Human Resource Planning | Assignment | Project Report

Final Group Project
Of
Human Resource Management
On
“Develop
Human Resource
Plan”
(Human Resource Planning)
Submitted to: Submitted by:
Prof. Group no. 6
PGDM 2018-20
Semester- 2nd
Section- C

PERFACE
This Project Report has been prepared in partial fulfillment of the requirement for
the subject Entrepreneurship in the academic year 2018-20. For preparing the Project
Report, we have taken help of our mentor Prof. ……..Ma’am in our semester to
avail the necessary information. The blend of learning and knowledge acquired during
our practical studies at the college is presented in this Project Report. The Project Report is to
study the business strategies like marketing department, services, human
resource department and financial department. The Project Report starts with the
basic concepts of Human Resource its
functional departments like marketing department, human resource departme
nt and financial department. The information presented in this Project Report is obtained
fromsources like Company Personnel, Company Websites, Other Websites,
Company Reports and other literatures.

ACKNOWLEDGEMENT
Apart from the efforts of our group, the success of any project depends largely on
the encouragement and guidelines of many others. We take this opportunity to
express our gratitude to the people who have been instrumental in the successful
completion of this project. We would like to show our greatest appreciation to
Prof. …….. Can‘t say thank you enough for her tremendous support and help.
Without her encouragement and guidance this project would not have materialized.
The guidance and support received from all the members who contributed and who
are contributing to this project, was vital for the success of the project. We
are grateful for their constant support and help.

DECLARATION
We, ............................hereby declare that this project is the record of authentic
work carried out by us during the academic year 2018-20 and has not been
submitted to any other University or institute towards the award of any other
degree.
Signature’s of the Students:
Place:
Date

PROGRAM: Post Graduate Diploma in Management
Subject Human Resource Management
Subject Code PGDM XX
Semester/Year 2
Section C
ASSIGNMENT No. Final
Assignment title
Students Name
Submission Date 13/04/2017
Due Date
Faculty Name Prof. …………….
Grade Assigned by the
Faculty
Signature

INTRODUCTION
Infinity optics and glasses
Type of business Private
Type of site E-commerce
Founded 2013
Headquarters Noida, India
Area served India
Founders Name of students
Industry Internet
Products Sunglasses, Eyeglasses, Contact
Lenses
Services E-commerce
(Online Shopping)
Tag line Look better ! See better.
Employees 500+
Website www.Infinity.com
Infinity.com is a Indian eyewear company, headquartered in Noida, U.P., India. The
company was founded in 2013 by……………………..
The company specializes in prescription eyeglasses, sunglasses and contact lenses. The
company follows a hybrid business model with both online and offline retail stores.
*Mission –
1) Our company focus on Providing Quality Product to Consumer at Competitive Price
2) One to one interaction with customers for better bonding

3) Transparent and easy to access for customer
*Vision –
1) Long Life of Our Company Keeping Mind of both Employees and Consumer to Acquire Big
Market Share
2) To recognize the unique needs of clients
3) Build professional environment within the organization and retail outlets
*Strategic plans –
1) Acquire customers trust
2) Extra and additional offers to increase more footfalls in our stores and website
3) Proper services of technicians and doctors for consumer satisfaction
4) Micro precision zero-error manufacturing
5) On time delivery
Internal scan for purposes of human resource planning
Organizational Structure
If you haven’t reviewed your organizational structure lately or have never created a
comprehensive organization chart, consider doing so. The key to maximizing the effectiveness of
your human resources function starts with determining your optimal staffing needs. Create an org
chart, ranking each position and clearly delineating who works for whom. Write a job description
for each position to determine if every task you need performed has been assigned. Don’t be
afraid to include positions for which you don’t have employees or to leave out staff members
who don’t fit into your optimal organization chart. Once you see these holes or redundancies,
you can better plan how to address them.

Budget
An obvious internal factor to consider when looking at your staff planning is your budget. Some
positions are demand-sensitive, such as those in production, warehousing, customer service and
shipping. You’ll get the money to fill those positions from increased revenues. Other positions
that don’t generate revenue but still bring value require you to find the money for those
positions. To stretch your staffing budget, offer a smaller base pay. Add voluntary benefits that
cost you nothing, can reduce your payroll taxes and offer your employees attractive, low-cost
benefits they can pay for or fund, such as health insurance, a 401(k) account or a flexible
spending account.
Skill Levels
As your company grows, you might have additional administrative or operational needs that
can’t be fulfilled by your current workers. Instead of hiring contractors or additional employees,
consider offering staff training. Add employee development to your human resources planning,
including on-site training, tuition reimbursement and sending workers to seminars and
workshops.
Productivity
To get the most out of your workers, create the most positive workplace possible. Offer clear job
descriptions and annual reviews, a wellness program, morale-building activities such as contests
or outings, an employee newsletter and frequent communications about individual, departmental
or company successes.
Compliance
Work with your insurance company, local fire department, a security professional and an
employment expert to make sure you cover your legal requirements as they apply to your
workers. This includes following state and federal labor laws and regulations, creating a safe and
secure office space, store, plant or warehouse, instituting and enforcing company policies and
procedures and paying all required taxes and insurance
Human resource planning linked to overall strategic planning?
Strategic Planning
Strategic planning focuses on what a company wants to do, rather than how it does it. For
example, a company might decide it needs to diversify into new business areas because the

