Hrm human resources development

HUMAN RESOURCES MANAGEMENT

(HRM 553)-HUMAN RESOURCES

DEVELOPMENT-

FATTIN KHUDZAIMAH MOHAMAD KHUDZRI

WAN NOOR FARIHAN WAN MOHD ZIN

NUR LISMA RUHILA BINTI ALIASTASNIM ANIQA BINTI ABD MUTALIB

NOR SYAFIQA ADHANA BINTI ASMUAT

NORHASFIZA BINTI ROOSLI

• HRD : integrated use of training, organizational development, team & organization effective

• can be broken up into human resource & development

INTRODUCTION TO TRAINING AND

DEVELOPING EMPLOYEES

• Training: Process whereby people acquire capabilities to perform jobs.

• Development : Efforts to improve employee’s abilities to handle a variety of assignments and to cultivate employee’s capabilities beyond those required by the current job.

DEVELOPMENT TRAINING

FOCUS

• understand information concepts and context• develop judgment• expand capabilities for assignment

• learn specific behavior and action• demonstrate technique and process

TIME • longer time • shorter time

DEVELOPMENT vs. TRAINING

DEVELOPMENT TRAINING

EFFECTIVENESS MEASURE

•HR – based competitive advantage• availability of qualified people when needed• possibility of promotion from within

•performance appraisals• cost – benefit analysis• passing tests• certification

DEVELOPMENT vs. TRAINING (continue)

TRAINING PROCESS

• Four phases :

Training Needs

Assessment

Evaluation

TrainingDelivery

TrainingDesign

STEP 1:Training Need Assessment

1. Represent diagnosis phase

2. Measures the competencies of a company, a group, or an individual as they relate to what required in the strategic plan

3. The steps are:• Analyzing training need• Establish training objectives and

priorities

STEP 2:Training Design

1. Training are designed to the assessed specific needs.

2. 3 primary considerations when design training:• Determining learner readiness• Understanding different when

designing styles• Designing training for transfer

Training Categories

Required and

regular training

Job / technical training

Development and

innovative

Interpersonal and

problem solving training

Orientation

• Planned introduction of new employees to their jobs, co-workers, and the organization • Effective orientation achieves several key purposes:

1. Establishes a favorable employee impression of the organization and the job

2. Provides organization and job information3. Enhance interpersonal acceptance by co-workers4. Accelerates socialization and integration of the

new employee into the organization5. Ensures that employee performance and

productivity begin more quickly

Cross Training

•Occur when people are trained to do more than one job

•Advantage : flexibility and development Disadvantage: not appreciated by the employees

•It threatens job jurisdiction and broadens job.- require scheduling work differently during

training- decrease productivity

•To overcome : give bonuses for successfully completing the cross training

INTERNAL TRAINING

EXTERNAL TRAINING E-LEARNING

STEP 3:Training Delivery

INTERNAL TRAINING

•Generally applies very specifically to a job

Informal Training

•Training that occurs through interactions and feedback among employees•Learn the job informally from asking questions or getting advice from others

On the Job Training

(OJT)

•Should be planned•The supervisor or manager conducting the training must be able to both teach and show the employees what to do

EXTERNAL TRAINING •The training that takes place outside the employing organization and is used extensively by organizations of all sizes.

• The employers outsource training to external training firms, consultants and other entities.

Outsourcing of Training

• The Workforce Investment Act (WIA) provides states with block grant programs that target adult education, disadvantaged youth, and family literacy

Government-Supported Job

Training

• The employers pay for additional education for their employees

Educational Assistance Programs

E-LEARNING • Use of the Internet or an organizational

intranet to conduct training online.

Advantages • Is self-paced; trainees can proceed on their own time

• Is interactive, tapping multiple trainee senses

• Allow trainers to update content relatively easily

• Is good for presenting simple facts and concepts

Disadvantages • May cause trainee anxiety

• Requires easy and uninterrupted access to computers

• Is not appropriate for all training content

• Requires significant support from top management to be successful

STEP 4:Evaluation

REACTION

• How did the learner react to the course?

LEARNING

• How well did the learner apply the new skills and knowledge during the course?

BEHAVIOR

• What changes in job behavior resulted from the training?

A SAMPLE TRAINING

EVALUATION FORM

CAREER

• Series of work related positions a person occupies throughout life.

CAREERS & CAREER PLANNING

ORGANIZATION-CENTERED CAREER PLANNING

Focus on identifying career paths that provide for the logical

progression of people between jobs in an organization.

Career path

Career workshop

s

Coach and counselor

Self-assessme

nt

Feedback on reality

Setting of career goals

INDIVIDUAL-CENTERED CAREER PLANNING

Career planning focusing on an individual’s career rather

than on organizational needs.

HOW DO PEOPLE CHOOSE

CAREERS

InterestsSelf-imagePersonalitySocial

backgrounds

SPECIAL CAREER ISSUES FOR ORGANIZATION AND

INDIVIDUALSCarrier Plateaus

Technical and Professional Workers

Dual-Career Couples

HUMAN RESOURCES DEVELOPMENT PROCESS

ASSESS DEVELOPMENT NEEDS

FORMULATE HR PLANS

CARRY OUT SUCCESSION PLANNING

IDENTIFY NECESSARY CAPABILITIES

CONDUCT DEVELOPMENT PLANNING

DETERMINE DEVELOPMENT APPROACHES

EVALUATE DEVELOPMENT SUCCESS

SUCCESSION PLANNING

Formulate Strategic HR Plans

Assess the Capabilities and

Interest of Current Employees

Develop Preliminary Replacement Charts

Address Succession Planning

Engage in HR Development

Periodically Review and Re-assess Plans

DEVELOPMENT NEEDANALYSES

METHODS

Assessment Centers- collections of instruments & exercises- to diagnose individuals

development needs- provide an excellent means for determining management

potential- raise concerns

Psychological Testing- to determine employees’ development potential and needs- intelligence tests, verbal and

mathematical reasoning test, personality test- furnish useful information on individuals

Performance Appraisal- source of developing information- gather performance data on

productivity, employee relations, job knowledge &

other related dimensions

CHOOSING A DEVELOPMENTAPPROACH

Categorized under two major headings:

- job-site development - off-site development

Appropriate to develop managers & employees

JOB-SITEDEVELOPMEN

T APPROACHES

COACHING

COMMITTEEASSIGNMENT

S

JOBROTATION

LEARNING ORGANIZATIO

N

CORPORATE UNIVERSITIES &

CAREER DEVELOPMENT

CENTRES

ON-LINEDEVELOPMENT

“ASSISTANT TO”

POSITIONS

OFF-SITEDEVELOPMEN

T APPROACHES

SIMULATIONS

CLASSROOMCOURSES &

DEGREE

SABBATICALS &LEAVES OFABSENCE

HUMAN RELATIONS TRAINING

OUTDOOR TRAINING

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