the Society for Human Resource Management (SHRM)was founded as the American Society for Personnel Administration (ASPA).

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Nearing the 21st century, advances in transportation and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in a machine. "Human resources management", consequently, became the dominant term for the functionthe ASPA even changing its name to SHRM in 1998. "Human capital management" is sometimes used synonymously with HR, although human capital typically refers to a more narrow view of human resources; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used to describe the field include "organizational management", "manpower management", "talent management", "personnel management", and simply "people management".

In popular media

HR has been depicted in several popular media. On the U.S. television series of The Office, HR representative Toby Flenderson is sometimes seen as a nag because he constantly reminds coworkers of company policies and government frequently regulations. Long-running portrays sadistic HR American comic

strip Dilbert also

policies through

characterCatbert, the "evil director of human resources".[7] Additionally, an HR manager is the title character in the 2010 Israeli film The Human Resources Manager, while an HR intern is the protagonist in 1999 French film Ressources humaines. Additionally, the BBC sitcom dinnerladies main character Philippa is an HR manager

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Practice Business function

Dave Ulrich lists the functions of HR as: aligning HR and business strategy, re-engineering organization processes, listening and responding to employees, and managing transformation and change.

In practice, HR is responsible for employee experience during the entire employment lifecycle. It is first charged with attracting the right employees through employer branding. It then must select the right employees through the recruitment process. HR then onboards new hires and oversees their training and development during their tenure with the organization. HR assesses talent through use of performance appraisals and then rewards them accordingly. In fulfillment of the latter, HR may sometimes

administer payroll andemployee benefits, although such activities are more and more being outsourced, with HR playing a more strategic role. Finally, HR is involved in employee terminations - including resignations, performance-related dismissals, and redundancies.

At

the

macro-level,

HR HR

is

in also

charge

of

overseeing compliance

organizational leadership and culture.

ensures

with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employee's representatives (usually a labor union). Consequently, HR, usually through industry representatives, engages in lobbying efforts with governmental agencies (e.g., in the United States, the United States Department of Labor and the National Labor Relations Board) to further its priorities.
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The discipline may also engage in mobility management, especially pertaining to expatriates; and it is frequently involved in the merger and acquisition process. HR is generally viewed as a support function to the business, helping to minimize costs and reduce risk.

Careers

There are almost half a million HR practitioners in the United States and thousands more worldwide.[10] The Chief HR Officer is the highest ranking HR executive in most companies and typically reports directly to the Chief Executive Officer and works with the Board of Directors on CEO succession.

Within companies, HR positions generally fall into one of two categories: generalist and specialist. Generalists support employees directly with their questions, grievances, and projects. They "may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer's needs." Specialists, conversely, work in a specific HR function. Some practitioners will spend an entire career as either a generalist or a specialist while others will obtain experiences from each and choose a path later. Being an HR manager consistently ranks as one of the best jobs, with a #4 ranking by CNN Money in 2006 and a #20 ranking by the same organization in 2009, due to its pay, personal satisfaction, job security, future growth, and benefit to society. Human resource consulting is a related career path where individuals may work as advisers to companies and complete tasks outsourced from companies. In 2007, there were 950 HR consultancies globally, constituting a
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USD $18.4 billion market. The top five revenue generating firms were Mercer, Ernst & Young, Deloitte, Watson Wyatt (now part of Towers Watson), Aon (now merged with Hewitt), and PwC consulting. For 2010, HR consulting was ranked the #43 best job in America by CNN Money.

Education Higher education

Several universities offer programs of study pertaining to HR and related fields. The School of Industrial and Labor Relations atCornell University was the world's first school for college-level study in HR.[18] It continues to offer education at the undergraduate, graduate, and professional levels; and it operates a joint degree program with the Samuel Curtis Johnson Graduate School of Management, which HR Patriot termed the "crown jewel for aspiring HR professionals".

Other universities with entire colleges dedicated to the study of HR include Michigan State University, University of Illinois at Urbana-Champaign, and Renmin University of China. Dozens of other universities house departments and institutes related to the field, either within a business school or in another college.

Professional associations Main article: List of human resource management associations

HR education also comes by way of professional associations, which offer training and certification. The Society for Human Resource Management, which is based in the United States, is the largest professional association dedicated to HR, with over 250,000 members in 140 countries. It
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offers a suite of Professional in Human Resources (PHR) certifications through its HR Certification Institute. The Chartered Institute of Personnel and Development, based in England, is the oldest professional HR association, with its predecessor institution being founded in 1918.

Several associations also serve niches within HR. The Institute of Recruiters (IOR) is a recruitment professional association, offering members education, support and training. Worldat Work focuses on "total rewards" (i.e., compensation, benefits, work life, performance, recognition, and career development), offering several certifications and training programs dealing with remuneration and work-life balance. Other niche associations include the American Society for Training & Development and Recognition

Professionals International.

Training and development Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" &m dash; an idea that
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they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names.

Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.[3]

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The

facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

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The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Talent development

Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Rothwell notes that the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance.

While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for

the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional
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term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development.

Washington Group International, in their paper "The Nuclear Renaissance, A Life Cycle Perspective" defined two logical laws of talent development:

First law of talent development: "The beginnings of any technology-rich business are all characterized by a shortage of large numbers of technically trained people needed to support ultimate growth"

Second law of talent development: "The resources will come when the business becomes attractive to the best-and brightest who adapt skills to become part of an exciting opportunity"

Talent development refers to an organization's ability to align strategic training and career opportunities for employees.

Human Resources Training

Your responsibility as a human resources employee is to train and manage employees while remaining compliant with various rules and regulations. Fred Pryor Seminars and Career Track provide you with human resources management training so you can receive the HR training you need to succeed. Whether it is records management, safety training or just general

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human resources management, we have a wealth of knowledge you can use in your daily human resources role.

THE THREE MODELS OF TRAINING

Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

Training is

the

acquisition

of knowledge, skills,

and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Training has specific goals of improving one's capability, capacity, and performance. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market[who?] recognize as of 2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.

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THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization.

The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating.

There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

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THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization.

The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating.

There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

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The three model of training are:

1. System Model 2. Instructional System Development Model 3. Transitional model

System Model

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

1. Analyze and identify thetraining needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying

3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

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4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

1. Analyze and identify thetraining needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying

3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program.

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5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

Instructional System Development Model(ISD)Model

Instructional System Development model or ISD training model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance.Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience analysis.

2. PLANNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc.

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nstructional System Development model or ISD training model was made to answer the training problems. This model is widely used now-adays in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.

The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

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5. EVALUATION The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories.

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EVALUATION The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

Transitional Model

Transitional modelfocuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of whichtraining model i.e. inner loop is executed. Vision focuses on the milestones that the organization would like to achieve after the defined point of time.

A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the

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organization would like to be viewed by the customers, employees, and all other stakeholders. is

Values

the

translation

of vision

and

mission into

communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc.

Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of whichtraining model i.e. inner loop is executed. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. is

Values

the

translation

of vision

and

mission into

communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. Vision focuses on the milestones that the organization would like to achieve after the defined point of time.

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The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

THE BENCH SCIENTIST:THE UNIVERSITY OF MINNESOTA

Home to several premier centers of psychological research, the University of Minnesota trains graduate students in both of the psychology training models with science in their label: scientist-practitioner and bench science, which typically refers to the study of basic scientific concepts and theories and their implications, using human participants and animal subjects.

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Doctoral student Suzette Glasner represents a classic bench scientist, with one exception: She also directly studies how animal models of addiction may apply to human clinical problems. Glasner spent lots of time in the lab during her four pre-internship years. She developed, refined and implemented a way to study alcohol addiction in rats-a feat in an area that lacked ways to observe and measure the phenomenon.

Moreover, because of the wealth of available data sets at benchscience programs-particularly in the University of Minnesota program, which runs the Minnesota Twin Family Study-faculty who train students often focus on teaching methods of data analysis and presentation that make use of such existing collections rather than focusing on original data collection, she says.

Now Glasner has an opportunity to apply her animal model to a human population of veterans with alcoholism served by the Veterans Administration in San Diego. She says she couldn't have reached that goal without another critical bench-science component: mentoring. In her case, the provider was J. Bruce Overmier, PhD, an experimental psychologist in Minnesota's department of cognitive and biological psychology. While in most cases mentors choose students from a wide pool of applicants before they get to the program, Glasner sought out Overmier after she had arrived and initially worked with another faculty member unfamiliar with developing animal models.

When she met with Overmier to explain her interests, he presented a challenge: "Give me a mini-defense of your ideas until I am convinced," he told her, "and if I'm convinced, then you can test your ideas out in my laboratory." Every week for almost two months, Glasner appeared in his office to argue her case. Several iterations later, he was finally convinced, she says.
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Evidently the National Institutes of Health was too: Once she was established with Overmier, Glasner got the federal agency to fund her entire research project.

THE SCIENTIST-PRACTITIONER:BOSTON UNIVERSITY

The clinical psychology program at Boston University (BU) strives to develop psychologists who are equally well-rounded as clinical scientists and practitioners.

"The individuals we want to turn out of our program can't be top clinical scientists unless they are intimately familiar with clinical work and patient care," says program head David Barlow, PhD.

In this sense, the model incorporates elements of both the scholarpractitioner and the traditional bench-science models, but differs from them too, Barlow says. For instance, instead of doing basic research using animal subjects, students in the program conduct purely clinical, applied research, typically focusing on psychopathology and its manifestations and treatment.

On the other hand, it uses a mentor model similar to that used in bench-science programs. Students are therefore chosen not only for their GPAs, but for demonstrated knowledge in one of the areas for which the BU program is known, including biopsychology, addictions, family research and Barlow's own specialty of anxiety disorders.

For example, fifth-year student Molly Choate takes extensive coursework in clinical and research issues and has done a variety of practica where she treated people and developed research ideas. At Barlow's Center for
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Anxiety and Related Disorders, for example, she treats children and teens with anxiety disorders and is using observations and data from intake interviews to develop her dissertation on how youngsters' perceptions of control influence the development of anxiety.

In addition, Choate is helping Barlow develop a unified treatment protocol that is distilling several major treatment protocols for specific disorders into three principles of change that apply to all psychiatric disorders. The aim of the protocol, she says, is to allow greater dissemination of the best in treatment knowledge to larger numbers of providers.

Program statistics show that the department's philosophy is working as intended, according to Barlow.

"About half of our students go on to clinical research careers," he says, "but we're also very proud of our students who go into full-time clinical work." Those who enter practice do so with an enhanced ability to be accountable, evaluate and improve programs and be empirical in clinical work, Barlow notes.

THE

SCHOLAR-

PRACTITIONER:ANTIOCH

NEW

ENGLAND

GRADUATE SCHOOL

When the psychology program began at Antioch New England Graduate School in 1982, the core faculty imagined that it would represent an alternative view of psychology, says Roger L. Peterson, PhD, chairman of the graduate psychology department and one of the scholar-practitioner model's primary advocates. The founders were influenced by Donald R. Peterson, PhD,
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and others who helped develop the "Vail model" of training, named after the 1973 Vail, Colo., conference that hammered out the model's principles.

