HUMAN RESOURCE DEVELOPMENT (8518)

LEVEL: MBA (3.5)

SEMESTER: SPRING, 2020
ASSIGNMENT 1

NAME : SANIA SAAD

ROLL NUMBER : BU551482

 Q1: What qualities do you think an HRD professional must possess to be effective in an
organization of approximately 1,000 employees? How might your answer be different for
an organization with 10,000 employees? Support your answers.

HUMAN RESOURCE PROFESSIONAL

Human Resource is one of the most important resources for any organization. It is unlike the
other resources a business needs to operate. Without employees, no company can function
however, managing these employees is the hardest job, simply because every individual is
different. The company employs a team, called the HR professionals to manage this
organization's very important resource.

Specialists in human resources are responsible for the recruiting , training, interviewing and
placement of workers. They may also handle relationships with the employees, payroll , benefits
and training. Managers in human resources prepare, guide and manage an organization’s
administrative functions.

Every professional human resource needs to have some of the qualities in common that it needs
to have to deal with the people of the organization. Following are the qualities of HRD
professionals in an organization of 1000 employees.

QUALITIES OF HRD PROFESSIONALS

 Knowledge about industry

If you understand the industry you will be able to understand a great deal about the industry's
employees and work culture. Understanding the industry means you need to understand what the
industry is dealing with, what the industry is having on the share market and how much it is
contributing, what the industry is specializing in and what professionals you need to recruit for
the industry. The types of firms and the number of firms involved including large and small
firms, the type of employees working and their average pay scale. All that knowledge is
extremely important to know about an industry for an HR professional. You can definitely
choose to work within your choice of industry.

 Communication
 Facilitation of contact between employers and workers is a primary feature of all HR
professionals. This ensures that both your oral and written communication skills need to be sharp
so you can convey information to staff at all levels in a consistent and efficient manner.
Negotiations are also a part of the contact criteria. During the hiring process or when employee
conflicts arise, successful HR professionals can help compromise groups and find a middle
ground.

 Self-discipline
There is no job on this earth that you can succeed in without some fundamental self-discipline.
Every professional, regardless of the profession in which they are in, should possess this quality.
In an HR professional, self-discipline or disciplinary factors set an example for others in the
organization. A simple act like coming to work early that is on time could be a few minutes
before time is a good example to set for the organization's employees and members of your team.
Each individual who works in an organization is mature enough as they are all adult
professionals who need to set their own standard of conduct within the organization. An
individual's actions must be correct or any amount of work the employee puts through can go
down the drain because of his improper and unacceptable behavior.
 Trustworthiness
Confidence is an incredibly important factor of both your personal and professional life.
Function anywhere you want to function in whatever department and under whatever label if
your superiors, your colleagues and your subordinates are unable to trust you will be working,
and you and the people around you will find it difficult. Make sure you stick to what you commit
or stick to your words it is understandable that you are unable to meet expectations once in a
while, however your commitments are regularly missing, pulling your meter or trusting. Here are
a variety of standards from the organization’s HR staff. Meeting his words establishes and builds
trust in the organization’s employees.
 Time management
One of the highest standards well again for every single person. Remember work never ends or
never ends. You will have to be bombarded with a lot of jobs and still be bombarded with it; and
you must know how to prioritize what job at what time. It is necessary to know the importance of
 each job so as to prioritize it correctly. An HR has a number of jobs to handle and is therefore
extremely important for any HR individual to manage time. Time management has to be a very
important part of your routine if you want to grow as an individual or as HR professionals. List
your employment on a piece of paper for the day according to their goals and set time for your
work and work accordingly.
 What to compare and what not ?
Many times we tend to compare people as human beings which is not correct at all. However, as
an HR professional, you can't afford to compare people, the most important reason is that your
job is to handle individuals and each individual is therefore different. Different individuals have
different qualities, potentials, abilities, etc. that are not comparable. Therefore if you compare
people you won't be able to judge better and it's not fair to compare either. However, it is
recommended that you compare employee results, employee conditions and circumstances do
not compare two men. Comparing individuals within the company will lead to a variety of
problems and conflicts.
 Be a strategic thinker
Each top organization needs HR leaders who align with the company's goals by learning and
supporting what those goals are. That meant that employees at all levels knew and understood
their part in supporting our philosophy of culture and HR. The business , for example, wanted a
lean and motivated team, so we built HR resources that could be used by managers and
employees to enter and obtain their own HR related transactions and information. We taught
them how to use it and monitored its usage and performance. With these self-service tools the
HR team has been able to become strategic partners rather than transactional clerks.
 Problem solving
The HR department must ensure that people with diverse personalities can civilly work together
to accomplish client goals so that companies can perform at their best. You will need to be
experienced in conflict resolution and resolve stressful or combative situations to achieve the
other tasks expected of you as an HR professional.

