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INTRODUCTION TO HRD

Prof. Kosha Nair

The objective of the course is to acquaint the


students with Human
Resources Management and to develop in them
the ability to acquaint them in the corporate
world.
The main purpose is to assist the students in
developing skills soft and hard, and decision
making in the organizations.

Why is it essential to study HRD????

Due to the changing role of HR Functions


The shift of organization is from industrial era models to
knowledge era model
Customer today are more demanding, quality conscious & cost
sensitive
Organizations have started to shift from traditional platform
to total quality management (TQM)
Employees are not viewed as the source of problems but
identify the problems in the process
For motivating people managers emphasize on removal of
barriers
Developing employees has replaced controlling the employees
Product market is more competitive than ever before
There is more focus on customer
Teaming and supporting non hierarchical and informal
structures
Visionary leadership
A change in language and style

HRM refers to the application of management & principles of


management to people in an organization.
HRM consists of people related functions such as hiring,
training and development, PMS, compensation, health &
safety etc.
Building human capital (skills, knowledge & capacities of
employees)
Alignment of HR policies & practices with organizations
strategies.
The major functions of HRM as identified in accordance with
Henry Mintzberg are:

Planning
Staffing

Developing

Monitoring

Maintaining
Managing

Relationships
Managing Change
Evaluation

HRM is a broad concept. PM & HRD are a part of HRM


HRS (Human resource system) assumes that human
beings are a great asset to organization
Thy contribute a great deal to the achievement of
organizational goals
People are treated as assets with unlimited potential is the
core of the concept of the HRS
Investing in Humans is necessary. Investment for
increasing the resource is important

DEFINITION OF HRD

Human Resource Development (HRD) is the framework for


helping employees develop their personal and organizational
skills, knowledge, and abilities. Human Resource
Development includes such opportunities as employee
training, employee career development, performance
management and development, coaching, mentoring,
succession planning, key employee identification, and
organization development.

The focus of all aspects of Human Resource Development


is on developing the most superior workforce so that the
organization and individual employees can accomplish
their work goals in service to customers.
Human Resource Development can be formal such as in
classroom training, a college course, or an organizational
planned
change
effort.
Or,
Human
Resource
Development can be informal as in employee coaching by
a manager. Healthy organizations believe in Human
Resource Development and cover all of these bases.

DEVELOPMENT AS A CONCEPT OF HRS


The core concept of HRS is development of Human beings,
i.e. HRD
Along with developing the individuals, attempts should be
made to develop stronger dyads i.e. a group of 2 (employee &
his boss). These are the basic units of working in the
organization
Several groups and committees require attention &
development. Groups like task groups & command groups
should be developed from the point of view of increasing
collaboration amongst people working in the organization,
thus making for an effective decision making
Development of organizations involve developing self
renewing mechanisms in the organization so that they are
able to adjust & develop relevant process for effectiveness

Development becomes a massive effort. HRD play a major


role in designing & monitoring development efforts in the
organization.
4 partners or agents of development can be indentified as

1.
2.
3.
4.

The person or role


The immediate boss
HR department
Organization

The effectiveness of managing HR will depend on the


emphasis put on development
Development is seen as the soul of the personnel or HR
function
It is the soul of several sub functions

They relate to the following :

Analyzing the Role :


1.
2.
3.
4.

Task Analysis
Key performance areas
Critical attributes
Job evaluation

Matching the Role & Person


1.
2.
3.
4.
5.

Selection / Recruitment
Placement
Potential appraisal
Promotion
Career Planning & Succession Planning

Developing the persons in the Role


1.
2.
3.
4.
5.

Performance Appraisal
Feedback & counseling
Mentoring
Career development
Training

Developing the Role for the Person


1.
2.
3.
4.

Developing Equitability
1.
2.
3.

Job Rotation
Job Enrichment
Job design / Redesign
Role effectiveness & efficacy

Management of Salary & Amenities


Management of incentives & rewards
Standardizing & administering procedures

Developing self renewing capabilities


1.
2.
3.
4.

Organization development
HRM research
Organization learning
Developing culture and climate

HUMAN RESOURCE DEVELOPMENT

1.

HRD is concerned primarily with helping employees develop


through training, feedback & counseling by their senior officers &
other development efforts. It consists of the following sub systems
Training :

Training should be based on assessment of the needs of different

groups & individuals.