"The idea was to create a fundamentally clinically oriented culture," he explains. That culture is humanistic, treating students as whole people who take their personalities with them into their practices. It's grounded, serving the needs of the local community. It's progressive, arguing that people are shaped by social forces, including patriarchy and oppression. And it's scholarly, holding that research should be taught and valued particularly, though not exclusively, in the service of practice.

"In this model's view, research is something you do that you think is important because it's consistent with the issues you see in your professional work," Peterson explains. Students at Antioch are therefore as likely to conduct qualitative studies of a few clients as they are quantitative studies of large clinical populations, he says.

Mayday Levine, a fourth-year student in the program, says she was pleasantly surprised by the atmosphere: "Since I've been at Antioch I've never been asked to compromise myself as a person in order to be a psychologist, to give up my interests or my points of view," she says.

The program's structure fosters this personal and professional integration through a variety of case seminars that encourage students to talk about personal material as it may affect their clients, Levine says. And the clinical focus is apparent in the program design: Students spend the first year on basic clinical coursework, and plunge into 600 hours of practica in each of the second and third years. They start developing their dissertation themes-usually

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on applied issues-in their second year, and that work extends into the fourth year. They spend the fifth year doing an internship in a clinical setting.

Although it has a strong clinical bent, Antioch New England encourages student research, adds George Tremblay, PhD, research director for the program. But "dissertations are more likely to be driven by student interest than to evolve out of a faculty member's research program," Tremblay says.

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Chapter 1 5 TRAINING CULTURE

Change Management Consulting

Our consultants are experts in the field of change management and have successfully implemented key change management strategies for large organizations.

The primary focus is a solid change management plan with effective and dynamic communication strategies. Monitoring results and implementing further change where needed keeps the projects on track.

Identify your change agents. GET THEM ENGAGED AND LET THEM GO TO WORK...

Can you imagine a workforce ready for change? A corporate culture that has an appetite for change. Change agents that self identify & take on the change initiative & responsibility. We assist our clients in building this change capacity, through this development of transformational teams. We create an appetite for change within our clients culture. Staying in pace with the global influences while maintaining core HR philosophy separates the good from great.

The managing of our Human Capital has become significantly more important in recent years. Change Innovators develops and implements the most progressive HR practices to ensure our clients meet the needs of today's employees.

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People-focused employers are concentrating on attracting and retaining their most attractive resource. Change Innovators and our team of consultants have the expertise and resources to assist your organization in adapting to this employee-driven era.

Ganesha Aggies Jaya was established in August 1990 by Mike McGowan and Sigit Mursidi. Back then, both saw the bottleneck of business development in the 1980s and 1990s due to the difficult match between the speed of training and developing the local workforce to that of business expansion. The sad truism is that training and development received less stressing compared to the company's other activities such as sales & marketing, or production. Many factors cause it, but here are the main reasons why efforts of training and development failed in organizations. We identified it failed because training and development is either perceived as:

1. Supplemental and lip-service, or 2. Subservient to advances of technology of the product, and therefore 3. Guaranteed its obsolescence, or 4. Implemented because cheaper, or 5. No lasting effects and expendable, or 6. Believe in management panacea.

At Ganesha, we have experienced of being observant students of the issues and the costs incurred, to being mentors to avoid the wasteful human resource training and development effort in Indonesia. There is no single patentprescription for HR training and development. We don't have the luxury of "one size fits all" approach. As each organization is unique, only with careful

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assessment will, we able to ensure your ability to help Employees adopt the new ideas received in the training program. Indonesia is a country deep-rooted with strong cultural traditions. Therefore, it is crucial for a company to consider cultural values in order to be successful in training and developing its Employees when operating in Indonesia. For example, religion is an important part of Indonesians' everyday life. Muslims need time for their everyday prayer, while Hindus (especially in Bali) have a specific daily schedule for religious rituals. In addition, when a company is planning to provide a cafeteria at employee's facility, the company should be aware that meals must be prepared in a accordance with Islamic traditions as the majority of the Employees would be Moslem. Another tradition that Indonesians value highly is harmony and consultation leading to consensus. Lastly, Indonesians tend to confront issues in an indirect manner as an adherence to Indonesian concepts of politeness and aversion to embarrassment.

Specific areas of focus Ganesha can assist in the field training and development are as follows:

1. Organizational Mapping; 2. Hiring (Selection, Induction, and Development Tracking); 3. Employee Orientation; 4. Employee Recognition & Motivation; 5. Structured or Decentralized Team Building; 6. Performance Management; 7. Leadership Development; 8. Employee Engagement Survey; 9. Technical and Business English Communication.

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We will help you to efficiently allocate cost, both in capital and delays, associated with safe work environments, compliance to regulations, and developing high performing employees. We will assist you to discover your true corporate or business philosophy and integrate that philosophy throughout your Indonesian entity. The true value added and financial benefit of these human resource training and development services will be our best advocate as we continue our fruitful relationship together.

This workshop will provide a deeper understanding of unconscious bias and how it impacts our personal and professional lives, while exploring its effect on productivity, workplace relationships, and customer service. Once we understand our biases, we will learn how to increase our cultural intelligence as the antidote through a series of activities.

Carol Lewis and April French from Figure 8 Consulting, will be facilitating this highly interactive workshop. Their belief is that becoming culturally competent is not a destination, nor is it just about figuring other people out. It is about becoming more aware of who we are in the context of the increasingly complex and culturally diverse world in which we live and work. It is a process, of learning how to foster better relationships, how to be more productive, and how to improve job performance.

Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.

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Training and development (T&D) encompasses three main activities: training, education, and development.

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those job.

Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe intraining. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

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Talent development

Talent development, part of human resource development, is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization.

While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for

the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development. Talent development refers to an organizations ability to align strategic training and career opportunities for employees.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to anorganization.
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In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Training and Development

Employee Training and Development Certificate Programs are available to staff and administrators. These programs offer participants the opportunity to attend seminars designed to develop and enhance professional skills. Seminars are conducted on campus, during the workday.

A certificate is awarded to those who complete a series of ten seminars. Administrators are required to take two mandatory EEO compliance seminars; staff employees are required to attend one mandatory EEO compliance seminar. The balance of the seminars can be selected based on area of interest and professional development needs. Examples of topics are:

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Effective

Communication

Developing

Positive

Work

Relationships

Excellence In Service Frontline Management Goal Setting Managing Emotions Stress Management The Art of Influence: Getting to Yes Valuing Differences: Understanding Diversity Issues

Topics, presenters and content are subject to change.

For information on the certificate programs, contact Susan Czuwak, Human Resource Administrator, via e-mail or call extension 3-7442.

Training and Development Lunchtime and Evening Workshops

Blood Drive

DONATIONS ARE URGENTLY NEEDED. Close to 2,000 men, women and children in our community, including cancer, transplant and surgery patients, trauma victims, newborn babies, and many others need blood transfusions each day. Since blood lasts only 42 days, area hospitals are in real need. You can change that. One pint of blood is separated into components that can save several lives. Please consider making a donation and giving the gift of life. Walks-ins welcome.

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Defensive Driving

This is a New York state, DMV-approved point and insurance reduction program. Upon completion of the program, you may be entitled to a 10 percent reduction on vehicle liability, personal injury protection and collision insurance for three years. In addition, you may also be eligible for a reduction of up to four points on your driving record. The course is offered in two threehour sessions by the Bayshore Safety Council. By New York state law, you must attend both sessions, for the full six hours, to receive driver safety certification. The workshop is open to all members of the Hofstra University Community and family members. There is a $22 fee.

Diversity

Working successfully with others who do not share the same background, beliefs or traditions is a top priority in organizations that want to succeed today and in the future. In this workshop you will examine the concepts of stereotypes and assumptions, and learn to assess perceptions of yourself and others with regard to difference.

EEO Compliance Training

Harassment Hofstra

Policy

Training Harassment

for Policy,

Staff along

Employees with the

This EEO compliance course focuses on defining harassment under Universitys

implications of organizational liability. We will distinguish the differences between quid pro quo and hostile environment harassment, and will discuss ways to prevent those situations proactively. In addition, we will discuss appropriate procedures under the Hofstra University Harassment policy.
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Harassment Policy Training for Administrative Employees This EEO compliance course focuses on defining harassment under Hofstra Universitys Harassment Policy, along with the

implications of personal and organizational liability. We will distinguish the differences between quid pro quo and hostile environment harassment, and will discuss ways to prevent those situations proactively. In addition, we will discuss appropriate procedures under the Hofstra University Harassment Policy.

Health & Fitness Programs

Weight Watchers at Work

With two different approaches to healthy weight loss, you can chose the plan that fits your needs and preferences. Learn how to make wise food choices and maintain your weight loss.

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Chapter 16 TRAINING SCENARIO IN INDIAN INDUSTRY

With the world-wide expansion of companies and changing technologies, Indian Organizations have realized the importance of corporate training. Training is considered as more of retention tool than a cost.

Today, human resource is now a source of competitive advantage for all organizations. Therefore, the training system in Indian Industry has been changed to create a smarter workforce and yield the best results. With increase in competition, every company wants to optimize the utilization of its resources to yield the maximum possible results. Training is required in every field be it Sales, Marketing, Human Resource, Relationship building, Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with the business outcome.

With increase in awareness of corporate training in Indian Industry, a gradual shift from general to specific approach has been realized.

According to NASSCOM (National Association of Software and Services Companies), the IT corporate training market is expected to reach Rs 600 crore in 2010 from Rs 210 Crore in 2006.

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In Indian market, 50% of the training companys revenue comes from the retail training and rest from other segments.

On the other hand, in many organizations training is regarded as non-essential or a need based activity. Some organizations start a training department in order to look modern. In fact, some organizations are headed by unwanted employees rather than employees of outstanding merit. While some organizations do not have a separate budget to hire highly qualified trainers for training and development.

WHY FRANCHISEE?

HR-One as a 12 year old company with a proven record in the HR Industry has serviced major clients to include MNCs, Major Corporations & SMEs. Year on year, HR-One has been getting repeat business from its clients from a cross-section of Industry Verticals like IT, Non-IT & ITES.

As part of its expansion plan, leveraging its expertise with strong brand presence across the country with well-established different HR Business verticals and to serve its clientele more efficiently & effectively in Metros and Mini-Metros in all the areas of HR needs like TalentSearch, Flexitalent, Training & Other HR Consulting Services, HR-One is now looking for Individuals/ Organization with excellent entrepreneurial skills, good academic track record and strong networking skills and willingness to Invest for building business & growth.

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PROFILE OF THE FRANCHISEE

Individuals/ Representatives of Organizations with excellent entrepreneurial skills Good academic track record and strong networking skills. Operations background & experience preferred in HR/ Sales/ Marketing Good man-management skills coupled with good PR, HR, Marketing & Operational abilities Willingness to Invest in business Willingness to involve 100% in the business & ability to take Ownership and drive the business. Willing to do leg-work and connect with the Corporates of India Inc and sell a range of HR Services to the Corporate Companies.

FRANCHISEE DEPOSIT

In METROS the Franchisee has to make a Non-Refundable Deposit of Min. Rs. 10.0 lacs which will be for the purpose of Operational Deposit. This deposit money would be utilized to develop the business of the particular Franchisee location. Barring other expenses of the Franchisee like the Job Portal other Technology cost will be taken from this Deposit.

