HUMAN RESOURCE MANAGEMENT

HRM
The human resources of an organization consist of all people who perform its activities.
Human resource management (HRM) is concerned with the personnel policies and managerial practices
and systems that influence the workforce.
In broader terms, all decisions that affect the workforce of the organization concern the HRM function.
According to Invancevich and Glueck, “HRM is concerned with the most effective use of people to
achieve organizational and individual goals”.
Human Resource Management outlines the importance of HRM and its different functions in an
organization. It examines the various HR processes that are concerned with attracting, managing,
motivating and developing employees for the benefit of the organization.

GOAL of HRM
 To meet the needs of the business and management (rather than just serve the interests of
employees);
 To link human resource strategies / policies to the business goals and objectives;
 To find ways for human resources to "add value" to a business;
 To help a business gain the commitment of employees to its values, goals and objectives

Nature of HRM
i. Broader function: Human Resource Management is a comprehensive function because it is about
managing people in the organization. It covers all types of people in the organization from
workers till the top level management.
ii. People oriented: Human resource is the core of all the processes of human resource management.
So HRM is the process which brings people and organizations together so that their goals can be
achieved.
iii. Action oriented: Human resource management believes in taking actions in order to achieve
individual and organizational goals rather than just keeping records and procedures.
iv. Development oriented: Development of employees is an essential function of human resource
management in order to get maximum satisfaction from their work so that they give their best to
the organization.
v. Integrating Mechanism: HRM tries to build and maintain cordial relations between people
working at various levels in the organization.
vi. Future oriented: HRM is very important activity which helps organization to achieve its
objectives in future by providing well motivated and competent employees.

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 Universal Function
HRM can be applied in business as well as other organizations, such as schools, colleges, hospital,
religious organizations, etc.
As a Process: HRM is a process of four functions & FEATURES Acquisition of human resources :This
function includes Human Resource Planning, Recruitment, Selection, Placement and Induction of staff.
Development of human resources: This function includes Training and Development and Career
development. The knowledge, skills, attitudes and social behaviors of the staff are developed.
Motivation of human resources: This function includes giving recognition and rewards to the staff. It
also includes Performance Appraisal and handling the problems of staff
Maintenance of human resources: This function includes providing the best working conditions for
employees. It also looks after the health and safety of the staff.

Scope of the HRM

The scope of HRM is very immense. HRM plays a vital role of a worker from the time he enters into any
organization till he leaves. HRM activities include –
1. Procurement: It the placement of right kind of personal to the right post. It includes,
determination of manpower requirements. Job analysis, Nature and scope of requirement,
employee selection and placement of employment.
2. Training and Development: Training and Development is a must in any organization. It
prepares the worker to the actual situations in the organization.
3. Job Analysis and Job Description: Job analysis and job description involves the studies of job
requirements of the enterprise and assignment of well-defined functions to jobs so that qualified
employees may be hired. It also forms the basis of wage determination.
4. Remuneration: Providing proper remuneration to the employees for the job done through job
analysis and job description. It includes determining wage rates, incentives, wage payment,
REWARDS and benefits and performance appraisal.
5. Welfare and Industrial Relations: It includes health and safety program, sanitary facilities,
recreational facilities etc.

ROLE OF HRM
The Human Resource Department deals with management of people within the organization. There are a
number of responsibilities that come with this title.
First of all, the Department is responsible for hiring members of staff; this will involve attracting
employees, keeping them in their positions and ensuring that they perform to expectation.
Besides, the Human Resource Department also clarifies and sets day to day goals for the organization.
It is responsible for organization of people in the entire Company and plans for future ventures and
objectives involving people in the Company.

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ROLES:
Under the HR department’s remit are the following roles:
 The process of recruiting suitable candidates for the organization
 Identifying and meeting the training needs of existing staff
 Ensuring employee welfare and employee relations are positive
 Ensure the working environment is safe for employees • Raising awareness of current workplace
legislation

The Human Resources Department also covers five key roles.