Although most HR departments operate with their employees well being as their priority, their
approach may vary depending on the size of their organization. In other words, HR and its
position can be perceived by a small business from a completely different view point compared
 to a large organization. Comprehending some of the differences between HR in small business
vs. large organizations is important.
 Resources
The availability of resources is one of the most common differences between small and big
organizations. Naturally, due to their modest earnings, small businesses tend to have limited
resources, including a small HR team (usually one to three employees), and a restrictive budget.

As a result, small business HR systems cannot afford to do much when it comes to employee
training, team building, and the development of a long-term work policy. This means that HR
pros have to be creative when fulfilling their responsibilities in small companies. Yet, in this
regard the dimension of imagination in large organizations is almost non-existent.
Larger organizations often have their own internal HR leadership and mentorship. This allows
them simultaneous execution of more than one program. However, due to their scale and
bureaucratic-like processes most large companies have in place for precautionary purposes, it
can be a long and complicated method to introduce improvements to the HR programe. Any big
transition may often take months or even years to see through.
 Recruitment and retention
Recruitment and retention are perhaps some of the most time-consuming aspects of an HR
department, but in small and large enterprises the process differs significantly. However, a tried
and tested recruitment process has been in place for large organizations. It often involves
multiple rounds of interviews, evaluation testing, as well as background and reference checks for
HRD professionals.
Small organizations are however at an advantage when it comes to retention. Small HR
departments know personally their employees. In addition, unlike big organizations, employees
have direct access to the company's decision-makers. Many can also offer flexible work
schedules and provide tailored benefits depending on the type of business, resulting in greater
employee satisfaction. Although large organizations that try this approach as well, it is mostly
restricted to high-ranking employees.
 Level of responsibility
 Many owners and managers in small businesses have to wear more hats, in particular when it
comes to HR. This also means tasks and duties overlap. This may vary from recruiting, HR
budgets or regulations , financial statements, and payroll management.
However, you have to play a more specific role in a large enterprise. For example, the duties can
only include payroll management or the training of employees.

 Organizational structure
A large company has a hierarchy of departments which is more structured and well defined.
Their Human Resources department is no exception.
Duties of HRD professionals are different in small organizations as compared to large
organizations of 10,000 plus employees.
Large companies tend to have a lot of management levels while small businesses are mostly flat.
Larger businesses have more personnel available to perform a range of positions at all levels,
including management. Smaller companies simply do not have the amount of workers available.
While larger companies may have an HR manager with day-to-day tasks overseeing HR
assistants, a small business has one HR individual to operate as a manager, assistant, recruiter
and all-in-one professional.

CONCLUSION
Highly successful HR pros know that to have an impact on businesses, they need to be strategic,
informed and growth-oriented. This takes focus, strategy and a commitment to growth and
knowledge in the long term.
HR's most important aspects differ materially from small to large companies. While small
businesses have limited resources, greater responsibilities and rudimentary recruitment methods,
they offer more flexibility and a multifaceted work environment. On the other hand, large
organizations tend to offer targeted workloads, less space for creativity and a more structured
work environment.

Q2: Identify and describe each of the major HRD functions.

 Human Resource Development is the framework to help employees develop their skills,
knowledge, and abilities which in turn enhances the effectiveness of an organization. Human
resource development helps companies grow their workforce through training of workers and
career advancement that enhances productivity and efficiency of the companies.
Following are the major HRD functions:
 Human resource planning
HR's first function is all about getting to know the organization's future needs. What kind of
people does it need, and how many? Understanding this will influence hiring, choosing,
managing results, learning and growth, and all other HR functions. The preparation of human
resources is close to the preparation of labor. All reflect on where the company is now and what
it wants to thrive in the future.
 Learning and development
An essential responsibility for HR is enabling employees to develop the skills they need for the
future. It also has to do with the first HR role we mentioned, in which HR bridges the gap
between today's workforce and the workforce expected in the near future.
Traditionally, the companies have a fixed learning and development budget. Then, this budget is
spread among its workers. The charge is compulsory in some countries. For example, in the UK,
businesses with an annual wage bill of over £3 m pay a minimum rate of 0.5 percent allocated
for their employees professional education.
Despite the regulatory gaps almost all employers recognize the importance of investing in their
employees' (future) skills. It is the HR department’s responsibility to lead those efforts in the
right direction.