In Mini-METROS the Franchisee has to make a Non-Refundable Deposit of Min. Rs. 5.0 lacs in addition to the Job Portal and Technology cost. If required the Franchisee shall be required to bring in additional investment to grow the business.

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HR-ONE FRANCHISEE OFFERING (PRINCIPAL)

HR-One offers a strong brand presence with 12 years of expertise in the HR Services field.

A strong national-level Key Accounts Technology Large Database Timely Training & up-gradation of skills Good connection with Education Institutions Good connection with Education Institutions Set Systems & Processes Operation Expertise Dedicated team for acquiring national level key accounts Dedicated team for Pro-active Database Management Business vertical-wise Training to Sales & Operations team Good connection with Education Institutions Branding & Promotional activities like Business advertisement both On-line Off-line

OPERATIONAL MODALITIES

In METROS HR-One has established offices where in the Franchisee has to Further Invest and scale-up Manpower, Increase the Business and Represent different Business verticals. The team size expected would be in the range of 20-25 nos. comprising of 2 Business Development persons, 1 Operations person, 20 Recruiters. The other Business Verticals are also required to be developed as and when required. In MINI- METROS HR-One has office space of min 500 sq.ft. and requires office space of similar size with a Pantry &
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Toilet facility and other Infrastructure would include Furniture & fixture, Computers, Laptop, Internet Connectivity, Telephone. Franchisee has to Further Invest and scale-up Manpower, Increase the Business and Represent different Business verticals. The preferred team size would be 1 Business Development person and 5 Resource Consultants. The Franchisee has to operate as a fulltime CEO of the particular location, taking-up all responsibilities of branding, marketing, selling, operations, management, Finance, Collection, Recruitment & team management. The Franchisee has to be involved 100% in the business with coordination of the Franchisor. There would be a Manager representing the Franchisor who will provide the required In-put for Training and support to Franchisee on regular basis.

DAUNTING CHALLENGES Demand for manpower is rising, but supply isnt able to keep pace. Bloating wage bills, but manpower quality is deteriorating. Surfeit of graduates, but low employability due to poor skills. Deep-rooted mindset Managing aspirations of the 20-somethings

SHOCKING Facts and Figures!!! Less than 3% of HR heads sit on the boards of their companies. People efficiency in India is barely 50-60% against a global average of 80-90% Out of the 2 million graduates that pass out every year only 1/5 th are employable. 99% of Indias 3.57million SMEs dont follow contemporary HR practices. 1800 SMEs do not employ HR heads. Source: Kelly Services Survey, Team lease Survey

EMPLOYEE PRODUCTIVITY FULLY ENGAGED Source: BW -HR Anexi Blessing White Employee Engagement Survey 2008 ALMOST ENGAGED HONEYMOONERS & HAMSTERS CRASH & BURN DISENGAGED

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HEIGHTS OF ENGAGEMENT Source: BW -HR Anexi Blessing White Employee Engagement Survey 2008

FACTORS

INFLUENCING

SATISFACTION

AND

CONTRIBUTION OF EMPLOYEES Career development opportunities Training More challenging work Opportunities to do what I do best Regular, specific feedback Greater clarity

SATISFACTION LEVEL Indian workers are more satisfied Source: BW -HR Anexi Blessing White Employee Engagement Survey 2008

ENGAGEMENT BY GENDER Source: BW -HR Anexi Blessing White Employee Engagement Survey 2008

EMPLYOYEES

SEEK

MORE

CHALLENGING

ASSIGNMENTS Source: BW -HR Anexi Blessing White Employee Engagement Survey 2008

WHAT INFLUENCES EMPLOYEE CONTRIBUTION Source: BW -HR Anexi Blessing White Employee Engagement Survey 2008 Cultural challenges owing to M & As Leadership Grooming Retaining know how Gender Equality HR Challenges.

GENDER EQUALITY 68% of the Fortune 500 companies do not have a female boardroom member 11% of the top executives are women Among total 128 countries, India ranks 114 th in terms of the Gender Gap Index 2007 report Only 16% of the junior managers are women Only 1% of the organizations have women CEOs A female employee earns Rs 67 for every Rs100 earned by her male counterpart for similar work. Source: The World
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Economic Form Gender Gap Index 2007 Confederation of Indian Industries Report HR Initiatives for WOMEN On campus day-care centre (McAfee India) Flexi- Timing to accommodate early parenthood Extended maternity leaves Adoption maternity leave (IBM) A certain amount of payment of the legal expenses incurred while adopting a child (HP) Cab drops during pregnancy Post maternity leaves without pay for 6months to 1yr IBM, Infosys)

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Chapter 1 7 TRAINING AND DEVELOPMENT IN TELECOM SECTOR

Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue of Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012. With increase in competition between the major players like BSNL, MTNL, Hutchison Essar, BPL, Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts, software engineers, and hardware engineers for mobile handsets has increased. However, holding an engineering degree is not enough to survive in the Telecom Sector. There is constant need of updating of knowledge, skills, and attitudes.

With this rapid growth in Telecom Sector, the need for trained professionals in bound to rise and so is the training need. The total training market in Telecom Sector is estimated to be Rs 400 crore.

Many top players are spending a huge amount on training and development, for example BSNL alone spends more than 100 crore on training and development of its employees through the Advanced Level

Telecommunications Training Centre (ALTTC) and 43 other regional training institutes. Reliance has also established Dhirubhai Ambani Institute of Information and Communication Technology. In addition to that, Bharti has also tied-up with IIT Delhi for the Bharti School of Telecommunication Technology and Management.

With the increase in competition, availability of huge amount of information through internet, magazines, newspapers, TV, etc, and increased

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awareness among customers, the demand to impart proper training in nontechnological areas like customer care and marketing has increased too. Rapid technological changes, network security threat, mobile application development, growing IP deployment in the sector have brought back the training and development in the priority catalog

Training in Telecom Sector Training Institutes

Some of the major training institutes in Telecom Sector are:

Bharat Ratna Bhim Rao Ambedkar Institute of Telecom Training National Academy of Telecom, Finance, and Management Advanced Level Telecom Training Centre Usha martin Academy of Communication Technology Initiatives Dhirubhai Ambani Institute of Information and Communication Technology Symbiosis Institute of Telecom Management Amity Institute of Telecom Technology and Management Bharti School of Telecommunication Technology and Management

Preferred Training methods On-the-job training Brainstorming sessions Distant learning Workshop Short-term interactive sessions Seminar Online eLearning
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CBT training program Computer Lab Work Group study Instructor lead class room training

Training Courses and Programs Basic Course in Mobile Communication Symbian OS, the Mobile Operating System Binary Runtime Environment for Wireless Diploma in Mobile Communication Diploma in Wireless Technologies Foundation Course in Mobile Communication Advanced Diploma in Mobile Communication and Software Technology Internet Protocol Multimedia Subsystem ,IMS Certificate Course in Mobile Communication Voice Over IP

The progress and the changes in telecom have been astronomical, with new and cheaper technologies taking birth almost each year. With an addition of 18 million subscribers every month and contributing to nearly 2% of the Indian GDP, Indian telecom industry is considered to be the largest telecom markets of the world. Driven by wireless communication, the

telecommunications industry is recognized as a key to the rapid growth and modernization of the economy and an important tool for socio-economic development for a nation.

Overview

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Most of the telecommunications forms in India are as prevalent or as advanced as those in modern Western countries, and the system includes some of the most sophisticated technology in the world and constitutes a foundation for further development of a modern network. Telecom Regularity Authority of India (TRAI) is the sole authority empowered to take binding decisions on fixation of tariffs for provision of telecommunication services.

India has the world's second largest mobile phone users with over 903 million as of January 2012. It has the world's third largest Internet users with over 121 million as of December 2011. India has become the world's most competitive and one of the fastest growing telecom markets.

Key developments

Telecom Regulatory Authority of India (TRAI) has revealed that the country's mobile subscriber base has increased from 893.84 million in December 2011 to 903.73 million in January 2012

Telecom operators added 9.88 million mobile subscribers in January 2012

The overall tele-density reached 77.57 per cent Broadband subscriber base increased from 13.30 million at the end of December 2011 to 13.42 million at the end of January 2012

Telecom users in rural areas have grown at a faster pace compared to their urban counterparts in the last five years, a CAG report said

India added around 20 million subscriptions of the estimated 140 million net additions in mobile subscriptions across the world during the April-June quarter in 2012, said a report by Ericsson

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The Indian telecom sector is a very capital intensive sector and involves high value investments. Correspondingly, the mobile phone industry is also experiencing a parallel upward surge, and a parallel enhancement in technologies used. With the liberalization of the Indian economy, the telecom sector has become very attractive for mergers and acquisitions latest being SingTel increasing its stake in Bharti telecom.

Employment Opportunities

According to analysts, the sector would generate employment opportunities for about 10 million people direct employment for 2.8 million people and indirect employment for about 7 million. The total revenue of the Indian telecom sector grew by 7% to 283,207crore ($ 56.5 billion) in 2011, while revenues from telecom equipment segment stood at 117,039 crore ($ 23.35 billion).

Energy saving initiatives

With an ambition to be diesel free by 2020, telecom companies are retrofitting their towers every year. Many telecom tower companies currently use renewable energy sources such as solar, biogas and wind besides hydroelectric power, for individual towers. Bharti Airtel, one of the largest telecom service providers in India, has been testing and implementing various energy saving options for the last two-three years. Additionally, the e-bill initiative is estimated to save as many as 24,000 trees a year.

Value addition by VAS

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Some of the recent developments in this area are M-Commerce, focus on localization, availability of content in vernacular languages and availability of mobile TV. The expected revenue from VAS will be around $4 billion by 2015. Growth Drivers

Two

major

factors

responsible

for

the

growth

of

telecommunications industry are use of modern technology and market competition. The growth of Indian telecommunication sector is highly driven by supportive government policies, emerging new technologies and changing consumer behavior. Drastically reduced call rates and mind-blowing technologies like 3G, Android and advent of innovative products like iPhone, Galaxy tab, it is natural to expect further developments in this space in the coming years.

Undoubtedly, smartphones are going to rule the future handset market and is forecasted to achieve a shipment of 77.5 million by 2015 in the Indian market.

Challenges ahead

The metro cities and the urban markets are quite saturated in terms of tele-density and thus, leaving very little scope in terms of new customer acquisition. Lack of proper telecom infrastructure, power shortage and lack of trained manpower are some of the challenges which telecom companies have to cope with.

To conclude

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Telecom Industry in India is out of its nascent stage and the government together with the private sector initiatives is on the path of making India the electronics manufacturing hub of the world. 10 years ago subscribers were made to pay for an incoming call; today they have the liberty to pay for per second of their usage. We, definitely, have come a long way!

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Chapter 1 8 TRAINING AND DEVELOPMENT IN KPO SECTOR

KPO is Knowledge Processing Outsourcing, not to be confused with BPO, which is Business Processing Outsourcing. KPO is about providing knowledge based services in the areas like market research, business research, financial research, legal services, etc., while BPO is about providing customer care services, technical support, tele-sales etc. KPO market is expected to grow from US $ 1.3 billion in the year 2003 to US $ 17 billion in the year 2010. KPO sector is expected to grow at a compounded annual growth rate (CAGR) of 49.5% till 2010. According to the National Association of Software and Services Companies (NASSCOM),

But according to Rocsearch, a UK based research firm, KPO sector will be able to reach 100,000 employees only instead of 250,000 employees. Therefore, to fill the demand and supply gap training has now become an important tool like every other technical industry.

