HRM Unit 3 – Training and Development

Training is the process of teaching the new and/or present employees the basic
skills they need to effectively perform their jobs. Alternatively speaking,
training is the act of increasing the knowledge and skill of an employee for
doing his/her job.
Thus, training refers to the teaching and learning activities carried on for the
primary purpose of helping members of an organisation to acquire and also to
apply the required knowledge, skill and attitudes to perform their jobs effec-
tively.
According to Edwin B. Flippo, “training is the act of increasing the knowledge
and skills of an employee for doing a particular job.”
In the opinion of Michael J. Jucious, “training is any process by which the
attitudes, skills and abilities of employees to perform specific jobs are
improved.”
Thus, it can be concluded that training is a process that tries to improve skills,
or add to the existing level of knowledge so that the employee is better
equipped to do his present job, or to mould him to be fit for a higher job
involving higher responsibilities. In other words, training is a learning
experience that seeks a relatively permanent change in an individual that will
improve his/her ability to perform his job.
The term ‘development’ has broader scope and aim to develop people in all
respects. Accordingly, development covers not only activities/skills which
improve job performance, but also those activities which bring about growth of
the personality, help individuals progress toward maturity and actualization of
their potential.
Thus, development enables individuals to become not only good employees
but better men and women also. Clearly, development is an ongoing
continuous process, while training is a one-shot deal. In ultimate sense,
development refers to behavioural modification of people through continuous
learning practices. Development relates to non-technical organisational
functions such as problem solving, decision-making and relating to people.
Objectives of Training:
The objectives of training are as follows:
(i) To provide job related knowledge to the workers.
(ii) To impart skills among the workers systematically so that they may learn
quickly.
(iii) To bring about change in the attitudes of the workers towards fellow
workers, supervisor and the organization.
(iv) To improve the productivity of the workers and the organization.
(v) To reduce the number of accidents by providing safety training to the
workers,
(vi) To make the workers handle materials, machines and equipment efficiently
and thus to check wastage of time and resources.
(vii) To prepare workers for promotion to higher jobs by imparting them
advanced skills.
Need and Importance of Training:
The need for training of employees arises due to the following factors:
(i) Higher Productivity:
It is essential to increase productivity and reduce cost of production for
meeting competition in the market. Effective training can help increase
productivity of workers by imparting the required skills.
(ii) Quality Improvement:
The customers have become quality conscious and their requirement keep on
changing. To satisfy the customers, quality of products must be continuously
improved through training of workers.
(iii) Reduction of Learning Time:
Systematic training through trained instructors is essential to reduce the
training period. If the workers learn through trial and error, they will take a
longer time and even may not be able to learn right methods of doing work.
(iv) Industrial Safety:
Trained workers can handle the machines safely. They also know the use of
various safety devices in the factory. Thus, they are less prone to industrial
accidents.
(iv) Reduction of Turnover and Absenteeism:
Training creates a feeling of confidence in the minds of the workers. It gives
them a security at the workplace. As a result, labour turnover and absenteeism
rates are reduced.
(vi) Technology Update:
Technology is changing at a fast pace. The workers must learn new techniques
to make use of advance technology. Thus, training should be treated as a
continuous process to update the employees in the new methods and
procedures.
(vii) Effective Management:
Training can be used as an effective tool of planning and control. It develops
skills among workers and prepares them for handling present and future jobs.
It helps in reducing the costs of supervision, wastages and industrial accidents.
It also helps increase productivity and quality which are the cherished goals of
any modern organization.
Types of Training
There are different types of training that are conducted depending upon the
requirements of the trainee and the organization.
1. Orientation Training- Just after the recruitment and selection of a new
employee, a new employee is made to undergo induction and orientation
training.
 The objective behind this type of training is to:
 Help settle the employee in a new and unfamiliar environment
 Inducted about the procedures, rules, and regulations followed by the
company
 In-depth knowledge about the company background, organization
structure, products and policies is imparted to the new employee
 An employee is also made familiar to his superiors and subordinates
 It helps develop a feeling of certainty and satisfaction in the mind of the
new employee as he feels cared for and is handled in the initial phase of
his new job.
2. Promotional Training- Employees who have the potential to grow and handle
larger roles are identified and selected. They are further trained in various
areas that they might need to cover when they would have to handle larger
roles after promotion.
3. Refresher Training- In today’s dynamic world there is a constant change in
technology, procedures and policies. The traditional way of working may
become obsolete very soon. Under Refresher Training, the existing employees
are trained to follow new and improved procedures and techniques to stay
abreast with the competition. They are made to undergo short term courses so
that they can adopt the latest developments in a particular field and are able to
confidently face the upcoming challenges.
4. Skills Training- If there is a gap between the skills required for successful
completion of a job and the skills possessed by the employees, there arises a
need for training. A training program is planned and the content is developed
to meet the training objectives. An effective method of training is selected
which could be a lecture, coaching, special courses etc. These skills could be as
basic as reading, writing, communication skills, interpersonal skills etc.
5. Internship Training- Under this types of training professional colleges like
management schools or engineering institutes approach organizations,
companies and corporate setups and place there students under them. This
helps to enhance the knowledge of the students as it gives a practical
experience on the job to the theoretical knowledge gained in the college.
6. Cross-functional Training- Under this types of training, the aim is to educate
and train the employee in area of work other than their assigned jobs. This
gives them a broader perspective of the business on a whole, helps them gain
diverse knowledge, enhances their career path and chances of promotion.
Cross-functional training can be done by job rotation i.e placing the employees
under different roles after a suitable period of time. It can also be done where
the departments can exchange their personnel for a certain period that gives
an insight to the employees on how other departments are working.
7. Team Training- Team training generally covers two areas: content tasks and
group processes. Content tasks specify the team’s goals such as cost control
and problem-solving. Group processes reflect the way members function as a
team – for example how they interact with each other, how they sort out
differences, how they participate etc.
Companies are investing heavy amounts, nowadays, in training new employees
to listen to each other and to cooperate. They are using outdoor experiential
training techniques to develop teamwork and team spirit among their
employees (such as scaling a mountain, preparing recipes for colleagues at a
restaurant, sailing through uncharted waters, crossing a jungle, etc.).
8. Creativity Training- In creativity training, trainers often focus on three things :
1. Breaking away: In order to break away from restrictions, the trainee is
expected to:
(i) identify the dominant ideas influencing his own thinking,
(ii) define the boundaries within which he is working,
(iii) bring the assumptions out into the open and challenge everything
2. Generate new ideas: To generate new ideas,
(i) the trainee should open up his mind;
(ii) look at the problem from all possible angles and list as many alternative
approaches as possible.
(iii) The trainee should allow his mind to wander over alternatives freely,
(iv) switch over from one perspective to another
3. Delaying judgement: To promote creative thinking,
(i) the trainee should not try to kill off ideas too quickly;
(ii) they should be held back until he is able to generate as many ideas as
possible.
(i) Brainstorming often helps in generating as many ideas as possible without
pausing to evaluate them
9. Diversity Training- Diversity training considers all of the diverse dimensions in
the workplace – race, gender, age, disabilities, lifestyles, culture, education,
ideas and backgrounds – while designing a training programme. It aims to
create better cross-cultural sensitivity with the aim of fostering more
harmonious and fruitful working relationships among a firm’s employees.
The programme covers two things:
(i) Awareness building, which helps employees appreciate the key benefits of
diversity, and
(ii) Skill building, which offers the knowledge, skills and abilities required for
working with people having varied backgrounds.
Training Methods
There are several methods of training. These are mainly categorized into two
groups: On-the-Job and Off-the-Job methods. On-the-Job methods are
generally the methods that are applied to the workplace during the working of
the employee. It means learning while working. Off-the-Job methods refer to
the methods that are used away from the workplace. It means learning before
working.
On-the-Job Training Methods
Following are the On-The-Job methods:
1. Apprenticeship Programs: Apprenticeship programs place the trainee under
the guidance of well-trained personnel. These programs are designed to obtain
skills and knowledge of higher levels. Such programs are necessary for people
entering skilled jobs, like, plumbers, electricians, etc. These apprentices are
trainees who enter into these programs and invest some time working under
the guidance of a professional or a trainer. The trainees are required to spend a
specified time here where both fast and slow learners are trained together. The
slow learners may be provided with additional training.