Training needs may flow from performance needs as well as
performance management / appraisal systems
Both internal & external resources should be used & enough
attention should be paid to the preparation of training material,
packages & modules
Continuous evaluation of training is also necessary

2. Organization Development :
OD is now playing an increasing important role in helping
the diagnosis of problems of HR in the company, in taking
steps for team building at various levels, in improving
general morale and motivation of people & in developing
healthy values & trying out various ways of solving problems
3. Performance Feedback & Counseling :
Performance & potential appraisals are likely to remain a
ritual if a climate for & skills for providing critical &
supportive feedback to the employees by the boss is not
properly developed
Differences in self assessment & assessment by the boss
can be discussed & a program for further growth of the
employees can be jointly worked out

4. System Development & Research :


Various systems for HRS need to be continuously
designed, tested and reviewed
Data needs to be collected & analyzed to develop
interventions

5. 360 feedback :
Multisource Feedback for development has become a
useful tool
Leadership competencies have been developed in many
corporations successfully using 360 feedback
360 is a very popular tool.

A set of systematic & planned activities, designed by an


organization to provide its members with the opportunities
to learn necessary skills to meet current & future job
demands
Learning is at the core of all HRD efforts
HRD activities should begin when employees join
organization & continue throughout his / her career,
regardless of whether that employees is an executive or
worker
HRD programs must respond to job changes & integrate
long term plans & strategies of the organization to ensure
efficient & effective us of resources

EVOLUTION OF HRD

Through the term, HRS is used commonly only since 1980s,


the concept is quite ancient
Early Apprenticeship Training Program :

The origins of HRS can be traces since 18 th century by apprenticeship


training.
In this era, small shops operated by skilled artisans produced virtually
all household goods, such as furniture, clothing & shoes
To meet a growing demand for their products craft shop owners had to
employ additional workers
Without vocational training or technical schools, the shop keepers had to
educate & train their own workers
For little or no wages, these trainees or apprentices, learned the craft of
their master, usually working in the shop
Apprentices who mastered skills were considered yeomen, & could leave
their masters & establish their own shops

Early Vocational Education Programs:


De Witt Clinton, in 1809, founded the first recognized privately funded
vocational school, referred as manual school, in New York
The purpose was to provide occupational training to unskilled young
people who were unemployed or had criminal records
Manual schools grew in popularity, particularly in the Midwestern
status

Early Factory Schools :


With the advent of the industrial revolution during late 1800s,
machines began to replace the hand tools of the artisans.
Scientific management principles recognized the significant role of
machines in better & more efficient production systems
Specifically semi skilled workers using machines could produce more
than the skilled workers in small craft shops
This marked the beginning of factories
Factories made it possible to increase production by using machines

Early Training Programs for Semiskilled &


Unskilled Workers:

Both apprenticeship programs & factory schools provided training for


skilled workers, very few companies during this time offered training
programs for unskilled workers
This changed after 2 significant historical events.
1st was the introduction of model T by Henry Ford in 1913. Model T
was the 1st car to be mass produced using an assembly line, in which
production required only the training of semiskilled workers to perform
several tasks
The new assembly lines cut production costs significantly & Ford
lowered its prices, making the model T affordable to a much larger
segment
With increasing demand for Model T, ford had to design more assembly
lines, & this provided more training opportunities
The 2nd historical event was to out break of World War 1. to meet the
huge demand for military equipments, many factories that produced
non-military goods had to retool their machinery & retain their
workers, including the semiskilled.

The Human Relations Movement:


One of the undesirable byproducts of the factory system was the
frequent abuse of unskilled workers, including children, who were often
subjected to unhealthy working conditions, long hours and low pay.
The appalling / awful conditions urge a national anti-factory campaign
Led by Mary Parker Follett & Lillian Gilbreth, the campaign gave rise to
the human relations movement advocating more humane working
conditions
The human relations movement provided a more complex & realistic
understanding of workers
The HR movement highlighted the importance of human behavior on the
job

The Establishment of Training Profession :


With the outbreak of World War II, the industrial sector was once again
asked to retool its factories to support the was efforts
With the World War I, the initiative led to the establishment of new
training program, with larger organizations & unions
The federal government established Training with Industry (TWI)
services to coordinate training programs across defense related
industries
By the end of the war, TWI had trained over 23,000 instructors awarding
over 2 million certificated to supervisors, unions, services
Many defense related companies established their own training
departments with instructors trained by TWI
In 1942, the American Society for Training Directors (ASTD) was
established & formed some standards within this emerging profession

