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CHAPTER-01
Effective Human Resource
Training and Development
Strategy

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Training an Overview
Training if effectively managed achieves aims
and objectives of an organization.
Training is always job orientated for the
development of the general culture of the
company.
Training is a process to improve aptitude skills
and abilities of the employees to perform
specific jobs.
Due to rapid growth in technology fields there
is a great need for training for updating skills
of employees.
To respond effectively WetoLearn
competition from
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Present day role of training.
Now a days training is a crucial element , a
sound basis for modern day management at
the micro level. It has an extensive role in
a) enhancing productivity.
b) improving organizational functions.

At macro level it serves as an important agency

to contribute to the economic and social
progress of the country thus creating a need for
large scale organized efforts to develop
technical and enterprising skills in youth to
make them productive We units ofsociety.
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What is the need for Training of
Personnel?
Continuous management training is required to
build up a strong effective , motivated and
dedicated managerial cadre.
In PEs training must shape the managers to
understand the requirement of the employers in
terms of organization and personal growth.
It is essential for gaining competitive edge.
For imparting diverse skills and performance
management abilities to managers for
effectiveness of business activities.
For enhancement of emotional and intelligent
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TRAINING-SIGNIFICANT MEANINGS
ATTRIBUTED TO EACH LETTER OF THE WORD.

T : -Talent and tenacity N:- Novelties

R:- Reinforcement I ;- Intensity
A:- Awareness N:- Nurturing
I:- Interest G:- Grip
A growing organization The gap between
performance of
must be in tune with the organization and the
changing
the changing needs of needs of the society can
be
the society. reduced through
We Learn proper training
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Definitions of training
Training is defined to be a organized activity
involving systematic procedures for transferring
technical know how to the employees for
increasing the knowledge and skills of the people
for a definite purpose.
Definition by Edwin B Flippo. The purpose of
training is to achieve a change in the behavior of
those trained to enable them to do their jobs
better. It is equally necessary for the new as well
as the old employees. Training is a continuous
process to bring a positive change in
1) Knowledge
2) Skills We Learn A Continuous Learning For
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John P. Jkenny and others (1979) defined

training to help out an individual to learn
how to carry out his present job
satisfactorily.

Edger H. Schein defined management

development as a how an organization
brings a change in an individual in a
direction which organization regards to be
in his own and organizations best
interests. Most importantly various
training programs try to influence
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SCOPE OF TRAINING

Lately the scope and application of

training has widened to include
positive behavioral changes,
developing life skills leading to
personal growth that helps to cope
with day to day problems of living
and manage interpersonal relations,
and interpersonal effectiveness
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OBJECTIVES
Defining training objectives is a pre requisite
of any training program.
They may vary according to the requirements
of a particular situation
Objectives of any training program should
indicate that at the end of training whatever
knowledge , skills and attitudes that have
been identified as necessary for effective
work performance should be achieved
In complex subject like management it is not
easy to define training objectives in terms of
performance measurable terms
We Learn of specific
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Training objectives determine the details of

design and provision which must include the
people who design and provide training and
the methods and locations that might be
used in practice.
Systematic methods are evolved for
increasing the new employees knowledge
and developing his skills and also giving core-
training of its existing employees.
Objectives are statement of intent written in
clear ,specific and precise terms which
specify what learners will be able to do at the
end of each stage ofWe learning
Learn Aprocess.
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Three elements of training
objectives

1) Outcomes: This is the observable

behavior required at the end of
training.
2) Conditions : These are circumstances in
which the outcomes should take place
3) Standards: The expected level of
attainment in terms of quality,
accuracy , quantity or whatever is
relevant to the job.
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Systematic Assessment of
Training (SAT)

It defines training objectives as one

system and the assessment of learning
achievement and training effectiveness
as another being totally
interdependent.

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Setting out the program
objectives
This includes the following modules:

Understanding Program Objectives.

Program objectives are broad statement of intent,

action and outcomes which are the end result of
the training.
Learning Objectives express learning expected
from a specific training activity, event or module.
Program objectives are the aggregate of learning
outcomes.
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APPROACHES
Cognitive Learning: Focusing on acquisition of
information and knowledge, including
concepts ,theories and principles etc.
Behavioral Learning: Developing
competencies required for the actual
performance of the job.
Affective Learning: Also aimed at enhancing
job performance by fostering appropriate
attitudes and values. By helping individuals in
better management of feelings, emotions and
reactions to situations and people. These three
area are interrelated resulting
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Need for setting Program
Objectives
The need for setting program objectives are
listed as follows:
a) Provide Direction to the Program
Objectives define the direction of the
program and indicate areas of emphasis.

b) Serve as a basis of Evaluation.