chance for increasing its current market share is small. The strategic options might include
developing new products within its current market, entering a completely new market or buying
a business. A corporate finance department might create a strategic plan to improve cash flow.
This could include tactics such as negotiating more favorable credit terms with customers and
suppliers, improving receivables turnover or changing production schedules to stockpile
inventory during slow periods.
Human Resources Planning
HR planning involves looking at the long-term needs of a business, rather than addressing
current needs. Examples of HR planning include creating an organization structure, evaluating
the use of contractors vs. employees, reviewing a company’s benefits plan, determining the
return on investment of a wellness program or creating policies and procedures to keep an
employer compliant with all its labor and employment obligations.
Impact Assessments
When a business considers a strategic plan, it floats the idea with its different department heads
to see how it will affect them. HR gives the management team the personnel costs associated
with an initiative based on the necessary additional hiring or overtime pay. It tells management if
the company needs to retrain employees, if the idea can work using contractors or how long it
takes to hire or retrain employees to be able to handle the new initiative.
Execution
After management decides to move ahead with a strategic plan, HR readies personnel for the
initiative. HR works with department heads who have to execute the various aspects of a
strategic plan, discussing what they need in the way of human resources. This might include
recruiting new employees, working with a production department on scheduling, training new
employees or soliciting requests for proposals from contractors.
Monitoring
With a strategic initiative in place, HR monitors any changes or additions to the workforce it
introduced to determine if they are in line with its projections and representations to management
during the assessment stage. HR modifies these areas where necessary and reports to
management on the status of personnel-related issues regarding the strategic initiative.

Roles and responsibilities
Recruitment
This is the one function which is hand in glove with HR. Recruitment has been one of the major
responsibilities of the HR team. It is the job of HR personnel to plan and devise strategic
campaigns and guidelines for recruiting suitable candidates for a required job description. They
also have to serve as a mediator between the employer and the candidate and communicate
company policies and terms of the contract to the candidate before he is hired. This is the first
pillar of HR management that every HR manager starts with. It’s probably one of the most
important aspects of any HR professional’s career. The recruitment function comprises 2 main
objectives:
Attract-Talent
Attracting talent starts with first planning the requirement of manpower in the organization.
Gauging needs of the organization’s human resource requirements, and accordingly putting a
plan of action to fulfill those needs with placement of “talented professionals”. That’s followed
by creating an “employer brand” which will be representative of the organization’s good
image and portray an attractive impression in the minds of potential candidates.
The employer branding aspects have become very important owing to the new-age media and
awareness of employee rights. Putting the best foot forward is no longer enough, it needs to be
followed through with honest actions in favor of the employees. And finally… the HR manager
needs to them create detailed recruitment strategies carry out the hiring process.
Hire-Resources
This is where the recruitment strategies are put in action. In the current age, there’s ton of
competition vying for the attention of the best talent in the market. The HR manager needs to run
all possible engines to go out there in the market and find that one suitable gem.
This part of the role includes things like finding relevant locations to look in, reach out to
maximum potential candidates using mass communication mediums, aggregate all responses,
filter out irrelevant applications, judge suitable incumbents and coordinate internally to get them
interviewed. Once the finalists are decided, the HR manager turns into a ‘negotiator’ of sorts,
working as a mediator between the company and the candidate to find that win-win ground.
Training
Not all is done once you’ve recruited a suitable candidate for the job. Many organizations
perform tasks a tad differently. Training employees is important to help the new hires get
acquainted with the organization’s work pattern. It is imperative for the HR department to