Emergence of HRD :
During 1960s & 70s, professional trainers realized that their role
extended beyond the classroom training
The move towards employee involvement in many organizations required
trainers to coach & counsel employees
T & D therefore expanded to include interpersonal skills such as
coaching, group process facilitation & problem solving
This additional emphasis on employee development inspired the ASTD to
rename itself as the American Society for Training and development.
1980s saw greater changes affecting the t & D
At ASTD national conferences, in late 70s early 80s, discussions centered
on rapidly expanding profession
Influential books helped to clarify & define HRD
Since 90s efforts are made to strengthen the strategic role of HRD, i.e.
how HRD links to & supports the goals & objectives of organization

HRD & HRM


In some organization training is a stand alone function or
department
However in most organizations Training or HRD is a part of
larger HRM department

Primary Functions of HRM


HR Planning predicting changes in management
strategies & future HR Needs
Equal Employment & Opportunities to satisfy both the
legal & moral responsibilities of the organization through the
prevention of discriminatory policies, procedures & practices
Staffing activities designed for the timely identification of
potential applicants for current & future openings

Compensation & Benefits responsibility for establishing &


maintaining an equitable internal wage structure, a competitive
benefit package, incentives tied to individuals, team or org.
performance
Employee Relations developing a communication system
where employees can address their problems & grievances. Else
it leads to labor union, contract negotiation & administration
Health, Safety & Security activities seek to promote a safe
& healthy work environment. This can include actions such as
safety training employees assistance programs, & health &
wellness programs.
HRD activities intended to ensure organizational members
have the skills or competencies to meet current & future job
demands.

Secondary Functions :

Organizational / Job Design concerned with


interdepartmental relations & organizational & definition
of jobs
PMS Used for establishing & maintaining accountability
throughout the organizations
Research & Information System Necessary to make
enlightened HR Decisions

HRD Functions :
Training and Development focus on changing or improving the
knowledge, skills and attitudes of individuals
Training involves providing employees the knowledge and skills
needed for particular tasks / job through attitude change
Development activities have a longer term focus on preparing for
future work responsibilities, while also increasing the
capacities of employees to perform their current jobs
T & D begins as an employee enters the organization in the form of
employee orientation & skills training
Employee orientation is the process by which new employees learn
important organisation values, norms, working relationships, etc
Skills and Technical training then narrow in scope to teach the
employee a particular skill or area of knowledge

Once through with this, HRD activities focuses more


development activities specifically coaching & counseling.

on

Coaching is the process, where individuals are encouraged to


accept responsibilities for their actions, to address any work related
problems, and to achieve & sustain superior levels of performance
Coaching involves treating employees as partners in achieving both
personal and organizational goals
Counseling techniques are used to help employees deal with
personal problems that may interfere with the achievement of these
goals.
Counseling programs may address such issues as substance
abuse, stress management, smoking cessation, or fitness, nutrition
and weight control
HRD professionals are also responsible for coordinating
management training and development programs to ensure
that managers and supervisors have the knowledge and skills
necessary to be effective in their positions.

Organisation

Development

OD is defined as the process of enhancing the effectiveness of


an organisation and the well being of its members through
planned interventions that apply behavioral science concepts.
OD emphasizes both macro and micro organizational
changes : macro changes are intended to ultimately improve the
effectiveness of the organisation, whereas micro changes are
directed at individual, small groups and teams.
Eg. Many organisations have introduced employee involvement
programs that require fundamental changes in work
expectations, reward systems, and reporting procedures, for
improving the organizational effectiveness
The role of HRD professional involved in OD intervention is to
function as a change agent
Facilitating change often requires consulting with and advising
line managers on strategies that can be used to effect the desired
change
They may also become directly involved in carrying out the
intervention strategy, such as facilitating a meeting, responsible
for planning and implementing the actual change process, etc

Career Development
Career development is an ongoing process by which individuals
progress through a series of stage, each of which is characterized
by a relatively unique set of issues, themes and tasks
Career development involves two distinct processes : career
planning and career management
Career Planning involves activities performed by individual,
often with the assistance of counselors and others, to assess his or
her skills and abilities in order to establish realistic career plan
Career Management, involves taking the necessary steps to
achieve that plan, and generally focuses more on what the
organisation can do to foster employee career development. There
is a strong relationship between career development and T & D
activities.

