TRAINING & DEVELOPMENT: PLANNING & STRATEGIZING TRAINING CONSISTS OF FOUR STEPS: o NEED ASSESSMENT o ESTABLISHING OBJECTIVES & MEASURES o DELIVERY OF TRAINING o EVALUATION OF TRAINING NEED ASSESSMENT: DONE AT THREE LEVELS: o ORGANIZATIONAL HOW DOES THE TRAINING RELATE TO ORGANIZATIONAL OBJECTIVES? HOW DOES THE TRAINING IMPACT DAY-TO-DAY WORKPLACE DYNAMICS? WHAT ARE THE COSTS & EXPECTED BENEFITS OF TRAINING? o TASK WHAT RESPONSIBILITIES RARE ASSIGNED TO THE JOB? WHAT SKILLS OR KNOWLEDGE ARE REQUIRED FOR SUCCESSFUL PERFORMANCE? SHOULD THE LEARNING BE ACTUAL JOB SETTING? WHAT ARE THE IMPLICATIONS OF MISTAKES?
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TRAINING & DEVELOPMENT:
PLANNING & STRATEGIZING TRAINING
CONSISTS OF FOUR STEPS:
o NEED ASSESSMENT
o ESTABLISHING OBJECTIVES & MEASURES
o DELIVERY OF TRAINING
o EVALUATION OF TRAINING
NEED ASSESSMENT:
DONE AT THREE LEVELS:
o ORGANIZATIONAL
HOW DOES THE TRAINING RELATE TO
ORGANIZATIONAL OBJECTIVES?
HOW DOES THE TRAINING IMPACT DAY-TO-DAY
WORKPLACE DYNAMICS?
WHAT ARE THE COSTS & EXPECTED BENEFITS OF
TRAINING?
o TASK
WHAT RESPONSIBILITIES RARE ASSIGNED TO THE
JOB?
WHAT SKILLS OR KNOWLEDGE ARE REQUIRED FOR
SUCCESSFUL PERFORMANCE?
SHOULD THE LEARNING BE ACTUAL JOB SETTING?
WHAT ARE THE IMPLICATIONS OF MISTAKES?
HOW CAN THE JOB PROVIDE THE EMPLOYEE WITH
DIRECT FEEDBACK?
HOW SIMILAR TO OR DIFFERENT FROM THE TRAINING
NEEDS OF OTHER JOBS ARE THE NEEDS OF THIS
JOB?
o INDIVIDUAL
WHAT KNOWLEDGE / SKILLS & ABILITIES DO TRAINEES
ALREADY HAVE?
WHAT ARE THE TRAINEES LEARNING STYLES?
WHAT SPECIAL NEEDS DO THE TRAINEES HAVE?
OBJECTIVES:
EVERY TRAINING ACTIVITY SHOULD HAVE AN OBJECTIVE
THESE OBJECTIVES SHOULD BE QUANTIFIED
DESIGN & DELIVERY:
CONSIDER THE FOLLOWING TWO CRITICAL ISSUES:
o INTERFERENCE
WHEN PRIOR TRAINING, LEARNING OR ESTABLISHED
HABITS ACT AS BLOCK IN THE LEARNING PROCESS
THE ATTITUDES OF THE SUPERVISORS OR PEERS
MAY PRODUCE INTERFERENCE
o TRANSFER
WHETHER TRAINEE CAN ACTUALLY PERFORM NEW
SKILLS OR PUT THE KNOWLEDGE INTO USE
HAVE STRATEGY TO OVERCOME THE ABOVE TWO ISSUES
EVALUATION:
EVALUATE THE TRAINING PROGRAM TO ASSESS WHETHER THE
OBJECTIVES HAVE BEEN MET
EVALUATION DONE AT FOUR LEVELS:
o REACTION
TRAINEES IMMEDIATE REACTION TO THE PROGRAM
