Presented by:- Mr.Sem Shaikh

M.S.University of Baroda Faculty of Post Graduate Master of CommerceDepartment of Commerce & Business

Mgt.

A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

Develop human resource of the company continuously for better performance to meet objectives.

Provide opportunity for development of different level of employees.

suitable need based training programs Prepare newly inducted staff to perform

their work with high level of competency and excellence.

Meet social obligations of industry to contribute towards the excellence of technical and management education.

Assist the existing and potential customers in the better use of our equipments by training the employees.

Promote a culture of creativity, innovation, human development, respect and dignity.

Achieve excellence in every aspect of working life.

Create environment for the trainees conducive to their character building.

Early apprenticeship programs Early vocational education programs Early factory schools Early training for

unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD

Providing skill input to apprentices and trainees

Identifying training needs and imparting training

Outside deputation for competency enhancement

Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)

HRD can be ‘a platform for organisational transformation,

a mechanism for continuous organisational and individual renewal

and a vehicle for global knowledge transfer’.

Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisation’s culture Meeting changes in the external environment Solving particular problems

Technological change creates requirements for training and development

Organisations that work in less time will have a competitive advantage.

A customer and quality focus will permeate tomorrow’s superior organisation.

The arena for an organisation’s planning and action will be global.

Business strategies now depend on quality and versatility of the human resource.

Work structure and design will change dramatically.

Social attitudes, legal requirements, industrial relations and so on generate training and development needs.

They demand new skills in the workplace

Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g.,• Employee orientation• Skills & technical training• Coaching• Counseling

Development – preparing for future responsibilities, while increasing the capacity to perform at a current job• Management training• Supervisor development

Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives.

Thus, we can bifurcate the benefits of training and development into two broad heads:

Organizational benefits Personal benefits

Improves the morale of the workforce. Leads to improve profitability and more positive

attitudes towards profit orientation Improves the job knowledge and skills at all

levels of the organization. Aids in organizational development Improves relationship between superior and

subordinate.

• Helps the individual in making better decisions and effective problem solving.

• Aids in encouraging and achieving self-development and self-confidence.

• Provides information for improving leadership, knowledge, communication skills and attitudes.

• Helps a person handle stress, tension, frustration and conflicts.

• Helps a person develop speaking and listening skills.

• Helps eliminate fear in attempting new tasks.

Training practices rapidly changing in response to pressures

Impacting instruction design, delivery, and evaluation processes

Global interest in E-learning is growing

Establishing HRD priorities Defining specific training and

objectives Establishing evaluation criteria

Selecting who delivers program Selecting and developing program

content Scheduling the training program

Implementing or delivering the program

Determining program effectiveness – e.g.,

Keep or change providers? Offer it again? What are the true costs? Can we do it another way?

Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD

Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years

HRD aims to get managers and workers ready for new products, procedures, and materials

Implements HRD programs and procedures

On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD

Depends on company size, industry and maturity

No single structure used Depends in large part on how well

the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user

Integrates HRD with organizational goals and strategies

Promotes HRD as a profit enhancer

Tailors HRD to corporate needs and budget

Institutionalizes performance enhancement

Consults with corporate strategic thinkers

Helps to articulate goals and strategies

Develops HR plans Develops strategic planning

education and training programs

Changing workforce demographics Competing in global economy Eliminating the skills gap Need for lifelong learning Need for organizational learning

HRD is too important to be left to amateurs

HRD should be a revenue producer, not a revenue user

HRD should be a central part of company

You need to be able to talk MONEY