incorporate a training program for every new employee based on the skill set required for their
job. It will further also contribute towards employee motivation and retention.
For the training to be effective, every new employee can be subjected to an on-the-job training
for the initial days to get him in sync with the work guidelines of the organization. This training
will not only be of assistance to the employee but also give the HR team an insight into the
employee’s workmanship. On completion of the training, HR plays a significant role in assessing
the results of the training program and grading employees on the same.
Professional Development
Closely related to training, developing your employees professionally is an added bonus for the
employee as well as the organization. Enrolling the employee to attend conferences, trade shows,
seminars etc that may be in his personal interest will make the employee feel cared-for and a
vital part of the organization, thus increasing employee engagement. It will be beneficial to the
organization by way of the employee’s added skill set.
In short, it is a win-win. It is the HR head’s job to get to know the employee’s hobbies and areas
of interest and look out for opportunities that will help them build onto those hobbies. For
example, if an employee wants to master the technique of SEO, the HR could enroll him for
seminars and conferences that talk on the same. However, this should not turn out to be a selfish
attempt that benefits the organization only.
Appraisals
Since HRM is a body meant for the employees, carrying out timely performance appraisals is a
given. Performance appraisals help in employee motivation by encouraging them to work to their
fullest potential. It also enables to give them feedback on their work and suggest necessary
measures for the same. This helps employees to have a clear view of what is expected of them
and what they are delivering. They can thus, work better towards improving their performance
and achieving targets.
The role of HR (especially the HR manager) in this would be to have a policy of generating
timely appraisal reports and a review of the same by the authorities. The HR team should
communicate individually with employees and give a clear feedback or suggestion on their
performance. A system to reward employees excelling at their work would help in employee
motivation and thus garner a higher degree of productivity and employee engagement.
Maintaining Work Culture

It is the duty of the HR to maintain a healthy, safe, and fun work environment to ensure a level of
comfort amongst the employees and eliminate any stressful or awkward atmosphere that may
hinder the performance of the staff. It is vital to have an efficient work atmosphere, because an
individual’s performance a largely dependent on the surrounding he’s working in.
It would be great to have an open-door policy up to some extent wherein employees can freely
communicate and voice their opinions to be given consideration. The HR department’s role is to
be a friendly body with an open attitude. By communicating and treating every employee as
equal, the HR can build a rapport with the employees. This goes a long way in increasing
employee engagement and gives a higher job satisfaction.
Resolving Conflicts
Where different people have different views, conflicts are almost inevitable. Whether the dispute
is amongst two or more employees or between the employee and the management, an HR
manager has the right to intervene and help map out a solution.
The HR should be available at the disposal of the conflicting parties and hear out their issues
without being judgmental. Prior investigations are a must before passing any judgment. The HR
head is not expected to discriminate or play favorites in this matter and always deliver an
unbiased and practical decision. A reimbursement in case of any loss caused and strict actions
against the defaulter should be practiced for effective conflict resolution by the HRM.
Employee Relations
The Human Resources is called so because its major responsibility is dealing with the human
part of the organization and this involves having great interpersonal skills. An HR manager who
sits in the office all day will not turn out to be good at building connections with the employees
and thus fail to serve the purpose of being an HR head. As an HR person, employees should feel
comfortable coming up to you with their problems and for that, it is important that the HR team
builds a good public image within the organization.
The HR team has to be proactive and know their employees. An HR personnel’s job is not a desk
job altogether. The HR head’s role is to establish the trust and confidence of the employees and
not have a “don’t mess with me” demeanor. He should be looked upon as both an HR expert and
an employee advocate.
Rewards and Incentives

Rewarding the employees for a work well done imparts motivation and at the same time induces
a desire to excel at tasks in hope of obtaining rewards. It serves as bait for inculcating a healthy
competitive environment amongst employees to achieve targets and meet deadlines. A reward
need not be materialistic always. It could just be a word of appreciation in front of all coworkers
for a menial task done with complete honesty.
However, with globalization and evolving trends, compensations like holiday packages, pay
incentive, bonuses, and promotion are taking a backseat. If as an HR manager you are wanting to
reward your employees efficiently, it’s time you adapt new ways of awarding benefits such as
flexible work times, paternity leave, extended holidays, telecommuting etc. These non-traditional
rewards will prove fruitful not only in engaging existing workforce but also as an added benefit
to attract new talent to your organization.
Legal Knowledge
This may seem the least glamorous of all, but is an important aspect of the HRM. An HR
manager should always be in compliance with the law. Whether it’s drafting new policies or
writing terms of a contract, it is the HR department’s job to build guidelines keeping the laws in
mind. This ensures an organization’s continued growth and existence. While drafting policies,
the HR should always ensure to be at an upper hand legally and keep the organization’s practices
in tune with the labor laws, tax laws, permissible working hours, minimum wages, and a no-
discrimination policy.
Organization
An HR head is responsible for organizing all functions of the organization. To start with, it
includes employee on-boarding, i.e. welcoming new employees. It is a must for every HR head
to carry out an induction for every new hire, and give them an orientation regarding the company
policies and rules.
The HR personnel should also introduce the new employees to their colleagues and assign them
a mentor. It also involves listing out job expectations and defining roles and responsibilities, thus
getting the new employees in tune with the working of the organization. The HR personnel are
also responsible for organizing and storing all employee data efficiently and keeping it secure.
Management

