“MANAGERIAL COMPETENCE AND TRAINING NEEDS OF

EMPLOYEES”

ROUGH DRAFT SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE COURSE

TITLED-

HUMAN RESOURCE MANAGEMENT

Submitted To - Submitted By:

Miss Kirti Aditi Gupta
Teacher Associate Semester- 1st
Session- 2019-2024

1
INTODUCTION

Managerial competencies are the skills, motives and attitudes necessary to a job, and
include such characteristics as communication skills, problem solving, customer focus
and the ability to work within a team. While businesses have long been capable of
analysing and utilizing financial and other “hard” assets, the human assets involved
in managerial competencies are harder to fit into an equation. While skills and
knowledge are a part of a manager’s competency that can be measured fairly
easily, intangible assets like effective communication and teamwork, while essential,
are harder to pin down and evaluate.

According to the "Gwinnet Daily Post, " “Traditional wisdom says that success
or failure is largely determined by your skills and knowledge. But there’s a third
element of success that’s more intangible. " The third element is ethos, or the
mindset, attitudes and beliefs that a manager brings to the job. A highly skilled
computer programmer, for example, who refuses to interact with the development
team on a major project can turn out to be more of a liability than an asset
in spite of his technical skills.

Technology is changing at a very fast pace and so are the training and
development needs of employees. It helps in grooming employees for the next
level. It helps the manager to identify key development areas of his/her employees.
With proper training and development, the productivity increases manifold. Various
companies have in-house experts who can train employees on various aspects of
the business. Normally, a calendar is worked out in advance in which various
sessions are listed out and which employees can pick their business
requirement to enhance personal development needs.

At times companies also send employees for various training programs outside the organisation
to train in technical know-how or a course which would be relevant to their job profile. TNA
is usually part of the appraisal process and at the end of the year an employee has to complete
all the training and development needs identified by the manager. Training and development,
which was at some point in time was not given much weightage, is now a crucial part for any
2
company to meet its broad goals and objectives. There are many aspects when managers are
identifying training needs of their team members. Firstly, the managers need to identify what
skill set is required to complete the job or the process. Second, is to assess existing skill levels
of the team members, and lastly, determine the training gap.
Training gap is defined as the difference between the skills required to complete the job and
existing skill set of any particular team member.

OBJECTIVE OF STUDY
To know what is managerial competence and what are the training needs of
an employee.

HYPOTHESIS
The researcher beliefs that the managerial competence is very important for an
organisation and so are training needs of employees.

RESEARCH METHODOLOGY
As the research work for this topic is confined to the library and books and
no field work has been done. Hence, researcher in this research work has opted
the doctrinal methodology of research. For doing the research work various sources
has been used. Researcher in the research work has relied upon the sources like
various books on ‘law of torts’, statutes and online materials is also helpful
source for the research.

TENTATIVE CHAPTER

3
4