 Recruitment and selection

This includes recruiting people and finding the best applicants to work for the company.
Usually attracting people starts with a mark of an employee. Being a desirable boss has many
benefits-even as it is the other way around. The tobacco industry, which fails to recruit talent
because of its tainted image, is a perfect example of this latter.
You’re almost halfway there, with a good employer brand and the right procurement techniques.
When applicants apply, selection is an HR instrument for choosing the most eligible and highest-
 possibility candidates. Recruiting technology advances have gone really quickly and as a result
there are various forms of recruitment methods for any aspect of the recruitment funnel.
 Performance management
Managing performance is essential to ensuring employees remain productive and engaged.
Strong performance management means effective leadership, consistent setting of priorities and
open feedback.
Performance assessment methods include the (bi) annual performance evaluation, in which the
boss reviews the employee. It also includes 360-degree feedback tools where the employee's
performance is reviewed by peers, managers, subordinates and sometimes even customers. These
kinds of tools will make feedback very helpful.
Performance management is also an instrument for closing the gap between today's workforce
and tomorrow's one you want to have. One of the best ways of building up your future workforce
is by learning and developing (L&D).
 Function evaluation
Function evaluation is a more technical role of HR that involves comparing different functions in
terms of qualification, quality and availability of workers, location of jobs, working hours,
economic situation, responsibility for jobs and how much value this job adds to the organization.
The concept behind the assessment of functions is similarly to be paid for specific work.
There are different ways to rank the functions internally.
 Method of ranking: A system in which subject matter experts work according to how much
they contribute to the company as a whole. There are paired functions and the raters have to
decide which one is more valuable. This is done with all the functions, and a ranking is
established based on the outcome.
 Classification method: workers can be categorized using classification systems into various
categories as well. In this case, workers are classified and then rated to come up with a ranking
within those categories. Categorizations may include education , experience, the degree of
specialized skills required to perform the job, the degree to which these skills are required, etc.
 Method of points: jobs are categorized according to the factors that the organization believes
most contribute to its success. Points are then rewarded for every job in each group. These
categories can include key competencies, such as problem-solving, technical expertise , skills in
 communication and influencing, creative ability, business acumen, etc. Those skills will vary per
organization.
 Private method: the work itself is not assessed in this process but the person who does the job
is. Here, workers are paid based on their unique competencies and skill.
 Rewards
Employee rewarding for their work is a function which cannot be missed. Rewards include
compensation but also incentives for development and career, reputation, appreciation, a strong
corporate culture and a reasonable work-life balance.
The system for total rewards shows that rewards are more than pure money. They may also have
psychological and emotional implications. Fantastic colleagues, for example, and meaningful
work are also rewarding to the employees. The job's monetary compensation comes from cash
incentives and other (secondary) benefits.
So, bonuses are far more than just financial ones. A non-exhaustive description of the total
rewards is given here:
 Minimum salary
 Delivery-based pay
 Bonus
 Economic milieu
 Health at work
 Setup
 Changing jobs
 Self-reliance
 Chances for Development
 Returns
 Opportune formal and informal growth

 Career planning
Career planning, guidance and employee development, also referred to jointly as career patting.
Showing workers how their personal goals will fit with the company's future assists in recruiting
and attracting them. There are the advantages of better succession planning, higher productivity,
and a stronger employer brand for the organization.
 Health and safety
HR plays a crucial role in the creation and enforcement of health and safety regulations. One of
HR's key tasks is to make such regulations part of the corporate culture.
A famous example is the oil company Shell, where it's prohibited to walk the stairs without
holding the railing – also at the company's headquarters. This is part of the 'Goal Zero' of Shell,
which represents zero accidents. While keeping the railing on an oil platform is much more
critical, protection is such a big part of the company culture that security roles are extended
everywhere.
 Administrative responsibilities
HR primary role is its administrative responsibility. Those include human resource management
systems and administrative procedures.
Personnel procedures include handling promotions, relocations, discipline, improvement of
performance, illness, regulations, cultural and racial diversity, unwanted intimacy, bullying, etc.
Policies and procedures need to be developed and followed for each of these situations in order
to successfully meet the requests, or overcome these challenges.