2. Coaching: In this method, the trainer who is known as the coach guides and
instructs the trainee. The coach or the trainer sets the required goals with a
mutual discussion, advises on how to achieve those goals, analyzes the
trainees’ progress from time to time, and suggests changes necessary in the
attitude and performance. The trainee works under the senior manager and
the manager takes full responsibility for the employees’ training. The training is
done to take the place of the senior manager so that he can be freed from
some of his duties. This is also a chance for the trainee to learn about his job
and the working of the organization.
3. Internship Training: Internship training is a cooperation of educational
institutions and business firms. These trainings are generally a joint program.
The candidates who are selected continue to pursue their studies regularly and
also work in a factory or office to gain the practical knowledge and skills
required for a job.
4. Job Rotation: Job rotation involves shifting trainees from one job to another
or from one department to another. This allows the trainee to gain a better
understanding of the working of the organization and all its parts. The rotation
enables the trainee to indulge in all kinds of operations from different
departments, and also allows them to enhance their knowledge and skills. This
is also beneficial for the trainees, as they get to interact with other employees,
which creates cooperation among different departments. Such training of
employees makes it easier for the organization at the time of promotions,
replacements, or transfers.
Off-the-Job Training Methods
Following are the Off-the-Job methods:
1. Class Room Lectures or Conferences: The lecture or conference method is
generally used for conveying specific information, rules, procedures, or
methods. The use of audio-visual means makes a formal classroom
presentation more interesting along with increasing the memory and proving
an instrument for clearing difficulties or doubts.
2. Films: Films supply information and show a definite display of skills that are
not easily represented by other techniques. The use of films together with
conference discussion is a very effective method in most cases.
3. Case Study: Case studies are the actual experiences faced by the
organization. They display the events that the managers have faced in real life.
The trainees study these cases and analyze them sincerely to find out the
problems and their causes, come up with possible solutions, select the best
solution and at last, implement it.
4. Computer Modelling: It encourages the work environment by developing a
computer program that copies a few of the realities of the job and enables
learning to take place securely. It also allows the organization to see the
mistakes that may occur and how much they would cost. This saves the
organization from making mistakes in such situations in real life.
5. Vestibule Training: In vestibule training, the employees are given training on
the equipment that they will be using during their jobs. Though the training is
conducted away from the actual workplace, the trainees are provided with a
work environment in which all the pieces of equipment, files, and materials to
be used are present. This method is usually used when the employees need to
handle advanced or complex equipment and machinery.
6. Programmed Instruction: Such a method includes a predetermined and
proposed acquisition of some definite skills or general knowledge. In this
method, the information is divided into meaningful units, and these units are
arranged in a proper way to form a logical and consecutive learning bundle or
collection, i.e., from simple to complex. The trainee is required to answer the
questions asked or by filling in the blanks.
Advantages of ‘Off the Job’ Training:
1. More like classroom teaching:
This method is mostly confined to teaching the tactics followed by the higher
echelons of the management. That is, it teaches the trainees the problems that
are faced in executing managerial level decisions and performing white-collar
jobs in an organization. The setup resembles that of a formal classroom with
the trainers acting as teachers who teach different subjects in a class. In this
method, all the needs and pot shots are bifurcated into various segments and
like a school period, each of the discussion is allotted certain hour. This is
mainly selected by those employees who are going to enter into the
management divisions and executive director divisions of a company. Hence,
the main advantage of this method is that it can be used for a large number of
people and the cost of training per person will be very low. The same materials
can be used for consecutive batches also.
2. Audio-Visual method aids the visual medium of a brain:
Many of the companies opt for AV training (Audio-Visual training) to teach
their employees as a part of job requirements. Thus, this method utilizes short
films, footages, video clippings, PowerPoint presentations and so on. Apart
from the companies, many of the schools also use this AV method to teach the
specific curriculum. By this method, it is strongly believed that the company’s
necessities can be easily broken down and could be assimilated in an easy and
thorough manner. The audiovisual materials can also be given to the
employees as a part of the package so that they can also practice themselves
by training at home. Hence, the main advantage of this method is that a wide
range of examples and quality control case studies can be given for various
aspects and dimensions.
3. Error-free production rates:
As the considered employees are trained outside the work station and even in
the usual company hours, these employees are not involved in the everyday
company chores. As a result, these employees are free from everyday work
tension and when they arrive back to the original place, they produce high
work rates with no error. Also, during the absence of the trainees, the
production rate is not going to be hindered as their jobs will be shared by the
other colleagues.
4. The method is economical:
As a huge number of employees are trained during a single phase, the method
is economically viable to the company in the long run.
5. The method is highly time-saving:
During the training phase, a huge amount of information is processed and
encapsulated over a short period of time and the company’s all aspects in
various dimensions are covered completely.
6. High productivity rates are maintained:
As the trained employees are going to be placed back in the original sponsored
company, the high productivity rates are always maintained.
Disadvantages of ‘Off the Job’ Training:
1. The method is completely detached from the workplace:
As the entire course duration happens in a place that is entirely external to the
workplace, when the actual job starts running, the employees may find it
difficult to adjust themselves to the company’s requirements and practical
needs. Also, the training is artificial in nature and does not impart any practical
experience which will serve as an efficient guide when it comes to solving
everyday problems.
2. It may become non-effective in the actual context:
When it comes to reality, the training may or may not be effective. The artificial
classroom may appear redundant in those cases and the practical set-up of the
company can pose certain threats and will sound quite unfamiliar to the
employees if any changes had happened during their absence.
Also, if the training is expensive and costs dearly to the company in an unfair
manner, there is no use in prolonging one.
3. Quality may become deteriorated:
If the training company and the trainers present are inept to adapt to modern
practices and current scenario or if there is a lack of motivation from the
trainers’ side, then the resultant quality will be that of an inferior one, thereby
making the money and the time spent on the whole course, a huge waste.
4. Production may hinder:
Though the production during a certain number of employees’ absence will not
be stopped, the rate of production will certainly be affected as the original
work of the training undergoing employees will be shared amongst the others
which mean there is an extra load of work for them, which will lead to a
stunted production.
Advantages of ‘On the Job’ Training:
1. It is quite simple in nature:
Yes, the training process that is involved with this method is quite simple to
understand as it particularly only focuses on the company. It can be learned
through the experimentation process itself and doesn’t need a formal
classroom structure coupled with teachers for training.
2. The method is economical:
As there are no formal training companies and trainees needed, the most are
cost beneficial and save the time of teaching the employees.
3. The workplace is the learning centre:
As first-hand experiences are being doled out in the workplace itself, the
working centre itself serves as the learning centre.
4. Real-time practice:
This point is obviously true as an employee not only gets an opportunity to
learn but also can rectify any mistakes committed during the due course of
time and can ensure to prevent these mistakes in the future. This point is
proved by Walter, the father of managerial studies, who introduced the Task
analytical training system (TATS) model and defined it as, “a performance based
approach to develop, implement, and evaluate a structured on-the-job training
program that can be applied to a variety of manufacturing settings.”
Disadvantages of ‘On the Job’ Training:
1. Low Productivity rates will occur:
As the trainees or the employees are actually taken to the real work station for
the training process, they will only be in the progression of acquiring and
learning the necessary skills. As a result, organizational productivity as one
single unit will be lowered considerably.
2. Errors On Production will also occur:
Since the concerned employees are not mixed up with any of the company’s
day to day production activities, there will be a huge possibility of the
occurrence of errors on the overall production activities. On the other hand,
the goods that were produced by skilled trainers will be of a qualitative nature.
3. Costly both monetarily and physically:
The on-the-job training method is expensive in the sense that the workers are
distressed by the ongoing training activities; the goods produced by the
learning trainees will be of considerably less quality and there will be huge
chances of damaging the goods permanently. These all will result only in the
higher cost of production rates.
4. Disturbance arises:
A large commotion may happen during the everyday work process as the
trainees are still in their learning phase only. The existing and experienced
workers may feel troubled due to the interruption of both the trainees and the
supervising members.
5. Possibility Of Accidents:
Beneath OJT, the learners are straight away involved with the real production
process, and they do not have the sufficient knowledge and dexterity of
working with the known equipment and resources. Hence, the possibility of
accidents survives and loom as a huge threat in the work station.
Process of Training
The process of training and development involves several steps to ensure that
it is effective.