Learning performance wheel book page 21

ROLES OF HRD PROFESSIONALS

HRD professional must perform a wide variety of functional roles


Functional role is specific set of tasks and expected outputs for a
particular job, like class room trainer, instructional designer
HRD professionals need to possess many different skills or
competencies
Bernathal et al. in Mapping the future has described the
foundational competencies
These are depicted as falling into 3 areas: personal, interpersonal
and business / management
The area of expertise are shown in the middle of the pyramid (refer
2004 ASTD competency Model page 27) and the top shows 4 key roles
for HRD professionals : Learning Strategist, Business Partner,
project manager and Professional specialists

Learning strategist involved in high level decision making


concerning how HRD initiatives will support the goals and
strategies of the organisation.
BP works together with mangers and others in determining
how the HRD initiatives will be implemented and evaluated
Project Manager is involved with the day to day planning,
funding and monitoring of HRD initiatives
Professional specialist adds his or her expertise in
particular areas, eg. Designing, developing, delivering, and
evaluating the HRD initiatives
HRD managers and executives are more likely to be involved
with the learning strategist and BP roles

Some other HRD Roles :


According to McLagan, HRD professional perform atleast 9
distinct roles.
HR strategic advisor consults strategic decision making
HR systems designer and developer assists HRM in
design and development of HR systems
Organisation Change Agent advises management in
designing and implementation of change strategies used in
transforming organisations
Organisation Design Consultant advises management
on work systems design and the efficient use of HR

Learning program specialist identifies needs of the learner,


develops and designs appropriate learning programs, & prepares
materials and other learning aids
Instructor / Facilitator presents materials and leads and
facilitates structured learning experience
Individual development and career counselor assists
individual employees in assessing their competencies and goals in
order to develop a realistic career plan
Performance Consultant / Coach advises line management on
appropriate interventions designed to improve individual and
group performance
Researcher assesses HRD practices and programs using
appropriate statistical procedures to determining their overall
effectiveness and communicates the results to the organisation

CHALLENGES TO ORGANIZATIONS & TO

HRD
Emerging work place Trends:
Drastic Times, Drastic Measures: Uncertain economic
conditions force organizations to reconsider how they can
grow & be profitable
2. Blurred Lines (life or work): new organizational
structures are changing the nature of work for employees
and HRD professional
3. Small
World & shrinking: Global communication
technology is changing the way people connect and
communicate
4. New Faces, new Expectations: Diversity in the workplace
continues to rise
1.

5. Work be nimble (quick): Accelerated pace of change


requires more adaptable employees and nimbler
organizations
6. Security Alert: concerns about security & about the ability
of governments to provide protection have increased
individual anxiety levels worldwide
7. Life & Work in the e Lane: Technology, especially the
internet is transforming the way people work and live
8. A Higher Ethical Bar : Ethical lapses at the highest levels
in large organizations have shaken employees loyalty, trust
and sense of security

CHALLENGES

Increasing Workforce Diversity :


Workforce is becoming increasingly diverse including racial,
ethnic and gender lines
Effectively managing diversity has been identified as one of
the distinguishing features of organizations
Diversity issues have several implications for HRD professionals
Organizations need to address racial, ethnic & other
prejudices that may persist as well as cultural insensitivity
& language differences
Secondly with the increasing numbers of women in the
workforce,
organizations
should
continue
to
provide
developmental opportunities that will prepare women for
advancement into the sr. ranks and provide safeguards against
sexual harassment.
The aging of the workforce highlights the importance of
creating HRD programs that recognize & address the learning
related needs of both younger and older workers

Competing In a Global Economy :


Companies compete in a global economy many are
introducing new technologies that require more educated
and trained workers.
Successful Organizations must hire employees with the
knowledge to compete in an increasingly sophisticated
market.
Competing in global market requires more that educating
and training workers to meet new challenges
Successful organizations institute quality improvement
processes & introduce change efforts
Workforce must learn to be culturally sensitive to
communicate & conduct business among different cultures
Developing managers to be global leaders has been identified
as a major challenge for organization