1. Executive role – in this role the HR department are viewed as the specialists in the areas that
encompass Human Resources or people management.
2. Audit role – in this capacity the HR department will check other departments and the organization
as a whole to ensure all HR policies such as Health & Safety, Training, Staff Appraisal etc are
being carried out in accordance with the company’s HR policy.
3. Facilitator role – in this role, the HR department help or facilitate other departments to achieve
the goals or standards as laid out in the HR policies of the organization. This will involve training
being delivered for issues that arise in the areas relating to people management.
4. Consultancy role – the HR department will advise managers on how to tackle specific managing
people issues professionally.
5. Service role – in this capacity the HR department is an information provider to raise awareness
and inform departments and functional areas on changes in policy

Function of HRM
The main function of human resource management is classified into two types:
 Managerial Function;
 Operative Function.

Operative Function
1. Procurement – It involves attracting and employing individuals with suitable knowledge, skills,
experience, and aptitude necessary to perform various jobs.
2. Development – It aims to train and develop employees to improve and update their knowledge
and skills in order to help them perform better.
3. Compensation – It involves rewarding employees monetarily and through fringe benefits for
their contributions to the organization. •
4. Integration – It deals with employees as a social group; it contributes to the organization and
enhances group interaction and communication.
5. Maintenance – It deals with maintaining employee safety and creating a sense of security among
the employees.

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Recruitment and Selection
Recruitment and selection is the process of identifying the need for a job, defining the requirements of
the position and the job holder, advertising the position and choosing the most appropriate person for the
job. Retention means ensuring that once the best person has been recruited, they stay with the business
and are not “poached” by rival companies.
Undertaking this process is one of the main objectives of management. Indeed, the success of any
business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills
can add value to a business and recruiting workers at a wage or salary that the business can afford, will
reduce costs.
Employees should therefore be carefully selected, managed and retained, just like any other resource

Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds
of sources: internal and external sources.
The sources within the organization itself (like transfer of employees from one department to other,
promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the
external sources of recruitment.

Recruitment, Selection and Induction

Recruitment is the process of attracting the most suitable people for the position, selection is the process
of choosing the best person for the position, and induction is introducing the person to the position
This module describes a series of well-tested steps to help you identify the right person, to ensure he or
she will fit well with your farm business, and to meet the various legal obligations of an employer.
If recruitment is done well, the business benefits from happier and more productive people, reduced staff
turnover, good working relationships and ultimately a more profitable farm.

Difference between Recruitment and Selection

Both recruitment and selection are the two phases of the employment process. The differences between
the two are:
1. Recruitment is the process of searching the candidates for employment and stimulating them to apply
for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.
2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of
best candidates for the organization, by attracting more and more employees to apply in the organization

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WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various
positions in the organization.
3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS
selection is a negative process as it involves rejection of the unsuitable candidates.
4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is
concerned with selecting the most suitable candidate through various interviews and tests.
5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract
of service between the employer and the selected employee.

Objectives of Recruitment and selection

Recruitment and selection objectives include a variety of components related to finding, hiring and
retaining qualified employees. Clear definitions of the job qualifications allow easier identification of
potential candidates. Recruitment consists of attracting capable individuals using methods such as
outsourcing and the internet. Selection objectives consist of evaluation techniques such as interviews,
background checks and competence tests.

The Employee selection Process

Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligiblity
criteria laid down by the organization. The skills, academic and family background, competencies and
interests of the candidate are examined during preliminary interview
Application blanks- The candidates who clear the preliminary interview are required to fill application
blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving
previous job, experience, etc
Employment Interviews- It is a one to one interaction between the interviewer and the potential
candidate. It is used to find whether the candidate is best suited for the required job or not.
Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee.
It will decrease chances of employee absenteeism.
Appointment Letter- A reference check is made about the candidate selected and then finally he is
appointed by giving a formal appointment letter.

Manpower Planning
Manpower planning is the process of reviewing an organization’s employee, or manpower, needs and
then selecting the best people for certain jobs. The end goal of successful manpower planning is a
smoothly running operation, and the long-term result of manpower planning is a company able to achieve
its goals, because its employees fill the right places within the organization.