Management is the most important job of an HR manager. It is what defines a good HR manager.
Management extends right from managing employees to managing the employers and the whole
HR department as well.
The role of an HR manager is to manage, create, implement and supervise policies/regulations,
which are mandatory for every employee and also have knowledge of its appropriate functioning.
Monitoring attendance and tracking leaves forms a major chunk of the HR management function.
There should be a proper management of the clock-in/out time to avoid late arrivals and track
overtimes and half-days. As mentioned before, the HR as a department should also be well
managed by the HR head. If the HR department itself is in a state of chaos, it cannot serve as a
peacemaker for the other departments.
Payroll Management
Once all the attendance monitoring, leave tracking, clock in/outs etc is tracked and monitored,
it’s time for the most important aspect–calculating the payroll. Efficient calculation of salaries,
wage-cuts, reimbursements, and generation of pay slips amounts to the role of HR managers
in payroll management.
The HR manager should maintain transparency and provide the employees with information as
and when asked. The HR should ensure not only accurate calculations of salaries but also timely
transfer of the same. They also have an obligation towards exiting employees in settlement of
dues and compensations.
Talent Acquisition:
Talent acquisition is the process of finding and acquiring skilled human labor for organizational
needs and to meet any labor requirement. When used in the context of the recruiting and HR
profession, talent acquisition usually refers to the talent acquisition department or team within
the Human Resources department.
E-recruitment technique to our HR plan for recruitment
E-recruitment also known as online recruitment is the practice of using technology and in
particular Web-based resources for tasks involved with finding, attracting, assessing,
interviewing and hiring new personnel. Many big and small organizations are using Internet as a
source of recruitment. They advertise job vacancies through worldwide web. The job seekers
send their applications or curriculum vitae (CV) through an e-mail using the Internet.
The online promotion of an organization as a desirable
place to work, through the corporate website or other venues, is one element of e-recruitment.
The purpose of e-recruitment is to make the processes involved more efficient and effective, as
well as less expensive. Online recruitment can reach a larger pool of potential employees and
facilitate the selection process.

The two kinds of e- recruitment technique that can we use are –
1. Job portals –
Here the position with the job description and the job specification are posted on the job
portal and also searching for the suitable resumes posted on the site corresponding to the
opening in the organization.
2. Resume Scanners:
Resume scanner is one major benefit provided by the job portals to the organizations. It
enables the employees to screen and filter the resumes through pre-defined criteria’s and
requirements (skills, qualifications, experience, payroll etc.) of the job.
Job sites provide a 24*7 access to the
database of the resumes to the employees facilitating the just-in-time hiring by our organization.
Also, the jobs can be posted on the site almost immediately and is also cheaper than advertising
in the employment. Online recruitment helps us to automate the recruitment process, save our
time and costs on recruitments.
Advantages of this E-Recruitment technique are:
o No intermediaries.
o Lower costs.
o Posting jobs online is cheaper than advertising in the newspaper.
o Facilitates the recruitment of right type of people with the required skills.
o Reduction in the time for recruitment (over 65 percent of the hiring time).
o Gives a 24*7 access to an online collection of resumes.
o Online recruitment helps the organizations to weed out the unqualified candidates in an
automated way.
Disadvantages of E-Recruitment
o There is low Internet penetration and no access and lack of awareness of internet in many
locations across India.
o Screening and checking the skill mapping and authenticity of millions of resumes is a
problem and time consuming exercise for organizations.
o Organizations cannot be dependant solely and totally on the online recruitment methods.
Techniques will we apply to gauge capabilities of the candidate
We apply following technique to gauge capabilities of the candidates-

