TRAINING &
DEVELOPMENT
TALENT MANAGEMENT & CAREER DEVELOPMENT
Parveen S. Huda
TRAINING AND DEVELOPMENT
Employee training is a learning experience: it seeks a relatively permanent
change in employees that improves job performance, changing skills,
knowledge, attitudes, or behaviour. This may mean changing what employees
know, how they work, or their attitudes toward their jobs, co-workers, managers,
and the organization.
Employee development, on the other hand, generally focuses on future jobs in
the organization. It involves future oriented training programmes that focuses on
employee’s personal growth. As employees are groomed for positions of greater
responsibility, employee development efforts can help prepare them for the
future.
WHY TRAINING & DEVELOPMENT
Improved employee
performance
Less supervision and proper
usage of time & wealth
Improved employee satisfaction
and morale
Consistent work performance
and knowledge
Increased productivity and
adherence to quality standards
Reduced employee turnover
Enhancing company reputation
and profile
DETERMINING TRAINING NEED
These questions help make that determination.
TRAINING METHOD: ON THE JOB
Job Rotation has long been considered a valuable tool to increase employee motivation. Job rotation
involves lateral transfers that allow employees to work at different jobs and provides exposure to a variety of
tasks. As with any training, HRM should take care to make sure the trainers not only know the job, but how to
train others as well.
Apprenticeships are frequently used to combine classroom instruction in combination with working alongside
a seasoned veteran, coach, or mentor. The combination of hands-on and classroom learning compliment
each other. The experienced worker provides support and encouragement in addition to training.
Internships are opportunities for students in higher education to utilize their instruction and training in a
chosen profession as part of their education. Internships vary from very unstructured to highly structured and
may include college credit. Organizations usually value internships as a way to reduce recruitment expenses
without creating an obligation of regular employment. Interns also provide a valuable source of new ideas
and creativity.
TRAINING METHOD: OFF THE JOB
Classroom Lectures Many organizations use classroom instruction along with other methods to
provide a great deal of information in a limited timeframe. Instructors need to understand the
different learning characteristics of adult learners and the variety of types of instruction that create
interest in the specific technical, interpersonal, or problem-solving skills they are teaching.
Multimedia Learning can demonstrate technical skills not easily presented by other training
methods. This may include videos and DVDs that may be offered online.
Simulations involve learning a job by actually performing the work (or its simulation). Simulation
methods may include case analyses, experiential exercises, computer simulations, virtual reality,
role playing, and group interaction.
Vestibule Training facilitates learning by using the same equipment that one actually will use on
the job but in a simulated work environment.
EMPLOYEE DEVELOPMENT METHODS
Job Rotation: Moving employees horizontally or vertically to expand their skills,
knowledge, or abilities. Job rotation represents an excellent method for broadening an
individual’s exposure to company operations and for turning a specialist into a
generalist.
Assistant-To Positions Employees with demonstrated potential sometimes work under a
seasoned and successful manager, often in different areas of the organization. Working
as staff assistants, or in some cases, serving on special boards, these individuals perform
many duties under the watchful eye of a supportive coach.
Committee Assignment Committee assignments can allow the employee to share in
decision making, to learn by watching others, and to investigate specific organizational
problems. Temporary committees often act as a taskforce to delve into a particular
problem, ascertain alternative solutions, and recommend a solution.
EMPLOYEE DEVELOPMENT METHODS
Lecture Courses and Seminars :These help individuals acquire knowledge and develop their
conceptual and analytical abilities. Many organizations offer these in-house, through outside
vendors, or both. Online learning allows for employees to view a lecture or presentation live or
view streaming video at any time or place.
Simulation: Any artificial environment that attempts to closely mirror an actual condition. The
more widely used simulation exercises include case studies, decision games, and role plays.
Adventure Training: The primary focus of such training is to teach trainees the importance of
working together, or coming together as a team. Adventure training typically involves some
major emotional and physical challenge.
ORGANIZATION DEVELOPMENT (OD)
Organization development facilitates long-term organization-wide changes.