Objectives facilitates the process of
setting standards of performance for the
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c) A Tool for Meeting Participants

Training Needs
Objectives assist the participants in
establishing their personal learning
objectives.

d) Define Limits for the Program

Objectives also set out parameters
for the programs, the can do and
cannot dos.
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Establishing program objectives-
Consideration and guidelines.
Program objectives are established on the
training needs. which needs to be identified.
using appropriate methodology sound
procedures and principles .Some of the points to
keep in mind:

Program Objectives are Set Out from the

Learners Perspective:
The primary aim is to inform the participants of
the learning they should expect to receive from
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Sample Program Objectives
Training Program: Leadership and its
Development
At the end of the training program the
participants will be able to :
Discuss and analyze the concept of and
dynamics of leadership and examine its
application to the situation in their respective
organizations.
Illustrate various theories and models of
leadership and appraise their relevance and
validity to their job.
Become aware of their leadership
We Learn style and
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Training and education As
Approaches to Learning
The purpose of education is to teach theoretical
concepts and develop a sense of reasoning and
judgment.
Training and development must contain an
element of education.
For this purpose organizations depute and
encourage employees to do courses on a part
time basis in Institute of Public Enterprise,
Business schools etc.
Education is more important for managers
and executives thanWe forLearn
lower A cadre workers.
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Defining Training and
Development
Flippo defined training as the act of increasing
the knowledge and skills of an employee for
doing a particular job and prepare himself for
higher level job.
Training imparts the ability to detect and correct
error.
It provides skills and abilities that may be called
on in the future to satisfy the organizations
human resource needs.
It may be carried out on the job off site or on site.
It may be given in a simulated environment that
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Some Key Attributes of Training
and
Training Education
Education

Though training is Education is mainly

concerned with the future directed towards the future
of an individual , his past of an individual and any
and present provide a reference to his past and
crucial frame of reference. present state is incidental.
The scope of training is Education is not targeted
limited, determined by towards specific behavior.
training objectives. It is So it lacks the specificity of
specific and highly training. Education has a
structured. It has relatively long term perspective of an
short term perspective of individuals life.
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Some Key Attributes of Training
and
Training Education
Education

Transfer of learning can be Difficult to monitor how the

monitored and assessed. The learning acquired by the
organization and even the individual is used by the
training agencies can exercise individual. The educational
greater control on the process. institute has virtually no
control over the situation and
the circumstances of the
individual.
Training has less emphasis on Education is firmly rooted in
ideology and social values the culture of the society. Its
,societal forces play a far less key concern is the inculcation
significant role than they do in of socially accepted values in
education. Wean individual.
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Some Key Attributes of Training
and
Training Education
Education

Social institutions like

In training the group comes
together for a specific
purpose and disperses after
the program objectives are
assumed to have been
achieved.
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state , family and the
community play an
important role in the
education of an individual.
In education, the group is
more enduring and there is
sustained interaction over a
long period of time.
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Training VS Development
Training is often referred to as teaching specific skills
and behavior.
Development in contrast is more general and more
oriented to individual needs as well as organizational
needs often aimed towards management people.
Development is to provide knowledge and
understanding to people to carry out functions such as
problem solving , decision making related to people.
Training is meant for operatives and development is
meant for managers.
Training improves specific skill whereas development
aims in improving total personality of an individual.
Training is a one shot deal whereas development is a
continuous process. We Learn A ContinuousContd
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Training is the result of some outside
motivation whereas development is the result
of inside motivation
Training seeks to meet the current
requirement of the job, it is a reaction process
whereas development is a proactive process.
Learning Training Development
Dimensions
Who Non managers managers
What Technical mechanical Theoretical
operations conceptual ideas
Why Specific job related General knowledge
information
When Short term long term
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Triggers of Training
Training programs is a stimulating process and should
take off with enthusiastic participation.
Some example of triggering are:
1) CEOs initiative with a ceremony for introduction of
new technology.
2) HRD document with mission policy and action plan
3) An incentive for fast learners
4) A letter from the CEO on the subject to employees
5) Publicity for skilled persons
6) Shram Shakti awards
7) Unveiling career plan for the newly trained people or
new skill base.
8) Threat of lateral recruitment instead of internal
promotions for higher posts
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Benefits of training
Training offers innumerable benefits both to
employees and employers.
Tips for Trainees on how to benefit from
business seminars.
Plan your schedule ahead of time
Make sure what your company would like you to
learn from the seminar.
Learn about the proper attire for the seminar
Network at the seminar. Bring business cards
Meet people before each session and break the
ice by making useful conversation. Introduce
yourself to the presenter.
Bring back informationWeto Learn
the company by either
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Benefits of training to a
company
The major benefits are:

1) Increased productivity

2) Improved morale

3) Reduced supervision

4) Reduced accidents
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Benefits of Training to the
employee
Training makes employee more useful hence he will
find employment more easily.
Training makes employee s more efficient and
effective.
Training helps them to secure promotions easily and
realize their career goals.
Training helps an employee to move from one
company to the other easily. He can be more mobile
and pursue career goals easily.
Employees can avoid mistakes, accidents on the job
thus handle job with more confidence, be more
satisfied and would have high morale.
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Benefits of Training to the
Business
Wastage is eliminated to a large extent as
workers work more effectively.
There are fewer accidents. As trained
workers have improved knowledge of use
and handling of machines.
Workers turn out better quality goods
Training makes workers more loyal to the
organization as they will have more
growth opportunities.
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Current Training and Development
Practices, National Perspective
World bank has given a warning signal that by the turn of
this century India will have nearly three fourth of worlds
illiterate population. We have to convert this human
resource as an asset through formal, informal and non
formal education involving training and retraining.
On analysis of the present day training programs in the
country are quite inadequate. Public sectors have training
programs with employee development approach whereas
private sectors have only development of the organization
in mind.
Though most of the Public Sectors have taken up HRD in a
big way but so far private sectors have been having half
hearted efforts so far. Recent globalization and new
economic policies have brought changes
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The essence of training is to meet the future
requirement of the organization where as development
helps the individual to handle future responsibilities
other than the concerns of the present job.
The concept of HRD is already established in
successful organizations in the form of HR planning,
recruitment and selection, training and development
personnel and administrative policies, planning and
implementation , career counseling, industrial relation
etc. These are managed by the professionals in HR
from a holistic viewpoint, throwing up creative
solutions which were previously not thought of.
Todays tragic truth is the rapid rate of obsolescence of
skills. Thus retraining and development of millions of
workers for alternative careers is a crucial area.
Training is essential bothWe
to Learn
workers
Aand supervisors
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The shift from planned economy to market economy
has raised consumerism and up gradation of
technology.
Introduction to computers needed retraining and
redeployment of employees.
The New Industrial policy of 1991 brought about many
structural changes. The Indian economy has switched
from domestic to global market.
To have competitive edge, Indian industries had to
improve quality and meet the national challenge of
training and deployment.
All public enterprise need to have well trained and
experienced people.
In a rapidly changing society in order to maintain a
viable and knowledgeable work force, organization
must commit resources to Wetraining.z
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HRD in Public Sectors
Public sectors contribute most to the national economy so
they need to improve their efficiency.
The reward and promotional system based on time bound
scale rather than merit basis defeats the basic concept of
HRD process in these sectors.
Though there are a number of central and state level
institutions conducting HRD programs for civil
administrative and public sector organizations but much
more is yet to be done.
HRD can be hall mark of public sector automatically
improving the quality of work and productivity if the
objectives are clearly defined and goals are achieved.
The economic consideration will have to be given more
weightage to dilute politicians dominations .
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Role of HRD in Economic
Development
Competencies and behavior are major factors
in the economic growth of the country
Structural changes in Indian economy is
dominated by its population and their
contribution.
As population growth , human resource
development and economic development are
interrelated by implementing HRD policies a
change in GNP can be noticed.
Only an educated and developed population
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HRD in Private Enterprises
The private sector is on the growth path in India and
has to move from old economy to new economy where
owners and employees are subordinated by the
enterprise.
They are going for employee stock ownership
scheme ,greater representation of the employees on
the board .
In order to meet the modern day challenges big
business houses have set up their own business
schools and management academys like Tata
Management training center, Reliance Management
Academy etc.
Though there is technology boom in India there is a
gap in setting up technical management institutes.
The private sector cannot make
We any
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HRD in Banking
Banks are key sectors of national economy and are
important public sector enterprise.
Being in service sector Banks realize the importance of
HRD and they do have brain storming sessions , idea
banks at zonal centers
Human values are given greater importance.
They have schemes for career planning management
development process by rotation of staff, open and
planned appraisal systems.
In their HRD programs due importance is given to
interpersonal skill development and analysis of
consumer behavior.
On the job class room , optimization of available staff,
continued education andWe vocational
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Problems in Training
Despite setting up institutes various problems
in respects of training have surfaced from
time to time .
Questions of appropriate organizations
model , training mix , faculty composition, and
methodology of evaluation are some areas of
trouble.
Adequacy of training budgets, interface of
training objectives with the other functionaries
in the organization are some thorny issues.
To address such problems a concerted
research is initiated on
We the functioning
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International Perspective: The
Singapore Training Experience
Singapore is the best prototype of a nation that has
successfully up skilled its work force over the last 40
years.
Worlds Economic Forum has rated its labor force 1stin
terms of computer literacy and 2ndin terms of worker
motivation and availability of skilled work force.
Its education system meets the needs of a competitive
economy .
Singapore is ranked 1stamongst all developing nations
in terms of number of human resource dimensions.
On education standards, comparing scores in maths
and science Singapore is ranked 1st.
On both educational andWe training
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Factors contributing to the success
of Singaporean Skills
development system.