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With the expected increase in number of employees, training has become the core of KPO industry as well. No matter how much qualified the person is he needs to be trained on processes. As the name itself implies, knowledge, this sector requires high level of functional know-how as well as domain know-how. There is a constant need of well-planned training programs as the work profile requires understanding of market research objectives and methodologies. This sector requires behavioral training as well as training to handle stress because of odd working hours.

If a person is committed to deliver quality, and is willing to learn with positive attitude then definitely KPO is the right place to work for him.

Training Areas In KPO Sector

In KPO sector, training is given in following areas: Animation & Design Network Management Intellectual Property (IP) Research Learning Solutions Writing & Content Development Legal Services Medical Services Business and Technical Analysis Business & Market Research Advanced Web Applications Financial Consultancy and Services Data Analytics Pharmaceuticals and Biotechnology Research & Development
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Training institutes in KPO sector provides training on:

Understanding of the market research industry Understanding on methodologies Technical and client specific tools Soft skills Stress management Behavioral skills

Time Management Training Program on the basis of Hierarch Level

Managerial

1. Project Management 2. Research & Development 3. Quality control

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The training in this sector usually lasts from 2 to 90 days and is provided by international and local trainers in abroad and India.

Preferred Training Methods Some of the preferred training methods in KPO sector are:

Computer Based Training Methods E-learning CD-ROM-based Lectures Discussions Media access Web Video Audio

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Chapter 1 9 GROWTH IN PHARAMCEUTICAL SECTOR

India Pharmaceutical market is valued at about US $8 billion and is expected to reach to US $12 billion by 2010. Indian pharmaceutical market is 2% of worlds pharmaceutical market. In the last two years, 3900 new generic products have been launched because of which its market value has been increased to about US $355 million.

Growth in Pharmaceutical Sector

This rapid growth has also increased the training need of the sector.

Training Areas

Brand Protection Contamination Control Drug Verification Supply Chain Visibility

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Recall Management Shrinkage Reductions

Preferred Training Methods Some of the preferred training methods are:

Web based training Class room training Workshops On-the-job training

Career for Trainers in Pharmaceutical Preferred Educational Qualification

Some of the educational qualifications required by the trainers are:

Any Graduate - Any Specialization PG - Any PG Course - Any Specialization PG - MBA/PGDM - HR/Industrial Relations B.Com Commerce B.Pharma Pharmacy D. Pharma M. Pharma PhD Pharma B.Sc - Bio-Chemistry, Biology, Botany, Chemistry B.Tech/B.E. - Any Specialization, Bio-Chemistry/Bio-Technology,

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Chemical

Nature of Work

Training need analysis Arranging and implementing training Making training calendar Training content development Training evaluation Preparing training budgeting Develop and deliver training to internal and external technical support teams

Implement new and existing training projects and initiatives Consistently review and improve training quality and effectiveness To implement and monitor the company's 'Training for future' program

Customizing training content

Skills and Attributes Required

Should be high on energy and have a passion to build people capability

Should be fluent in written and spoken English. Interpersonal skills & sound knowledge in industrial relations Must have excellent written, oral and presentation skills Ability to deliver under pressure Proactive approach to problem solving Analytical and conflict management skills Leadership ability
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Variation of Salary with Experience

Salary offered to the trainers according to the relevant experience fall in the range of:

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Chapter 20 TRAINING AND DEVLOPMENT PROGRAMME

Human Resource Management (HRM), a relatively new term, that emerged during the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit, train and develops.

HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare etc. Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial

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Relation, etc. Out of all these divisions, one such important division is training and development.

Training and development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe intraining. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to anorganization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
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Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

At ExxonMobil, workforce development means growing our pool of diverse and talented employees by recruiting and training locally. Where pertinent, our contracts include requirements that contractors and suppliers hire and train a national workforce. Our goal is not only to maximize recruiting, but also to develop and build workforce capacity, including technical experts and leaders who can add value locally and compete globally. To achieve this goal, our national content programs must overcome obstacles in identifying and attracting skilled labor and professionals, matching workforce skills to business requirements, and retaining and developing a local workforce over the long term.

Rigorous training and development programs allow us to meet local hiring objectives and develop local workforces. We use a proven global training curriculum customized to our operational environment. Training typically covers ExxonMobil culture, ethics, and business practices, safety practices, environmental regulations, the English language, skill and facility385 | P a g e

specific training, work assignments and on-the-job training, and mentoring and coaching. Over the long term, this helps us develop a pool of talented employees to meet future business needs both locally and around the world.

In Angola, we work strategically to achieve our recruitment targets and to develop local employees to their maximum potential. Technical students take part in a two- to three-year intensive training program that includes traveling to Canada for specialized technical training. In 2011, 31 production technicians completed the 18-month course and moved to on-the-job training. An additional 40 technicians began training in August 2011. We invite highpotential local employees to work on projects with other ExxonMobil affiliates to expose them to new opportunities and enhance their leadership abilities. Since 2007, the proportion of local Angolan employees to expatriate employees has been steadily increasing. In 2011, Angolans made up 72 percent of our local workforce.

Another example of capacity building is the technical skills development of local communities. ExxonMobil determined that young Nigerians, especially those living in the oil production areas of the country, lacked the education and technical skills necessary to compete for oil and gas industry jobs. To address this, we established a technical training center in Eket, which has over time produced a large part of ExxonMobils Nigerian workforce and has provided skilled staff for other employers as well. To date, we have hired nearly 500 process, mechanical, instrumentation, and electrical graduates from the training center. More than 90 percent of our approximately 2,000 employees in Nigeria are nationals.

In Indonesia, our affiliate, Mobil Cepu Limited, is developing a national workforce to operate and manage the Banyu Urip central processing
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facilities, pipeline, and floating offshore storage terminal. The training program was established in 2007 utilizing a training center located at Cepu. It takes approximately 15 months to complete the English language and basic oil and gas skills training program. The trainees then move into production operations to continue to acquire skills and competencies for operating and maintaining the facility equipment. The program also involves training at similar production operation facilities overseas, including the United States and Canada. This training program specifically meets the Indonesian governments objective to develop and maximize the countrys employment opportunities.

Ongoing corporate and technical training facilitates career development for all of our employees. In 2011, our major business lines together spent more than $79.9 million on employee training, reaching more than 65,000 participants. To strengthen our companys technical capacit y, approximately 39,000 participants attended more than 4,600 professional technical training sessions. In addition, more than 3,800 employees at various management levels participated in ExxonMobils leadership development training programs in 2011, 27 percent of whom were women and 60 percent non-U.S. employees. Our Upstream Technical Training Center is one of several world-class centers that deliver training programs every year on topics ranging from integrated exploration to reservoir simulation to fast-drill borehole management.

Barclays provides an invigorating training and development environment for both Analysts and Associates keen to embark on a career in an investment bank. Your training will commence during your internship and continue right throughout your career.

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Each division has a programme team dedicated to training and developing each campus hire. The programmes comprise the following:

My Training Support & Networking Career Development

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My Training Initial Training Programme (ITP)

Your training will start with the Initial Training Programme (ITP), which takes place either in London or New York. This four to seven week programme provides you with an overview of the firm, its business and its products, as well as introducing you to the work you will be doing in your specific role. Designed with the assistance of senior business managers and professional trainers, the Initial Training Programme has two principal aims:

To ensure that you assimilate into the firm as quickly as possible To provide you with a broad knowledge of the firm, its business and products

The ITP is intended as a platform on which more in-depth expertise can be built as the graduate programme progresses. While it will provide you with some role-specific training, each 'desk' will take responsibility for ensuring your further development.

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Continuous Professional Education

This is further practical and classroom training that will take place a few months after you join. It's designed to be more in-depth and broaden your knowledge of the firm in terms of its products and people. You can select the most relevant courses for your development, which will include further technical and soft skills training. Senior management will be on hand to offer support and give the benefit of their experience.

Rotations

The rotation programme is only applicable to certain business areas but it is designed to give you exposure to different areas within the business and to ensure the building of cross product / function knowledge skills.

Support & Networking

As part of our Continuous Professional Education Programme, we provide both buddy and mentoring programmes to smooth your transition into the firm.

Buddy Programme When you join Barclays, youll be given a buddy, who will be a current or previous graduate in your business area. They will be able to provide you with informal support, advice and guidance in your first few months. Although most new joiners find having a buddy very useful at the start, you should also take every opportunity to build your contacts and networks from day one.
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Mentoring

Along with the formal training and 'on-the-desk' learning, we'll allocate you a mentor from a range of senior managers. It's a highly effective way of providing you with access to the experience, expertise and advice of our existing employees.

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Chapter 21 TRAINING IN HOSPITALITY SECTOR

Overview

Hospitality sector is growing at a very fast rate in India. The sector is growing at a rate of approximately 8%. This sector can be classified into hotel industry, travel and tourism, restaurants, pubs, clubs and bars, contract catering, and aviation. Other than that, opportunities also exist in universities, sporting venues, exhibition centers and smaller events management companies.

The major challenge of this sector is shortage of skilled employees along with the challenge of attrition rate. Skilled chefs and managers are in great demand. Managers require huge range of competencies such as, people management, viable skills, business insights, analytic skills, succession planning, and resource development in order to get success in this sector. In addition to that, employees are not enough trained on Business Etiquettes, Courtesy, and Business Communication. Hospitality is all about handling people. So an employee must have right attitude, tolerance, and listening skills in order to move up the hierarchy. There is still a long way to go to inculcate good public relation, interpersonal skills.

With the increase in competition due to the coming up of major players like Four Seasons, Shangri-La, Aman Resorts, etc the need to train employees has increased more than ever before. The major players are now strategizing to increase the turnover of the customers by training their employees on Communication, Dining and Business etiquettes, etc. Some of the essentials required by this sector are:

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Good infrastructure Trained trainer Quality of content Certification of training course Effective Training evaluation

Training and Development Programs are available for the following areas:

Food Production Food and Beverage Service Front Office Housekeeping

Training in Hospitality Sector Training Providers

TheTrainingMarket.com Training Partners Hospitality Handbooks Air Hostess Academy (AHA) British Institute of Air Hostess Training Frankfinn Air Hostess Academy Hi-Fly Aviation Academy Chetna Consultancy Services Skill Tree India Hi-Fly Aviation Academy Sierra Training Ltd Finesse Savvy Icon Consultancy & Education Ltd
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Chapter 22 AREAS COVERED IN TRAINING PROGRAMMES IN

IT/SOFTWARE DEVELOPMENT
Training and Development in IT/Software Development Industry

The Indian IT sector is growing at a very fast pace and is expected to earn a revenue of US $87 billion by 2008. In 2006, it has earned revenue of about US $ 40 billion with a growth rate of 30%. IT sector is expected to generate 2.3 million jobs by 2010, according to NASSCOM (National Association of Software and Service Companies)

With this rapid expansion of IT sector and coming up of major players and new technologies like SAP, the need of human resource development has increased.