Q3: Discuss how knowledge, skill, ability, and attitude influence employee behavior.
 Attitude influence employee behavior
In general, an attitude is defined as how a person responds to his or her environment, either
positively or negatively.
Two important differences are beneficial to bear in mind when determining attitude. The first is
the presence, often at the same time, of ambivalence or of differences of attitude towards a given
person , object, circumstance etc. This ambivalence suggests that attitude is fundamentally more
complicated than a simple sliding scale of positive and negative, and it is important to determine
the essence of attitude to describe those axes in various ways. The second issue to bear in mind is
the degree of attitude that is implicit versus explicit, that is, subconscious versus conscious.
It is vague and no constructive for a manager to say that someone has attitude, or that someone is
being negative or positive about something. Instead, the job of a manager is to observe and try to
pinpoint the possible causes and effects on something from a person's perspective.
 All have attitudes to many things; these are not necessarily a bad thing. One dimension of the
attitude of workers is the effect that this can have on the people around them. People with a
positive attitude can lift their coworkers' spirits while a person with a negative attitude can
diminish their spirits. This idea does also work in reverse, however, and behaviors are sometimes
more nuanced than positive or negative. Attitudes can influence both the performance of the
employee's work and co-workers' success.
Attitudes can affect a person’s actions positively or negatively, irrespective of whether the
individual is conscious of the consequences.
Attitudes can affect a person's behavior in a positive or negative way. A person may not always
be aware of his or her attitude, or the behavioral effect it has. A individual who has positive
attitudes toward work and colleagues (such as contentment, friendliness, etc.) may have a
positive impact on those around him. Usually these positive attitudes are manifested in the
behavior of a person; people with a good attitude are active and productive, and they do what
they can to improve the mood of those around.
A individual exhibiting negative attitudes (such as frustration, boredom, etc.), will act
accordingly in much the same way. People with these attitudes towards work can also influence
those around them and act in a way that decreases productivity and performance.
Attitudes can be contagious, and can affect people's behavior around them. Organizations also
need to understand that a person's attitude and, in effect, his or her actions may be affected. A
supportive work environment, job satisfaction, a scheme of incentives and a code of ethics will
also help to improve particular behaviors.

 Skills influence employee behavior

The selection process for the company typically requires questions and assessments to assess the
aptitude and technical skills of the employee. Those skills become critical in evaluating his
ability to perform his job when the individual grows into an employee. Employee growth takes
the current skill set of an employee and builds on it to help the employee more effectively
perform his job. To develop effective workforce development plans a manager needs to consider
how the abilities of each workforce influence job efficiency.
 Planning
 A collection of workplace skills provides an understanding of the work roles and how to execute
everyday activities efficiently. When an employee has an adequate set of skills, she is better
equipped to plan the activities of each day so that she can achieve her goals in production. The
employee works with her manager to ensure that the employee has the adequate skills to carry
out daily work plans. The manager helps develop employee development plans to sustain the
skill set necessary to achieve organizational objectives.
 Comprehension
The knowledge of the job duties is directly related to the skill set of the employee. If the
employee has the right skills in place, then he can understand his work and what he expects.
Performance of workers falls when there is a difference in what the employee wants to learn and
his current skill set. Employee training will help to enhance comprehension by filling in
necessary skills.

 Safety
An effective employee needs to have a broad set of skills that includes an understanding of the
safety procedures of companies. The employee also needs to have a clear understanding of the
safety standards for her particular work. An incomplete set of skills that does not include safety
training potentially endangers job performance. The employee could injure herself and others
without the proper safety skills.
 Advancement
Ambitious workers are continually trying to develop their skill set so that they can move ahead
within the company. A diligent employee builds an advanced skill set that helps him to become
professional in his current job when trying to transition into a role that is better paid for. As
workers deliberately pursue a more specialized skill set to step up in the business, the
organization benefits from higher efficiency and the opportunity to save by promoting from
within on human resources expenses.

 Ability and knowledge influence employee behavior

Ability refers to the capacity of a person or a team to carry out a task. Opportunity refers to the
timing of the task, and its situation. For example, if a hospital sets out to be recognized for
successful heart transplants, it must have a team of surgeons who are skilled in transplant
performance (ability), and there must be sufficient room and equipment for transplant operation,
as well as patients requiring them (opportunity). Managers have little influence over skill, and
they can only influence opportunities somewhat.
“The success of a firm lies more in its capabilities related to knowledge and learning than
in its physical assets.”
(Noh, Kim, & Jang, 2014, p. 1)
Research suggests that performance is a function of ability, motivation and opportunity:
Performance = Function {Ability × Motivation × Opportunity}

Motivation is not a constant state of mind and maybe a year later what motivates an employee
right now may not be the same. But researchers don't always agree on the best way to do that and
there may not be one best solution.