1. Identify the need for training and development
If you are conducting a training program in a company, you can assess the
scope of growth for employees and the overall organisation. This can be to
start a new department, strengthen the existing teams, launch new products or
upgrade existing products. Identifying the need for a training program and
choosing one that fits your requirements is essential to make employees
understand and adapt to new techniques and production flows.
2. Set specific goals and objectives
Once you identify organisational needs, the next step is to set a specific goal or
objective for the training and development. Whether it is spreading awareness
about new product launching or learning the installation process of new
software, establish a clear plan that meets the needs of your training program.
Here is a list of a few common goals an organisation may have:
 Improving product quality: Customers are often more quality-conscious
and require companies to consistently improve their product quality to
remain competitive in the market. Regular training and development
sessions enable the company to deliver better services and ensure a
consistent quality of products.
 Eliminating wastage of time: It is necessary to track the learning
capabilities of employees and determine how much time they require to
learn. Organisations can encourage employees with slower learning
speeds to improve their performance through training and development
initiatives.
 Implementing safety precautions: Every company is responsible for the
safety of its employees, managers and clients working within its
premises. This requires offering training sessions on workplace safety,
information about proper handling of equipment and the creation of
safe and friendly products.
 Assisting effective management: It is essential to develop effective
management, planning and control in the company to avoid
management-related issues. The knowledge offered during a training
program can enable employees and employers to handle challenging
situations more effectively.
3. Decide on training methods and develop a detailed plan
A thorough training plan consists of learning methods, content matter, learning
flow and other essential aspects. Here are a few methods of training that you
can choose from:
 Classroom training: This can encourage employee growth and lead to
healthy relationships that enable new employees to feel supported and
welcome. Classroom training can also include coaching, teaching and
mentoring to focus on sharing knowledge.
 Computerised training: This offers flexibility and scalability, as any
number of participants can join the program and progress at their own
pace. This type of training involves implementing virtual classroom
features such as screen-sharing, audio-visual tools and video recording.
 Simulation-based training: In this type of training method, employees
deal with real-time hypothetical situations and are required to solve
them. This training method is often suitable for those who handle heavy
and expensive machinery.
 On-the-job or hands-on training: This allows employees to understand
the working environment and acquire new competencies. The training
also helps you use special equipment in a live-work practise or training
environment.
 Role-playing: The process consists of the trainee and trainer, where the
trainees act as if they are dealing with a problem and are responsible for
solving it without guidance. Participants are required to act fast and
realistically in various dynamic situations.
 Case study: In this method, a participant gets a real or imaginary
scenario that depicts everyday work situations. They then receive basic
instructions to analyse the case and come up with the best possible
solution to help improve their problem-solving skills.
 Training videos: Many people prefer watching a video over reading, so
videos can help them learn important information more quickly. This can
help make the training process interactive, demonstrative and more
engaging.
4. Implement the training program
After deciding on a training plan and method, the organisation can execute the
training process through comprehensive, step-by-step instruction and
coaching. For this, the company can schedule training activities and use the
required resources. Based on the size of the group and the type of training, the
company may decide on a suitable location for the training to help make it
more successful.
5. Evaluate the output
It is essential for organisations to assess the impact of the program, its
effectiveness and the degree of its success. You can ask the employees for
feedback to know whether the program was helpful and to review if they have
any suggestions for improvement. You can also conduct quizzes, practical
exercises and tests to assess the success of the training.
6. Monitor performances
The last phase before completing training and development is to monitor
employee performance. Based on the training assessment results,
management can find out if the training was adequate for the present or if they
may require advanced sessions. The management can also plan future training
and development programmes and their scope accordingly.
Designing Training Programme
A training design is a blueprint for a training event or experience. It is a detailed
plan for what you will do, why you will be doing it, and the best ways to reach
your training objectives. Planning is critical when setting up an effective
employee training program. Here are a few steps you can take to plan for and
implement a program to help ensure a solid return on your investment:
1. Perform an assessment
The first step is to assess any gaps in areas such as productivity, quality
assurance and employee satisfaction. Conduct interviews with supervisors and
workers or try sending out anonymous surveys. Find out if new employees are
taking a long time to find their stride, or if bottlenecks are affecting your
bottom line. For example, is your competition offering more effective training
programs? Do employees feel that there are areas where they need more
support? Along with finding out your staff’s goals, open communication allows
you to identify your employees’ preferred method of learning and gain further
insight into potential gaps.
2. Identify the necessary competencies
A competency is a general term that refers to the groups of skills, knowledge,
behaviors and abilities that are necessary for the success of the organization as
a whole, as well as each employee in their specific position. A few examples of
competencies are:
 Building effective teams
 Business acumen
 Customer service
Once you pinpoint the competencies that your company wants to develop, you
can define the training needed to instill them in your employees.
3. Consult with experts
If you don’t have in-house employee training experts, consider consulting with
outside professionals who can help you put together an employee training plan
and produce appropriate materials. You could hire an instructional designer or
work with a local public school or community college. You could also partner
with a governmental agency that already provides the kind of training you’re
looking for.
4. Develop a targeted training and development plan
Your training and development plan should specify learning objectives that aim
to strengthen weak points. The plan should include an analysis of problem
areas and how the program will address each one. It should also describe what
the programs will entail (e.g., onsite classes vs. online training sessions), a
budget that shows all expenses, what kind of awards or certifications trainees
will receive after completing the program and how results will be measured.
5. Incorporate mentorship and coaching
Mentorship is a valuable addition to any training and development program
because it encourages your team to build relationships with each other. This is
critical, especially for employees that are less experienced. Here are a few tips
to make sure your mentoring program is a success:
 When mentees and mentors have similar personalities, communication
styles and approaches, it often results in a much more successful
experience for both parties involved. It’s helpful to issue personality
assessments so that you can match individuals based on their personality
type.
 Make sure that both parties understand the purpose, responsibilities and
expectations of the relationship.
  Match employees with a mentor that possesses enough experience to
educate and challenge the mentee without overwhelming them.
 After you have identified potential matches, create a mentoring
agreement that clearly states the guidelines for the mentorship program
so that you can clarify the expectations and formalize the relationship.
6. Conduct a test program
Once your plan is approved — but before you set it into motion — conduct a
pilot training session to see what works well and which areas need tweaking.
It’s much easier to identify and work out bugs at this stage than when the full
program is underway. Consider having participants fill out a survey to evaluate
what parts they feel worked well and where they feel improvements are
needed.
7. Measure training results
Measuring the results of your employee training program is likely the most
important step. Interview and survey supervisors and workers to find out
whether the desired changes are coming to fruition. Are managers seeing
improved behaviors? Are there any reductions in turnover over time as a result
of implementing additional training? Are employees feeling more successful?
Ask participants to quantitatively express those changes. For example, are
workers putting in less overtime due to improved productivity? Do the
numbers tell you that productivity has increased in the way you had expected?
Training programs are essential to organizational success for several reasons.
Firstly, they equip employees with the skills and knowledge needed to perform
their roles effectively, resulting in increased productivity and improved job
performance. Secondly, training programs foster employee engagement and
satisfaction, leading to higher retention rates and a positive work environment.
Additionally, by investing in employee development, organizations demonstrate
their commitment to continuous improvement and create opportunities for
career growth, which boosts morale and motivation. Moreover, training
programs enable organizations to adapt to technological advancements and
industry changes, ensuring their workforce remains competent and
competitive. Ultimately, a well-executed training program not only enhances
individual performance but also contributes to the overall success and growth
of the organization.
Training Effectiveness
Training effectiveness is a determination of whether a training and
development program has resulted in the intended goals. Training and
development refer to activities meant to educate employees on topics related
to their field, teach new skills or enhance existing ones. Normally, the employer
provides such programs after identifying gaps in competencies, outcomes or
workplace dynamics. Ideally, a training and development program should both
align with the organization's goals and engage the participants so they
understand the relevance of the activities they undergo.
When training is effective, it meets the following criteria:
1. The participants of the program gain useful knowledge that they can apply to
their work.
2. The employees demonstrate improved performance.
3. The organization sees a return on the investment it put into the program.
 Why is it important to measure training effectiveness?
There are several reasons it's important to evaluate and measure the
effectiveness of a training and development program, including:
 Determining return on investment- Organizations invest in training and
development so they can see results. For example, a training program
aimed at increasing revenue should ideally result in more revenue for
the organization. By measuring the effectiveness of training, it's possible
to determine whether the program was worthwhile and calculate how
much of the organization's resources should go into the L&D.