o LEARNING
HAS THE TRAINEE’S KNOWLEDGE OR SKILL GONE UP
o BEHAVIOUR
ARE THE TRAINEES USING THE KNOWLEDGE OR
SKILLS AT THEIR WORK PLACE
o RESULTS
IMPACT ON BOTTOM LINE
INTEGRATING TRAINING WITH PERFORMANCE APPRAISAL &
COMPENSATION
PERFORMANCE APPRAISAL HIGHLIGHTS THE GAP IN CURRENT
PERFORMANCE
TRAINING PROVIDED TO BRIDGE HE GAP
IF PERFORMANCE IMPROVES REWARD OR RECOGNIZE THE
EMPLOYEE
IF TRAINING IS PROVIDED TO THE EMPLOYEE TO DO FUTURE DO
IF HE PERFORMS THE NEW JOB AS PER EXPECTATIONS WHICH
CAN BE ASSESSED THROUGH PERFORMANCE APPRAISAL
REWARD OR RECOGNIZE THE PERFORMANCE
CONCLUSIONS:
IT IS A MEANS TO DETERMINE THE EXTENT TO WHICH HUMAN
ASSETS ARE VIABLE INVESTMENT
ASSIGNMENT 1:
VISIT AN INDUSTRY. ENQUIRE AS TO WHICH WAS THE RECENT IN-HOUSE
TRAINING PROGRAM CONDUCTED IN LAST MONTH.
CALCULATE THE ROI IN TERM OF RUPEES OF THE SAID TRAINING
PROGRAM.
ASSIGNMENT 2:
WHAT ARE THE COMPETENCIES NEEDED FOR GLOBAL LEADERS IN
GOVERNMENT? WHAT SIMILARITIES & DIFFERENCES EXIST FROM
THOSE NEEDED IN PRIVATE INDUSTRY? TO WHAT CAN THESE
SIMILARITIES & DIFFERENCES BE ATTRIBUTED?
ASSIGNMENT 3:
WHAT KEY FACTORS INFLUENCE THE SUCCESS OF THE TRAINING
PROGRAMS?
ASSIGNMENT 4:
DEVELOP A TOOL TO EVALUATE THE LEARNING / TRAINING TAKING
PLACE IN THE COURSE IN WHICH YOU ARE ENROLLED?
ASSIGNMENT 5:
EVALUATE THE STATEMENT/: ANIMALS ARE TRAINED, PEOPLE ARE
DEVELOPED.
PERFORMANCE MANAGEMENT & FEEDBACK
INTRODUCTION:
AN O FACES FIVE STRATEGIC DECISIONS IN ESTABLISHING ITS
PERFORMANCE MANAGEMENT SYSTEM, WHICH ARE AS FOLLOWS:
o HOW THE SYSTEM WILL BE USED
EMPLOYEE DEVELOPMENT
DETERMINE REWARDS & COMPENSATION
ENHANCE MOTIVATION
FACILITATE MOTIVATION
o WHO EVALUATES
SUPERVISOR / CUSTOMER / PEERS / SELF /
SUBORDINATES
o WHAT TO EVALUATE
TRAITS / RESULTS / BEHAVIOURS
o HOW TO EVALUATE
ABSOLUTE / RELATIVE
o MEANS TO EVALUATE
GRAPHIC RATING SCALE / WEIGHTED CHECKLIST /
BARS / CRITICAL INCIDENT / OBJECTIVE BASED
BESIDES THE ABOVE FIVE STRATEGIC DESIGN DECISIONS,
FOLLOWING CRITICAL FACTORS MUST BE CONSIDERED WHEN
DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT
SYSTEM
o ENSURE THE LINK BETWEEN THE PERFORMANCE
MANAGEMENT SYSTEM & TRAINING & DEVELOPMENT &
COMPENSATION
o HAVE CRITERIA FOR STRATEGIC INITIATIVES THAT INVOLVE