Its focus is to constructively change attitudes and values among organizational
members so that they can more readily adapt to and be more effective in
achieving the new directions
Involves organizational members in the changes that will affect their jobs and
seeks their input about how the innovation is affecting them
OD Techniques:
survey feedback - Assessment of employees’ perceptions and attitudes
regarding their jobs and organization.
Process Consultation- outside consultants help organizational members perceive, understand, and
act on process events. These include workflow, informal relationships among unit members, and
formal communications channels. It is important to recognize that consultants give organizational
members insight into what is going on, but they are not there to solve problems.
Team building- helps work groups set goals, develop positive interpersonal relationships, and clarify
the role and responsibilities of each team member. There may be no need to address each area
because the group may be in agreement and understand what is expected of it. Team building’s
primary focus is to increase each member’s trust and openness toward one another
Intergroup development attempts to achieve cohesion among different work groups. That is,
intergroup development attempts to change attitudes, stereotypes, and perceptions that one group
may have about another group. Doing so can build better coordination among the various groups.
EVALUATING TRAINING
Kirkpatrick’s model - Evaluates the benefits of training for skills that are hard to quantify, such as attitudes and
behaviours.
Level one measures the reactions of the participants toward the training and answers questions about
whether the participants liked the training; felt they achieved their learning goals; how much they liked the
trainers; and any suggestions they have for improving the training.
Level two measures how much the participants learned. This could be accomplished by pre- and post-
testing the participants or by evaluating the participants against a control group that has not been trained.
Level three measures whether the training actually changes the employee’s behaviour when he or she
returns to the job. This might be evaluated by the participants, supervisors, or trainer.
Level four measures whether the training benefited the employer or not. This could be done by determining
ROI as we have above, or by evaluating a behaviour against another standard, such as a benchmark.
EVALUATING TRAINING
PERFORMANCE BASED EVALUATION
post-training performance method: Evaluating training programs based
on how well employees can perform their jobs after training.
pre–post-training performance method: Evaluating training programs
based on the difference in performance before and after training.
pre–post-training performance with control group method : Evaluating
training by comparing pre- and post-training results with individuals.
INDIVIDUAL DEVELOPMENT PLAN (IDP)
An individual development plan (IDP) is a tool to assist employees in career and
personal development.
Its primary purpose is to help employees reach short and long-term career goals,
as well as improve current job performance.
An IDP is not a performance evaluation tool or a one-time activity. It should be
looked at like a partnership between the employee and the supervisor.
It involves preparation and continuous feedback. Many agencies require IDPs for
new and current employees.
It is encouraged throughout many organizations.
HOW DO YOU GO ABOUT DEVELOPING AN IDP?
Pre-Planning - supervisor and employee prepare independently for meeting
Employee/Supervisor Meeting - discuss employee strengths, areas for improvement, interests, goals,
and organizational requirements
Prepare IDP - employee, in consultation with supervisor, completes plan for individual development
Implement Plan - employee pursues training and development identified in plan
Evaluate Outcomes - supervisor/employee evaluate usefulness of training and development
experiences
Supervisors and employees work together to complete the employee's development plan,
however, employees are ultimately responsible for taking the initiative for their professional
development. That include:
Formal Training
360 degree feedback
Mentoring and Coaching
Job Rotation
Ref: https://www.opm.gov/WIKI/training/Individual-Development-Plans.ashx
PROMOTION AND POLICY
An employee’s promotion is elevating him/her to a higher job role with more roles and responsibilities so that he or she is able to
meet the specifications of the next profile in cadre. It differs from organization to organization. Commonly every organization has
the following criteria:
Length of service – it is important for an employee to spend a considerable amount of time in the organization before he or she is
recommended for promotion so that he or she is acclimatized with the working environment, policies and overall culture of the
organization.
Performance – Performance plays a crucial role but is not the only deciding factor for promotion.
Potential – Employee’s potential to take up higher roles and responsibilities are significant criteria in deciding whether the
employee should be promoted or not.
Organization Structure – Employee may deserve a promotion but unless there is a vacancy in organization hierarchy for the new
role, he or she may not clear through.