According to the recent review by Harvard Business Review, there is a direct link between training investment of the companies and the market capitalization. Those companies with higher training investment had higher market capitalization. It clearly indicates that the companies which have successfully implemented training programs have been able to deliver customer goals with effective results. It shows that good training results in enhancement of individual performance, which in turn, helps the organization in achieving its business goals. Training is a tool that can help in gaining competitive advantage in terms of human resource.

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With the growing investment by IT companies in the development of their employees many companies have now started their own learning centers. As an example, Sun has its own training department. Accenture has Internet based tool by the name of My Learning that offers access to its vast learning resources to its employees. Companies are investing in both the technical training, which has always been an essential part in IT industry, as well as in managerial skills development. Companies now kept aside 3-5% of revenue for training programs. As an example, some of the major players like Tata Elexi and Accenture are allocating 7% and 3% respectively of the companys overall revenue. Areas Covered in Training Programs in IT/Software Development Industry The specific areas where training is given in IT/Software Development sector are: Computer Manufacturing EDP/ E- Commerce Designing Maintenance Service Operating jobs, Computer operators, Data Entry System Developing /Programming /Software Engineering Networking

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Application Programming Research and Development in Peripheral Integration Product Quality Control and Reliability Testing Enterprise Resource Planning (ERP) Database Warehousing and Management

Training Courses in Software Development Industry

B. Tech BCA BSc. (H) Computer Science M. Tech MCA MSc. (H) Computer Science M.E. in Computer Technology & Applications Post Graduate Diploma in Computer Application (P.G.D.C.A)

Preferred Training Methods Some of the training methods of training are:

Computer Based Training Internet Based Learning Lectures Labs On-the-job (OTJ) Training Distant Learning E-Books Mentoring Coaching Job Rotation
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Emerging Scenario in IT Industry

With the rapid expansion in IT/ITES sector, now there is enough scope of IT training courses and institutes. IT sector is soon going to face a huge shortfall of skilled employees, if the growth in the software industry goes by as expected. According to recent report of NASSCOM (The National Association of Software and Services Companies) on software industry, the IT services sector will see a shortfall of 2,35,000 people by 2008. IT spending in the global business world is expected to grow by 6 to 7 % in the next 3 years, which will be enough to give boost to the IT training sector.

This huge IT spending is largely because of uptake in IT recruitment.

According to a recent IDC report, India alone spends $216 million, i.e. 21% of the total spending of IT training in the region, and is expected to be one of the largest contributors in the coming years. This is largely because India alone accounts for 60 % of the total Asia-Pacific demand for IT professionals.

Currently, the IT training market is valued at Rs 100 crore, and is expected to reach Rs 500 crore over the next 3 years.
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The major factor that is responsible for growth in IT sector is the egovernance initiatives introduced by central government and various other state governments.

Now there is a notable shift from long-term course to short-term training certifications. Due to this, the focus is now on hiring professionals with expertise in particular domains. The demand has largely for JAVA and .NET professionals. And on the NETWORKING end, network storage and Linux demand is taking a toll.

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Chapter 23 VARIATION OF SALARY WITH EXPERIENCE IN IT INDUSTRY

The following tables describes the salary offered to the trainers according to the experience & variation of Salary with Experience in Software Services Industry.

In Software Services Industry

Salary offered to the trainers according to the relevant experience fall in the range of:

Variation of Salary with Experience in BPO/KPO/ITES Sector

Salary offered to the trainers according to the relevant experience fall in the range of:
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Variation Reduction Solutions Industrial Engineers average salary is $66,851, median salary is $66,851 with a salary range from $66,851 to $66,851. Variation Reduction Solutions Industrial Engineers salaries are collected from government agencies and companies. Each salary is associated with a real job position. Variation Reduction Solutions Industrial Engineers salary statistics is not exclusive and is for reference only. They are presented "as is" and updated regularly.

Concern in Information Technology Training

One of the major concerns for training companies is to create professionals who are better able to go in for a technology in a specific domain area. Other than that, there are various issues that are affecting the IT training sector such as, lack of conviction regarding training, unplanned training approach, uncertain quality focus, and lengthy decision-making process.

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With the coming up of various new technologies, it has become a challenge for the training institutes to offer effective, updated, latest, planned training to candidates in a shortest-possible time. To increase the market share, most of the training institutes are now strategizing to launch new product and are marketing aggressively.

As an example, New Horizons is establishing partnership with its customers and delivering quality training. The company regularly conducts surveys of training needs in Indian job market. On the other side, NIIT has invested in product development to create product segmentation and is customizing them to address IT/ITES education arena.

Aptech is venturing into colleges, research firms, and universities. Another opportunity that has been identified by Aptech is the field of developing content and the company is offering these services to third-party clients for customization.

Essentials in IT Industry

To survive in long term there are some definite essential things such as, this must be met by the Indian players.

Career Opportunities For Trainers in Software Development Industry

Good infrastructure Trained trainers Quality of content Certification of training course Effective Training evaluation
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Post training support, etc

Preferred Educational Qualification

MBA/PGDM/PGDBM in HR / Administration / IR Education UG - B.Tech/B.E. Computers BCA MCA B Sc. (H) Computer Science/ M Sc Computer Science Any PG Course - Any Specialization A post graduate in HR from a reputed Institute specializing in Training and Development

Skills and Attributes Required Skills and attributes required to become a successful trainer are:

Technical very sound Presentable Good in making relationship with managers Can handle queries of employees/IT Professionals Verbal / Written communication skills Excellent interpersonal skills Ability to lead and mentor team members Presentation and networking skills Should be computer savvy

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Excellent coaching and mentoring skills Nature of Work

Training need Analysis: A Protocol to gather and review the inputs on the performance of the hires serving the initial months of the employment. To design different Technical training modules based on the need for the same

Advanced Training: Content designing and Session Scheduling to be done

Work with technical managers to gauge current technical levels and align courses to deliver set target levels

Propose budget and spending plan for technical and soft skill

Ensure ROI for training

Identification of training needs of employees by use of the appraisal data

Consolidation and preparation of training calendar

Conduct service excellence and behavioral modules for employees

Continuously conduct and monitor feedback after the program

Prepares weekly/monthly and annual training reports

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Tracks the mandatory training requirements for the entire division and informs the participants on the compliance

Takes care of trainees needs during the training

Designing and developing instructional material for training courses that support company's goals

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Chapter - 24 CAREER OPPORTUNITIES IN BPO SECTOR

Training and Development in BPO Industry

BPO is Business Process Outsourcing. It is an agreement between two parties for specific business task. The BPO industry is growing at an annual growth rate of 14% and is expected to cross $310 billion by 2008. Job seekers prefer BPOs over other sectors because it is providing high paying jobs to graduates/undergraduates. To deliver desired services to customer, who is 10,000 miles away, it is important to have good amount of business knowledge and required expertise.

The various reasons behind the increasing training need in the BPO industry are:

1. BPO industry is expected to generate 1.1 million jobs by 2008, and 6 million jobs by 2015, which is why training need has increased more than ever before.

2. High attrition rate in this sector reason being unsatisfied employee, monotonous work, neglected talent, inadequate know-how, etc
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3. Coming up of high profile BPOs

Training has become a major tool to retain employees. People working in BPO sector face the problem of night shift, job stress that results in de motivation. Well designed training program with clear career path increases the job satisfaction among the young professionals and help them in becoming efficient and effective at the work place. Therefore, organizations have to handle such challenges of meeting training needs, although, the sector is taking a lot of initiatives in conducting training for new joinees. Companies are now aligning business goals with training costs. But what more important is, is the development of the skills of middle management. Various BPOs have an elaborate training infrastructure that includes Computer-Based Training rooms, and specially trained and qualified in-house trainers.

The companies are now busy designing training programs for their employees. These companies try identifying the strengths and weaknesses and are emphasizing more on their personalities, problem-solving skills, and leadership skills.

With constant change in processes, technologies, techniques, methods, etc, there is a constant need of updation, training and development the BPO employees to consistently deliver customer goals.

Career Opportunities For Trainers in BPO Industry Preferred Educational Qualification UG - B. Ed Education Any PG Course - Any Specialization
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B.A - Communication Any Graduate - Any Specialization MBA/PGDM - HR/Industrial Relations PG Diploma - Any Specialization MBA from good institution specializing in training and

development Nature of Work

1. Introduce them to the concept of customer service and train them on basic telephone etiquettes, business communication and also written communication.

2. To conduct training in:

Communication Personality Development Grammar for companies in the Customer Service Time Management Customer Focus Accent Neutralization Voice Training Phonetics Modules Presentation Skills Culture Sensitization

3. Identification of training needs 4. Preparing training Calendar

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5. Maintaining Database and Preparing MIS reports on training 6. Taking training feedback 7. Evaluation of training effectiveness 8. Planning of schedules and long-term planning of training programs 9. Conduct new hire training to bring new joinees up the learning curve as per the requirements 10. To develop a training planner for the year based on the training need analysis 11. To develop training material and appropriate delivery methods for new hires as well as new initiatives for existing staff 12. To track progress and maintain records of all training activities

Skills and Attributes Skills and attributes required to become a successful trainerare:

Aptitude: Towards people management & counseling Key Competencies: Content development abilities Attributes: Good people skills Excellent command over English Good personality Excellent Communication & team handling skills Self Driven Person Excellent presentation skills Ability to train on language skills High energy, enthusiasm and hands on approach Logistics and Resource Management ability Transfer information in a simple and effective manner with clear and concise communication
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Should have core competency in conceptualization, designing and conduct of employee development programs in technical, behavioral and skill development

Have the ability to give learners feedback and coach them towards improvement

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Chapter - 25 FACILITATION OF TRAINING

Facilitation of Training Transfer through Focus on Trainee and Organization Intervention: Focus on Trainee Focus on Organization Intervention Focus on Trainee

Training is successful not only with good training designand training objectives but also with the readiness and willingness of the trainees. For the training to be successful, three things are required

1. Motivation 2. Knowledge, Skills, and Attitudes (KSAs) 3. Expectations towards Training

Expected Performance is directly proportional to the multiplication of motivation, required KSAs, and expectations towards training i.e.

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Motivation If the trainee is not motivated to learn, no learning is likely to occur no matter how good the training methods are, or how talented the trainees are. Therefore, it is important to intervene before training and provide them the information about the learning outcome that they can expect and how the learning outcome will help in achieving the objectives. This increases the motivation to learn and to be successful in training. Expectations Positive expectations matter a lot in a training program. If the trainee perceives the training as waste of time, and waste of resources, no learning is likely to occur. No learning is possible with negative perception. On the other hand, if the trainee believes and expects that the training would help him to improve upon his professional skills and would further help him in achieving his personal goals, the probability of training to meet the objective increases. Knowledge, Skills, and Attitudes (KSAs) It is important that the selected trainees should have the right KSAs for the training because even if the methods and contents of the training is good but the candidates do not have the right KSAs, the training program will fail. Also the training methods would not be effective if the candidates are lacking the desired skills. Therefore, proper selection technique is must that would ensure that hired have the requisite KSAs to be successful in training.