Eliminating the Skills Gap


To compete successfully in the global economy, companies
should hire educated workers.
But almost 30% of high school students fail to graduate, &
employers must confront that many young adults entering the
workforce are unable to meet current job requirements
This skill gap poses serious consequences
It is impossible to learn many things as it would require reading
and writing
Many industrialized nations have made systematic changes in
order to bridge the skill gap.
Eg. Japan and Germany, have an educational system that do a
better job of teaching students the basic skills needed by most
employers

Need for Life long Learning


Given the rapid changing trends, it is certain that employees
must continue the learning process throughout their careers
This need will compel the organizations to make an ongoing
investment in HRD
Eg. For semiskilled workers, it may involve more rudimentary
skills training to help them build their competencies
To professional employees, this learning may mean taking
advantage of continuing education opportunities
The challenge to HRD professional is to provide a full range of
learning opportunities for all kinds of employees
Individual assessments can determine the deficiencies or gaps
in employees performance capabilities, while also pointing out
their preferred learning styles

FRAMEWORK FOR THE HRD PROCESS

HRD programs and interventions can be used to address a wide


range of issues and problems in an organisation
They are used to orient and socialize new employees in to org.,
provide skills and knowledge and help individuals and groups
become effective
To ensure that these goals are achieved, extra care must be taken
while designing and delivering HRD programs
HRD interventions involves a 4 step sequential process :
Assessment, Design, Implementation and evaluation ADImE

Assessment

Design

Implementation

Select
evaluation
criteria

Define
Objectives
Assess Needs
Develop
Lesson Plan
Prioritize
needs

Develop /
acquire
material
Select
Trainer/
leader
Select
methods &
techniques
Schedule
intervention

Evaluation

Determine
evaluation
design
Deliver the
HRD
Intervention
or program

Conduct
evaluation
of program

Interpret
the results

Needs Assessment Phase:


A need can either be a current deficiency, such as poor
employee performance or a new challenge that demands a
change in the way organization works
Identifying needs involves examining the organisation, its
environment, job tasks and employee performance.
This information can be used to
Establish priorities for expending HRD efforts
Define specific training and HRD objectives
Establish evaluation criteria

Design Phase:
It would include
Selecting the specific objectives of the program
Developing an appropriate lesson plan for the program
Developing or acquiring the appropriate materials for the trainees to
use
Determining who will deliver the program
Selecting the most appropriate method to conduct the program
Scheduling the program
After the assessment, it is important to translate the issues identifies
in that phase to clear objectives for HRD interventions
This will facilitate the development of clear lesson plan concerning the
programs
The design phase also includes the selecting and developing the content
of the program i.e. choosing from on the job training, classroom
training, role play, lectures, workbooks, job aids, films, videos,
ppt., etc

Implementation Phase :
The goal of assessment and the design phase is
implementation of effective HRD program / interventions
That is the program must be delivered or implemented
using the most appropriate aid or means
Delivering any HRD program generally presents numerous
challenges, such as executing the program as planned,
creating and environment that enhances learning &
resolving problems that may arise.

Evaluation Phase:
Evaluation phase is the final phase in Training and HRD process
Here the effectiveness of the HRD intervention is measured
This is an important but underemphasized activity
Careful evaluation provides information on participants reactions to
program, what did they learn, usefulness of the intervention, areas to be
improved, etc
HRD professionals are increasingly being asked to provide evidence of the
success of their efforts, i.e. the bottom line impact, as well as employee
reaction. This helps manager to make decisions on :
Continuing to use the technique or vendor in future programs
Offering a particular program in future
Budgeting and resource allocation
Using some other HR or managerial approach to solve the persisting
problem
Armed with this information HRD managers can better compete with
managers form other areas of the organisation for the effectiveness of
their action

WHAT IS TRAINING OR HRD NEED?

Discrepancy or gap between what an organisation expects to


happen and what actually occurs
Identifies needs in this sense focus on correcting substandard
performance. An HRD intervention such as coaching or skills
training may be necessary to correct the discrepancy.
Robert Brinkerhoff has argued that focusing only on performance
deficiency in needs analysis is too restrictive & proposed other
ways of looking at training needs.
These include diagnostic and analytic needs. Diagnostic Needs
focus on the factors that lead to effective performance & prevent
performance problems, rater than emphasizing existing problems.
Diagnostic needs are identified by studying the different factors
that may impact performance.

Analytic Needs identify new, better ways to perform tasks.