LONG RANGE PLANNING & GROWTH
o FLEXIBLE JOB ASSIGNMENTS & RESPONSIBILITIES
o GROUP PERFORMANCE
o DEGREE OF STANDARDIZATION OR FLEXIBILITY OF THE
PERFORMANCE MANAGEMENT SYSTEMS. THE O SHOULD
STRIKE A BALANCE BETWEEN THE TWO
PERFORMANCE MANAGEMENT SYSTEM IS NOT MEASURING THE
PERFORMANCE BUT ALSO PROVIDING FEEDBACK TO THE
EMPLOYEES ON THE PROCESS. THE FOLLOWING ARE THE
CRITICAL GUIDELINES WITH RESPECT TO FEEDBACK PROCESS::
o SHOULD BE SPECIFIC
o SHOULD BE BASED ON FACTS
o PROVIDED AS SOON AS POSSIBLE
o PERFORMANCE MEASURES SHOULD BE BASED ON CLEAR
MEASURABLE GOALS
o THE PROCESS SHOULD INVOLVE A DIALOGUE BETWEEN
THE EMPLOYEE & THE SENIOR
THERE IS PROBABLY NO IDEAL MODEL FOR A PERFORMANCE
MANAGEMENT SYSTEM. AN EFFECTIVE PERFORMANCE
MANAGEMENT SYSTEM IS STRATEGIC, DESIGNED WITH THE NEEDS
OF MANY CONSTITUENTS & PURPOSES BALANCED WITH O’ S
STRATEGY. THE SYSTEM ARE AS VARIED AS THE O IN WHICH THEY
ARE LOCATED, BUT ALL DISPLAY INNOVATION & INSIGHT TOWARD
CREATIVITY SUPPORTING THE O ‘S STRATEGIES
STRATEGIES FOR IMPROVING THE PERFORMANCE MANAGEMENT
SYSTEM:
INVOLVE MANAGERS IN THE DESIGN OF THE SYSTEM
HOLD MANAGERS ACCOUNTABLE FOR THE PERFORMANCE &
DEVELOPMENT OF THEIR SUBORDINATES
SET CLEAR EXPECTATIONS FOR PERFORMANCE
SET SPECIFIC OBJECTIVES FOR THE SYSTEM
TIE PERFORMANCE MEASURE TO REWARDS
GAIN COMMITMENT FROM SENIOR MANAGEMENT
ASSIGNMENT 1
IN COMPETING ENVIRONMENT, SHOULD PA BE USED FOR
DEVELOPMENT OF EMPLOYEES OR FOR ASSESSING EMPLOYEE’S
PERFORMANCE? JUSTIFY YOUR ANSWER WITH LOGIC.
ASSIGNMENT 2:
DEFINE POTENTIAL APPRAISAL. VISIT AN INDUSTRY, & CHECK HOW
THEY DO POTENTIAL APPRAISAL?
ASSIGNMENT 3:
DEFINE 360 DEGREE APPRAISAL. VISIT AN INDUSTRY & FIND OUT HOW
DO THEY CONDUCT IT?
ASSIGNMENT 4:
COMPARE HOW APPRAISAL IS DONE IN AN ENGINEERING & IT
INDUSTRY?
ASSIGNMENT 5:
IF PERFORMANCE IS BASED ON GOAL SETTING; DO WE NEED TO
APPRAISE THE PERFORMANCE OF EMPLOYEE?
ASSIGNMENT 6
WHAT WILL BE YOUR STRATEGY TO DEAL WITH LIMITATIONS OF
APPRAISAL?
COMPENSATION
INTRODUCTION:
IT IMPACTS AN EMPLOYER’S ABILITY TO ATTRACT APPLICANTS,
RETAIN EMPLOYEES, & ENSURE OPTIMAL LEVELS OF
PERFORMANCE
IT IS A KEY ECONOMIC ISSUE. FOR IT FORMS A CHUNK OF
OPERATING EXPENSES
A CRITICAL BALANCING ACT MUST OCCUR TO ENSURE THAT