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 Manpower planning typically falls under the human resources department and it's not something that
occurs quickly. Instead, it is a process that requires careful analysis and consideration to achieve the
desired outcome.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing
and controlling are based upon the manpower. Human resources help in the implementation of all
these managerial activities. Therefore, staffing becomes a key to all managerial functions.
2. Efficient utilization- Efficient management of personnel becomes an important function in the
industrialization world of today. Setting of large scale enterprises require management of large
scale manpower. It can be effectively done through staffing function.
3. Motivation- Staffing function not only includes putting right men on right job, but it also
comprises of motivational programs, i.e., incentive plans to be framed for further participation
and employment of employees in a concern. Therefore, all types of incentive plans becomes an
integral part of staffing function.

Steps in Manpower Planning

1. Analyzing the current manpower inventory- Before a manager makes forecast of future
manpower, the current manpower status has to be analyzed. For this the following things have to
be noted- Type of organization, Number of departments, Number and quantity of such
departments, Employees in these work units. Once these factors are registered by a manager, he
goes for the future forecasting
2. Making future manpower forecasts- Once the factors affecting the future manpower forecasts are
known, planning can be done for the future manpower requirements in several work units
3. Developing employment programs- Once the current inventory is compared with future forecasts,
the employment programs can be framed and developed accordingly, which will include
recruitment, selection procedures and placement plans.
4. Design training programs- These will be based upon extent of diversification, expansion plans,
development programs, etc. Training programs depend upon the extent of improvement in
technology and advancement to take place. It is also done to improve upon the skills, capabilities,
knowledge of the workers.

Induction
After a new employee is hired into an organization, it is necessary he or she be familiar to organization's
philosophies, goals and objectives, policies, procedures, rules and regulations and practices. This
orientation is called employee induction
Induction can be defined as The HRM function that systematically and formally introduces new
employees to the organization, the jobs, the work groups to which they will belong and the work
environment where they will work.
Induction is designed to achieve following objectives:-

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  Help the new employee overcome shyness and nervousness in meeting new people in a new
environment. Give the new employee the necessary information such as the location of a cafe and
other locations.Help the new employee build confidence in the organization. • Help in reducing
labor turnover and absenteeism.
 Reduce confusion and develops healthy relations in the organization.
 Ensure that the new comer does not form false impressions and develop a negative attitude
towards the organization.
 Develop among the new comers a sense of belonging and loyalty to the organization
An induction program consists primarily of three steps:
1. General orientation by the staff: It gives necessary general information about the history and
the operations of the firm. The purpose is to help an employee to build up some pride and interest
in the organization.
2. Specific orientation by the job supervisor: The employee is shown the department and his
place of work; the location of facilities and is told about the organization’s specific practices and
customs. The purpose is to enable the employee to adjust with his work and environment.
3. Follow-up orientation by either the personnel department or the supervisor: This is
conducted within one week to six months of the initial induction and by a foreman or a specialist.
The purpose is to find out whether the employee is reasonably well satisfied with him. Through
personal talks, guidance and counselling efforts are made to remove the difficulties experienced
by the newcome

UNIT 3

PERFORMANCE APPRAISAL
"Performance appraisal is the systematic description of an employee's job relevant strengths and
weaknesses. “ In a Performance appraisal, the employee's merits such as initiative, regularity, loyalty,
personality, etc., are compared with others. Then each employee is rated or ranked. That is, he is given a
particular rank such as First Rank, Second Rank, etc. So if an employee has the best attendance then he is
given First Rank in attendance and so on.
Terms in Performance Appraisal Terms involved in performance appraisal are:-
Rater: The person who evaluates the employees is called the Rater or Appraiser.
Ratee: The employee who is rated is called the Ratee.
Rating: The process of performance appraisal is called Rating

Objectives of Performance Appraisal:

 To review the performance of the employees over a given period of time.
 To judge the gap between the actual and the desired performance.
 To help the management in exercising organizational control.
 Helps to strengthen the relationship and communication between superior – subordinates and
management – employees.

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  To diagnose the strengths and weaknesses of the individuals so as to identify the training and
development needs of the future.
 To provide feedback to the employees regarding their past performance.
 Provide information to assist in the other personal decisions in the organization.
 Provide clarity of the expectations and responsibilities of the functions to be performed by the
employees.