 Sourcing performance gains- Performance can refer to any aspect of the
organization that affects its ability to succeed, including productivity,
efficiency, sales, profits, morale and teamwork. Evaluating effectiveness
can reveal whether performance improvements are due to the training
program or an unrelated factor, such as a popular new manager
improving office morale. This knowledge can help the organization refine
its training methods and figure out how to proceed with future training.
 Identifying areas in need of improvement- Measuring effectiveness
means determining whether the program has resulted in desired
outcomes. If the outcomes don't meet expectations, the organization
knows to examine why. Perhaps the program doesn't feel relevant to the
participants, or it doesn't address all the important topics needed to
 produce a holistic solution. Identifying gaps within the training program
itself begins with evaluation and can lead to better programs in the
future.
 Retaining employees- Training programs can improve employee
retention if they're high-quality and relevant to the employees who
participate. Such programs provide the sense that the employer cares
about guiding their staff and fostering growth for both professional and
personal gain. To ensure quality and relevancy, organizations should
evaluate responses to the programs and make necessary adjustments to
provide employees with the training they want and can benefit from
receiving.
 Methods for measuring training effectiveness
When measuring the effectiveness of their training programs, organizations
commonly use one of the following evaluation models:
 Kirkpatrick's four-level training evaluation
As the name suggests, Kirkpatrick's model comprises four levels. Each level is
necessary and affects the following level. The levels are:
Reaction: This level evaluates how the participants of the program felt about it.
They receive feedback forms called smiled sheets that ask about their reaction,
such as "On a scale of one to 10, how satisfied were you with the training?"
Learning: The learning level evaluates how much knowledge the participants
have retained. This is often determined through post-training interviews or
peer reviews.
Behavior: Level three takes place well after the training and relates to the
application of the training to the workplace. Observations and reviews are the
methods by which employers assess at this level.
Results: The final level measures effectiveness in terms of whether the
outcomes of the training have met expectations. The employer often conducts
interviews or focus groups to obtain this information.
 Phillips ROI
The Phillips ROI model is similar to Kirkpatrick's but modifies certain aspects
and adds a fifth level. The first two levels are identical to Kirkpatrick's. On the
third level, Phillips looks not only at whether employees are applying their
training but also at how they're doing it. This additional aspect helps to identify
other factors hindering progress. On the fourth level, Phillips similarly expands
the view to both confirm results and examine what other factors might be
responsible for them.
The fifth level that Phillips adds relates to return on investment. This level
incorporates cost-benefit analysis to calculate the numeric value of training.
This step helps to visualize how much an organization has earned back from its
initial investment.
 Kaufman's 5 levels of evaluation
Kaufman's also models itself after Kirkpatrick's. Like Phillips, it has a fifth level.
Two major differences distinguish Kaufman's from Kirkpatrick's and Phillips.
First, level one comprises two sublevels: input and process. The input portion
regards participants' opinions about the physical and digital materials used to
support the training program, while the process portion relates to their feelings
about the learning experience itself. Second, Kaufman's level four looks at the
training's effects on the organization, while level five examines the benefits to
society and the organization's clients or customers.
 Anderson model of learning evaluation
The Anderson model departs from Kirkpatrick's. It comprises three stages:
Determine how the training aligns with your organization's strategic goals. For
example, if your goal is to expand the company to a certain point within a
specific timeframe, the training should provide education and skills that would
help employees drive the organization toward it.
Determine how the training has contributed to your strategic goals. At this
stage, you would review the data that relates to the training, such as sales
figures, and look for any changes resulting from the training.
Determine the approach most relevant to your organization. Here, you look at
four areas of evaluation—return on investment, return on evaluation,
performance relative to competitors and program efficiency—and decide which
area or approach is most relevant to your goals.
 How to measure training effectiveness
After deciding on an evaluation method, you can follow these steps to measure
the effectiveness of a training and development program:
1. Establish key performance indicators
Key performance indicators, or KPIs, are quantifiable metrics for achievement.
KPIs give employees specific goals to work toward and a means of assessing
their progress. They're important for measuring training effectiveness because
they set the foundation for the program. The KPIs should align with your
organization's strategic goals, as should the training program. For example, a
company with the goal of gaining market dominance might direct its training
program toward improving sales and establish KPIs such as net sales and
average conversion time.
2. Choose and administer assessments throughout training
Assessments are any activities that gauge employees' competencies, reactions
to the training or effects from the training. Common assessment methods
include:
Interviews
Question forms
Supervisor reviews
Peer reviews
Organizations typically administer assessments before and after training. Pre-
training assessments are useful for establishing a baseline regarding
employees' skills and their attitude toward the training program. Post-training
assessments, both immediately after training and considerably beyond, can
help you understand what employees have gained from the program and the
impact it's had on the organization.
3. Monitor performance
If the training program is effective, it should influence how employees
approach their work and strive toward goals. Managers should observe
employees to determine whether they're applying the training they've received
and achieving expected outcomes. Successful application of the training is a
positive indicator that the training may be effective.
4. Monitor continued learning
Continued learning refers to independently pursued improvement efforts that
relate to the training. A sign of an effective training program is that it motivates
participants to expand on what they've learned. If employees are pursuing this
independent learning, you can consider maintaining and building on
characteristics of the training program in which they participated.
5. Solicit feedback
Feedback refers to insight provided by participants that you can use to refine
the training program. After monitoring employees' post-training, select a pool
of employees based on varying levels of perceived engagement and contact
them for their honest impressions about the program. Ask open-ended
questions and allow them to answer in writing, which can facilitate responses
that are expansive and more likely actionable. You can then apply their
feedback to improve the training program.
Executive Development
Executive Development is an ongoing process that helps managers gain
knowledge, skills and abilities to handle current situations in a more efficient
manner and get matured to handle future challenges successfully.
Executive development is also known as management development. It is one of
the fastest developing areas in personnel. It is realized that an effective
management team may be as important to the survival of an organization as
any tangible item on the balance sheet.
According to Flippo, Executive development includes the process by which
managers and executives acquire not only skills and competency in their
present job but also capabilities for future managerial tasks of increasing
difficulty and scope.
Objectives of Executive Development
4 major objectives of executive development are:
1. Sustain in a dynamic and competitive environment
In today’s dynamic world where there is huge competition, it is very important
to stay abreast with the latest technologies, business processes etc. Managerial
obsolescence is avoided by investing in the executives to acquire knowledge,
skills and abilities. They need to be efficient and competent enough to be able
to deal with market forces and stay ahead of the competition.
2. Ensure competent staff at all levels
There needs to be a competent staff at each level of the organization so that
bottleneck can be avoided and business can smoothly run. Executives at each
level should be good performers and their potential should be fully exploited.
3. Develop leaders
 There needs to be a competent staff. Executive development is a
futuristic and long term process. It not only helps the executives perform
their current jobs in an efficient manner but also teaches them how to
get prepared for larger roles. It creates leaders from within the
organization.
 It helps them grow to look at different business situations in a matured
manner, broaden their outlook, enhances their ability to make the right
decisions, improves their communication skills.
 Executives at each level should be good performers and their potential
should be fully exploited.
4. Executive Career Growth
It plans the career growth for the executives. It not only enhances their
business skills but also helps them grow personally and become better human
beings. They are prepared for higher roles so that they can be promoted in
future.
 It leads to an increase in their morale, self-confidence and commitment
to the organization.
 They feel assured that their career goals can be met in the current
organization, it leads to retention of employees and they do not feel the
need to leave the organization for greener pastures.
Importance of Executive Development
1. Executive development is important for the following reasons:
2. Executive development programmes are required to train and develop
professional managers.
3. It helps managers to develop skills to face cut throat competition.
4. It enables managers to face problems related to technology and institution.
5. It helps in developing better relations with the labors.
6. Executives need training and education to understand and adjust to changes
in socio-economic changes.
7. Executive development is required to broader the outlook of managers.
Factors Influencing Executive Development
1. Failure to train the managers will lead to ineffective and inefficient managers
who negatively affect the organization’s performance.
2. In the absence of training and developmental avenues, the performing
managers may get demotivated and frustrated in leading the organizations.
3. The organizational performance may be affected by the loss of market
shares, lower sales, reduced profitability, etc.
4. The absence/ shortage of trained and skilled managers make it important for
organizations to have appropriate retention strategies.