Facilitation of Training Through Organization Intervention

Failure of training is not always because of lack of KSAs but sometimes it is because of the organizational forces also. These forces also hold back the transfer of training, and learning. Therefore, it is important to keep in check those forces. For the successful transfer of training, it is necessary to have
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supervisor support, trainer support, peer support, reward system, climate and culture PEERS SUPPORT Peer support can also help in transfer of training, for example, if the trainee is the only one who is receiving training in the department then probably the experienced peers might put pressure on trainee to forget the training and work. This situation also hampers in transfer of training. However, this situation can be avoided by involving the entire department in training, SUPERVISOR SUPPORT can affect their employees learning in number of ways, for example, if the trainee is motivated to learn and receives full support from their supervisor, then this support in turn encourages the employee to learn as much as possible. Also, supervisor can also reduce the negative factors of training, such as, the work that piles up during training that makes the employee uncomfortable and employees negative perception about the training program. TRAINER SUPPORT can also have a positive impact on the transfer of training. Gone are the days, when the trainers role used to get over once the training program is done. Trainers role is now extended to the work place also. Besides training, trainers role is to keep a check on how trainees are performing and help them and discuss with them if they encounter any problem in the workplace.

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CLIMATE Apart from supervisor support, peers support, trainer support,Climate factor also comprises of company polices, attitude of upper management towards employee, towards training. If these factors are positive then the climate will also support the transfer of training. It is the organizations foremost duty to make the employees realize through these factors that adequate amount of time and resources are spent on them for their professional andpersonal development. CULTURE also have the impact over the transfer of training. If the culture of the organization provides enough opportunities to its employees to implement what they have learnt in the workplace and provide them variety of others factors such as, social support, challenging jobs, etc then the likelihood of the transfer of training increases.

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REWARD SYSTEMS If the learning outcome that helps in achieving the objectives is linked to reward system then the probability of the success of training would increase.

Training facilitators

Training facilitators are used in adult education. These facilitators are not always subject experts, and attempt to draw on the existing knowledge of the participant(s), and to then facilitate access to training where gaps in knowledge are identified and agreed on. Training facilitators focus on the foundations of adult education: establish existing knowledge, build on it and keep it relevant. The role is different from a trainer with subject expertise. Such a person will take a more leading role and take a group through an agenda designed to transmit a body of knowledge or a set of skills to be acquired.

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Chapter 26 EXCERPTS
Our consultant training programmes will build your sales and recruiting expertise so you can achieve and enjoy a lasting and rewarding career.

Godrej started total quality management (TQM) workshops in 1995, to inculcate a `positive work culture' in the company. In 1997, all the 5,000 employees of GSL were put through a three-day workshop as part of the "visioning" session of TQM...

The consultant training at Hays is widely recognised as the industry's best. No matter what your background, you will experience a steep learning curve to enable you to become a recruiting expert. We want you to be extremely successful, so we support your development with formal classroom training and on-the-job coaching from experienced colleagues throughout your career.

The recruitment industry is demanding, with an environment that offers constant change and challenge to all of our employees. But if you're a talented person and driven to build and manage lasting customer relationships and contribute to winning teams, a wealth of personal growth and development opportunities are there for the taking.

We are committed to providing you with the best training and support. We provide one of the most intensive and supportive training programmes in the industry, geared towards making you a high performer

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whose standards of expertise and results are way above the industry average.

All of our consultant training programmes are designed to help you develop best practice in everything you do while working for your clients and candidates. The training includes a variety of formats from formal classroom based training to workshops, one-to-one coaching and on-the job training. In order to support you and progress your career development, your training programme will be adapted in accordance with your performance appraisals and learning needs.

Management Development

We offer management training to anyone who moves into a people management role, whether they are a team leader or functional manager. Our bespoke programmes combine practical training as well as classroom sessions covering management theory and best practice.

Leadership Development

We have developed world class programmes in conjunction with leading business schools and their faculty. Our Advanced Management programme covers strategy, finance, people leadership and a practical module applying your learning in a charity partner. This is taught in your region.

Our Senior Leadership programme is global and taught in business schools around the world. It combines project work with leading edge modules covering strategy, finance, managing organisational complexity and people leadership

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Parivartan In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in "Personalitree Academy Ltd." Personalitree provided interactive soft skills training programmes online to corporates. Personalitree's training modules have since been a part of Godrej's training and development initiatives.

It all started in 1996 with the break-up of the joint venture between Godrej Soaps Ltd (GSL) and Proctor and Gamble (P&G). Post break-up, GSL was bereft of a distribution system and had to start from scratch. As part of the rebuilding exercise, GSL recruited about 250 new employees who had to be aligned with its corporate culture. In 1997, GSL conducted a Total Quality Management (TQM) workshop for all its 5000 employees to help them connect to their job.

Parivartan2 was launched in September 2000 in GSL to train new as well as existing employees on various aspects of the business and to motivate them. In 2001, new initiatives like Young Entrepreneurs Board (YEB), Red and Blue Teams, Mentoring and Reverse Mentoring were introduced in the Godrej Group, (Godrej) to encourage the involvement of youth in strategic decisionmaking.

In early 2002, a need was felt among the top brass of Godrej to instil a performance- driven culture in the company. In addition to upgrading the talents of existing employees, Godrej had to train new recruits.

Thus, Godrej developed a comprehensive and innovative training programme for management trainees and named it Godrej Accelerated Learning Leadership and Orientation Programme (GALLOP).

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The objective of GALLOP was to develop a newcomer into a professional by giving him or her exposure to various departments and inculcate in him or her, a sense of belonging.

Later, in September 2002, GIL introduced Spark, a training programme for managers to help them become effective coaches. Towards the end of 2002, E-gyan was introduced in GIL to increase the learning potential of employees.

In January 2003, a special HR programme on honing the interpersonal and negotiation skills of officer- level employees was launched in GIL. Further, in October 2003, an English language training programme was held for floor workers of Godrej and Boyce Manufacturing Company Ltd (GBML), so that they could follow all instructions issued in that language independently.

In 2000, 'Parivartan' was launched in GSL with the objective of motivating employees as well as imparting knowledge about the sales functions of GSL. A team of 18 senior executives from all divisions spanning sales, logistics and HR were called on to provide necessary inputs...

Parivartan is the annual b-school festival organized by Department of Management Studies, IIT Delhi. This splendor attracts finest talent from the eminent b-schools of India engaging them in some mentally stimulating, intellectually challenging and fun-filled array of events. The 2-day extravaganza brings together some nail biting events relating to every aspect of management like Operations, Marketing, Human resource, Strategy, Social Work etc. Parivartan provides a platform to the young thought leaders to apply their knowledge to the practical situations and lead them into thought provoking
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discussions. This festival hosts paper presentations, quizzes, debates, case study analysis and interactive industry-student sessions. In these sessions business leaders are invited from different profiles to give guest lectures and motivate future generation leaders. The management competition is accompanied by cultural events. A number of students participate in singing, dancing, Salsa workshop etc. It's really awesome.

Introduction

Parivartan epitomizes the spirit of DMS and strives to get a snapshot of the ever changing business scenario and business dynamics through a broad and diverse spectrum of events. With an unparalleled level of participation, with whopping crowds in an engaging atmosphere, it presents a compelling reason why every year, the best in the corporate world battle it out for every inch of space in the campus. Parivartan provides a platform for business prodigies to understand, analyze, interpret and debate contemporary issues of managerial, economic and social significance. It is supported by a consortium of leading institutes and corporate across the country. Clash of intellect, vibrant hues of innovation and tons of fun - that's what we call the Parivartan experience

History

Parivartan traces back its history to 1997. It is transformed into a major business festival in India. Every year the Parivartan event is associated with a theme and all the events are designed centered to the theme. Events 1) Inauguration-lecture series

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"Experience is a good school but the fee is high". we inaugurate Parivartan'12 in the presence of some of the most prominent and experiened leaders of the industry. Get to know what it means to be out there! A series of enlightening lectures from a panel of industry representatives, who will pave your way to the industry.

2) Synchronizer

3) Corporate Roadies4.0

A manager is supposed to see the system from a holistic point of view and make courageous and timely decisions. Corporate Roadies tests the courage, convictions, abilities to see beyond the tangible, pick up the right threads and create a strong connection to cross over the insurmountable.

4) The Brand 5) Nukkad Natak 6) QUIZ-ZICAL 7) Nut Cracker 8) B-Plan write up 9) DMS Ki Adalat 10)Foot Loose 11)Twist -N-Turn 12)Face off

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Economic Value Added (EVA) Training

In 2001, Godrej introduced Economic Value Added (EVA) in all its group companies. An extensive training program was undertaken for various managerial and officer levels. Over 500 employees were trained to manage EVA by making appropriate decisions involving investments and/or trade-offs between the income statement and the balance sheet. This training programme was conducted by Stern Stewart, New York based management consultancy who had pioneered the concept of EVA...

A measure of a company's financial performance based on the residual wealth calculated by deducting cost of capital from its operating profit (adjusted for taxes on a cash basis). (Also referred to as "economic profit".)

The formula for calculating EVA is as follows:

= Net Operating Profit After Taxes (NOPAT) - (Capital * Cost of Capital)

Economic Value Added Concept - What is Economic Value Added? How do you calculate Economic Value Added? are common questions asked - all of which we will address.

A truism of finance, economics, and business - The concept of Economic Value Added (EVA) is a fundamental truism of finance and business, and is supported by the work of a number of distinguished economists. More importantly, it's common sense.

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It's the Concept that matters, not the name - Residual Income, Economic Profit, Economic Value Added, EVA, SVA, CVA and any other Value Added measure, all explain the same thing with different trademarks but with the exact same underlying concept. The concept itself has been around as far back as 1896 and in itself is not proprietary.

Economic Value Added or Economic Profit defined - Let's use the term Economic Profit to describe the concept, as it is one of the most commonly used term to describe the concept. Quite simply, Economic Profit is the calculation of a company's net operating profit after taxes (NOPAT), minus a capital charge for the investment or capital employed in the business.

An Example - For example, you decide to start a lawn care service with $1,000 of personal savings that might otherwise earn 10% on average over time. You invest your $1,000 into a lawnmower and lawn care tools. By the end of the year you have made $300 in NOPAT. What`s your Economic Profit? There are 2 ways to calculate Economic Profit. Either way you calculate it, you`ll always get the same answer. The first way is by simply subtracting the capital charge of $100 ($1,000 in capital x 10% cost of capital) from the NOPAT of $300, which gives you an answer of $200. The other way is by subtracting the cost of capital of 10% from the return on capital of 30% ($300 of NOPAT divided by $1,000 of Capital), which equals a spread of 20%. Multiply the 20% spread by the Capital of $1,000 and you get the same answer of $200 in Economic Profit.

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Chapter 27 GALLOP
GALLOP was instituted in early 2002 as a structured and organised induction-training programme at Godrej. GALLOP aimed at nurturing the new recruits into leaders and dynamic performers through this one-year programme. The programme started with an induction speech by the chairman, followed by the speeches by the CEOs of all the group companies.

The trainees were rotated in four departments other than their primary department including a compulsory sales stint. This mandatory rotation in sales enabled the trainees to get a hands-on experience in understanding the market...