Limitations of Performance Appraisal

i. Halo Effect: The rater may base the full appraisal on the basis or one positive quality which was
found out earlier
ii. Problem of Leniency or Strictness: Many raters are too lenient (not strict) in their ratings. High
scores may be given to all employees, even if they have no merit. Also a reverse situation may
take place, where all employees are rated very strictly and very low scores are given.
iii. Central Tendency: Sometimes a rater gives only middle range scores to all individuals. Extremely
high or low scores are avoided. This is called Central Tendency.
iv. Horn Effect: Sometimes the raters may evaluate on the basis of one negative quality. This results
in overall lower rating of the particular employee. For e.g. "He does not shave regularly.
Therefore, he must be lazy at work."
v. Latest Behavior Effect: The rating is also influenced by the most recent behavior. The rater may
ignore an average behavior during the full appraisal period
vi. Evaluate performance not person” The rater should evaluate the performance, i.e. output, new
ideas, extraordinary efforts, etc. and not the person. In reality, the person is evaluated and not his
performance. It should be noted that failure is an event and a not a person.

Performance Appraisal Methods:

1) Critical incident method- The critical incidents for performance appraisal is a method in which
the manager writes down positive and negative performance behavior of employees throughout
the performance period
2) Weighted checklist- This method describe a performance appraisal method where rater familiar
with the jobs being evaluated prepared a large list of descriptive statements about effective and
ineffective behavior on jobs
3) Paired comparison analysis- Paired comparison analysis is a good way of weighing up the relative
importance of options. A range of plausible options is listed. Each option is compared against
each of the other options. The results are tallied and the option with the highest score is the
preferred option.
4) Graphic rating scales- The Rating Scale is a form on which the manager simply checks off the
employee’s level of performance. This is the oldest and most widely method used for
performance appraisal.
5) Essay Evaluation -This method asked managers / supervisors to describe strengths and
weaknesses of an employee’s behavior. Essay evaluation is a non- quantitative technique. This
method usually use with the graphic rating scale method.
6) Behaviorally anchored rating scales- This method used to describe a performance rating that
focused on specific behaviors or sets as indicators of effective or ineffective performance. It is a

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 combination of the rating scale and critical incident techniques of employee performance
evaluation.
7) Performance ranking method- Ranking is a performance appraisal method that is used to evaluate
employee performance from best to worst. Manager will compare an employee to another
employee, rather than comparing each one to a standard measurement.
8) Management By Objectives (MBO) - MBO is a process in which managers / employees set
objectives for the employee, periodically evaluate the performance, and reward according to the
result. MBO focuses attention on what must be accomplished (goals) rather than how it is to be
accomplished (methods)
9) 360 degree performance appraisal - 360 Degree Feedback is a system or process in which
employees receive confidential, anonymous feedback from the people who work around them.
10) Forced ranking (forced distribution) - Forced ranking is a method of performance appraisal to
rank employee but in order of forced distribution. For example, the distribution requested with 10
or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.
11) Behavioral Observation Scales - Behavioral Observation Scales is frequency rating of critical
incidents that worker has performed. Most of the companies or organizations' follow 360 degree
performance appraisal.

Ranking
Employee ranking is an attempt to evaluate employees relative to each other, by using some criteria to
identify the better performers versus the less better performance. The result, at least in theory, is a list of
employees in some sort of ranked order.
Rating - This involves rating an employee on a scale which ranges from ‘poor’ to ‘excellent’
performance. The employee is assessed on this scale based on their performance or traits which are
considered relevant to the job.

360 Degree Appraisal

An appraisal made by top management, immediate superior, peers, subordinates, self and customers is
called 360 Degree Appraisal. Here, the performance of the employee or manager is evaluated by six
parties, including himself. So, he gets a feedback of his performance from everyone around him. This
method is very reliable because evaluation is done by many different parties. These parties are in the best
position to evaluate the employee or manager because they are continuously interacting and working with
him. This method is mostly used to evaluate the performance of the employees. However, it is also used
to evaluate other qualities such as talents, behavior, values, ethical standards, tempers, loyalty, etc.
360 degree appraisal was first developed by General Electric (GE), USA in 1992. Today it is used by all
major organizations
. • In India, it is used by Crompton Greaves, Wipro, Infosys, Reliance Industries, etc.

