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Name : Regn No: OPTION II

A Project Report based on in depth - study and critical analysis of the following HRD training aspects of an Organization. a) HRD System: Human Resource Planning, Training Policy, Training Budget. b) Training Need Assessment System. c) Training and other Development Programmes and their evaluation. d) Strategies for improving HRD activities in the Organization. Study and critical analysis of the HRD training Aspects at XXXXXX. ABOUT THE COMPANY XXXXXXXXX is one of the leading healthcare BPO & IT solutions company in Hyderabad. Headquartered in Los Angeles, California, our clients include Hospitals, Outpatient Surgery Centers, Clinics and Physician Practices. XXXXX wide spread its operations in locations like Hyderabad, Chennai, Bangalore, Gurgoan, Vijayawada etc. XXXXXX's current work force of over 1000 professional transcriptionists and coders service our clients' needs on our secure Web-based systems. XXXXXX's growth has not come from acquisitions but instead through an organic process of recommendations and referrals from our satisfied clients. Study and critical analysis of the HRD training Aspects at XXXXXX.Net India Pvt Ltd Is the choice for completion for the internship project because option II covers all the parts of human resource system of an organization for both employees and the organization. (A) HRD System: Human Resource Planning, Training Policy, Training Budget
Human Resource planning can be defined as a process by which an organization ensures that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives or in other words HRP can be defined as planning for the future personnel needs of an organization, taking into account both internal activities and factors in the external environment.

Human Resource planning is a dynamic and ongoing process. Following are the series of steps involved in Human Resource Planning.

1.

Forecasting:

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Forecasting future manpower requirements and future supply of human resources in an organization. 2. Inventory: After knowing what human resources are required in the Organization, the next step is Inventory i.e. inventorying present manpower resources and analyzing the degree to which these resources are employed optimally.
3.

Audit: Anticipating Manpower problems by projecting present resources into the future and comparing them with the forecast of the requirements to determine their adequacy both quantitatively and qualitatively. HR Plan: Planning the necessary programs of recruitment, selection, training, deployment, utilization, transfer, promotion, development, motivation and compensation so that future manpower requirement will be met.

4.

TRAINING POLICY: Training and development is vital to any business. Its purpose is to better the performance of employees to enable them to meet company business goals. Along with the other functions of company operations, training and development too need the explicit support of top management, with out which the entire training exercise will be a complete failure. The purpose of training is to meet the organizations needs in relation to its objectives. It is vitally important, therefore, that management has a policy with respect to training and that this policy should be well defined and clear-cut. More specifically, it should be expressed in the rules and procedures which govern or influence the standard and scope of training in the organization. A model training policy should encompass the following:
1. 2.

3. 4. 5. 6.

7.

Overall accountability of management right from the stage of planning to successful implementation. Organizations approach to reinforce training as a function which would include guidance for design and execution as well as dissemination of relevant information to all the employees. With the provision of periodic surveys, organization can ensure that the training is in line with the needs and objectives of the company. As per the external and internal factors, training programs should be designed accordingly as per the priority since resources are always scarce. Clear identification of target groups and confirmation that training relates to everyone without exception. Communication to all employees of the firms intention regarding each individuals career development and the contribution of training to a persons future promotional aspects. Expression of firm faith and belief that training and development are as crucial to the organization as to the individual and that the companys growth is inextricably linked with the growth of each employee.

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TRAINING BUDGET: Basically a budget generally refers to a list of all planned expenses. Establishing a training budget for the organization ensures that we allocate appropriate funds for employee development over the course of period. It is usually prepared annually for management to have an idea on how much will be required for training during the financial year and for the overall corporate budget. It can also be prepared quarterly or as requested by management. By planning for training expenses and linking them to strategic objectives, we can typically avert cost-cutting measures that could reduce our training budget. Points to be noted while preparing training budget are as follows:
1) No of Employees in Organization. 2) Categorize these employee in to various

levels(Executive, Middle, Senior Management etc). 3) Categorize maximum up to 5-6 levels. 4) Decide upon how many training hours for each category we would like to give. 5) Identify the subject of training/ method of training (in house/ outbound/experiential/ internal trainer/ external trainer). 6) For understanding the training requirements either soft skills or technical skills, need to be in to be in touch with immediate supervisor or department heads i.e. go for Training Need Analysis. 6) Exercise upon the prevailing rates from the training vendors we may want to associate with. 7) Prepare training calendar. 8)Once we have all this data we can estimate the budget we want to allot for training. (B)Training needs Assessment System The training needs assessment is a critical activity for the training and development function. A TNA is a tool used to identify the knowledge, skills and attitudes required for a particular individual to carry out his/her job. To be effective and efficient, all training programs must start with a needs assessment. Long before any actual training occurs, the training manager must determine the who, what, when, where, why and how of training. To do this, the training manager must analyze as much information as possible about the following: Organization and its goals and objectives. Jobs and related tasks that need to be learned. Competencies and skills that are need to perform the job. Individuals who are to be trained.

Why Training Need analysis 1. To have right human capital to achieve organisational goals. 2. Providing learning opportunities to the employees for their development. 3. To retain employees.

