postgraduate diploma in business and management program

1

[email protected]@gmail.com

Postgraduate Diploma in Business and Management Program

PGD S2.4 Human Resource Strategy

By Dr. Travis Perera

Day 4. Activities Associated with the Management of Human Capital – Part 4


Human Resource

Development

What?

Human Potential

Physical

Socialization

Social

Mental

Spiritual

FamilySchool

Work

Networks

Who?

Agents

Person

Career

Aspiration

Opportunities

Why?

Organization

Nation HR Strategy

Succession

Economic Growth

Quality of Life

Where?

Spaces of Existence

Home

FamilyNeighborhood

Self

Health

Esteem

Knowledge

Wisdom

When?

Physical Age

Career Stage

Org. Strategy

How?Competency

Building

Commitment Building

Skills

Knowledge

Attitude

Values

Committed to Job

Committed to Org.


InterpersonalBuilding Trust

CommunicatingInfluencing

Leveraging DiversityNetworking and Partnering

Business/ManagementAnalyzing Needs andProposing Solutions

Applying Business AcumenDriving Results

Planning and ImplementingAssignments

Thinking Strategically

PersonalDemonstrating

AdaptabilityModeling Personal

Development

Designing LearningImproving Human Performance

Delivering TrainingMeasuring and Evaluating

Facilitating Organizational ChangeManaging the Learning Function

CoachingManaging Organizational Knowledge

Career Planning and Talent Management

LearningStrategist

BusinessPartner

ProjectManager

ProfessionalSpecialist

The ASTD HRD Competency Model

SOURCE: Davis, P., Naughton, J., & Rothwell, W. (2004). “New Roles and

New Competencies for the Profession.”

T&D, 58(4), 26–36.


Orientation: The First T&D

Feel Welcome

and At Ease

Begin the Socialization

Process

Understand the

Organization

Know What Is Expected in Work and

Behavior

Orientation Helps New Employees

2

[email protected]@gmail.com8–5

The Orientation Process

Company Organization and

Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine


New Employee Departmental Orientation Checklist

Source: Used with permission of UC San Diego Medical Center.


1

2

3

4

5

The Five-Step Training and Development Process

Instructional design

Needs analysis

Validation

Implement the program

Evaluation

Training’s Strategic Context

The process of teaching employees the basic skills they need to perform their jobs.

The firm’s training programs must make sense in terms of the company’s strategic goals.


Training, Learning, and Motivation

Make the Learning Meaningful

1. At the start of training, provide a bird’s-eye view of the material to be presented to facilitate learning.

2. Use a variety of familiar examples.

3. Organize the information so you can present it logically, and in meaningful units.

4. Use terms and concepts that are already familiar to trainees.

5. Use as many visual aids as possible.

6. Create a perceived need for training in the minds of the trainees.

3


Training, Learning, and Motivation (continued)

Make Skills Transfer Easy

1. Maximize the similarity between the training situation and the work situation.

2. Provide adequate practice.

3. Label or identify each feature of the machine and/or step in the process.

4. Direct the trainees’ attention to important aspects of the job.

5. Provide “heads-up,” preparatory information that lets trainees know what might happen back on the job.

6. Trainees learn best at their own pace. If possible, let them pace themselves.


Training, Learning, and Motivation

• Trainees learn best when the trainers immediately reinforce correct responses.

• Trainees learn best at their own pace.

• The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.


Analyzing Training Needs

Task Analysis: Assessing New Employees’

Training Needs

Performance Analysis: Assessing Current Employees’

Training Needs

Training Needs Analysis


Task Analysis Record Form

Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.

4


Assessing Current Employees’ Training Needs

Performance Appraisals

Job-Related Performance Data

Observations

Interviews

Assessment Center Results

Individual Diaries

Attitude Surveys

Tests

Methods for Identifying

Training Needs


Training Methods

• On-the-Job Training

• Apprenticeship Training

• Informal Learning

• Job Instruction Training

• Lectures

• Programmed Learning

• Audiovisual Training

• Simulated Training (also Vestibule Training)

• Computer-Based Training (CBT)

• Electronic Performance Support Systems (EPSS)

• Distance and Internet-Based Training


Training Methods (continued)

• On-the-Job Training (OJT)

Having a person learn a job by actually doing the job.