Morale is one of the most studied subjects of organizational behavior, since the ability of a
manager to control motivation of workers will directly impact the bottom line of an company.
Capacity to work is the ability within a person to do that so that a person can do the job or cannot
do it do the job. In the operational role of handling working ability is a developmental function,
because in this the role of improving employee's ability to work is remarked. The job ability is
essentially very important on the consistency or weight of the job a worker has completed. It is
understandable as there are growing capacities to work potential talents, competencies, and other
potentials reflected in
The physical conditions and the psychological. Therefore the notion of the capacity to work
requires an appreciation of the power there is to do the work within a person.
It can be inferred from the above description that capability knowledge and expertise should be
expressed in one's job having the physical and psychological support
conditions. By luck, performing a job is not enough if only have knowledge and skills, but do
need the help of strong desire to get the job done.
 Q4: Identify several sources outside one's own organization where HRD programs could
be obtained. Compare various types of training materials and describe how they are
prepared?

TYPES OF TRAINING MATERIALS

Training materials are important, since they provide learners with the means to educate. To
support the learning process a number of educational materials are used. Such materials are
usually selected by an instructional designer who recognizes the concepts and methodologies of
adult learning and instructional design.

 Web-based training
The Web-based training approach imparts training modules based on computers. Organization
workers can get the content from the intranet of the company or from a section of the website of
the contractor set up for yours. The experts will design the training course materials on a range of
topics, levels and subjects, depending on your requirement. The nature of the training content
must be contemporary; there is no point in training that has become outdated on old tax regime.
Or it is like offering the shop-based salesmen training online.
The content can be put on CD-ROM or PowerPoint. Learning materials are basically identical,
since all trainees must use the same curriculum. The teaching materials need to be easy to
update. The web-based training programs are usually connected to software (a learning
management system, or LMS). It makes the progress of the trainees traceable, in order to assess
the training performance.
 Tele or video conferencing
The method of teleconferencing or video-conferencing is also becoming popular. This device
plays out at a different location as a simultaneous training tool. Only the approach of
incorporation makes the teaching more constructional. A kind of competitive spirit will be to
create with the simultaneous tele- or video conferencing training system on the trainees.
 Audio conferencing
 Audio-conferencing is similar to audio-only video conferencing. Participants will attend the
scheduled meeting time and listen to the speeches on the instruction. Question and answer
sessions may also take place through online meetings, or webinars.
This approach involves both visual and audio elements. Participants call in to obtain live audio
feedback and visual content shown on their computer screens as well.
 Instructor-led training
Instructor-led training is the standard form of training for employees that takes place in a
classroom, with a instructor delivering the content. This can be a highly successful employee
training tool, especially for complex subjects. Instructors may answer specific questions from
workers, or guide them to additional resources. These often require highly qualified instructors to
suit the standard and style of training for the employees in the room.
Nonetheless, the instructor-led training does have certain drawbacks, including costs and
implementation time. Concise subjects can also be needless.

 Simulation employee training

Very frequently, simulation training is conducted via a system of computer, augmented, or
virtual reality. Nonetheless, given the initial costs of developing such software or technologies,
simulation training may be a viable choice for workers in riskier or high-stakes areas. You can
also see simulation training for pilots or doctors but it can also be beneficial for other staff.
This method of preparation for workers is also highly successful and efficient, enabling staff to
grow steadily and at their own rate.
 Coaching or mentoring
Coaching or mentoring may share similar characteristics to hands-on training, but concentrating
on the relationship between an employee and a more seasoned professional such as their boss, a
coach, or a veteran employee in this form of employee training.
The one-on-one style of mentoring creates a relationship between employees which extends well
beyond training. This also encourages the employee to ask questions they would not feel
comfortable asking in an instructor-led training classroom. Via online coaching sessions this
teaching method can be performed in person or remotely.
Mentoring is costly in terms of working hours for all of its benefits, and should be used wisely to
reduce those related costs. Coaching — bringing a qualified professional — can often offer an
option that is more time-efficient but without the relationship building that is so important in
mentoring.