5. The competitive pressures make it necessary for organizations to
continuously roll out new products and services, and also maintain the quality
of the existing ones.
6. The competitive environment is making it imperative for the organizations to
continuously restructure and re-engineer, and to embark upon these
processes, it is essential for the organizations to train the managers for the new
scenarios.
Process
The process of executive development consists of the following steps:
Step # 1. Analysing Development Needs:
In the first instance, once a decision is made to launch an executive
development programme, a close and critical examination of the present and
future developmental needs of the organisation is made. It becomes necessary
to know how many and what type of managers are required to meet the
present and future needs of the organisation.
This requires organisational planning. A critical examination of the organisation
structure in the light of the future plans of the organisation reveals what the
organisation needs in terms of departments, functions and executive positions.
After getting the information, it will be easy to prepare the descriptions and
specifications for different executive positions, which in turn gives information
relating to the type of education, experience, training, special knowledge, skills
and personal traits for each position. By comparing the existing talents
including those to be developed from within with those which are required to
meet the projected needs enables the management to make a policy decision
as to whether it wants to fill these positions from within or from outside
sources.
Step # 2. Appraisal of Present Management Needs:
For the purpose of making above mentioned comparison, a qualitative
assessment the existing executives will be made to determine the type of
executive talent available within the organisation and an estimate of their
potential for development is also added to that. Then comparison is made
between the available executive talent and the projected required talent.
Step # 3. Inventory of Executive Manpower:
An inventory is prepared to have complete information about each executive.
For each executive, a separate card or file is maintained to record therein such
data as name, age, length of service, education, experience, health, test results,
training courses completed, psychological test results, performance appraisal
results etc. An analysis of such information will reveal the strengths and
weaknesses of each executive in certain functions relative to the future needs
of the organisation.
Step # 4. Planning Individual Development Programmes:
Guided by the results of the performance appraisal which reveal the strengths
and weaknesses of each executive, the management is required to prepare
planning of individual development programmes for each executive. According
to Dale S. Beach, “Each one of us has a unique set of physical, intellectual,
emotional characteristics. Therefore, a development plan should be tailor-
made for each individual”. “It would be possible to impart knowledge and skills
and mould behaviour of human beings, but it would be difficult to change the
basic personality and temperament of a person once he reaches adult-hood
stage”.
Step # 5. Establishing Training and Development Programmes:
It is the responsibility of the personnel or human resource department to
prepare comprehensive and well-conceived development programmes. It is
also required to identify existing levels of skills, knowledge etc. of various
executives and compare them with their respective job requirements. It is also
required to identify development needs and establish specific development
programmes in the fields of leadership, decision-making, human relations etc.
But it may not be in a position to organise development programmes for the
executives at the top level as could be organised by reputed institutes of
management.
In such circumstances, the management deputes certain executives to the
development programmes organised by the reputed institutes of management.
Further, the personnel or human resource department should go on
recommending specific executive development programmes based on the
latest changes and development in the management education.
Step # 6. Evaluating Development Programmes:
Since executive development programmes involve huge expenditure in terms
of money, time and efforts, the top management of the organization is
naturally interested to know to what extent the programme objectives have
been fulfilled. Such programme evaluation will reveal the relevance of the
development programmes and the changes that have been effected by such
programmes. If the objectives of the programme have been achieved, the
programme is said to be successful. But it is difficult to measure the changes or
effects against the pre-determined objectives.
While the effect of certain programmes can be noticed only in the long-run in a
more general way, the effect of certain other programmes may be noticed in
the short-run in a specific way. Grievance reduction, cost reduction, improved
productivity, improved quality etc. can be used to evaluate the effects of
development programmes.
Techniques
The methods of executive development are broadly classified into two broad
categories:
1. On the Job Techniques.
2. Off the Job Techniques.
1. On the Job Techniques:
On the job development of the managerial personnel is the most common
form which involves learning while performing the work. On the job techniques
are most useful when the objective is to improve on the job behaviour of the
executives. This type of training is inexpensive and also less time consuming.
The trainee without artificial support can size up his subordinates and
demonstrate his leadership qualities.
The following methods are used under on the job training:
(i) Coaching: In this method the immediate superior guides and instructs his
subordinates as a coach. It is learning through on the job experience because a
manager can learn when he is put on a specific job. The immediate superior
briefs the trainees what is expected from them and guides them how to
effectively achieve them. The coach or immediate superior watches the
performance of their trainees and directs them in correcting their mistakes.
Advantages of the Coaching Method:
(a) It is the process of learning by doing.
(b) Even if no executive development programme exists, the executives can
coach their subordinates.
(c) Coaching facilitates periodic feedback and evaluation.
(d) Coaching is very useful for developing operative skill and for the orientation
of the new executives.
Disadvantages of the Coaching Method:
(a) It requires that the superior should be a good teacher and the guide.
(b) Training atmosphere is not free from the problems and worries of the daily
routine.
(c) Trainee may not get sufficient time for making mistakes and learn from the
experience.
(ii) Under Study: The person who is designated as the heir apparent is known
as an understudy. In this method the trainee is prepared for performing the
work or filling the position of his superior. Therefore a fully trained person
becomes capable to replace his superior during his long absence, illness,
retirement, transfer, promotion, or death.
Advantages of Under Study Method:
(a) Continuous guidance is received by the trainee from his superior and gets
the opportunity to see the total job.
(b) It is a time saving and a practical process.
(c) The superior and the subordinate come close to each other.
(d) Continuity is maintained when superior leaves his position.
Disadvantages of Under Study Method:
(a) The existing managerial practices are perpetuated in this method.
(b) The motivation of the personnel is affected as one subordinate is selected
for the higher position in advance.
(c) The subordinate staff may ignore the under study.
(iii) Job Rotation: Job rotation is a method of development which involves the
movement of the manager from one position to another on the planned basis.
This movement from one job to another is done according to the rotation
schedule. It is also called position rotation.
Advantages of Job Rotation:
(a) By providing variety in work this method helps in reducing the monotony
and the boredom.
(b) Inter departmental coordination and cooperation is enhanced through this
method.
(c) By developing themselves into generalists, executives get a chance to move
up to higher positions.
(d) Each executive’s skills are best utilized.
Disadvantages of Job Rotation:
(a) Disturbance in established operations is caused due to the job rotation.
(b) It becomes difficult for the trainee executive to adjust himself to frequent
moves.
(c) Job rotation may demotivate intelligent and aggressive trainees who seek
specific responsibility in their chosen responsibility.
(iv) Special Projects Assignment: In this method a trainee is assigned a project
which is closely related to his job. Further sometimes the number of trainee
executives is provided with the project assignment which is related to their
functional area. This group of trainees is called the project team. The trainee
studies the assigned problem and formulates the recommendations on it.
These recommendations are submitted in the written form by the trainee to his
superior.
Advantages of the Special Projects:
(a) The trainees learn the work procedures and techniques of budgeting.
(b) The trainees come to know the relationship between the accounts and
other departments.
(c) It is a flexible training device due to temporary nature of assignments.
(v) Committee Assignment: In this method the special committee is constituted
and is assigned the problem to discuss and to provide the recommendations.
This method is similar to the special project assignment. All the trainees
participate in the deliberations of the committee. Trainees get acquainted with
different viewpoints and alternative methods of problem solving through the
deliberations and discussions in the committee. Interpersonal skills of the
trainees are also developed.
(vi) Multiple Management: This method involves the constitution of the junior
board of the young executives. This junior board evaluates the major problems
and makes the recommendations to the Board of Directors. The junior board
learns the decision making skills and the vacancies in the Board of Directors are
filled from the members of the junior board who have sufficient exposure to
the problem solving.
(vii) Selective Readings: Under this method the executives read the journal,
books, article, magazines, and notes and exchange the news with others. This is
done under the planned reading programmes organized by some companies.
Reading of the current management literature helps to avoid obsolescence.
This method keeps the manager updated with the new developments in the
field.
2. Off the Job Training Programme:
The main methods under off the job training programme are:
(i) Special Courses: Under this method the executives attend the special
courses organized by the organisation with the help of the experts from the
education field. The employers also sponsor their executives to attend the
courses organized by the management institutes. This method is becoming
more popular these days but it is more used by the large and big corporate
organisations.
