Documente Academic
Documente Profesional
Documente Cultură
MANAGEMENT
TRAINING
AND
DEVELOPMENT
RECRUITMENT
SELECTION
INDUCTION
&
INTEGRATION
INDUCTION AND INTEGRATION
INDUCTION
INTEGRATION
(1)
Preparing
for
Induction
(4) (2)
Follow-Up Induction
(3)
Integrati
on
STEPS IN INDUCTION
AND INTEGRATION Cont . . .
STEP-2 INDUCTION
STEP-3 INTEGRATION
STEP-4 FOLLOW-UP
Mentor Date
GENERAL KNOWLEDGE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
EMPLOYEE TRAINING & DEVELOPMENT
EMPLOYEE
TRAINING
EMPLOYEE
DEVELOPMENT
TRAINING
DEVELOPMENT
FOCUS Current Job Current And Future Jobs
Individual
SCOPE Work Group/Organization
Employees
TIME
Immediate Long Term
FRAME
Fix Current Skill
Prepare For Future Work
GOAL
Demands
Deficit
TRAINING PROCESS
Define Objectives
Develop Lesson
Need Plan
Assessment
Develop/Acquire
Material Deliver the
Program Training Outcome
Select
Trainer/Leader
Components of
TNA Select Methods
Schedule The
Program
TRAINING PROCESS Cont . . .
PHASE
1
1. Need
Assessment
Gap
Analysis
G=PS
TRAINING PROCESS Cont . . .
Components
of Training
Organizationa Needs
Operational Personal
l Analysis
Analysis Analysis
Analysis
(TNA)
TRAINING PROCESS Cont . . .
1. Organizational
Analysis
2. Operational
Analysis
Data
Sources
Job Description
for
Job Specification Operation
Performance Standards al
Analysis
TRAINING PROCESS Cont . . .
3. Personal
Analysis
Define Objectives
Develop Lesson
Need Plan
Assessment
Develop/Acquire
Material Deliver the
Program Training Outcome
Select
Trainer/Leader
Components of
TNA Select Methods
Schedule The
Program
TRAINING PROCESS Cont . . .
PHASE
2
Training Design
This phase insures the systematic development
of the training program. This process is driven by
the products of analysis phase & end in a model
of training program for future development
TRAINING PROCESS Cont . . .
1. TRAINING
OBJECTIVES
1. TRAINING
OBJECTIVES EXAMPLE-1
1. TRAINING
OBJECTIVES EXAMPLE-2
Conditions of 40 seconds
Performance
TRAINING PROCESS Cont . . .
Topic
Breaks
Exercise to Warm-up
Conclusion
TRAINING PROCESS Cont . . .
SAMPLE OF
TRAINING LESSON
PLAN
TRAINING PROCESS Cont . . .
3. PREPARING TRAINING
MATERIAL
TRAINING PROCESS Cont . . .
Trainer must be
4. SELECT
Selected Provided
TRAINER that:
He/she Knowledge
should have Varied skills needed to design
Training and implement training
Competency program
5. METHODS OF
DELIVERING TRAINING
Saturday
Breakfast 7-8 a.m.
Brainstorming session on topic 8-10 a.m.
Experiential activity
Discussion on the topic and activity results
Define Objectives
Develop Lesson
Need Plan
Assessment
Develop/Acquire
Material Deliver the
Program Training Outcome
Select
Trainer/Leader
Components of
TNA Select Methods
Schedule The
Program
TRAINING PROCESS Cont . . .
DELIVER
PHASE
THE
3
PROGRAM
TRAINING PROCESS
Define Objectives
Develop Lesson
Need Plan
Assessment
Develop/Acquire
Material Deliver the
Program Training Outcome
Select
Trainer/Leader
Components of
TNA Select Methods
Schedule The
Program
TRAINING PROCESS Cont . . .
TRAINING
OUTCOMES
OUTCOMES DESCRIPTION
Determine the degree to which trainees are
COGNITIVE familiar with principle, facts, techniques,
OUTCOMES procedures or processes emphasized in
learning.
SKILL BASED Include acquisition of learning of skills and
OUTCOMES use of skills on the job.
AFFECTIVE Includes attitudes and motivation.
OUTCOMES
Comparing the trainings monetary benefits
ROI/RESULTS
with its costs.
TRAINING PROCESS Cont . . .
CALCULATING RETURN
ON INVESTMENT (ROI)
TRAINING PROCESS Cont . . .
CALCULATING RETURN
ON INVESTMENT (ROI)
a. Forecasting
& Measuring Design & Development Cost
Costs Resource Person Cost
Material Cost
Infrastructure Cost
Time Cost
Lost cost
Evaluation cost
TRAINING PROCESS Cont . . .
CALCULATING RETURN ON
INVESTMENT (ROI)
b. Forecasting &
Measuring Benefits
ii. Productivity
i. Labor Saving
Increase
Improve methodology
Reduce duplication efforts reducing
Less time spent correcting the efforts time
Higher level of skills leading to
mistakes faster work
Faster access to Higher level of motivation
information leading
to increase efforts
HUMAN RESOURCE
DEVELOPMENT
HUMAN RESOURCE DEVELOPMENT
EMPLOYEE
DEVELOPMENT
DEVELOPMENT
NEED ANALYSIS
DEVELOPMENT
APPROACHES
1. Job-Site
Methods
2. Off-Site
Methods
HUMAN RESOURCE DEVELOPMENT Cont . . .
1. Job-Site
Methods
Committee
On-line Development
Assignment/ Meetings
Job Learning
Rotation Organization
Sabbatical
Leave
Human Classroom
Relations Courses
Training and
Degrees
2. Off-Site
Methods
Simulation
s Outdoor
(Business Training
Games)
HUMAN RESOURCE DEVELOPMENT Cont . . .
CAREER
1
Or
2
5. CAREER
MANAGEMENT
Or
Sum total of all the activities starting
from career planning to developing
career goals and plans and to enacting
those plans
CAREER PATH
A
PERSONS
CAREER
WHY IS CAREER
DEVELOPMENT NECESSARY
1 2 3
Employees believe Improve morale,
the company boost productivity, Reduce costs due
regards them as and help the to employee
part of an overall organization turnover
plan and not just become more
as numbers. efficient.
MANAGING CAREERS Cont . . .
1
ORGANIZATION
Who is
Responsible
for
Career
Development
3 2
EMPLOYEE MANAGER
MANAGING CAREERS Cont . . .
1. ORGANIZATION
2. MANAGER
Appraising performance Providing feedback.
3. EMPLOYEE
Self image
Interests
HOW PEOPLE
CHOOSE
CAREER ds
Backgroun
Personality Social
MANAGING CAREERS Cont . . .
Develop a Network
Acquire and Continue
Upgrading Your Skills
Participate in an Internship
Think Laterally
Stay Mobile
Stay Visible
Gain Control of
Organizational Resources
Do Good Work
1. Need Components of
Assessment Assessment TNA
Define Develop Lesson Develop/Acquire
Objectives Plan Material
2. DESIGN
Training Select Schedule The
Select Methods
Process Trainer/Leader Program
3.
Implementatio Deliver the
n Program
Training
4. Evaluation Outcome
6 Perspective
Individual
Organization
Interests Personality
Perspective Manager
Social
Employee Self image Backgrounds
THOUGHT OF THE DAY