Q5: Compare different frameworks for HRD evaluation. Also discuss the various types of
evaluation information available and compare the methods of data collection and role of
research design.
FOUR STAGES OF HRD FRAMEWORK

The Human Resource Development or HRD offers a structure for the company's staff to
help improve their technical and personal competencies. Furthermore, it focuses on employee
career growth and overall organizational progress. In the meantime, HRD is one of the most
important considerations in a business practice to maximize workplace productivity in order to
become more competitive and profitable. A highly motivated workforce often appears to
 maintain for longer; hence the organization is following Four Stages of the HRD System,
namely:
 Assessment
 Design
 Implementation
 Evaluation

1. ASSESSMENT
The HRD Framework evaluation includes prioritizing employee results, job tasks, and
organizational climate requirements, recognizing, and evaluating. Above all, it is important to
determine the difference between the current competences and skills required for the
development of a particular task. It is the first most step out of four HRD process phases.
Assessment is the first step allowing the basic skill-set requirement to be defined according to
the job results. And as a result, the prospective employee skills are built based on tangible
expertise and performance expectations after recognizing the deficiencies.
Analyzing or assessing the need for training depends on what the staff wants from the
organization, and what it receives. It also points out who will undergo the instruction, whether it
is the new employee or the existing employee.
Need Assessment
Via the Need Assessment the organization's priorities and method of achieving those goals are
determined. It articulates the difference between the company's existing capabilities and the
capabilities required to achieve improved results. The disparity between the current skills of the
employee and the skills needed for successful completion of the job and the circumstances in
which the HRD should be applied.
Gap Analysis
The Gap Analysis includes comparing the current results with the results that is expected. The
first step is to analyze the company's operational success and that of its employees. It has two
parts, namely; the current condition and the condition it desires. The distinction between these
two is the real examination of differences, which would define the needs, intent and goals.
2. DESIGN
The creation of an successful HRD system includes the alignment of the firm's business
strategies and priorities with the HRD process. It requires the design and implementation of the
HRD program, which includes methods of training and development. Designing the training
curriculum comes after the requirements have been adequately identified. This concerns the
quality of the instruction and the process of implementation.
The HRD program is built so that it can deliver through online or offline training sessions with a
specific goal. To sum up: The method of incorporating HRD into employee training is as
follows:
Defining target
The aim of conducting a training session should be stated in advance. It's linked to the firm's goal
and the skills needed to achieve it.
Create the lesson plan
The next move is to design the lesson plan. It includes a detailed overview and instructions of the
training course.
Develop / obtain material
The next step of the HRD system is to obtain or develop the training content. Such resources
contribute to the training in the classroom or online training etc.
Select Trainer / Leader
Selecting the right trainer or leader is key to improving employee skills. It could be the
immediate boss, or a professional coach.
Selecting Methods and Techniques
The training can be conducted using any method or technique, such as a lecture, role play,
conference or group discussion, or online training.
Training plan / interference
Preparation of the final training program following resource accumulation. This is focused on
the principles of organization.
3. IMPLEMENTATION
Implementation includes the efficient implementation as effective HRD initiatives or strategies
of the evaluation and design process. The plans or reaction must be executed using the most
effective and reliable methods. Implementation of the HRD system is achieved by providing the
most suitable training sessions according to the company's requirements and thereby developing
a positive learning atmosphere for continuous development of the employees. By this way , it
helps the employee to accomplish business goals and objectives efficiently. This also plays an
significant role in four phases of the HRD system, in addition to the two above.
When the training requirements and goals have been determined, implementation of the training
program will commence. The aim of delivering training leads to the determination of the ways to
deliver successful HRD interventions. Of key importance is the quality of the training program.
It is intended to promote employee engagement and thereby increase efficiency by helping them
learn new skills or refine their expertise. The Learning Plan approaches are as follows:
On-the-job Training ( OJT)
This approach leads to the employee learning the job by actually doing it. Job Instruction
Training (JIT), Work Rotation, Coaching , and Mentoring are forms of OJT.
Off-the-job training
This approach requires moving the employee away from their place of employment in order to
receive instruction. Off-the-job training forms include Case Study Process, Leadership Training,
Distance Learning, Sponsored courses in higher education.
Apprenticeship Learning
It is a mix of instruction in the classroom and OJT. It is a standardized procedure, with a set of
instructions, to improve an employee’s abilities.

Distance / Internet-based Training

This is a prevalent form of training method that does not allow the teacher or trainee to meet at
one place. The practice has been achieved through video conferencing, telephone instruction, and
over the internet.
Simulated training
 This approach requires the use of simulator equipment where the employee can experience and
work correctly in the real environment.
Computer-based training (CBT)
This approach contributes to the employee being trained according to his time availability. CBT
can also include, from time to time, a progress report for improved commitment.