The needs are generally discovered by intuition, insight or
expert consideration.
Compliance Needs are those needs that are mandated by
law. Often deals with mandated training programs, such as
safety training or food handling
HRD professionals should be proactive and future oriented.
HRD professionals should bother with needs assessment.
HR frames this in terms of potentially hazardous shortcuts

LEVELS OF NEEDS ANALYSIS

Needs can exist at any of atleast 3 levels, considering the


organization, the job / task and the individual.
Strategic or organizational analysis suggests where in
the organization training needed and under what conditions
it will occur
Task Analysis explains what must be done to perform a job
or complete a process successfully
Person Analysis reveals who needs to be trained & what
kind of training they need

STRATEGIC ORGANIZATIONAL ANALYSIS

Assessment of needs at the organizational level is usually


conducted by performing an organizational analysis. It is a
process used for better understanding the characteristics of the
organization and to determine where training and HRD efforts
are needed
Components of Strategic / Organizational Need analysis
It requires a broad or whole system view of the organization &
what it is trying to accomplish. It may include goals & objective,
reward systems, planning systems, delegating and control
systems. According to Irwin Goldstein, an organizational analysis
should identify:
Organizational Goals
Organizational Resources
Organizational Climate
Environmental Constraints

These factors provides important information for planning and developing


HRD programs
Organizational Goals : understanding the organizations goals and
strategy provides a starting point in identifying the effectiveness of the
organizations.
Areas where organization is meeting its goals probably dont require
training efforts, but should be monitored to ensure opportunities for
improvement and potential problems are identified.
Areas where goals are not being met should be examined further and
targeted to HRD or other appropriate HR or management efforts.
Organizational Resources : the amount of money available is an
important determinant of HRD efforts. In addition, knowledge or
resources such as facilities, materials on hand and expertise within the
organization also influences HRD.
Eg. If there are no classrooms or conference room facilities
within the organization, the scheduling of the program
becomes difficult.

Organizational Climate : the climate within the organization is an


important factor in HRD success. If the climate is not conducive to HRD,
designing and implementing a program will be difficult. Eg. If no trusting
then participation will be less between managers and EE.
Similarly if problem exists between senior and middle management, then
middle management can resist or not cooperate.
Environmental Constraints : it includes legal, social, political and
economic issues faced by the organization. Demand for certain types of
HRD programs can be affected by these constraints.
Eg. In 1998, the Supreme Court decided two significant cases concerning
sexual harassment.
Knowledge of legal issues can ensure that the HRD effort is in compliance
and will not itself be a source of problems

Advantages of Conducting A Strategic / Organizational


Analysis
It reveals where HRD is needed and the organizational and
environmental conditions that may affect the HRD efforts.
Knowledge of these issues ensures that all HRD programs are tied
to the organizations strategy and mission, which is crucial to its
success. Communicating the link between HRD activities and the
organizations strategic plan to operating managers and employees
make the importance of HRD clear.
The strategic plan can be a valuable source of information for
organizational analysis, whereas HRD efforts can become a major
component of carrying out the strategic plan.

Methods of Strategic / Organizational Analysis :

This method depends on the particular organization. A list


of data sources is available for determining training and
HRD needs.
The list includes the following : human resource
inventories, skill inventories, organizational climate
measures and efficiency indexes.
Some of these sources, such as efficiency indexes, are
continuously monitored by many organizations as a part of
normal control procedures.
Eg. The Institute for Social Research at the University of
Michigan markets two instruments Survey of
Organizations and Michigan Organizational Assessment
Questionnaire that are supported by substantial
reliability and validity data.

Sources of Data For Organizational Need Analysis


Recommended Data Source

HRD/Training Need Implications

Organizational Goals & Objectives

Where HRD or training emphasis can


and should be placed. These provide
normative standards of both direction
and expected impact, which can
highlight deviations from objectives and
problems is needed to fill
Human Resource (Manpower) Inventory performance
Where HRD/training
gaps caused by retirement, turnover,
age, etc. this provides an important
demographic
database
regarding
possible scope of training needs
Skill Inventory
No. of employees in each skill group,
knowledge and skill levels, training
time per job, etc. this provides an
estimate of the magnitude of the
specific needs for HRD/training. Useful
in
cost-benefit
analysislife indicators at
Organizational Climate Indexes
Quality
of working
the organization may help focus on
problems of HRD components