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4. To bridge gap between requirement and performance. People Involved in TNA A) Senior managers/strategic decision makers, line managers, possibly colleagues/ co-workers + HR specialists B) Individuals: Learners, Trainees, Groups and their representatives. C) Customers, suppliers, budget holders and key-initiative holders D) Functional specialists + training specialists There are three levels of a training needs assessment: 1. Organizational assessment as a whole 2. Occupational/task assessment 3. Individual assessment Methods of collecting data to identify Training needs: Participatory Activities Observation Interviews Surveys/ questionnaire Meetings/ Workshops Existing data/ Document Review (C)Training & other Development Programs and their evaluation Training and Development: It is an attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for Training and Development is determined by the employees performance, deficiency, computed as follows. Training & Development Need = Standard Performance Actual Performance Training: Training refers to the process of imparting specific skills. An employee undergoing training is presumed to have had some formal education. No training program is complete without an element of education. Hence we can say that Training is offered to operatives. Development: Development means those learning opportunities designed to help employees to grow. Development is not primarily skills oriented. Instead it provides the general knowledge and attitudes, which will be helpful to employers in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company.
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Training & Development - a mistaken notion that both are same. Difference between Training and Development are mentioned as followed: Training Training is skills focused Training is presumed to have a formal education Training needs depend up on lack or deficiency in skills Trainings are generally need based Training is a narrow concept focused on job related skills Training may not include development Training is aimed at improved job related to efficiency and performance Development Development is creating learning abilities Development is not education dependent Development depends on personal drive and ambition Development is voluntary Development is a broader concept focused on personality development Development includes training wherever necessary Development aims at overall personal effectiveness including job efficiencies

Importance of Training & Development Helps remove performance deficiencies in employees. Greater stability, flexibility and capacity for growth in an organization. Accidents, scraps and damages to machinery can be avoided. Serves as effective source of recruitment. It is an investment in HR with a promise of better returns in future. Reduces dissatisfaction, absenteeism, complaints and turnover of employees A wide variety of training programs are used in different organizations depending on requirements and size of their manpower. Some of the commonly used programs may be listed as: a. Orientation training b. Job Instruction training c. Refresher Training d. Apprenticeship Training e. Vestibule Training Management development programs help in acquiring and developing different types of managerial skills and knowledge. Different types of techniques are used to acquire and develop various types of managerial skills and knowledge. They are: Decision Making skills 1. In-basket 2. Business Game 3. Case Study Interpersonal skills 1. Role play 2. Sensitivity Training

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Job Knowledge 1. experience 2. 3. Coaching Understudy On the job

Organizational Knowledge 1. Job Rotation 2. Multiple Management

General Knowledge 1. Special Courses 2. Special meetings 3. Special readings

Specific Individual needs 1. Special Projects 2. Committee assignments

Training Evaluation: Evaluating training is important because it provides information on whether or not it was effective. Without an evaluation, the training process could continue for long periods of time without actually teaching people what they need to know. Evaluating trainees can be formal or informal, but some sort of evaluation method needs to take place to ensure that the goals of the training are being met. Training evaluation is carried out for a wide range of purposes which can be categorized generally under four main headings: To improve the quality of the training in terms of the delivery eg trainer, methods, length, training objectives content, level To assess the effectiveness of the overall course, trainer, training methods To justify the course prove that the benefits outweigh the costs To justify the role of training for budget purposes, in cutback situations.

Levels of evaluation: Hamblin suggested five levels at which evaluation can take place viz., reactions, learning, job behavior, organization and ultimate value. Reaction level which measures what the delegates think or feel about the training Learning level which measures what the delegates learned from the course Job behavior which measures the effect of the training on job performance Organization which measures the use of training, learning, and change in the job behavior of the department/ organization in the form of increased productivity, quality, morale, sales turnover and the like Ultimate level which measures the effect on organizational performance.

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D) Strategies for improving HRD activities in the Organization. Strategic HR Strategic human resource defines employees as a resource, an asset, that provides competitive advantage to an organization, and on whom organizational success is leveraged. This is the new way adopted by many and by our organizations in the treatment of employees, making them the prime drivers or one of the prime movers of corporate success. People, not machines, not systems, not other assets, are in the special position in helping the organization attain its objectives. These other things, however, are also important. But people are needed to make use of them in productive ways. Companies now have realized that people are their most important asset. And that without them, they cannot achieve much. In this way, they are implementing a strategic human resource management approach. Human resource development is a process to help people to acquire competencies and to increase their knowledge, skills and capabilities for better performance and higher productivity. Proactive HRD Strategies for long term planning and growth: In todays fast changing, challenging and competitive environment HRD has to take a proactive approach that is to seek preventive care in human relations. Using HRD strategies maximizations of efficiency and productivity could be achieved through qualitative growth of people with capabilities and potentialities to grow and develop. HRD is always a function of proper utilization of creative opportunities and available environment through acquisition of knowledge, skills and attitudes necessary for productive efforts. Long-term growth can also be planned by creating highly inspired groups of employees with high aspirations to diversify around core competencies and to build new organizational responses for coping with change. A proactive HRD strategy can implement activities that are geared up and directed at improving personal competence and productive potentialities of human resources. Following strategic choices can be considered which would help todays organizations to survive and grow. Balance score card:

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It is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.

Change Management: Manage change properly and become an effective change agent rather than being a victim of change itself. Values: Adopt proactive HRD measures, which encourage values of openness, trust, autonomy, proactivity and experimentation. Maximize productivity and efficiency: Through qualitative growth of people with capabilities and potentialities to grow and develop thrive to maximize productivity and efficiency of the organization. Activities directed to competence building: HRD activities need to be geared up and directed at improving personal competence and productive potentialities of manpower resources.

Student Name: DEEPTHI U Signature: Date:

Guide Name: Dr. Y V SUBRAHMANYAM Signature: Date:

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