• Types of On-the-Job Training

Coaching or understudy

Job rotation

Special assignments

• Advantages

Inexpensive

Learn by doing

Immediate feedback


On-the-Job Training

1

Follow Up

Present the Operation

Steps to Help Ensure OJT Success

Prepare the Learner

Do a Tryout

2

3

4

5


Training Methods (continued)

• Effective Lectures

Don’t start out on the wrong foot.

Give listeners signals.

Be alert to your audience.

Maintain eye contact with audience.

Make sure everyone in the room can hear.

Control your hands.

Talk from notes rather than from a script.

Break a long talk into a series of five-minute talks.

Practice and rehearse your presentation.


Programmed Learning

• Advantages

Reduced training time

Self-paced learning

Immediate feedback

Reduced risk of error for learner

Presenting questions, facts, or problems to

the learner

Allowing the person to respond

Providing feedback on the

accuracy of answers


Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training

CMI Computer-managed instruction

ICAI Intelligent computer-assisted instruction

ITS Intelligent tutoring systems

Simulation Computer simulation

Virtual Reality Advanced form of computer simulation

Source: P. Nick Blanchard and James Thacker, Effective Training: Systems, Strategies, and Practices (Upper Saddle River, NJ: Pearson, 2003), p. 144.


Computer-Based Training (CBT)

• Advantages

Reduced learning time

Cost-effectiveness

Instructional consistency

• Types of CBT

Interactive multimedia training

Virtual reality training

6


Distance and Internet-Based Training

Teletraining

Videoconferencing

Internet-Based Training

E-Learning and Learning Portals

Distance Learning Methods


Management Development

Assessing the company’s strategic

needs

Developing the managers and

future managers

Long-Term Focus of Management Development

Appraising managers’

current performance


Management Development (continued)

Job Rotation

Action Learning

Managerial On-the-Job

Training

Coaching/Understudy Approach


Management Development (continued)

University-Related Programs

Management Games

Off-the-Job Management Training and Development Techniques

The Case Study Method

Outside Seminars

Executive Coaches

Behavior Modeling

Role Playing

Corporate Universities

7


The Need to Change

8–25 [email protected]@gmail.com8–26

Managing Organizational Change and Development

Strategy TechnologiesCulture

What to Change

Structure Employees


Managing Organizational Change and Development (continued)

Overcoming resistance to

change

Effectively using

organizational development

practices

The Human Resource Manager’s

Role

Organizing and leading

organizational change


Managing Organizational Change and Development (continued)

1

Moving

Overcoming Resistance to Change: Lewin’s Change Process

Unfreezing

Refreezing

2

3

8


How to Lead the Change

• Unfreezing Phase

Establish a sense of urgency (need for change).

Mobilize commitment to solving problems.

• Moving Phase

Create a guiding coalition.

Develop and communicate a shared vision.

Help employees to make the change.

Consolidate gains and produce more change.

• Refreezing Phase

Reinforce new ways of doing things.

Monitor and assess progress.


Using Organizational Development

1

Applies behavioral science knowledge.

Organizational Development (OD)

Usually involves action research.

Changes the organization in a particular direction.

2

3


Examples of OD Interventions

Human Process Applications

T-groups (Sensitivity Training)

Process consultation

Third-party intervention

Team building

Organizational confrontation meeting

Survey research

Technostructural Interventions

Formal structural change

Differentiation and integration

Cooperative union–management projects

Quality circles

Total quality management

Work design

HRM Applications

Goal setting

Performance appraisal

Reward systems

Career planning and development

Managing workforce diversity

Employee wellness

Strategic OD Applications

Integrated strategic management

Culture change

Strategic change

Self-designing organizations


Evaluating the Training Effort

• Designing the Study

Time series design

Controlled experimentation

• Training Effects to Measure

Reaction of trainees to the program

Learning that actually took place

Behavior that changed on the job

Results achieved as a result of the training

9


Using a Time Series Graph to Assess aTraining Program’sEffects


A Sample Training Evaluation Form

Source: www.opm.gov/employment_and_benefits/worklife/.

postgraduate diploma in business and management program

Documents