Gallop Consulting Services acts as a gateway to provide recruitment solutions to the corporate clients. We are a dedicated team of professional consultants offering top of the line global executive recruitment and selection services.

Our range of client services includes Contingent Recruitment & Retained Recruitment solutions. We are professionals with extensive understanding of the various aspects of multinational and local business and industry's specific demands.

We are committed to the best interests of the businesses and job seekers, and would like to call us fair-minded and straightforward executive recruitment solution provider. Combined with our methodology and work ethics, we can get the jobs done quickly and efficiently.

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Our Key Performance Indicators:

Service Quality Gallop thrives on high standards of the quality of work provided. We continuously drive to successfully complete the job with honesty and integrity while understanding the needs of our clients and candidates.

Timings Gallop holds an optimal commitment to meeting clients deadlines without compromising the quality and standards of the process.

Client Satisfaction Focus on the attainment of quality standards and targets determined and adopted from the start, between the client and Gallop Consulting Services.

Relationship Building

We also focus on the importance of committing ourselves to invest our time in getting to know the client, client values and their needs in order to complete a successful assignment. With each assignment, we hope that the relationship can develop into a continuous partnership, in order to carry on providing consistent quality, by applying the knowledge and understanding of the clients we have acquired.

Prior to commencing any recruitment activity we invest time in getting to know your operations and your organization culture. We will work closely with you to plan and define priorities in your research needs. We will
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then break down the overall research needs into deliverable projects and recommend the best approach for each case.

SPARK

The objective of the Spark programme, initiated by GIL in September 2002, was to "train the trainers". The training programme was aimed at equipping the managers to become successful coaches. GIL, in association with a Delhi-based HR consultant, conducted a host of workshops to enable the managers assume the role of a coach...

E-GYAN

E-Gyan was the e-learning initiative of GIL launched in the second half of 2002. It was an attempt to move away from traditional training methods of workshops and help sharpen the intellect of the employees by self- learning initiatives. Initially, Satyam Education Services Ltd was the content provider and rendered the entire gamut of learning resources through its e-learning portal -learnatsatyam.com. Internal communication measures like 'enrolment on a first-come-first-serve basis' and 'be the first e-gyanee' were circulated...

CRITICISM

One criticism against the training and development programs at Godrej was that there were no measurement techniques to judge the effectiveness of the programs. For example, no specific measures were developed to determine the extent to which the interpersonal and negotiation skills training aided the employees to develop a more robust business concept...

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Chapter - 28 EXCERPTS FOCUS ON E-LEARNING

GE had started implementing on-line training way back in the year 1998. While it was analyzing the return on investment for one of its courses at GE Aircraft Engineering , the company discovered that the three-day course cost the company $47 an hour in terms of productivity loss per customer and $1,500 for travel and living expenses incurred on participants who had to be flown in from various locations to GE Transportation's Cincinnati headquarters.

The existing training facility also needed a revamp and was estimated to cost $4.5 million. It was at this point that the company decided to implement an online course instead.

Later, when the company assessed the effectiveness of the online program, it turned out that employees were able to absorb nearly the same learning in a three hour online course.

It saved the time employees spent away from work. In addition, the company did not have to incur any additional costs for travel and related expenses...

The Impact

GE was recognized for its ability to maximize the value of the enterprise's intellectual capital by producing exceptional leaders.

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Analysts observed that GE never experienced any dearth of good leaders to take over the reins as and when the need arose. Experts pointed out that another key benefit of GE's focus on training was that it brought global consistency to all its businesses. As Rick Kennedy, manager, media relations, GE Aircraft Engines, remarked, "Despite the company's size, everyone has a common set of objectives to work from and it's very effective." GE had been able to use its diversity to transform itself into a learning organization where employees could develop themselves continuously. The on-the-job rotational assignments that the company offered enabled employees to get tremendous exposure across its varied business segments and divisions and gave them unmatched practical exposure to sharpen their managerial capabilities... Building on that insight, Nichani writes, A rich experience base is what distinguishes an expert from a novice. One way to build an experience base is to wait for experiences to come to you. This is the natural way. The other way is to create an environment where experiences can be accelerated. This is the realm of training. But how much of our training is based on accelerating experiences? How many training outcomes are based on interpretation and sensemaking capabilities? An excellent question. Nichani explores it briefly, but Id love to see other e-learning creators and participants discuss this further. Read the rest of this list eLearning is not ePublishing, by Bill Bruck, Collaborative learning, Dec. 1. Excerpt: Rapid development is the latest catch phrase, but all too often it amounts to converting a PowerPoint slideshow to a Flash presentation and
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calling it e-learning. Heres a news flash reading isnt the same as teaching. Absolutely. Brucks article is an excellent complement to my earlier piece, Corporate E-Learning: Focus on Tasks. Aha just listening doesnt work well, Designing for Civil Society, Oct. 21. Here, David Wilcox emphasizes how important interactivity is to learning. Passive activities like listening or reading alone dont cut it. Includes links to a few other key articles on this theme. Teaching and learning online with wikis, by Naomi Augar, Ruth Raitmanand Wanlei Zhou (Deakin Univ., Australia). This paper was presented at the 2004 conference of the Australasian Society for Computers in Learning in Tertiary Education (ASCILITE). Its an excellent overview of what wikis are and how educators can put them to practical use including an ingenious icebreaker exercise. E-learning podcasts: So far, Ive heard of two podcasts related to education and e-learning. Subscribe to the feeds for Weblogg-

ed and EduPodder to get an educational earful. Neither podcast has published many episodes yet, but keep listening.

More e-learning and podcasting. In case you missed it, the Dec. 20 Croncast podcast featured an interview with Dr. Susan Manning, who is on the faculty of the Making the Virtual Classroom a Reality project (Univ. of Illinois). Manning has developed some fun e-learning techniques. I especially like her online party? approach to teaching conversational social English. Moodle. I found out about this free, open-source course management system in the Croncast interview with Susan Manning mentioned in the
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previous item. It sounds pretty cool. If you want to try it, make shure you go to Moodle.org, notmoodle.com. Eportfolios, by George Siemens, elearnspace, Dec. 16. A great basic primer about a cool tool for e-learning. Excerpt: Electronic portfolios (also referred to aseportfolios or webfolios) are gaining recognition as a valuable tool for learners, instructors, and academic organizations. Definitions of eportfolios vary, but generally include the notion of a digital resource (personal artifacts, instructor comments) demonstrating growth, allowing for flexible expression (i.e. customized folders and site areas to meet the skill requirements of a particular job), and permitting access to varied interested parties (parents, potential employers, fellow learners, and instructors).

Exhibits

Exhibit I: GE's Distinguished Alumni Exhibit II: Top Companies for Executive Development Exhibit III: Crotonville's Mission Exhibit IV: Various T&D Programs at Major Businesses of GE Exhibit V: Financial Management Program Exhibit VI: Information Management Leadership Program Exhibit VII: Edison Engineering Development Program Exhibit VIII: Operations Management Leadership Program Exhibit IX: Distinguished FMP Graduates Exhibit X: Experienced Commercial Leadership Program Exhibit XI: Human Resource Leadership Program

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Chapter 29 EXCERPTS TRAINING AND DEVELOPMENT INITIATIVES

Increasingly, high performing organizations today are recognizing the need to use best training and development practices to enhance their competitive advantage. Training and development is an essential element of every business if the value and potential of itspeople is to be harnessed and grown. The image of an industry and of individual employers is also influenced by the extent and quality of staff training and development. Potential employees in such an open labour market will assess the track record of prospective employers in this vital area. Career progression and development is an increasingly attractive or even basic requirement for many such employees. In todays business climate where all industries are experiencing staff and skills shortages, companies are faced with stiff internal and external competition for quality employees. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance.

By adopting a strategic approach to training and development rather than an unplanned and ad hoc one, training and development initiatives become more targeted, measurable and effective. However, increased flexibility in terms of training delivery may need to be expanded in the future to facilitate participants different learning styles as well as lifestyles. They also need to be assessed in terms of reaction, learning, behavior change and results to determine the added value to the organisation. This area of evaluation is one whereby many organizations simply evaluate the effectiveness of the training intervention based on the initial reaction of participants, an area which clearly

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needs to be expanded. A sample training and development approach is outlined below describing the essential elements in a strategic approach.

Training and Development Plan

Mission statement / Aims / Objectives / Ethos: Formulate a mission statement or objectives of the program.

Identification of Training and Development Needs Assessment of organizational needs, employee needs by doing an in depth job analysis job analysis

Define objectives - Individual needs and Organizational needs for long-term and Short-term

Development of Training and Development Plan

Types of training and development required : Should plan weather the training is related to increasing knowledge, skills, attitudinal or related to personal Development

Selection of Training Methods

Based on the training requirements we can select formal, Informal or on-the-job methods

Implementing Training and Development

Here we will select the participants, schedule staffing.

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Recording of training undertaken conducting training and development

Evaluating Training and Development Process

Measurement of results against standards by reaction, learning and behavior results

The Initial Efforts

Motorola had started training its employees' way back in the 1920s, and the importance of training continued to grow. Till the early 1980s, Motorola had its own standard employee development activities in which training was the key element.

During those days, when people were recruited for manufacturing, the company looked for three essential qualities in the employees - the communication and computational skills of a seventh grader; basic problem solving abilities both in an individual capacity and as a team player; and willingness to accept work hours as the time it took to achieve quality output rather than regular clock hours.

The quality of the output was the primary consideration for Motorola, and employees were expected to make full efforts to achieve quality. Most of the employees learned their job through observing the seniors at work and learning through the trial and error method. The training lessons imparted to them involved techniques to improve their communication skills and sharpen their calculation skills...

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The Motorola University

After conducting various training experiments that spanned a few decades, Motorola came to understand that training involved more than designing and implementing one particular program for a set of employees. To keep improving performance, training should be a continuous learning process involving each and every person in the organization. Normally, training was an ad hoc measure, whereas education gave the recipient a vision. Education was viewed as an investment rather than a cost. Therefore, Motorola decide to elevate MTEC to the status of a university in 1989...

Focus on E- Learning

Motorola University created a new internal institute named College of Learning Technologies (CLT) to develop educational delivery systems through satellite, Internet and virtual classrooms.

This department was responsible for providing innovative learning via virtual classrooms, online experiences, use of CD-ROMS and through multimedia such as video and satellite conferences. The university placed a large selection of courses and training materials on its intranet , available around the world at any time to its employees...

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Chapter 30 Human Resource Management of AMETEK

AMETEK, Inc is a manufacturer of electronic instruments and electromechanical devices with headquarters in the United States and over 80 manufacturing sites worldwide.

The company was founded in 1930 and has been listed since on the NYSE under the ticker symbol NYSE: AME. The company's original name, American Machine and Metals, was changed to AMETEK in the early 1960, reflecting AME's evolution from a provider of heavy machinery to a manufacturer of analytical instruments, precision components and specialty materials.

Ametek today consists of two major groups (the Electronic Instruments Group and the Electromechanical Group). Together, these two groups and their respective divisions combine a total of over 100 brands, including analytical instruments, monitoring, testing and calibration devices as well as electrical motors, pumps and interconnects. The company's headquarters are in Paoli, Pennsylvania.