360 Degree Appraisal

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 1. Top Management: The top management normally evaluates the middle level managers. However,
in a small organization, they also evaluate the performance of the lower level managers and
senior employees.
2. Immediate Superior: The immediate superior is in a very good position to evaluate the
performance of his subordinates. This is because they have direct and accurate information about
the work performance of their subordinates.
3. Peers / Co-workers: Peer or colleagues also evaluate each other's performance. They work
continuously with each other, and they know each other's performance. Peer evaluation is used
mostly in cases where team work is important.
4. Subordinates: The Subordinates can also evaluate the performance of his superior. Now-a-days
students are asked to evaluate the performance of their teachers.
5. Self -Appraisal: In the self-appraisal, a person evaluates his own performance. He should be
honest while evaluating himself. This results in self-development.
6. Customers: Customers can also evaluate the performance of the employees who interacts with
them. This evaluation is best because it is objective. It is also given a lot of importance because
the customer is the most important person for the business. Organizations use customer appraisals
to improve the strengths and remove the weaknesses of their employees.
In addition to these six parties, appraisal can also be done by an Appraisal Panel. This panel consists of 5
to 6 different types of members. Outside Consultants are also used for conducting appraisals. In some
cases, Personnel Department also conducts an appraisal of employees and managers.
360 Degree Appraisal is becoming more popular because many parties are available for evaluation.
Therefore, there is no "bias" or "halo effect". Hence the evaluation will become more realistic.
Remuneration
Reward for employment in the form of pay, salary, or wage, including allowances, benefits (such as
company car, medical plan, pension plan), bonuses, cash incentives, and monetary value of the noncash
incentives.
Remuneration is the compensation that one receives in exchange for the work or services performed
Remuneration occupies an important place in the life of an employee
Remuneration program objectives — for the organization
a. Attract and keep the desired quality and mix of employees
b. Ensue equitable treatment
c. Motivate employees to improve their performance continually and to strive to achieve the
organization’s strategic business objectives
d. Reinforce the organization’s key values and desired organizational culture
e. Drive and reinforce desired employee behavior
f. Ensure remuneration is maintained at the desired competitive level
g. Control remuneration costs
h. Ensure optimum value for each remuneration dollar spent
i. Comply with company requirements

Employee Remuneration Method

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 1. Time Rate Method- Under time rate system, remuneration is directly linked with the time spent or
devoted by an employee on the job. The employees are paid a fixed pre-decided amount hourly,
daily, weekly or monthly irrespective of their output. It is a very simple method of remuneration.
It leads to minimum wastage of resources and lesser chances of accidents. Time Rate method
leads to quality output and this method is very beneficial to new employees as they can learn their
work without any reduction in their salaries. This method encourages employees unity as
employees of a particular group/cadre get equal salaries.
2. Piece Rate Method: It is a method of compensation in which remuneration is paid on the basis of
units or pieces produced by an employee. In this system emphasis is more on quantity output
rather than quality output. Under this system the determination of employee cost per unit is not
difficult because salaries differ with output. There is less supervision required under this method
and hence the per unit cost of production is low. This system improves the morale of the
employees as the salaries are directly related with their work efforts. There is greater work-
efficiency in this method.
And also There are various others ways of rewarding employees such as:
i. Basic pay for standard hours
ii. Additional hours rewards.
iii. Commission
iv. Bonuses are another form of incentive to meet particular targets.
v. Performance related pay
vi. Profits related pay
vii. Payment by results
viii. Piece rate reward systems relate to paying employees according to their level of output.