4. EVALUATION
System assessment is the final phase of the HRD cycle and the training sessions. In this process
the efficacy of the HRD intervention was assessed. It is an essential and critical operation, so
caution should be exercised. The diligent evaluation of the employee's reaction to the training
program contributes to the gathering of information about the program’s effectiveness. The
emphasis on assessing the effect of human resource development is a vital and the necessary step
to be accomplished. This is one of the most steps out of the four HRD system levels.
The aim of the assessment is to determine the program in the session that achieves expected
objectives and employee engagement. It does, however, contribute to strengthening the worker's
strong points and resolving the negative elements within him. Another aim is to inspire more
passion for the employees to work. It will collect knowledge about potential participants as well
as more developments in the program.
The success of the HRD system can be evaluated by measuring the employee's skills before
training, during training and after workouts. Other than this, there are few factors to remember
when reviewing the HRD plan correctly as follows:
Choose Performance Criteria
The assessment criteria include the participants' reaction, measurable improvements in attitude,
abilities and expertise of the participants, the difference in the participant's performance level
and, at the same time, the overall organizational performance.
Determine Assessment Design
The design of the evaluation analysis is the second and critical step in making the test effective.
The first method is the Time Series Design method which involves a series of pre- and post-HRD
measurements. Furthermore, the second approach is called Controlled Approach of
Experimentation and is the most common and systematic method of evaluation. Above all, a
controlled group is structured in this process, and data is obtained from training and controlled
group, both before and after training, and then the analysis is performed accordingly.
Conduct Program or Procedure Assessment
The assessment of the HRD system is by evaluating three specific categories. These are
participants' reaction by knowing their feeling about the session or disliking it. After the
conference, the participants learned about skill growth and awareness. Shift in conduct is a
visible factor, too. Upon engaging in the training the evaluator will find out how the overall
performance of the employee is.
Interpreter Result
This is undoubtedly the program's most awaited assessment group. The final determination of the
outcome is based on the organization's priorities and goals. The assessor interprets whether the
result suits the desired effect or not. During the training, it will rely on the participant 's actions if
a complaint came during training related to workability, subordinate reaction and manager
motivation towards the work.

TYPES OF EVALUATION INFORMATION

 FORMATIVE EVALUATION
Formative evaluation is used before designing or implementing the programme. It
generates data on the program's need, and develops the basis for subsequent monitoring.
This also recognizes areas for change, which will provide insight into the goals of the
system. It allows project managers to identify their areas of concern and focus, and raises
awareness within the target audience about the program prior to launch.
When
New program development
Program expansion
What
The need for your project among the potential beneficiaries
The current baseline of relevant indicators, which can help show impact later
Why
Helps make early improvements to the program
Allows project managers to refine or improve the program
 How
Conduct reader surveys and focus group discussions within the target population based
on what elements of the program are likely to require, appreciate and approve.

 PROCESS EVALUATION
Evaluation of the process happens after implementation of the software has started, and it
tests how effective the processes of the software are. The data that it produces is valuable
for detecting inefficiencies and streamlining procedures, and it represents the state of the
system to outside parties.
When
When program implementation begins
During operation of an existing program
What
If the program goals and tactics work as they should
Whether or not the plan meets its target audience, and what they think
Why
Provides a chance to prevent problems by catching them early
Allows system managers to determine how well the software performs
How
Carry out an internal report analysis and a survey of program managers and a selection of
target population. The objective should be to measure the number of participants, the
length of time they have to wait to receive benefits and what their experience was.

 IMPACT EVALUATION
Impact assessment analyses the whole program from start to finish (or at whatever point
the program is at) and tries to measure whether it has been successful or not. Based on the
long-term effect, effect evaluation is useful to quantify continuing improvements brought
on by the system or to make policy adjustments or program modifications.
What
Assesses the shift in the health of the target population
Accounts for what would have happened without a plan
 When
At the end of the program
At pre-selected intervals in the program
Why
Showing proof of effect when compared beneficiaries with control groups
Provides perspectives that help in policy formulation and funding decisions
How
A macroscopic analysis of the program in combination with an comprehensive survey of
participants in the program to assess the commitment involved and the effect achieved.
Insights from program officers and recommendations from participants in the program
are also helpful, and a control group of non-participants is helpful for comparison.