During the 1980s, one Ametek group partnered with the California Institute of Technology to assemble hypercube topology computers. It is not known how many systems were delivered, but the market came to be dominated by Intel, NCUBE, and Floating Point Systems.

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On April 11,2010, AMETEK, Inc. announced acquisition of Madison, Wisconsin based 3D atom probes manufacturer Imago Scientific Instruments.

On November 9, 2010, AMETEK, Inc. Acquired Chicago based provider of weathering test instruments and related testing and consulting services Atlas Material Testing Technology LLC, from Industrial Growth Partners for $159 million in cash:-

Human Resource Management The ultimate success of any organization depends on its Human resource. This makes Human resource a challenging and critical element for managers to control. Thus Human resource of Descon is not only a critical asset today but has become an important source of competitive advantage in dynamic industry of engineering and construction. With the help of HRD, Descons rating in Pakistan is No.1 in Engineering and Construction based industry. They are standing for many years and no one even touch to their rank because of competent and willing work force

HRM is an instrument conceived for training sessions. If you have one which allows you to download the data on your computer, then you have an impressive amount of information you can use. You will definitely see the improvement on your bike once you understand the factors which influence your cardiac rhythm.

You will always pedal better in competitions that when you train. This is what happens with most of he persons who train correctly. It is very difficult to make decisions based on the HRM watch when you compete. There are even people who have given up on chasing the platoon because their heart rhythm was too elevated. This is a huge mistake because cycling is a much too
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complex tactical fight, which is why your experience is much more important than your cardiac rhythm. Heart rate target zone is the term used to describe the different areas for which a HRM can be set. Most of the users of a heart monitor watch use standard settings and use programs with standard percentages, which are calculated depending on the maximum heart rhythm. These programs are far from reality when we refer to someone who wants to take things seriously. These target zones have to set according to the personal experience and according to tests, not to a general formula. The most important thins is not to set a too short span between the minimum and the maximum heart rates. If you do this, you will reach the limit very quickly and it will be difficult for you to remain in the right zone.

Apart from the Human Resource department, the industrial and organizational psychology department is also responsible for handling the hiring practices, training programmes and feedback systems. They help guide the HR department to understand the behaviour and attitudes of its employees.

The psychologists try to gauge the problems that the employees face and find ways to improve their performance. The organizational psychologists apply the principals of psychology to Human Resource. The blend of the two can be beneficial for the company and its employees.

The psychologist deals with the human aspects of the workplace and aim at improving people's efficiency, and hence organizational effectiveness, through their knowledge about human functioning.

The major difference between organizational psychologist and HR consultant is that all the work of the Industrial-Organisational psychologist has
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to be backed up by scientific evidence and statistics. In contrast, HRM is essentially a business study which emphasizes more on the practical side, with less focus on the scientific side.

The jobs of these two professionals are inter-related. The psychologist relies on the HR consultant for important data as well as to know their views. And on the other hand these consultants rely on the psychologists because they have the expertise in assessing human characteristics.

They can design the ideal candidate profile by learning the characteristic required to fulfill the post. Also they can design the tools to improvise the execution processes.

They know how people get well versed with their profession and train them accordingly. They have a mastery in problem solving and try to eliminate the problem from its root. Their technique is based on extensive research material.

Organizational psychology and HRM is more of a collaborative department than competing departments. They work hand-in-hand to create an organizational success.

Human Resources Planning It is a starting point of human resource management. If an employee leaves the firm due to any reason, which may be deliberate resignation to move to another firm, or any other reason such as, retirement, termination or death, a vacancy is formed at the respective department of the Descon. The department, carefully analyzed in all its respects identifies this vacancy and the job description is forwarded to the Human Resource department.
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Job analysis It is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. a) Job Description It is a list of jobs duties, responsibilities, reporting relationships, working conditions and supervisory responsibilities. Descon Engineering Company makes a job description before recruiting people. b) Job Specification A list of jobs human requirements that is, the requisite education, skills, personality, and so on. They also make job specification hire the right people at the right place.

Recruitment and Selection Descon Engineering Co. Maintains a strict difference between external recruitment and internal recruitment.

The

global

manufacturer

of

electronic

instruments

and

electromechanical devices has named its new Senior Vice President-Human Resources as Gregory J. Kelble.

Kelble will take on the role at AMETEK after holding previous posts including Managing Director and Chief Human Resources Officer at MSCI Barra, and VP of HR at both Honeywell and BOC. He has also taken on training, management and organisational development positions for companies such as Pepsi-Cola, Textron and United Technologies Corporation.

Frank Hermance, Chairman and Chief Executive Officer, AMETEK, says: "I am pleased to welcome Greg to AMETEK. We are fortunate to have a senior executive with his strong background in all facets of human resource management to lead our worldwide human resources organisation."

The Senior Vice President of Human Resources will serve as a global business partner to the CEO of the corporation and will provide
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leadership and direction for the management of all human resources strategy, plans, policies and programs for the company. He/she will serve as a full member of the executive leadership team providing Human Resource vision and business leadership to develop and implement effective Human Resource initiatives.

He/She will be expected to quickly learn the business, the culture and the value system of the company and then develop, secure agreement to, and implement leading edge Human Resource plans, programs, and policies to create the value proposition for attracting and retaining the best talent in the industry.

AMETEK is a leading supplier of electronic instruments & electromechanical devices bringing together some of the most well-known brands in areas of Process Control, Motion Control, Environmental Control Systems, Instrument Calibration, Material Analysis & Precision Metrology

AMETEK India with its corporate office at Bengaluru and branch offices in India provide end to end technology solutions & services to customers across industries such as Automotive, Aerospace & Defence, Pharmaceutical, Oil & Gas, Medical, Power, Semiconductor, Research and Academia.

In addition, AMETEK also has its R&D Centre of Excellence at Bengaluru to support global AMETEK businesses in research and engineering product development with engineers working on diverse skills such as hardware, software, mechanical design, thermal analysis and test automation

Amtek Auto Group, comprised of Amtek Auto, Amtek India and Ahmednagar Forgings, is one of the largest integrated component manufacturers
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in India, with a strong global presence. It has 43 world class manufacturing facilities located in India (39) and Europe (4). With the infrastructure and technology platform developed over 25 years, the Group is well positioned in the Indian Auto and Non-Auto component markets.

Amtek, a local human-resource and labor-relations consulting firm, is not only changing its public persona but also adding payroll services to its offerings.

Amtek Human Resource, Consultants, Inc. has been the legal corporate moniker for 20 years. On Jan. 1, 2007, the public will see a second corporate entity - HR One, Inc.

"HR One will be our new business face," says Robert J. Banuski president and founder of the firm.

Amtek will continue, as a legal corporate entity with Banuski as the sole stockholder. Banuski is the majority stockholder along with two minority stockholders in HR One.

HR One, which required a six-figure start-up investment, will act as the core component of payroll administration offering a one-source solution. The firm anticipates processing approximately 300 payrolls by the end of 2007.

Changing client needs increased demand for one-source solutions and prompted the addition of Web-based payroll services. The payroll system has been in the planning stages since the fourth quarter of 2005.

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"Over the past 20 years, we have observed clients who needed state-of-the-art payroll services," Banuski says. "This is an opportunity for our current and potential clients to obtain those services from one source."

Large payroll companies like Paychex and Automatic Data Processing, are unable to offer the personalized payroll services that HR One will specialize in, Banuski says.

HR One started processing payrolls in September, affording clients immediate and intimate access to payroll information through the Internet.

"Our clients will be able to see their payroll before processing," Banuski says.

"Therefore the client can make necessary changes. The total Webbased program lessens the opportunity for human error."

HR One's inter-related payroll and consulting services resulted in the company's current tagline: People to Payroll.

Banuski plans to offer payroll services to existing clients and individuals currently using other processing methods.

Human-resource consultants will install the payroll program at client locations, offering interactive customer service instead of a phone-based relationship.

Banuski plans to hire two, full-time payroll professionals with industry experience to oversee the Web-based payroll program.
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Amtek currently employs 15 at its 2,500-square-foot headquarters in the village of East Syracuse.

The company has annual contracts with 300 employers in and around Central New York. Clients come from a wide range of industries and include Onondaga County, the Central New York Regional Transportation Authority, and Cornell Cooperative Extension.

Banuski says his company works primarily with organizations employing 25 to 200 people. Amtek provides these small employers with outsource services equivalent to a senior vice president of human resources and the capabilities of a humanresources staff.

"We take the place of a $75,000 to $100,000 human resource director for a fraction of the price," Banuski says.

Amtek has a great working relationship with various regulatory agencies and state organizations, including the New York State Division of Human Rights and the Equal Employment Opportunity Division, according to Banuski.

To date, Amtek has handled thousands of claims against employers, dealing with issues like sexual harassment, child labor, and age discrimination.

To ensure consultants are up-to-date on the necessary regulatory and compliance issues, Banuski spends thousands of dollars on reference materials each year.

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"I often say a company's greatest asset and greatest expense are its employees," Banuski says. "We help business owners get a return on their people."

The company has completed projects for over 1,000 clients. Amtek's services include: writing employee handbooks, hiring guidance, training guidance, performance management, employee compensation, conflict resolution, and managed separation.

"A lot of small employers are not aware of or mismanaging regulatory issues," Banuski says. "We offer the compliance expertise and same level of service, whether we are helping you hire or terminate."

Amtek also offers a human-consulting hotline, which receives 100 inbound calls in a typical week. Clients of strategic partners - organizations like insurance agencies that want to provide additional services to their customers often access the hotline. These clients can also receive payroll services through the hotline.

Banuski sees the addition of payroll services as a natural extension of their current services.

"The payroll program is responsible for our largest growth spurt in over 20 years of steady expansion." Banuski says. "What differentiates us from competitors is our consulting experience for ... managing current employees and strategic thinking."

Prior to founding Amtek in 1986, Banuski co-owned a national, human-resources firm.

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He declined to disclose annual revenues for Amtek, which has regional offices in Albany, Binghamton, Rochester, the New York Metro region, and MidHudson/Catskill region.

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CONCLUSION
Human Resource Management focuses on matching the needs of the business with the needs and development of employees. Tarmac depends on its people because their skills contribute to achieving its business objectives.

Within Tarmac, every employee has a valuable role to play. The emphasis is on helping individuals to work together. Workforce planning is part of this strategic process, which looks at the long-term needs across the organisation.

Personal development plans enable every individual to grow both professionally and personally within the business. They also help Tarmac to create a distinct and important competitive advantage through selecting and developing highly motivated and skilled staff who are able to perform at high levels. Plan, direct, and coordinate human resource management activities of an organization to maximize the strategic use of human resources and maintain functions such as employee compensation, recruitment, personnel policies, and regulatory compliance.

Human Resources, Training, and Labor Relations Managers and Specialists In filling entry-level jobs, many employers seek college graduates who have majored in human resources, human resources administration, or industrial and labor relations; other employers look for college graduates with a technical or business background or a well-rounded liberal arts education. For many specialized jobs, previous experience is an asset; for more advanced positions, including those of managers, arbitrators, and mediators, it is essential.
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Keen competition for jobs is expected because of the plentiful supply of qualified college graduates and experienced workers.

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