Tenure in a particular role/ position – Unless an employee justifies his existence in a role which he or she is currently in, promoting
him to next level wouldn’t make sense
https://www.hrhelpboard.com/hr-policies/promotion-policy.htm
TALENT MANAGEMENT
Talent management is the full scope of HR processes to attract, develop, motivate
high-performing employees to match the position and retaining him / her to
achieve long-term business objectives.
https://businessjargons.com/talent-management.html
TALENT MANAGEMENT PROCESS
Planning: Planning is the initial step in the process of Talent Management. It involves
the following:
Identifying the human capital requirement. Developing the job description and key roles.
Proposing a workforce plan for recruitment.
Attracting: Deciding whether the source of recruitment should be internal or external
and seeking for the suitable individuals to fill in the vacant positions through:
Job Portals such as Naukri.com, Timesjob.com, etc.
Social Network such as LinkedIn and Twitter.
Referrals.
Selecting: Recruiting and selecting the personnel. It involves the following steps:
Scheduling written test and interviews.
Scrutinizing the most suitable candidate for the profile.
TALENT MANAGEMENT PROCESS
Developing: In this stage, the employee is prepared according to and for the organisation and the
profile. Following are the steps involved in the process:
Carrying out an onboarding programme or an Orientation Programme.
Enhancing the skills, aptitude and proficiency of the personnel to match the profile.
Counselling, guiding, coaching, educating, mentoring employees and job rotation.
Retaining: Employee retention is essential for any organisational existence and survival. Following are the
ways of employee retention:
Promotions and increments.
Providing opportunities for growth by handing over special projects.
Participative decision making.
Teaching new job skills.
Identifying the individual’s contribution and efforts.
Transitioning: Talent management aims at the overall transformation of the employees to achieve the
organisational vision. It can be done through:
Retirement benefits to employees.
Conducting Exit Interviews.
Succession Planning or Internal Promotions.
BENEFITS OF TALENT MANAGEMENT
Strategic talent management results in the accomplishment of
organisational vision.
Filtration of talented employees and retaining of the finest ones is possible.
Talent management strengthens the organisational structure by building
strong human capital.
It helps the organisation to succeed over its competitors and establish a
strong presence in the market.
It builds up a good reputation of the company among the job seekers.
It leads to improved participative decision making by the management.
It directs continuous improvement in organisational performance making it
more efficient and effective.
SUCCESSION Process
PLANNING
Succession Planning is
defined as the
systematic process
of recognizing and
creating future
leaders who are able to
take the position of the
old ones when they
leave the organization
due to retirement,
resignation, termination,
transfer, promotion or
death.
https://businessjargons.com/succession-planning.html
BENEFITS OF SUCCESSION PLANNING
Lets ambitious, less-experienced internal candidates know their hard work and skills
have been noticed and appreciated enough to be considered for advancement.
Let employees know that you’re willing to invest in their growth as well as the
company’s.
Helps to Create structure for training and development
Helps to identify the gap between expected competency and current grooming of
employee
Helps in smooth transition of staff in case of any separation
The best succession plans are living, breathing things that get reviewed and
refreshed on a regular basis.
It’s a process that to be continued. It’s something the company should revisit
annually to make sure people are on track and to see if there have been any
changes or movement within the organization.
CAREER DEVELOPMENT
Career development looks at the long-term career effectiveness and success of organizational
personnel. More specifically, several positive results can accrue from a well designed career
development program:
Needed talent will be available
The Organization’s Ability to Attract and Retain Talented Employees improves
Minorities and Women Have Comparable Opportunities for Growth and Development
Reduced Employee Frustration
Enhanced Cultural Diversity
Assists in implementing quality standards through human resources
Promotes Organizational Goodwill
Five Stages of Career Development:
exploration, establishment, mid-career, late-career, decline
How to manage your career more effectively:
(1) know yourself,
(2) manage your reputation,
(3) build and maintain network contacts,
(4) keep current,
(5) balance your specialist and generalist competencies,
(6) document your achievements, and
(7) keep your options open.