 SUMMATIVE EVALUATION
Summative assessment is carried out upon completion of the curriculum or at the end of a
period of the program. It produces data on how well the project produced benefits for the
target population. This is valuable for program managers to explain the project, show
what they have done and advocate for continuation or extension of the project.
When
At the end of a program
At the end of a program cycle
What
How effectively did the system bring about the desired improvement?
Why the curriculum affected program participants' lives?
Why
Provides data to justify continuing the program
Generates insights into the effectiveness and efficiency of the program
How
Review the internal documentation and perform a survey for program managers and
target populations. The goal should be to calculate the improvement brought about by the
project and to compare the improvement with the costs.
 DATA COLLECTION METHODS
Data collection is a systematic method of collecting and analyzing data from various
information sources in order to provide answers to specific questions. Precise assessment
of collected data can help researchers predict future phenomena and trends.
You may divide data collection into two, namely: primary and secondary. Primary data is
raw data, i.e. new, and first gathered. Secondary data, on the other hand, are data
collected and checked beforehand.
 OBSERVATION
Method of observation has held a significant role in descriptive sociological studies. It is
the most important and common data-gathering technique. Questionnaire response
analysis is about what people think and do as shown by what they put on paper. The
interview answers are exposed by what people convey in interviewee conversation.
Observation attempts to assess what people are thinking and doing by watching them
behave as they express themselves in various situations and activities.
Observation is the process in which one or more individuals observe what happens in
some real-life situation and identify and document related incidents according to certain
expected schemes. It is used for evaluating individuals' overt actions in regulated or
unregulated circumstances. It is a research method which deals with people 's external
behaviors in suitable situations.
 INTERVIEW
Interview as a technique of data collection is very popular and extensively used in every
field of social research. The interview is, in a sense, an oral questionnaire. Instead of
writing the response, the interviewee or subject gives the needed information verbally in
a face-to-face relationship. The dynamics of interviewing, however, involves much more
than an oral questionnaire.
Interview is a much more versatile method than any written form of inquiry and allows
for interpretation, modification and variance by circumstance. As we know, the analytical
approaches are often limited to nonverbal activities. These are therefore understandably
not so useful in providing information about past and private conduct of the individual,
potential acts, behaviors, expectations, values, thinking processes, motives etc.
 The interview process as a verbal method of obtaining data on all these aspects is very
important. Through this approach a researcher or interviewer can communicate with his
respondents and learn about their inner feelings and reactions.
 QUESTIONNAIRES
It is the method of collecting data through a device consisting of a set of questions and
prompts to elicit an response from the individuals to whom it is applied. Questionnaires
are designed to collect community data.
It is important to remember, for clarification, that a questionnaire is not a survey, but it is
a part of it. A survey is a data collection procedure containing a number of methods of
data collecting like a questionnaire.
There are three kinds of questions which are used on a questionnaire. They are; fixed-
alternative, open-ended and size. With every query tailored to the essence of the research
and its scope.
 FOCUS GROUPS
This data collection method, in comparison to quantitative analysis involving numerical
data, focuses more on qualitative research. This comes under the primary data group,
based on the respondents' feelings and opinions. This work includes asking a group of
individuals, usually ranging from 6-10 participants, open-ended questions to provide
input.
 SURVEYS
Survey is another tool by which knowledge is gathered for research purposes.
Information is gathered through a questionnaire, often focused on observations of
individuals or groups about a specific phenomenon.
There are many ways to gather the knowledge. The most popular methods are: web-based
questionnaire and paper-based (printed) questionnaire. The findings of this data
collecting process are typically easy to interpret.
 EXPERIMENTS
Experimental research is a form of study in which the causal link between two variables
is investigated. You can manipulate one of the variables, and calculate the other. Those
two variables are known as variable dependent and independent.
Results are often collected in experimental studies focused on the cause and effect of the
two variables being tested. This form of study is growing among medical researchers and
is using quantitative approach to research.

ROLE OF RESEARCH DESIGN

A research design is a structure or model for executing a research project on marketing.
This explains the methods used to collect the knowledge required to organize or solve the
problems of marketing research. It's the general plan of how you're going to go about
your research in simple words.
The role of a research design is to ensure accurate and economical collection of the
necessary data according to the problem at hand. It's clearly mentioned that it's the
structure, a research study blueprint that directs data collection and analysis. The research
design can be a very comprehensive description depending on the researcher 's needs, or
simply include the basic details needed to prepare the research project.
Advantages of research design
 Spends less time.
 Ensures time schedule for the project.
 Helps researcher to train themselves for effective and systematic conducting of
study.
 Good documentation of the various events as the research on the project
continues.
 Requires proper resource planning and procurement in due time.
 Provides satisfaction and trust, followed by a sense of accomplishment from the
start of the research project’s work.
Research design is required because it enables the smooth sailing of the various
research activities , making research as effective as possible, generating maximum
knowledge with minimum effort, time and money expenditure. Research design
influences the reliability of the results obtained significantly. So it serves as a
solid base for all the analysis.
For example, we need a well thought out and prepared blueprint (or what is
generally called the house map) for economical and attractive house construction
by an experienced architect, likewise we need a research design or a plan in
advance of gathering and analyzing data for our research project.