(ii) Case Studies: This method was developed by Harvard Law professor
Christopher C. Langdell. In this method a problem or case is presented in
writing to a group i.e. a real or hypothetical problem demanding solution is
presented in writing to the trainees. Trainees are required to analyze and study
the problem, evaluate and suggest the alternative courses of action and choose
the most appropriate solution. Therefore in this method the trainees are
provided with the opportunity to apply their skills in the solution of the realistic
problems.
(iii) Role Playing: In role playing the conflicting situation is created and two or
more trainees are assigned different roles to play on the spot. They are
provided with the written or oral description of the situation and roles to play.
The trainees are then provided with the sufficient time, they have to perform
their assigned roles spontaneously before the class. This technique is generally
used for human relations and the leadership training. This method is used as a
supplement to other methods.
(iv) Lectures and Conferences: In this method the efforts are made to expose
the participants to concepts, basic principles, and theories in any particular
area. Lecture method emphasizes on the one way communication and
conference method emphasizes on two way communication. Through this
method the trainee actively participates and his interest is maintained.
(v) Syndicate Method: Syndicate refers to the group of trainees and involves
the analysis of the problem by different groups. Thus in this method, 5 or 6
groups consisting of 10 members are formed. Each group works on the
problem on the basis of the briefs and the backgrounds provided by the
resource persons. Each group presents their view on the involved issues along
with the other groups. After the presentation these views are evaluated by the
resource persons along with the group members. Such exercise is repeated to
help the members to look into the right perspective of the problem. This
method helps in the development of the analytical and the interpersonal skills
of the managers.
(vi) Management Games: A management game is a classroom exercise, in
which teams of students compete against each other to achieve certain
common objectives. Since, the trainees are often divided into teams as
competing companies; experience is obtained in team work. In development
programmes, the management games are used with varying degrees of
success. These games are the representatives of the real-life situations.
(vii) Brainstorming: It is a technique to stimulate idea generation for decision
making. Brainstorming is concerned with using the brain for storming the
problem. It is a conference technique by which group of people attempt to find
the solution for a specific problem by amazing all the ideas spontaneously
contributed by the members of the group. In this technique the group of 10 to
15 members is constituted. The members are expected to put their ideas for
problem solution without taking into consideration any type of limitations.
Career Planning and Development
The term career is used to refer to an individual's entire work Life. It can be
defined in a narrow sense, to be the succession of jobs and/or ranks held by a
person in a particular organization. An individual's career begins with
placement in a job and ends with departure from the organization which may
be through retirement, resignation or death. In between, the career
progression consists of changing tasks, tenure in various jobs, temporary or
permanent promotions, transfers etc.
Career planning and development are concepts which include all those events
either happening to or initiated by individuals which affect a person's progress
or promotion, his/her widening and/or changing employment possibilities and
acquiring a different and normally higher status, better conditions of service or
increased satisfaction with the job.
Career planning refers to planned and systemized progression of events and
development in the field of work or vocation of individuals during the
employable periods of their life.
Career development is the process which enables an organisation to meet its
current and projected manpower requirement, through provision of career
opportunities for its employees. It aims at optimising the effectiveness of
human resources of the organisation, through planned development and their
knowledge, skills and potentialities.
IMPORTANCE OF CAREER PLANNING AND DEVELOPMENT
Since the most valuable asset of an organisation is human resources which
generate 'the needed manpower, it is essential to retain them and develop
them to their fullest potential. Career planning and development benefits both
the individual and the organisation. Adequate succession planning helps an
organisation by providing continuity and generating employee motivation. Also
if the organisation is to survive and prosper in an ever changing environment,
its human resources must be in a constant state of development.
Career planning and development is required and hence has to be designed to
fulfil the following basic objectives:
a) To secure the right person at the right time, in the right place. It assures the
adequate availability of qualified personnel in the organisation for future
openings. This has two facets: positively, to make succession-planning timely
and smooth; negatively, to avoid a "square peg-in-a round-hole" in the
organisation.
b) To ensure that the road to the top is open for all.
c) To facilitate effective development of available talent.
d) To impart to the employee maximum satisfaction, consistent with their
qualifications, experience, competence, performance as well as individualistic
needs and expectations, leading to a harmonious balance between personal
and organisational objectives. Individuals who see that their personal
development needs are met tend to be more satisfied with their jobs and the
organisation.
e) To strengthen the organisation's manpower retention programmes based on
adequacy of career compensation, motivation management. It seeks to
improve the organisation's ability to attract and retain high talent personnel,
since outstanding employees always are scarce and they usually find
considerable degree of competition to secure their services. Such people may
give preference to employers who demonstrate a concern for their employees'
future. Proper career planning and development would insure against any
possible dislocation, discontinuity and turnover of manpower.
To fulfil such a broad agenda of objectives, the organisation must analyse the
strength and weaknesses of the existing infrastructure, its internal support
system, the typical career patterns that require to be moulded according to
particular needs, the elements that go into evolving and installing an effective
career development programme etc.
CLASSIFICATION OF CAREER
Career can be of three sub-types:
1) Monolithic career is identified with pursuance of career in one institution or
Departmental jurisdiction.
2) Cadre-career is one where a cluster or conglomeration of posts are arranged
vertically i.e. hierarchically from lower to higher with different levels of
responsibilities. Here, any member belonging to that cadre, can be deployed to
any of the posts, within the cadre-jurisdiction, commensurate with the
seniority, pay, experience, qualification etc.
3) Inter governmental careers are identified with more than a single
governmental jurisdiction. An example of this is All India Services, where
members belonging to this service move from Centre to the States to occupy
administrative positions.
There can also be two other concepts of career, namely, closed career and
open career, depending on the limitations on entrance or the norm of
recruitment. This closed career system can be described as 'Monasteric'
system, which means that once, at an young age, usually pre-determined, one
enters the 'Monastery' or a specific cadre order, one has to spend an entire life
time in that jurisdiction with no chance of coming out of it.
The open-type career system, permits entrance at any or all grade-levels,
though this multi-level induction would be governed by certain qualification
requirements and competitive eligibility conditions prescribed for such grades
or groups of categories of posts. Those already in that service, on fulfilment of
stipulated eligibility conditions, can apply for such recruitment. An important
feature of the open career system is that there is positive encouragement for
inducting of new talent at middle and upper levels.
SCOPE OF ORGANISATIONAL CAREER PLANNING:
The following activities/areas are covered within the scope of organizational
career planning
a) HUMAN RESOURCE FORECASTING AND PLANNING: - Here, efforts will be
made to identify the number of employees required in future. In addition, the
selection procedure will be adjusted with the overall strategic goals of the
organization.
b) CAREER INFORMATION: - Here, information relating to career opportunities
(promotions, training for self-development, etc.) will be supplied to employees.
Supplying career information/opportunities has special significance as this
motivates employees to grow and reach to higher position.
c) CAREER COUNSELLING: - Such counselling is next to supplying career
information. Career counselling is possible by senior executives through
periodic discussions with their subordinates. Such career guidance encourages
subordinate employees to take interest in certain areas where suitable
opportunities of career development are available. It is a type of internal
guidance and motivation of employees for the selection of possible career
paths. Such counselling is needed when employees have to plan their own
careers and develop themselves for career progress.
ADVANTAGES OF CAREER PLANNING:-
A properly designed system of career planning can provide the following
benefits:
i. Career planning helps an employee to know the career opportunities
available in an organization.
ii. Career planning encourages him to avail of the training and
development facilities in the organization so as to improve his ability
to handle new and higher assignments.
iii. Career planning involves a survey of employee abilities and attitudes.
It becomes possible, therefore to group together people talking on a
similar wavelength and place them under supervisors who are
responsive to that wave length.
iv. Career planning anticipates the future vacancies that may arise due to
retirement, resignation, death, etc. at managerial level. Therefore, it
provides a fairly reliable guide for manpower forecasting.
 v. Career planning facilitates expansion and growth of the enterprise.
The employees required to fill job vacancies in future can be
identified and developed in time.
DISADVANTAGES/LIMITATIONS OF CAREER PLANNING: -
The main problems in career planning are as follows-
i. Career planning can become a reality when opportunities for vertical
ability are available. Therefore, it is not suitable for a very small
organization.
ii. In a developing country like India, environmental factors such as
government policy, public sector development, growth of backward
areas, etc. influence business and industry. Therefore, career plans for
a period exceeding a decade may not be effective.
iii. Career planning is not an effective technique for a large number of
employees who work on the shop floor, particularly for illiterate and
unskilled workers.
iv. In family business houses in India, members of the family expect
to progress faster in their career than their professional colleagues.