Components of remuneration
Wages and Salary:-Wages refer the hourly rates of pay, salary refers to the monthly rate pay, wages and
salaries are subject to annual increments. They differ temp. To emp. Depend upon the nature of job,
seniority and merits
Incentives:- also called ‘payment by result’- paid in addition to wages and salaries. Depend upon
productivity, sale profit- there are
Individual incentives scheme
group incentives scheme

Fringe benefits:- These include such employee benefits as provident fund, medical care, hospitalization,
accident relief, health insurance, canteen uniform and like
Perquisites:- These are allowed to executives and include company car, club membership, paid holidays,
furnished house and like

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WHAT IS VARIABLE PAY?
Variable pay, also known as performance pay, is used to recognize and reward employee contribution
above and beyond their normal job requirements, towards company productivity, profitability, quality and
the like.
Sreeradha D Basu explains:
Variable pay is often based on two main factors: your own performance and your company's
performance.
Remuneration Internal External Labor Market Cost of Living Labor Unions Government Legislations
Society Economy Business Strategy Job Evaluation and Performance Appraisal The Employee
Remuneration – Influencing Factors www.a2zmba.com

Challenges of remuneration
 Skill Based Pay
 Pay Reviews
 Pay Secrecy
 Comparable worth
 International Pay

4th Unit

TRAINING AND DEVELOPMENT

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. This training programs
can significantly improve the overall performance of organization.
Main Aim
1. Training Aims to improve employees current work skills and behavior
2. 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.

The Objectives of training and development

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The principal objective of training and development division is to make sure the availability of a skilled
and willing workforce to an organization. In addition to that, there are other objectives as follow:
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 department’s contribution at a level suitable to the organization’s
needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and
challenges of the society.

TO INCREASE PRODUCTIVITY
An instructor can help employees increase their level of performance on their assignment. Increase in
human performance leads to increase in the operational productivity and also the increase in the profit of
the company.
TO IMPROVE QUALITY
Better-trained workers are less likely to make operational mistakes. It can be in relationship to the
company or in reference to the intangible organizational employment atmosphere.
Training:
1. It's a short term process.
2. Refers to instruction in technical and mechanical problems
3. Targeted in most cases for non-managerial personnel
4. Specific job related purpose
5. Development is a never ending process

Development:
1. It is a long term educational process.
2. Refers to philosophical and theoretical educational concepts
3. Managerial personnel
4. General knowledge purpose
5. Training methods are limited
6. Training is one of the tools of development.

Difference between Training and Development

Training is a process of learning a sequence of programmed behavior. It improves the employee's
performance on the current job and prepares them for an intended job.

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Development not only improves job performance but also brings about the growth of the personality.
Individuals not only mature regarding their potential capacities but also become better individuals.

PURPOSE OF TRAINING
1. To improve Productivity: Training leads to increased operational productivity and increased
company profit.
2. To improve Quality: Better trained workers are less likely to make operational mistakes.
3. To improve Organizational Climate: Training leads to improved production and product quality
which enhances financial incentives.
4. To increase Health and Safety: Proper training prevents industrial accidents.
5. Personal Growth: Training gives employees a wider awareness, an enlarged skill base and that
leads to enhanced personal growth.

PURPOSE OF DEVELOPMENT
Management development attempts to improve managerial performance by imparting Knowledge,
Changing attitudes, Increasing skills

PURPOSE OF TRAINING and DEVELOPMENT

The major objective of development is managerial effectiveness through a planned and a deliberate
process of learning. This provides for a planned growth of managers to meet the future organizational
needs.

Types of Training Programs

Basic literacy training is training for things like reading, writing and problem-solving skills.
Interpersonal skills training is training on how to maintain positive relationships, communicate better,
resolve conflicts and build trust.
Technology Training
Problem-solving training
Diversity or Sensitivity Training…

Training Process or Steps Involved For Conducting Training

A training is not a one sort affair; rather it is a step-by- step process that will completed only after
successful completion of given sequential activities. Training Process

 Identifying Training Needs

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  Establish Specific Objectives
 Select Appropriate Methods
 Implement Programs
 Evaluate Program
 Feedback