Recommended Data Source

HRD/Training Need Implications

Analysis of Efficiency Indexes

Cost accounting concepts may represent


ratio between actual performance and
desired or standard performance

Changes in System or subsystem

New or changed equipment may present


HRD or training problems
One of the most common techniques of
HRD / training needs determination
Often
information
not
otherwise
available can be obtained in these.
Problem areas and supervisory training
needs especially
Provides performance review, potential
review and long-term business objectives.
Provides actual performance data on a
recurring basis so that baseline
measurements may be known as
subsequent improvement or deterioration
of performance can be identified and

Management Requests or Management


Interrogation
Exit Interviews

MBO or Work Planning and Review


System

TASK ANALYSIS

Task analysis sometimes also known as operational analysis,


is a systematic collection of data about a specific job or group
of jobs to determine what an employee should be taught to
achieve optimal performance.
Results of a task analysis typically include the appropriate
standards of performance, how tasks should be performed to
meet these standards, the knowledge, skills and other
characteristics
Sources of Data for Task analysis : PG 114 - 115

TASK ANALYSIS PROCESS

Step 1 : Overall Job Description : JD is the narrative


statement of the major activities involved in performing a job and
the conditions under which the job is to be performed
Job analysis : a systematic study of a job to identify its major
components. A Job Analysis process generally involves observing
the job being performed; asking job incumbents and supervisors
questions about the job, tasks, working conditions & knowledge,
skills etc.
Step II : Task Identification : it focuses on the behaviors
performed within the job. The following information about the job
is determined and clearly described:
The major tasks within the job
How each task should be performed (performance standard)
The variability of performance (how the task is actually
performed on day to day basis)

5 methods for task identification include :


Stimulus response Feedback : the EE knows it is time to
perform a particular behavior, is the response or behavior that
EE is to perform and then it is feedback of the EE received
about how well the behavior was performed
Time Sampling : it involves a trained observer, watch and note
the nature and frequency of an employee activity.
Critical incident technique : developed by John Flanagan can
be used for task identification. It involves having individuals
who are familiar with the job record incidents of particularly
effective and ineffective behavior that have been seen on the job
over a period of time. This can be done by individuals or groups.
Job inventories : a questionnaire is developed by asking
people familiar with the job to identify all of its tasks. This list
is then given to supervisors and job incumbents to evaluate each
task is important and time spent to perform the task. This
allows inputs from many people and gives numerical
information's about each task that can be used to compute
indexes and be analyzed

Job- duty task method : the job is divided into its subparts
providing a comprehensive list that identifies the job title, each
of its duties and tasks and finally the knowledge, skills
abilities or other characteristics (KSAO) required to
perform each subtasks.
Step 3 : identify what it takes to do the job: successful task
performance requires that employees possess the KSAOs to
perform the task. HRD professional must specify the KSAOs
because it is these competencies that employees must develop
or acquire during the training program
Information on KSAO required to perform a job is valuable in
determining the focus of an HRD program. Some skills such as
written and oral communication or knowledge of safety
products and procedure are necessary for effective
performance. In such case HRD program may be developed and
conducted that can be offered to employees in a wide range of
jobs

Step IV : Identify the areas that can most benefit from


Training or HRD : the focus here is on determining which tasks
and capabilities should be included in HRD programs, both ratings
of tasks as well as ratings of KSAO should be examined.
Task ratings should be studied concerning their importance, time
spent, and the ease of acquisition. These ratings should be studied
for their importance, difficult of learning and opportunity to
acquire them on the job.
Eg a high rating on time spent and ease of learning may indicate
that a particular task should be included in training. However, if
the same task is also rated low in importance to successful job
performance. It may be worth the time and effort involved in
training.
Step V : Prioritize Training Needs : it should be clear with
tasks and KSAO could benefit from training. These tasks and
KSAOs should be prioritized to determine which ones should be
addressed first. Again inspection of ratings provided in steps 2 and
3 can facilitate the prioritizations process.

PERSON ANALYSIS

Determining the training needs of individual employees. The focus


is typically on how well each employee is performing key job
tasks, but this process may identify a wide range of both common
and unique HRD needs

Traditionally, Person Analysis involved an EE and their


supervisor. Depending an the nature of individuals work, that EE
peers, customers, and subordinates may also be in a position to
provide information that can be used to identify person-level needs.