The linkage between Skills Development and

economic development.

The EDBs Evolving model of Technology

Transfer, Foreign Investment and Skills
Development

Skills Development Fund

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Skills Development Fund
SDF is the institution that has been touted as
model for other countries.
Employers have to contribute 1% of the gross
salary of each employee earning less than 1000
Singapore dollars /month to the SDF.
Companies can get upto80% of its contribution
back if they apply to the SDF for grants for
training and skills enhancement.
It is a way to induce companies to continuously
invest in skills up gradation and it penalizes
companies which persists in using low-skilled-
workers in low-value-added operations by
increasing their labor costs.
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The employers who submit a Total Training Plan

affecting atleast50% of their work force would be
awarded with higher grants and subsidies from
the SDF.
Grants are typically awarded to companies to use
the funds for training programs necessary to
enhance the expertise of the workers.
The objective of the training program should be
consistent with Singapores new economic
strategy and direction.
Special incentives are provided to companies to
train older workers aged 40 and above, to train
women to get back to workforce, for basic
education etc. We Learn A Continuous Learning For
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The United States Training
Scene
The Training and educational systems of Germany and
Japan are far more consistent than that of USA.
In USA company sponsored training focuses on
managers and technicians; the quality tends to vary
widely.
Germany is best known for its outstanding
apprenticeship program.
On the other hand while comparing USAs training
scene with Japan .it is found that Japan boasts having
one of the best primary and secondary educational
systems in the world.
Once employed Japanese workers receive extensive
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Canadas training and education system is

quite similar to US.
Primary , secondary as well as vocational
education system varies greatly in terms of
quality . Companies provide as much as half of
training that is given in US.
Compared to USA in Korea though there is a
strong primary and secondary school system
as well as vocational education , but company
sponsored training programs are scarce and
poor in quality.
Thus we see that in US training and education
programs can be improved to have more
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Japanese Training Scene
Employers in Japan are well regarded for their
significant and long term commitment to
developing skills of their workers perhaps
more than any other industrialized nation.
Employee development is the key factor in
Japans economic advantage over US and
other countries.
In spite of a lengthy economic recession a
decade later Japans commitment to worker
training remained unshaken and superior to
practices elsewhere.
Skill development remains
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Japanese Training Scene,
Expenditures
Japanese respondents reported a slower
rate of growth in training expenditure.
Training investment figures are
significantly lower in almost all major
respects than those fromCanad
Japan other regions
Europ USas
shown: a e
Training expenditure $390 $530 $960 $650
per employee.
Training expenditure 1% 1.5% 3% 1.8%
as a percentage of pay
roll. We Learn A Continuous Learning For
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Japanese Training Scene,
Non-financial measures
In this there are significant
differences between Japanese
participants and those in other
countries.
Japan Canad Europ US
a e
Average employee to 1700:1 <400:1 <400: <400:
trainer ratio 1 1
Percentage of 45% 69% 69% 75%
employees received
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Japanese Training Scene, Delivery ,
Evaluation and Resources
Training in Japan is evaluated and delivered differently.
All regions reported that most training was delivered in an
instructor led classroom, 10% of training used a variety of
learning technologies. The comparable percentage of
classes delivered via learning technologies in Japan was just
1%.
Japanese organizations were less likely to use evaluation
methods other than Kirkpatricks level1 ( reaction)
evaluations.