Training Process
Identifying Training Needs- Training need is a difference between standard performance and actual
performance. Hence, it tries to bridge the gap between standard performance and actual performance. The
gap clearly underlines the need for training of employees. Hence, under this phase, the gap is identified in
order to assess the training needs.
Establish Specific Objectives- After the identification of training needs, the must crucial task is to
determine the objectives of training. Hence, the primary purpose of training should focus to bridge the
gap between standard performance and actual performance. This can be done through setting training
objectives. Thus, basic objective of training is to bring proper match between man and the job.
Select Appropriate Methods- Training methods are desired means of attaining training objectives. After
the determination of training needs and specification of objectives, an appropriate training method is to be
identified and selected to achieve the stated objectives. There are number of training methods available
but their suitability is judged as per the need of organizational training needs.
Implement Programs- After the selection of an appropriate method, the actual functioning takes place.
Under this step, the prepared plans and programs are implemented to get the desired output. Under it,
employees are trained to develop for better performance of organizational activities.
Evaluate Program- It consists of an evaluation of various aspects of training in order to know whether
the training program was effective. In other words, it refers to the training utility in terms of effect of
training on employes' performance.
Feedback Finally, a feedback mechanism is created in order to identify the weak areas in the training
program and improve the same in future. For this purpose, information relating to class room, food,
lodging etc. are obtained from participants. The obtained information, then, tabulated, evaluated, and
analyzed in order to mark weak areas of training programs and for future improvements.

Training Methods
A large variety of methods of training are used in business. Even within one organization different
methods are used for training different people. All the methods are divided into two classifications for:
On-the-job Training Methods:

 Coaching
 Mentoring
 Job Rotation

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  Job Instruction Technology
 Apprenticeship
 Understudy
Off-the-Job Training Methods:

 Lectures and Conferences

 Vestibule Training
 Simulation Exercises
 Sensitivity Training
 Transactional Training

On-the-job training Methods:

Under these methods new or inexperienced employees learn through observing peers or managers
performing the job and trying to imitate their behavior. These methods do not cost much and are less
disruptive as employees are always on the job, training is given on the same machines and experience
would be on already approved standards, and above all the trainee is learning while earning. Some of the
commonly used methods are:
1. Coaching: Coaching is a one-to-one training. It helps in quickly identifying the weak areas and
tries to focus on them. It also offers the benefit of transferring theory learning to practice. The
biggest problem is that it perpetrates the existing practices and styles. In India most of the scooter
mechanics are trained only through this method.
2. Mentoring: The focus in this training is on the development of attitude. It is used for managerial
employees. Mentoring is always done by a senior inside person. It is also one-to- one interaction,
like coaching.
3. Job Rotation: It is the process of training employees by rotating them through a series of related
jobs. Rotation not only makes a person well acquainted with different jobs, but it also alleviates
boredom and allows to develop rapport with a number of people. Rotation must be logical.
4. Job Instructional Technique (JIT): It is a Step by step (structured) on the job training method
in which a suitable trainer
i. Prepares a trainee with an overview of the job, its purpose, and the results desired,
ii. Demonstrates the task or the skill to the trainee,
iii. Allows the trainee to show the demonstration on his or her own, and
iv. Follows up to provide feedback and help. The trainees are presented the learning material
in written or by learning machines through a series called ‘frames’. This method is a
valuable tool for all educators (teachers and trainers).
It helps us:

 To deliver step-by-step instruction

 To know when the learner has learned
 To be due diligent (in many work-place environments)
5. Apprenticeship: Apprenticeship is a system of training a new generation of practitioners of a
skill. This method of training is in vogue in those trades, crafts and technical fields in which a

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 long period is required for gaining proficiency. The trainees serve as apprentices to experts for
long periods. They have to work in direct association with and also under the direct supervision
of their masters.
6. Understudy: In this method, a superior gives training to a subordinate as his understudy like an
assistant to a manager or director (in a film). The subordinate learns through experience and
observation by participating in handling day to day problems. Basic purpose is to prepare
subordinate for assuming the full responsibilities and duties.