This upset the career planning process.
v. Systematically career planning becomes difficult due to favoritism and
nepotism in promotions, political intervention in appointments and
reservations of seats for scheduled castes/tribes and backward
classes.
HOW TO INTRODUCE CAREER PLANNING PROGRAMME? (PROCESS OF CAREER
PLANNING): -
It is not easy to introduce career development programme at the level of an
organization. Moreover, such career development planning is a continuous
activity. What is happening in most of the organizations is that this concept is
given only lip service and theoretical importance. If the organization wants to
get the best out of their employees, it must plan the career developments
programmes continuously and effectively in its organization.
DETAILS OF THE STEP IN CAREER PLANNING: -
1) ANALYSIS OF PERSONEL SITUATION: - This is the first step which needs to be
completed before the introduction of career planning programme. This relates
to a time from which career planning is to be introduced. Here, the base line
will be prepared to help the planners to make projections for the planning
period and to help in the evaluation of plans. In order to analyze the present
career situation, the following information will be required
i. Total number of employees – their age distribution, qualifications, positions,
specializations, etc.
ii. Structure – broad as well as detailed and the qualificationsrequired for each
grade.
iii. Personnel need of the organization. (Category wise)
iv. Span of control available within the organization.
v. Field staff at head office with necessary details, and
vi. Facilitates available for training and development within and outside the
organization. The information collected on these aspects serves as the base for
the preparation of career development plan for the future period.
2) PROJECTION OF PERSONNEL SITUATION: - In this second step, an attempt is
being made to find out the situation likely to develop after the completion of
career development plan. This can be done on the basis of assumption which
can predict what is likely to happen at the close of the career development
plan.
3) IDENTIFYING OF CAREER NEEDS: - In this third step of career development
plan, efforts are made to find out precisely the career development needs of
the future period. It is possible to identify the scope and limitations of career
development needs on the basis of the data collected (through personnel
inventory of the organization, employee potentials, and appraisal of
employees).
4) SELECTION OF PRIORITIES: - It is rather difficult to meet all the needs of the
employees and the organization for career development immediately i.e.
through one career development plan. Naturally, there is a need to select the
pressing and urgent problems of employees and organization. In addition,
other factors such as technical, financial and administrative must be taken into
consideration while finalizing the priorities.
5) DEVELOPMENT OF CAREER PLAN: - This is the most important step in the
whole process of career developing plan. Such plan must describe the following
in concrete form/forms:
a. What is to be attained/achieved?
b. The extent to which it is to be attained,
c. The employees involved,
d. The department in which the proposed plan will operate
e. The length of time required the achieving the goals. In order to execute the
career development plan, the organization should :
a) Introduce systematic policies and programmes of staff trainingand career
development for all categories of employees so as to enable them to:
I. Improve their level of skill and knowledge;
II. Gain wider experiences; and
III. Assume higher responsibilities.
b) Establish and effectively implement a system of study leave;
c) Develop the experience of the employees by encouraging their rotation from
one region to another;
d) Take positive steps to encourage career development, such as:
I. Providing within the organization;
II. Giving priorities in the filling of vacancies in the following order for:
1. promotion within the organization;
2. Transfer within the organization;
3. Outside recruitment.
III. Removing artificial barriers to promotion;
IV. Establishing a register of employees for promotion on merit-cum-seniority
basis;
6) WRITE-UP OF FORMULATED PLAN: - After deciding the priorities of career
development plan, the next major step is to prepare a write up (brief report) of
the career plan. This writ-up should contain all necessary details such as
schedule (time sequence of plan), procedures and other details so that the
evaluation of the plan will be easy and meaningful.
7)MONITORING PLANNING i.e. MONITORING OF CAREER DEVELOPMENT PLAN:
- Monitoring of the plan is essential for its effective execution. Expected
results/benefits will be available only when the plan is implemented properly.
Planned (expected) targets and targets actually achieved can be compared
through suitable monitoring of the plan. The gap between the two (i.e. short
falls) can be located quickly. In addition, suitable remedial measures can be
taken to rectify the shortfalls.
8) IMPLEMENTATION (OF CAREER DEVELOPMENT PLAN):-
Implementation/execution of the plan is an integral aspect of planning process
itself. For effective implementation, co-operation and cordination at all levels is
necessary. The implementation needs proper monitoring so as to avoid
possible shortfalls.
9) REVIEW AND EVALUATION OF CAREER PLANS: - A plan needs periodical
review. Such evaluation avoids mistakes, deficiencies, etc. during the
implementation stage. It is built-in device to measure the effectiveness of the
plan. Actual benefits available will beknown only through such review and
evaluation. Such evaluation should be done by experts. It should be conducted
systematically and also impartially.
10) FUTURE NEEDS: - This is the last step/stage of the current career
development plan and the first step/stage of the next plan. Here, on the basis
of the achievements of the current plan, the career needs of the future period
(of employees and also of the organization) are estimated. The new priorities
are decided and the details of the new career development plan are prepared.
Planning is a continuous process/activity. This rule is applicable to career
development plans of an organization.
CAREER STAGES: -
Education is thought of in terms of employment. People go for school and
college education and prepare for their occupation. Very few people stick to
the same job throughout their life. Most of them switch job either within the
organization or in some other organization. Chances are they change jobs,
depending on available opportunity, several times before retirement. Where
opportunity is restricted, they continue with the same job. They go through the
following stages
1) EXPLORATION: - Almost all candidates who start working after college
education start around mid-twenties. Many a time they are not sure about
future prospects but take up a job in anticipation of rising higher up in the
career graph later. From the point of view of organization, this stage is of no
relevance because it happens prior to the employment. Some candidates who
come from better economic background can wait and select a career of their
choice under expert guidance from parents and well-wishers.
2) ESTABLISHMENT:- This career stage begins with the candidate getting the
first job getting hold of the right job is not an easy task. Candidates are likely to
commit mistakes and learn from their mistakes. Slowly and gradually they
become responsible towards the job. Ambitious candidates will keep looking
for more lucrative and challenging jobs elsewhere. This may either result in
migration to another job or he will remain with the Same job because of lack of
opportunity.
3) MID-CAREER STAGE: - This career stage represents fastest and gainful leap
for competent employees who are commonly called “climbers”. There is
continuous improvement in performance. On the other hand, employees who
are unhappy and frustrated with the job, there is marked deterioration in their
performance. In other to show their utility to the organization, employees must
remain productive at this stage. “climbers” must go on improving their own
performance. Authority, responsibility, rewards and incentives are highest at
this stage. Employees tend to settle down in their jobs and “job hopping” is not
common.
4) LATE CAREER: - This career stage is pleasant for the senior employees who
like to survive on the past glory. There is no desire to improve performance and
improve past records. Such employees enjoy playing the role of elder
statesperson. They are expected to train younger employees and earn respect
from them.
5) DECLINE STAGE: - This career stage represents the completion of one’s
career usually culminating into retirement. After decades of hard work, such
employees have to retire. Employees who were climbers and achievers will find
it hard to compromise with the reality. Others may think of “life after
retirement”.
CONCEPT/INTRODUCTION TO CAREER DEVELOPMENT :-
Career development consists of the personal actions one undertakes toachieve
a career plan. The terms ‘career development’ and ‘employeedevelopment’
need to be differentiated at this stage. Career developmentlooks at the long-
term career effectiveness of employees where as employeedevelopment
focuses of effectiveness of an employee in the immediate future.The actions
for career development may be initiated by the individual himself or by the
organization.
INDIVIDUAL CAREER DEVELOPMENT:- Career progress and development is
largely the outcome of actions on the part of an individual. Some of the
important steps that could help an individual cross the hurdles on the way ‘up’
may include-
I. Performance: - Career progress rests largely on performance. If the
performance is sub-standard, even modest career goals can’t be achieved.
II. EXPOSURE: - Career development comes through exposure, which implies
becoming known by those who decide promotions, transfers and other career
opportunities. You must undertake actions that would attract the attention of
those who matter most in an organization.
III. NETWORKING: - Networking implies professional and personal contacts that
would help in striking good deals outside (e.g., lucrative job offers, business
deals, etc.). for years men have used private clubs, professional associations,
old-boy networks to gain exposure and achieve their career ambitions.