Resources
The distribution of training costs, such as wages and salaries
of the training staff and tuition reimbursements, was similar
to that in other regions. Japanese expenditures on outside
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Japanese Training Scene :
Innovative practices
Japanese employers use innovative training and work
practices similar to others around the globe.
The number of Japanese organizations providing :
Apprenticeship programs Coaching programs
Training information systems Employee involvement
Access to key business information is very similar to
those in other regions.
In other aspects of workspace learning and
performance Japanese firms led much of the world.
Japanese firms compensated employees on the basis
of overall organizational performance . They practice
gain sharing, profit sharing
Employee stock ownership Weplans
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Japanese Training Scene: Cultural
due diligence
Data says that the training methods in Japan are quite
different from those in rest of the world.
The apparent direction of disparity between Japan and
other countries is surprising. Being the recognized
world leader in workplace training and development it
is anticipated that most of the measures would be
higher not lower than those of other countries.
The true nature of unique training system that prevails
in Japan depends on the some important ways that
may affect direct comparison. They are
1) Lifetime employment.
2) A holistic approach to Development.
3) The Technology Angle. We Learn A Continuous Learning For
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Japanese Training Scene, Lifetime
Employment
Japanese companies place great importance on
the concept of lifetime employment.
On entering work Japanese workers must evaluate
their employers carefully as they get few
opportunities to work elsewhere.
Lifetime employment creates a unique context for
the skill development and learning opportunities.
Employers in Japan do not have to worry making
substantial investments in employees who might
walk out before they recoup the cost.
Japanese firms take a long term approach to
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Japanese Training Scene; A Holistic Approach
to Development

Japanese firms provide a full development process

which also includes short training events .
Employee learning in Japan can either be planned
or unplanned , formal or informal.
They can be further subdivided into on the job or
off the job leaning.
Off-the-job formal learning is called training which
is classroom based, instructor led.
The three primary ways of employee learning in
Japanese firms are: Off-the-job formal learning
On-the-job informal learning
Off-the-job informalWe
learning.
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Japanese Training Scene,
A Holistic Approach to
Development
Most of what US employees learn occurs
informally during activities as team and customer
interactions, meetings, cross-training and shift
changes.
Employees of Japanese firms obtain much of their
learning informally, their proportion is
substantially smaller than that of US figured at
90%.
Sizable % of Japanese worker training happens as
formal, structured , on the job learning. This is
missing from US. We Learn A Continuous Learning For
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Japanese Training Scene,
The Technology Angle
Japanese firms differ from others in their use of learning
technologies to deliver training.
Japanese firms engage in the use of non-electronic, self
paced delivery methods more frequently
Most distance learning in Japan occurs through the mail
( correspondence courses) rather than online.
They rely less on learning technologies than rest of the
world.
Small amount of formal off-the-job training in Japan creates
fewer opportunities to use learning technologies like IT
training.
In Japan the use of In US the use of
CD-ROM is 24% CD-ROM is 49
E-mail is 25% E-mail is 34%
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Strategies for Effective Human
Resource Training and
Development in 21st. Century
The main focus is how to link HR with business
strategies.
The corporate training must be understood in
terms of paradigm shift that is taking place in
Indian Industry.
Three factors have added new dimension to the
need for training in all industries , they are
1) Liberalization
2) Imbalance in demand and supply of
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Classifying Employees for
training
BCG matrix can be applied to human resource portfolio.
The two by two grid gives four types of employees.
1) Dead Wood: Employees in this category are
incompetent, unsatisfactory and wholly unsuitable
occupants of their present positions; have low
potential for growth.
2) Work horses: These people have reached their peak of
performance in the light of definitely limited capacity.
3) Stars: These are people of high potential who are
performing at the highest quadrant of the potential.
4) Problem Children: These people have great potential
and genuine capacities but are working below that
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A Model for creating a Training and
Development
Mission Strategy
Maintaining
Vision, Values and beliefs
care
Values & in people
competencie
long term development
s
goals
Specific Specific
Drivers Drivers
Proactive
Business (Reactive)
Training &
Strategies Operational
Developmen
Business Goals t Strategy Issues
Organization Individual
and needs
Man power Belief Terms needs
plans Policies External
Change changes
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A Model for creating a Training and
Development Strategy
The principle of the model is simple and there are
three categories of the business factors that our
strategies should contain.
The 1st set of drivers are more or less permanent for
the organization.
First will be the mission , vision and the values of the
organization.
Secondly there will be set of values relating
specifically to people development.
Thirdly there is a need to maintain and enhance the
core competencies of the organization.
Contd
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A Model for creating a Training and
Development Strategy
Though many organizations could not explain their
strategy but would produce various documents
describing thing that they do in HRD.
The information required for making personal plan s
is required to a great extent for the training plan.
The next step in the training process is analyzing
training needs,
This is done at organizational, group and individual
levels.
A number of different methods and models
conducting needs analysis have evolved over time.
Wegap
All these process gives the Learn A Continuous
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A Model for creating a Training and
Development Strategy
Assessment methods
Training needs may be analyzed by the following assessment
methods
1) Observation
2) Consultation key
3) Print media
4) Study of job description / specification
5) Appointing external consultants
6) Performance appraisals
7) Special questionnaire/ surveys
8) Skill gap analysis, or
9) Interviews with supervisors /peers
10) Self assessment
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Issues involved with Training
Needs Assessment
1) Determining felt needs Vs real needs.
2) Balancing organizational needs with the individual
needs.
3) Reducing individual anxiety about being evaluated-
overcoming reluctance.
4) Establishing a two way communication in tradionally
one way communication.
5) Shielding top management from unpleasant data and
shielding employees from hidden concerns of top
management.
6) Erroneous interpretation of surveys results.
7) Ethics for probing for personal information about
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The next step is the selection of trainees

