UNIT – III Training and Executive Development

1. UNIT – IIITraining and Executive Development - I. Arul Edison Anthony Raj, MBA, M.Phil., PGDIB, ADHRM(UK). Assistant Professor E.G.S. Pillay Engineering College, Nagapattinam.

2. TRAINING Meaning: (Training refers to the process of imparting specific skills) • Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short – term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose.

3. Cont., • According to Dale S. Beach defines the training as “the organized procedure by which people learn knowledge and / or skill for a definite purpose.”

4. TRAINING & DEVELOPMENT • Development refers to the learning opportunities designed to help employees grow. • Employee training is distinct from management development or executive development. • Training and Development offer competitive advantage to a firm by removing performance deficiencies, making employees stay long; minimizing accidents, scrap and damage; and meeting future employee needs.

5. Cont.,

6. Importance of Training • The importance of human resources management to a large extent depends on human resources development and training is its most important technique. • As stated earlier, no organization can get a candidate who exactly matches with the job and the organizational requirements. • Hence, training is importance to develop the employee and make him suitable to the job.

7. Need for Training • To match the employee specifications with the job requirements & organizational needs. • Organizational viability and the transformation process. • Technological advances. • Organizational complexity. • Human relations • Change in the Job Assignment

8. Training Objectives Generally, line managers ask the personnel manager to formulate the training policies. • To prepare the employee, both new and old to meet the present as well as the changing requirements of the job and the organization. • To prepare employees for higher level tasks. • To develop the potentialities of people for the next level job. • To ensure economical output of required quality.

9. ASSESSMENT OF TRAINING NEEDS • Training needs are identified on the basis of organizational analysis, job analysis and manpower analysis. • Training programme, training methods and course content are to be planned on the basis of training needs. • Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude/aptitude, knowledge and skill.

10. Cont.,

11. Assessment Methods • Organizational requirements / weakness. • Departmental requirements / weaknesses. • Job specifications and employee specifications. • Identifying specific problems. • Anticipating future problems. • Management’s requests. • Observation.

12. Cont., • Interviews. • Group conferences. • Questionnaire surveys. • Test or examinations. • Check lists. • Performance appraisal.

13. Steps in Training Programme

14. TRAINING METHODS Training Methods On-the-job Methods off-the-job Methods - Job rotation - Vestibule training - Coaching - Role Playing - Job instruction - Lecture methods - Training through step – by – step - Conference or discussion - Committee assignments - Programmed instruction - Internships

15. ADVANTAGES OF TRAINING • Increased productivity • Heightened morale • Reduced supervision • Reduced accidents • Increased organizational stability

16. PURPOSES / BENEFITS OF TRAINING • HOW TRAINING BENEFITS THE ORGANIZATION • Leads to improved profitability and /or more positive attitudes toward profits orientation. • Improves the job knowledge and skills at all levels of the organization. • Helps people identify with organizational goals. • Improves the relationship between boss and subordinate. • Aids in understanding and carrying out organizational policies. • Helps employees adjust to change.

17. Cont., • BENEFITS TO THE INDIVIDUAL WHICH IN TURN ULTIMATELY SHOULD BENEFIT THE ORGANIZATION • Helps the individual in making better decisions and effective problem solving. • Helps a person handle stress, tension, frustration and conflict. • Increases job satisfaction and recognition. • Helps eliminate fear in attempting new tasks.

18. Cont., • BENEFITS IN PERSONNEL AND HUMAN RELATIONS, INTRA AND INTER – GROUP RELATIONS & POLICY IMPLEMENTATION • Improves communication between groups and individuals. • Improves inter personal skills • Improves morale • Makes organization policies, rules and regulations viable. • Makes the organization a better place to work and live.

19. TRAINING PROCEDURE Job and organizational analysis Evaluate the Trainee (s) Identify the training needs Design the training needs Prepare cost budget & foresee benefit – Have cost benefit analysis Design training content, teaching methods & media Prepare the instructor Prepare the trainee Get ready to teach Implement the training programme Present the operations Gain the acceptance of the programme Try out the trainee’s performance Evaluate the result Update the programme

20. RECENT DEVELOPMENTS IN TRAINING • Employee Self Initiative • On-line Training • Audiovisual Methods and E-Training

21. MANAGEMENT DEVELOPMENT • Management development is a systematic process of growth and development by which the managers develop their abilities to manage. • It concerned with improving the performance of the managers by giving them opportunities for growth and development, which in turn depends on organization structure of the company.

22. Definition • According to P. Subba Rao define, “Executive development is eventually something that the executive has to attain himself. But he will do this much better if he is given encouragement, guidance and opportunity by his company”.

23. Objectives • To overhaul the management machinery • To improve the performance of the managers • To increase morale of the members of the management group • To improve thought process and analytical ability. • To increase versatility of the management group

24. Need for Management Development Programme • Techno-managers like basic chemical engineers, mechanical engineers, information/system engineers need to be developed in the areas of managerial skills, knowledge and abilities. • Efficient functioning of public utilities, transport, communications etc., depends on professionalization of management in the sectors. • The need for management development arises due to providing technical skills and conceptual skills to non-technical manager and managerial skills and conceptual skills to technical managers.

25. Principles of Management Development • The management should assess he development needs of its managers at different levels through performance analysis and development methods. • Management should integrate career planning & development of the organization with the management development programmes. • Management development programmes is a continuous process.