Evaluation approach called 360 degree performance appraisal


uses as many if these sources as possible to get a complete picture
of employees performance

Data Sources Available for Person Needs Assessment


Tech. or Data Obtained

HRD/Training Need Implication

Performance Data or Appraisals as


indicators of Problems or weaknesses
Productivity, Absenteeism, Accidents,
short term sickness, Grievances, etc

Include weaknesses and areas of


improvement as well as strong points.
Easy to analyze and quantify for
purposes of determining subjects and
kinds of trainings needed. Data can be
used
to
identify
performance
discrepancies
More subjective technique but provides

Observation work sampling

Interviews

Questionnaires

Tests

both employee behavior and results of


behavior
Individual is only one who knows what
he believes, needs to learn. Involved in
need analysis can also motivate
employees to make an effort to learn
Same approaches as interview. Easily
tailored to specific characteristics. May
produce bias
Can be tailored made or standardized

Technique or Data Obtained


Attitude Survey

HRD / Training Need Implications

Useful
in
determining
morale,
motivation or satisfaction of each
employee
Rating Scale
Care must be taken to ensure relevant,
reliable, and objective employee rating
Critical Incidents
Observed actions that are critical to the
successful or unsuccessful performance
of the job
Diaries
Individual employee records details of
job
Devised situations
Certain knowledge, skills, attitudes are
Role Play, Conference Leadership, demonstrated by these techniques
Training Sessions, Business games
Assessment Centers
Combination of several techniques in a
program
MBO or Work Planning & Review Provides actual performance data on
system
recurring basis related to organization,
so that baseline measurements may be
known & subsequent improvement or

1.
2.
3.
4.

Performance Appraisal in Person Analysis process


PA can be a valuable tool for collecting person analysis data.
Although may be attempting to think that performance appraisal
by itself can be the sole source of person analysis information.
Model of PA, as the person analysis process begins as under:
Perform or have access to a complete, accurate performance
appraisal
Identity discrepancies between the employees behavior traits and
those required for effective performance
Identify the source of discrepancies
Select the intervention appropriate to resolve the discrepancies

Development needs:

Person analysis data are also used to define development needs,


which can be identified during the periodic performance system. The
primary use of development data is for maintaining and increasing
the knowledge, skills and abilities of each employee.
Many organizations use HRIS to compile this information
Although this type of information is traditionally used to assess the
readiness of the individuals to take on higher levels of
responsibilities, it can be also used for training needs assessment
Some of the organizations analyze this information to determine the
best strategy for developing their HR
Eg, if organization is contemplating changes that require new skills,
the skill inventory may provide necessary information for devising
new training or other HRD programs

EMPLOYEE AS NEED ASSESSMENT CENTER

Another source of information for training needs is the employee


itself. Employee acts as a source for information
It was found that although self-ratings were more lenient than
supervisory ratings, self ratings exhibited less halo error
It was also found that two sources of ratings were not
significantly related and that self ratings discriminated among
aspects of performance more than supervisory ratings.
It was found that although self ratings of training needs may be
a useful part of a needs assessment, HRD professionals would
be wise to use multiple sources of need assessment information
to ensure validity

PRIORITIZING HRD NEEDS

Assuming that a need assessment reveals multiple needs,


management and the HRD staff must prioritize these needs
Decisions must be made about what resources will be used in HRD
Participation in Prioritization Process:
The

prioritization works best when individuals throughout the


organization are involved.
As HRD programs are intended to serve a specific area of the
organization, representatives from those areas should have
input in decision.
Some HRD departments regularly solicit ideas from employees
and can be used to refine and improve ongoing programs
With this input, there is a greater likelihood that more
employees will perceive the HRD programs as being relevant to
the organization

HRD Advisory Committee


One way to continuously reflect the needs of employees and assist
is prioritizing needs is to establish an HRD advisory committee
The role of committee is to meet regularly and review needs
assessment and evaluation data and offer advice on the type and
content of HRD programs to be offered
Committee is composed of members from a cross-section of the
organization
This provides different perspectives on HRD needs and can create
a broader level of support from all parts of the organization

THE HRD PROCESS MODEL DEBATE

A through need assessment establishes the foundation for an HRD or


training program.
These process are based on the instructional system design or
ADImE model

This model has been a dominant model in HRD since 1970s

Recently this approach has been strongly criticized


The

model is too slow and clumsy to meet todays training needs


Theres no hang on, well explain later
Used as directed, it produces bad results
It clings to the wrong world view

End of module 1

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