IV. LEVERAGING: - Resigning to further one’s career with another employer is
known as leveraging. When the opportunity is irresistible, the only option left is
to resign from the current position and take up the new job (opportunity in
terms of better pay, new title, a new learning experience, etc.). However,
jumping the jobs frequently (job-hopping) may not be a good career strategy in
the long-run.
V. LOYALTY TO CAREER: - Professionals and recent college graduates generally
jump jobs frequently when they start their career. They do not think that
career-long dedication to the same organization may not help them further
their career ambitions. To overcome this problem, companies such as Infosys,
NIIT, WIPRO (all information technology companies where the turnover ratios
are generally high) have come out with lucrative, innovative compensation
packages in addition to employee stock option plans for those who remain with
the company for a specified period.
VI. MENTORS AND SPONSORS: - A mentor is, generally speaking, an older
person in a managerial role offering informal career advice to a junior
employee. Mentors take junior employees under their protégé and offer advice
and guidance on how to survive and get ahead in the organization. They act as
role models. A sponsor, on the other hand, is someone in the organization who
can create career development opportunities.
ORGANISATIONAL CAREER DEVELOPMENT: -
The assistance from managers and HR department is equally important in
achieving individual career goals and meeting organizational needs. A variety of
tools and activities are employees for this purpose.
a) SELF-ASSESSMENT TOOLS: - Here the employees go through a process in
which they think through their life roles, interests, skills and work attitudes and
preferences. They identify career goals, develop suitable action plans and point
out obstacle that come in the way. Two self-assessment tools are quite
commonly used in the organizations. The first one is called the career-planning
workshop. After individuals complete their self-assessment, they share their
findings with others in career workshops. These workshops throw light on how
to prepare and follow through individual career strategies. The second tool,
called as a career workbook, consists of a form of career guide in the question-
answer format outlining steps for realizing career goals. Individuals use this
company specific, tailor-made guide to learn about their career chances. This
guide, generally throws light on organization’s structure, career paths,
qualifications for jobs and career ladders.
b) INDIVIDUAL COUNSELLING: - Employee counselling is a process whereby
employees are guided in overcoming performance problems. It is usually done
through face-to-face meetings between the employee and the counselor or
coach. Here discussions of employees’ interest’s goals, current job activities
and performance and career objectives take place. Counselling is generally
offered by the HR department. Sometimes outside experts are also be called in.
if supervisors act as coaches they should be given clearly defined roles and
training. This is, however, a costly and time-consuming process.
c) EMPLOYEE DEVELOPMENT PROGRAMMES: - These consist of skill
assessment and training efforts that organizations use to groom their
employees for future vacancies. Seminars, workshops, job rotations and
mentoring programmes are used to develop a broad base of skills as a part of
such developmental activities.
d) CAREER PROGRAMMES FOR SPECIAL GROUPS: - In recent years, there is
growing evidence regarding dual career families developing tensions and
frictions owing to their inability to reconcile the differences between the family
roles and work demands. When we talk of dual career couples (a situation
where both husband and wife have distinct careers outside the home) certain
puzzling questions arise naturally: whose career is important; who takes care of
children; what if the wife gets a tempting promotion in another location; who
buys groceries and cleans the house if both are busy, etc. realizing these
problems, organizations are providing a place and a procedure for discussing
such role conflicts and coping strategies. They are coming out with schemes
such as part-time work, long parental leave, child care centers, flexible working
hours and promotions and transfers in tune with the demands of dual career
conflicts.
CAREER DEVELOPMENT ACTIONS: -
a) JOB PERFORMANCE: - Employee must prove that his performance on the job
is to the level of standards established, if he wants career progress.
b) EXPOSURE: - Employee’s desire for career progress should expose their skills,
knowledge, qualifications, achievements, performance etc., to those who take
the decision about career progress.
c) RESIGNATIONS: - Employees may resign the present job in the organization,
if they find that career opportunities elsewhere are better than those of the
present organization.
d) CHANGE THE JOB: - Employees who put organizational loyalty above career
loyalty may change the job in the same organization are better than those in
the present job.
e) CAREER GUIDANCE: - And counselling provides information, advice and
encouragements to switch over to other career or organization, where career
opportunities are better.
Performance Appraisals
Performance Appraisals, also known as performance reviews, are a process of
assessing and evaluating an employee’s job performance systematically and
formally. The primary purpose of performance appraisals is to provide feedback
to employees about their work performance, identify strengths and
weaknesses, set goals for improvement, and provide a basis for making
decisions about promotions, raises, and other job-related matters.
Performance appraisals typically involve a structured evaluation of an
employee’s performance over a specified period with a focus on specific job-
related competencies, skills, and behaviours. The process may involve the use
of standardized rating scales, self-assessments, and feedback from supervisors,
peers, and subordinates. The results of performance appraisals are used to
inform decisions about career development, training, compensation, and other
personnel actions.
Significance of Performance Appraisals
Performance appraisals are significant in a variety of ways for both employees
and organizations. Here are some of the key reasons why performance
appraisals are important:
1. Feedback and development: Performance appraisals provide employees with
feedback about their job performance, identifying areas where they are
excelling and areas where they need to improve. This feedback can help
employees to develop their skills and improve their performance, which can
increase their job satisfaction and motivation.
2. Goal setting: Performance appraisals often involve setting goals for the
upcoming year or performance period. This gives employees a clear
understanding of what is expected of them and provides a roadmap for their
development.
3. Performance-based decisions: Performance appraisals are often used as a
basis for making decisions about promotions, salary increases, and other job-
related matters. By providing an objective evaluation of an employee’s
performance, performance appraisals help to ensure that decisions are based
on merit rather than favouritism or personal biases.
4. Communication and collaboration: Performance appraisals provide an
opportunity for managers and employees to have a conversation about the
employee’s job performance. This can help to build trust and improve
communication and collaboration between employee and their manager.
5. Legal compliance: In some industries and jurisdictions, performance
appraisals are required by law or regulation. By conducting regular
performance appraisals, organizations can ensure that they comply with legal
requirements.
6. Alignment with organizational goals: Performance appraisals help to align
employee goals and performance with the overall goals of the organization. By
providing feedback on how an employee’s performance supports the
organization’s mission and objectives, performance appraisals can help to
ensure that everyone is working towards the same goals.
7. Recognition and rewards: Performance appraisals can be used to recognize
and reward employees who are performing well. This can include bonuses,
promotions, or other forms of recognition that can help to boost employee
morale and motivation.
8. Identification of training needs: Performance appraisals can help to identify
areas where employees may need additional training or development. This can
help organizations to provide targeted training that addresses specific skills or
knowledge gaps.
Objectives of Performance Appraisals
The primary objectives of performance appraisals are to evaluate and assess
employee performance, provide feedback on areas of strengths and areas for
improvement, set performance goals, and make decisions regarding employee
development and career growth. Here are some specific objectives of
performance appraisals:
1. Evaluate employee performance: One of the main objectives of performance
appraisals is to evaluate employee performance objectively and systematically.
This involves assessing employee performance against specific job-related
criteria, such as job duties, performance goals, and key performance indicators.
2. Provide feedback: Performance appraisals provide employees with feedback
on their job performance, highlighting areas where they are doing well and
areas where they need to improve. Feedback can be constructive and positive
way, focusing on specific actions and behaviours that can be improved.
3. Set performance goals: Performance appraisals help to set performance
goals that are aligned with the organization’s goals and objectives. These goals
can be used to motivate employees and provide a clear path for career
development.
4. Identify training and development needs: Performance appraisals can help to
identify areas where employees may need additional training or development
to improve their job performance. This can help employees to develop new
skills and knowledge and improve their overall performance.
5. Determine compensation and rewards: Performance appraisals are often
used to determine compensation and rewards for employees based on their
job performance. This can include bonuses, salary increases, promotions, and
other forms of recognition.
6. Support performance management: Performance appraisals are an
important tool for performance management, which involves setting
expectations, measuring performance, and providing feedback and coaching to
employees to improve their performance.
7. Identify potential for career growth: Performance appraisals can help to
identify employees who have the potential for career growth and
development. This can include identifying employees who have the skills and
experience to take on new responsibilities or roles within the organization.
So, the objectives of performance appraisals are to evaluate employee
performance, provide feedback, set performance goals, identify training and
development needs, determine compensation and rewards, support
performance management, and identify the potential for career growth.