26. METHOD OF MANAGEMENT DEVELOPMENT Important Methods of Management Development On-the-job Techniques Off-the-job Techniques Coaching Job Under Multiple Rotation Study Management The Case Incident Role In Basket Business Method Method Playing Method Games Sensitivity Simulation Grid Conferences Lectures Training Training

27. ORGANIZATION DEVELOPMENT • The planned process of improving an organization by developing its structures, systems, and processes to improve effectiveness and achieve desired goals.

28. Definition • According to Cummings and Worley, 1993 define, Organization Development is a systematic application of behavioural science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness.

29. OD Techniques • Survey feedback: A process of collecting data from an organizational unit through the use of questionnaires, interviews, and objective data from other sources such as records of productivity, turnover, and absenteeism.

30. Cont., • Quality circles: Groups of employees who voluntarily meet regularly with their supervisors to discuss problems, investigate causes, recommend solutions, and take corrective action when authorized to do so.

31. Cont., • Team building: A conscious effort to develop effective workgroups and cooperative skills throughout the organization. • Sensitivity training: An organization development technique that is designed to help individuals learn how others perceive their behavior (also known as T-group training).

32. SELF – MANAGEMENT • Self – management teaches people to observe their own behaviour, compare their outputs to their goals, and administer their own reinforcement to sustain goal commitment and performance.

33. Cont., • The concept of self – management is also important in programs of empowerment. In order for employees to work effectively in a firm that delegates power and responsibility, they need to have the basic skills of self – management. • Examples??? • Why not “self-control”?

34. The secret to success Practical techniques you can adopt are: • Learn to cope with stress • Develop self-esteem (confidence) • Develop effective strategies to cope with conflict • Develop a positive attitude • Learn to be patient • Re-appraise your situation • Learn from feedback • Maintain a healthy lifestyle • Manage your time better

35. Benefits of Self-Management • Can be used to change… • thoughts and feelings • behaviors that cannot be easily observed by others • behaviors that might go unnoticed by others • Can be used to promote generalization and maintenance of behavior change • People with diverse abilities can learn self-management skills • Self-selected tasks performance criteria may lead to better performance

36. Twelve Rules for Self-Management. • Live by your values, whatever they are. You confuse people when you don’t, because they can’t predict how you’ll behave. • Speak up! No one can “hear” what you’re thinking without you be willing to stand up for it. Mind-reading is something most people can’t do. • Honor your own good word, and keep the promises you make. If not, people eventually stop believing most of what you say, and your words will no longer work for you.

37. Cont., • When you ask for more responsibility, expect to be held fully accountable. This is what seizing ownership of something is all about; it’s usually an all or nothing kind of thing, and so you’ve got to treat it that way. • Don’t expect people to trust you if you aren’t willing to be trustworthy for them first and foremost. Trust is an outcome of fulfilled expectations.

38. Cont., • Be more productive by creating good habits and rejecting bad ones. Good habits corral your energies into a momentum-building rhythm for you; bad habits sap your energies and drain you. • Have a good work ethic, for it seems to be getting rare today. Curious, for those “old-fashioned” values like dependability, timeliness, professionalism and diligence are prized more than ever before. Be action-oriented. Seek to make things work. Be willing to do what it takes.

39. Cont., • Be interesting. Read voraciously, and listen to learn, then teach and share everything you know. No one owes you their attention; you have to earn it and keep attracting it. • Be nice. Be courteous, polite and respectful. Be considerate. Manners still count for an awful lot in life, and thank goodness they do. • Be self-disciplined. That’s what adults are supposed to “grow up” to be.

40. Cont., • Don’t be a victim or a martyr. You always have a choice, so don’t shy from it: Choose and choose without regret. Look forward and be enthusiastic. • Keep healthy and take care of yourself. Exercise your mind, body and spirit so you can be someone people count on, and so you can live expansively and with abundance.

41. KNOWLEDGE MANAGEMENT • Knowledge management is, “a systematic, explicit and deliberate building, renewal and application of knowledge to maximize an enterprise knowledge related effectiveness and returns from its knowledge assets”.

42. Definition • As Pattanayak points out, knowledge management is a major part of the strategy to use expertise to accomplish a sustainable competitive advantage in tomorrow’s business environment. • Based on Beckman’s analysis, he describe eight stages in knowledge management: (i) identity, (ii) collect, (iii) select, (iv) store, (v) share, (vi) apply, (vii) create and (viii) sell.

43. Benefits of Knowledge Management • Knowledge management helps the organization to – • Improve organizational effectiveness. • Improve the returns. • Build competencies / competitive advantage / distinctive competencies. • Create greater value for core businesses. • See the opportunities and exploit them.

44. Importance of Knowledge Management • The organizations having rich ‘knowledge source’ once can able to maintain and enhance their core competence and corporate identity. • Knowledge management can be used for creating customer value, operational excellence and product innovation, by which the profit and effectiveness of the organization will increase.

45. Cont., • Also much of the value added work in organization’s today is primarily knowledge-based. For example, the work of the following functions or departments is essentially knowledge based: • Customer Service • Information Management • Finance • HR / Administration • Management • Manufacturing (Such as CAM, JIT concepts)

46. Knowledge Vs. Information Management Knowledge Management Information Management Focus on recording and processing explicit information. Designed for centralized information storage and control. Dependent on well-defined enquiries for retrieval. Required to maintain mission – critical enterprise data. Productivity for efficiency. • Focus on capturing tacit & explicit information. • Designed for distributed access, storage and control. • Employs technologies for knowledge discovery. • Add value for growth, innovation and leverage. • Productivity for innovation.

47. Knowledge Management Process