which must have a strategy. To determine
the obvious target group.

All training cannot be important in one go

and it is generally spread over a time often
stretching a long period on a rolling plan
basis. An important variable for success of
training activity is the motivation of the
trainee to acquire skills , knowledge and
abilities.
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Benchmarking
Benchmarking with the other organizations will be a valuable
exercise and can be done on number of fronts:

How do we compare in terms of our beliefs and philosophies?

How do we compare in terms of efficiency?

How well do we link our activities into the business priorities?

How do we compare in terms of achievement of key goals?

Some other question might cover:

Level of involvement in strategy.
Methodologies for linking business goals to learning goals
The value placed on training as a support of business change.
Beliefs and principles. Contd
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Needs Analysis process.

Line manager involvement.

Range of learning methods used.
Uses of accreditation and management education.
Roles and skills in HRD staff.

Evaluation methods and results

Organizational learning and knowledge management.
All bench marking should have clear focused objectives so that
it does not result in masses of data that cannot lead to much
action.

Where should we carry our activities?

There are two options:
Own premises.
External facilities. Contd
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Own premises
Premises cost -rent or ownership cost, utilities,
services

Equipment purchases and depreciation.

Catering costs.

Travel for company delegates.

Extent of subsidy obtainable through external

revenues by allowing others to use the facility.

Facilities management cost and time.

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External Facilities
Delegates day rate including all in room hire and meals.
Special equipment hire
Travel for company delegates
Travel and accommodation for training staff.
As every organizations situation will be different ,one
cannot predict any general outcome of such calculations
For large amount of standard training, economics will
likely swing in favor of dedicated site.
Standard training course is not very effective way of
learning.
The HRDM needs to have a overall control of the resource
to have the right balance.
A good cost comparison brings in the necessary factors.
The way to do it is to zero-base all the
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Funding Strategies
Money is the most critical resource needed. Money can
be resourced from
internally from the organization
externally from bodies with funds.
It can also be procured from external revenue generating
activities from internal resources.

External revenue can come from:

Letting out facilities utilizing spare capacities and
maximizing the return on mixed costs.
Selling places on internal training courses this is
commonly done on technical courses, or routine skill
courses or whenever open discussion on the
organization is needed. Contd...
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Providing external client consultancy

Utilizing spare capacity of learning
consultants or trainers on external client
opportunities.

Licensing training methodologies or selling

materials where these are not deemed to be
of competitive advantage.

Providing HRD services to other

organizations in sourcingutilizing fixed
costs and resource toWe
provide
Learn Aservice toLearning For
Continuous
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Should any of HRD be outsourced?
Some organizations have a general policy of not investing
management time and effort in anything other than their
core business. Then the HRD activity is given totally to
the service provider and monitored against performance
criteria.
The arguments on each side in respect of HRD
department are:
FOR Against
Reduced direct overhead cost. Lack of commitment
to
Reduced management attention. Organizational goals
Ability to control Lack of long term ownership
criteria.
Ability of wider range of skills Degrees of freedom
in controlling performance.
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Different methods of training adopted
by trainers.
The most popular method is lecture method as it is
easiest in the long run.
Case studies, buzz groups , brainstorming , business
games simulation etc requires innovation and is usually
adopted from other countries. Computer based training
(CBT) and internet based training are fairly close to
program learning and goes at its own pace and moves
from one step to the other. It uses computers, videodiscs,
floppy, touch screens, browsing the net etc.
Simulation programs can also be developed in case of
maintenance, planning , process work, sales and
marketing.
Training can be conducted onthe-job
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The on-the-job training is through counseling ,coaching

and guidance and has more advantages than other
methods. This shapes the attitude to machine, materials
procedures etc. Culture of coaching and guiding is
important by the superiors who are held accountable for
the development of the subordinates.