Off-the-job Training Methods:

In these methods, trainees have to leave their workplace and devote their entire time to the development
objective. Off-the-job training methods are conducted in separate from the job environment, study
material is supplied, there is full concentration on learning rather than performing, and there is freedom of
expression. Following training techniques are used off-the-job
1. Lectures and Conferences: Lectures and conferences are the traditional and direct method of
instruction. Every training programs starts with lecture and conference. It’s a verbal presentation
for a large audience. However, the lectures have to be motivating and creating interest among
trainees. The speaker must have considerable depth in the subject. In the colleges and
universities, lectures and seminars are the most common methods used for training.
2. Vestibule Training: Vestibule Training is a term for near-the-job training, as it offers access to
something new (learning). In vestibule training, the workers are trained in a prototype
environment on specific jobs in a special part of the plant. An attempt is made to create working
condition similar to the actual workshop conditions. After training workers in such condition, the
trained workers may be put on similar jobs in the actual workshop.
3. Simulation Exercises: Simulation is any artificial environment exactly similar to the actual
situation. There are four basic simulation techniques used for imparting training: management
games, case study, role playing, and in-basket training.
4. Sensitivity Training: Sensitivity training is also known as laboratory or T-group training. This
training is about making people understand about themselves and others reasonably, which is
done by developing in them social sensitivity and behavioral flexibility. It is ability of an
individual to sense what others feel and think from their own point of view.
5. Transactional Analysis: It provides trainees with a realistic and useful method for analyzing
and understanding the behavior of others. In every social interaction, there is a motivation
provided by one person and a reaction to that motivation given by another person.

EMPLOYEE ENGAGEMENT
“A heightened emotional connection that an employee feels for his or her organization, that influences
him or her to exert greater discretionary effort to his or her work".  “Employee engagement is the level
of commitment and involvement an employee has towards their organization and its values.”
What is Employee Engagement ? Its a step ahead than Employee Satisfaction:

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  Belief in the organization
 Desire to work to make things better
 Understanding of business context and the ‘bigger picture’
 Respectful of and helpful to colleagues
 Willingness to ‘go the extra mile’
 Keeping up to date with developments in the field

Components of engagement
- Rational Engagement: the involvement, understanding and motivation an employee has in his/her
job.
- Emotional Engagement: the attitudinal attachment an employee has to his/her company.

Categories of Employee
1. Engagement Engaged--"Engaged" employees are builders.
2. Not Engaged--Not-engaged employees tend to concentrate on tasks rather than the goals Actively
3. Disengaged--The "actively disengaged" employees are the "cave dwellers.
Measurement of Employee Engagement
Step I: Listen.
Step II: Measure current level of employee engagement.
Step III: - Identify the problem areas.
Step IV: Taking action to improve employee engagement by acting upon the problem areas.

Model of Employee Engagement

Say: Speak positively about the organization
Stay: Desire to be a member of the organization
Strive: Go beyond what is minimally required

Engagement activities
“This is about how we create the conditions in which employees offer more of their capability and
potential.” –David Macleod
1. Involve employees in your business planning process- Every 6 months, or even quarterly, present
the most important issues in your company and the actions made to address those issues. Involve
your team in planning ahead, assessing opportunities and coming up with improvement ideas for
your business strategy

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2. Create a knowledge sharing system- One of the biggest costs of a high employee turnover rate is
the loss of essential information. Implement a mentorship program, pairing experienced
employees with newly hired ones. Create a learning program template that they should follow,
giving them enough space to test their own learning methods.
3. Show them the money- Give your team a quick presentation of the financial state of your
company, every quarter or at the end of the year.
4. Encourage and provide learning opportunities- Create your own Academy, where employees can
access the knowledge and development opportunities that they need.
5. Create your own internal magazine- Create your internal employee-focused magazine with fun
columns, news, featured stories and opportunities. Who wouldn’t like to be featured on the cover
as Employee of the Month?
6. I am my own hero”- Encourage individuals to design and own their career paths, instead of
relying on the company or on their manager.
7. Celebrate people- Birthdays, promotions, retirements, newcomers welcoming, there are plenty of
important moments where people can be put at the front of the company. Show them they matter
8. Have team photos- Have photos of your team on a wall, or frame them around the office.
9. Raise salaries
10. Celebrate achievements
11. Show respect
12. Make sure that people have all the resources they need
13. Build long-term engagement
14. Make sure that people have all the resources they need
15. Empower your employees

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