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Training Agenda
1. HR Management : An Overview
2. HR Planning and Recruitment
3. Employee Selection
4. Training and Development
5. Performance Management
HR Management Cycle
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
HR Strategy and Business Result
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Manpower Planning
Company Strategy
What staff do we
need to do the
job?
What staff is
available within
our
organization?
Is there a
match?
If not, what type of people
do we need, and how
should we recruit them?
Job Analysis
•
Performance
management
and
development
What is impact
Manpower Planning
The financial
resources
available to
your
organization
Factors in Forecasting Personnel
Requirements
Projected
turnover (as a
result of
resignation and
terminations)
Quality and nature of
your employees (in
relation to what you
see as the changing
Training
Need
Analysis
Training
Objectives
Training
Delivery
Training
Evaluation
Training Process
What are
the training
needs for
this person
and/or job?
Objective
should be
measurable
and
observable
Techniques
include
on-
the-job-training,
action
learning, etc.
Assessing Training Needs
Task Analysis
A detailed analysis of a job to
identify the skills required, so
that an appropriate training
program can be instituted
Competency
Analysis
Careful study of competency level
to identify a deficiency and then
correct it with a training program, or
some other development
Competency Analysis
Required
competency
level for certain
position
Competency
Gap
Competency
Assessment
Current
competency
level of the
employee
Training and
Development
Competency Profile Per Position
1
2
3
4
5
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Recruitment
Supervisor
Required Level
Required Competency
Position
Training &
Development
Manager
Position
Requirements
Competency
Relevant Training Modules
Leadership
Leadership I
Communication Skills I
The Art of Motivating Employees
Providing Effective Feedback
SUPERVISOR
Achievement
Goal Setting Technique
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Planning & Organizing
Functional competency 1 2 3 4
Mechanical Engineering
Mechanical Equipment Maintenance
Training Matrix for Competency Development
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Job Functional Skills V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Customer Focus V
Strategic Thinking V
Problem Solving & Decision Making V
Job Functional Skills V
Position Managerial Competency
Supervisor
Enhance Training Effectiveness
Make the
material
meaningful
Provide for
transfer to
learning
Motivate
the trainee
Enhance Training Effectiveness
Make the
material
meaningful
•
At the start of training, provide the
trainees with a bird’s-eye view of the
material to be presented. Knowing the
overall picture facilitates learning.
•
Use a variety of familiar examples when
presenting material
•
Organize the material so that it is
presented in a logical manner and in
meaningful units
•
Try to use terms and concepts that are
already familiar to trainees
Enhance Training Effectiveness
Provide for
transfer to
learning
•
Maximize similarity between the training
situation and the work situation
•
Provide adequate training practice
•
Identify each feature of the step in the
Enhance Training Effectiveness
Motivate
the trainee
•
People learn best by doing. Try to provide
as much realistic practice as possible
•
Trainees learn best when correct
response on their part are immediately
reinforced.
•
Trainees learn best when they learn at
Type of Training Program
Formal course
OFF THE JOB
Simulation
Wilderness Trip
•
Does not interfere with job
•
Provides for fact learning
•
Helps transfer of learning
•
Creates lifelike situations
•
Builds teams
Type of Training Program
Job instruction
training
ON THE JOB
Apprenticeship
training
Job rotation
Mentoring
•
Facilitates transfer of learning
•
Does not require separate facilities
•
Does not interfere with real job performance
•
Provides extensive training
•
Gives exposure to many jobs
•
Allows real learning
•
Is informal
Evaluation of Training Effectiveness
Level 1 - Reaction
Level 2 - Learning
Level 3 – Behavior
Application
Level 4 – Business
Impact
Evaluation of Training Effectiveness
Test the trainees to determine if
they learned the principles,
skills, and facts they were to
learn.
Evaluate trainees’ reactions to
the program. Did they like the
program? Did they think it
worthwhile?
Level 1 -
Reaction
Evaluation of Training Effectiveness
What final results were achieved in terms of the
training objectives previously set? Did the number
of customer complaints about employee drop? Did
the reject rate improve? Was turnover reduced,
and so forth.
Ask whether the trainees’ behavior on the job
changed because of the training program. For
example, are employees in the store’s complaint
department more courteous toward disgruntled
customers than previously?
Level 3 –
Behavior
Application
Level 4 –
Business
Performance Management Cycle
Performance
Planning
(Setting
Performance
Targets)
Regular
Review and
Monitoring
Feed back
Corrective
Action
Performance
Appraisal and
Evaluation
•
Training &
Development
Plan
•
Salary/Bonus
Performance
appraisal
elements
has two main
categories:
2. Performance Result
:
Hard or quantitative aspects
of performance
(result)
1. Competencies
: It
represents soft or qualitative
aspects of performance
(process)
1. Competencies Score
2. Performance Result
Score
Overall Score
Will determine the employee’s
career movement, and also
the reward to be earned
Element # 1 : Competencies
Basic Intermediate Advanced Expert
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Actively listens, and clarifies understanding where required, in order to learn from others.
Empathise with audience and
formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Responds promptly to other team
members’ needs. Balances complementary strengths in teams and seeks diverse contributions and perspectives.
Actively builds internal and external
networks. Builds internal and external networks and uses them to efficiently to create value.
Involves teams in decisions that
effect them. Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Encourages co-operation rather than competition within the team and with key stakeholders.
Builds and maintains relationships
across The company. Drives and leads key relationship groups across The company.
Manages alliance relationships through complex issues such as points of competing interest.