In case of in-house off-the job training. Trainers can be

insiders, outsider or a combination. The advantages of
having as faculty are:

They can relate to the company situation far better

they develop faith in training being a part of it, and
The preparation and actual instruction contributes to
self development
The major requirement isWetoLearn
teachA Continuous Learning For
company
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Strategies for Business Process
Outsourcing training
Outsourcing the entire training function is a huge change
that when handled properly can yield improved services
and decreased costs.
Due to economic pressure companies are turning to total
outsourcing of HR functions.
Training is a perfect candidate for BPO as a function , as it
is administrative and it is not seen as a revenue producer.
Outsourcing all training means comprehensive , end-to-
end outsourcing of the management function to the
design ,delivery and reporting.
The success of outsourcing will depend on companys
motivation, its industry, the type of training and how the
process is managed. We Learn A Continuous Learning For
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The Benefits:
Produce Cost Savings: The potential for cost saving is the initial
reason for most companies opting for outsourcing. This cost
reduction is through consolidation of services, reengineering of
processes, automation of administration and delivery etc. By
outsourcing training companies can save 30 to 40 % of their
training costs.

Deliver high quality, efficient services and products: By

outsourcing training companies can focus resources on
improving their products.

Provide cutting-edge technology: Another benefit of this narrow

focus is that the BPO provider stays on the cutting edge.

Expand global training capabilities. One reason is the access to

We Learn
global distribution and call centre A 24/5.
services Continuous Learning
It also helps to For
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Who should outsource?
According to the Institute of Public Enterprise(IPE), some
companies are better suited to outsourcing than others.
Currently non durable goods manufacturers such as food
processing , chemicals and plastics companies are outsourcing
training most often. Financial and insurance companies are
outsourcing training the least. Industries with a lot of
compliance training are prime candidates for outsourcing;
examples pharmaceuticals and technology manufacturing
Companies in highly cyclical industries such as high tech
consider outsourcing because in house training makes it
difficult to respond to economic conditions.
Companies with a lot of industry generic training like safety
training are great opportunity for outsourcing.
Companies with a high degree of proprietary content in their
training or training that is very customized to the learners are
not good targets for outsourcingWe services.
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Another deciding factor may be the target audience.

Sometimes outsources are educating not only
employees but customers as well.

Performing a cost-benefit analysis helps to decide

whether outsourcing is right for the company. This is
done by considering long term and short term costs
of continuing to provide in-house training solutions
vs using a outside firm.

It is important to make the right choice as it is

nearly impossible to bring training back in-house.

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The Marriage:
Experts differ as to whether it is better to partner with an outsourcing
company that specializes in training or one with which you can bundle
the rest of the HR functions.
Today the trend is to bundle many of the human resources functions
together ( including training)and outsource them to a single provider.
There is a fundamental difference between HR outsourcing and
learning outsourcing. Hr outsourcing tends to focus on transactional
processing such as payroll and HRIS.
Outsourcing the training function is more than just outsourcing
transactional tasks. Training concerns the intellectual value of a
company.
Making the right decision is imperative as contracts typically last for
five to ten years. And it can be difficult to change partners.
The vendor must have experience in your requirements; and needs to
possess the necessary technical and technological capabilities.
Company and outsource employees will be working side by side for
years.
It is important to look for a partner with appropriate course ware, size
We Learn
and infra structure to support training needseffectively.
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HRsnew strategic role:
Outsourcing the training function dramatically changes the HR
department, this change is for the better. Training roles will be
more strategic. There will be partner management role, or a
liaison to the outsourcing company.

It helps the HR executive to focus on strategic activities and

curriculum design, To drive and define what type of learning
and skill set employees need to be successful and ask the
outsource partner to create suitable learning products.

The success indicator is when employees do not realize

training has been completely outsourced.

The goal is to deliver high quality training at a reasonable price

without losing the personal touch of in-house training.
The need is to pay attention toWe Learn
the trend of
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Core competencies: From training for
functional skills to learning in Indian
Organization
Abstract:
Most current human resource development approaches
and techniques are unsuitable for developing core
competencies of knowledge workers in competitive firms
today.
In todays knowledge organization the traditional model
of expertise development is challenged and the new
directions are presented.
IPE presents a framework of decision-making in firms for
the development of the employees from entry level skills
to functional skills, and from there to cross-functional and
integrative and creative competencies.
Indian Organizations are yet WetoLearn
recognize the creative
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Learning through experience :
Learning occurs in both deliberative and incidental modes.
The performance of a task often results in incidental learning
that has its effect in and beyond the immediate learning
environment.
Exploring how learning may occur without intention , and
awareness is of great relevance to understanding the process
of learning tacit knowledge; which have implication for on-the-
job training and mentoring programs. An important part of
many skills is sequencing of ordering stimuli and responses.
Due to the importance of human performance ,the manner and
the extent to which sequential structure is learned has been a
focus of much research.
Most recent investigations of sequence learning have been
carried out using choice-reaction tasks in which a single
stimulus is presented in each trial, and the task is to make an
assigned response based on the Weidentity
Learn of
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The most basic finding is a larger practice effect for repeated
stimulus sequences as compared to stimuli presented in
random order-even though the performers are not told of the
existence of the sequence or to try rouse sequential
constraints among stimuli.
Although the sequence learning exhibited in choice reaction
tasks appears to occur in the absence of instruction to look for
or use sequential constraints, this does not mean that the
performer is unaware of what had been learned.
To determine whether knowledge that is evident in implicit
measures of learning derived from task performance are also
evident in explicit measures of learning obtained from tests of
conscious recollection.
To evaluate better whether awareness of the sequence is
necessary requirement for obtaining the performance benefit
of the repeated sequence, experiments were carried on
patients suffering from amnesia . The results indicated such
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Expertise and knowledge creation
While expertise draws on knowledge on one hand , it creates
knowledge on the other hand.
Explicit knowledge or coded knowledge ,as a body of organized
information can be understood at three levels. These are:

Shallow level ( presenting data in a organized order to provide

information in response to the question what is out there?)

Deeper level of understanding ( information is organized to deal with

the question why?: this looks for explanation of phenomena. The
analysis of information deals with reasoning, cause-effect analysis,
existing knowledge)

Further deeper ,one examines how such analysis was made and
pays attention to reliability ,validity and tenability of explanations by
replicating the analysis previously undertaken.
Nonaka & Takeuchi (1995) addressed the issue of tacit vs coded
knowledge and raised the importance We Learn A
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They observed tacit knowledge as experiential, practical and
simultaneous and therefore subjective compared to
objective explicit or coded knowledge.
Complementary relations between two types of knowledge
exists and a model of knowledge conversion is based on
social interaction between tacit and coded knowledge.
Nonaka& Takeuchi postulated four different models of
knowledge conversion.:
1.Socialization: Where experiences create knowledge.
2.Externalization: A process of articulating tacit knowledge
to explicit concepts. Typically concept creation is triggered by
dialogue or collective reflection.
3.Combination: A process of systemizing concepts into
knowledge system. Individuals exchange and combine
knowledge through documents, meetings etc. by way of
sorting, categorizing etc. Leading to new knowledge. This takes
place in formal education and training.
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The role of organization in the process of organization
knowledge creation is to provide the proper context for
facilitating group activities as well as the creation and
accumulation of knowledge at the individual level.

The essence lies in developing the organizational capability to

acquire, create ,accumulate and exploit knowledge which can
be represented as a knowledge spiral which shows circular
movement between the fur modes of knowledge conversion.

This is done by the way of linking explicit knowledge ,learning

by doing, field building and dialogue.

The most critical element of corporate strategy is to

conceptualize a visual about what kind of knowledge should be
developed and to operationalize it into a management system
for implementation.
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Training is a line management responsibility.

The immediate superior at any level in an organization

exercises far more potent influence, for good or ill, upon
the development of his subordinates. It is he who
dispenses rewards and punishments, provides patterns of
leadership, creates the climate within the working group
and structures the tasks necessary to accomplish
objectives.

He is the one who can recognize the need for specialist

advice. In future the training officer will become much
more of an internal consultant to management.

The trainer will act as a catalyst adviser to the working

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There should be a conscious determination to

involve managers at every stage in the training
process and encourage them to implement their
training responsibilities as an integral part of their
management of the people.

There is no substitute for a challenging job one

which fully extends a managers capabilities and
provide him with the opportunities to develop
himself.

It is the bosss responsibility to grasp the

opportunities . A persistent encouragement of self
help and self reliance on We
theLearn
partof the managers is
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