A. Cognitive Ability Tests –
Cognitive ability tests typically use questions or problems to measure ability to
learn quickly, logic, reasoning, reading comprehension and other enduring mental
abilities that are fundamental to success in many different jobs. Cognitive ability
tests assess a person aptitude or potential to solve job-related problems by
providing information about their mental abilities such as verbal or mathematical
reasoning and perceptual abilities like speed in recognizing letters of the
alphabet.
Advantages Disadvantages
 Have been demonstrated to
produce valid inferences for a
number of organizational
outcomes (e.g., performance,
success in training).
predict job performance
particularly for more complex
jobs.
 Can be administered via paper
and pencil or computerized
methods easily to large
numbers..
 Will not be influenced by test
taker attempts to impression
manage or fake responses.
 Are typically more likely to
differ in results by gender and
race than other types of tests.
 Can be time-consuming to
develop if not purchased off-the-
shelf.
B. Integrity Tests - Integrity tests assess attitudes and experiences related to a person honesty,
dependability, trustworthiness, reliability, and pro-social behavior. These tests typically ask
direct questions about previous experiences related to ethics and integrity OR ask questions
about preferences and interests from which inferences are drawn about future behavior in these
areas. Integrity tests are used to identify individuals who are likely to engage in inappropriate,
dishonest, and antisocial behavior at work.
 May lead to individuals
responding in a way to create a
positive decision outcome rather

outcomes (e.g., performance,
inventory shrinkage difficulties
in dealing with supervision).
 Can reduce business costs by
identifying individuals who are
less likely to be absent, or
engage in other
counterproductive behavior.
than how they really are (i.e.,
they may try to positively
manage their impression or even
fake their response).
 May be disliked by test takers if
questions are intrusive or seen as
unrelated to the job.
B. Interviews –
Interviews vary greatly in their content, but are often used to assess such things as
interpersonal skills, communication skills, and teamwork skills, and can be used
to assess job knowledge. Well-designed interviews typically use a standard set of
questions to evaluate knowledge, skills, abilities, and other qualities required for
the job. The interview is the most commonly used type of test. Employers
generally conduct interviews either face-to-face or by phone.
 Are expected and accepted by
many job applicants.
 Provide an opportunity for a
two-way exchange of
information.
 Provide a measure of skills such
as oral communication skills not
measured via paper and pencil
or computerized tools.
 May be affected by different
kinds of rating errors and biases
by interviewers.
 Are often more time-consuming
to administer than paper and
pencil or computerized tools.
 May be practically less useful
when a large number of
individuals must be evaluated
because of administration time.
C. Job Knowledge Tests –
Job knowledge tests typically use multiple choice questions or essay type items to
evaluate technical or professional expertise and knowledge required for specific
jobs or professions. Examples of job knowledge tests include tests of basic
accounting principles, A+/Net+ programming, and blueprint reading.

outcomes, such as job
performance.
identifying individuals for
hiring, promotion or training
that possesses the needed skills
and abilities.
 May require frequent updates to
ensure test is current with the
job.
 May be inappropriate for jobs
where knowledge may be
obtained via a short training
period.
 Can be costly and time-
consuming to develop, unless
purchased off-the-shelf.
D. Personality Tests –
Some commonly measured personality traits in work settings are extraversion,
conscientiousness, and openness to new experiences, optimism, agreeableness,
service orientation, stress tolerance, emotional stability, and initiative. Personality
tests typically measure traits related to behavior at work, interpersonal
interactions, and satisfaction with different aspects of work. Personality tests are
often used to assess whether individuals have the potential to be successful in jobs
where performance requires a great deal of interpersonal interaction or work in
team settings.
outcomes.
that possesses the needed skills
and abilities.
.
 May contain questions that do
not appear job related or seem
intrusive if not well developed.
 May lead to individuals
responding in a way to create a
positive decision outcome
rather than how they really are
(i.e., they may try to positively
manage their impression or
even fake their response).
E. Physical Ability Tests –

Physical ability tests typically use tasks or exercises that require physical ability
to perform. These tests typically measure physical attributes and capabilities, such
as strength, balance, and speed.
produce valid inferences
regarding performance of
physically demanding tasks.
 Can identify applicants who are
physically unable to perform
essential job functions.
that possess the needed skills
and abilities, by minimizing the
risk of physical injury to
employees and others on the
job, and by decreasing
disability/medical, insurance,
and workers compensation
costs.
 Will not be influenced by test
taker attempts to impression
manage or fake responses.
 Are typically more likely to
differ in results by gender than
other types of tests.
 May be problematic for use in
employee selection if the test is
one used to diagnose medical
conditions (i.e., a physical
disability) rather than simply to
assess ability to perform a
particular job-related task.
 Can be expensive to purchase
equipment and administer.
 May be time consuming to
administer.
 May be inappropriate or
difficult to administer in typical
employment offices.
 Talent Maintenance
Talent management refers to the anticipation of required human capital for an organization
and the planning to meet those needs. Talent management is the science of using strategic
human resource planning to improve business value and to make it possible for companies
and organizations to reach their goals.
 Training and development
Training and development is vital part of the human resource development. It is assuming ever
important role in wake of the advancement of technology which has resulted in ever increasing
competition, rise in customer’s expectation of quality and service and a subsequent need to lower
costs. It is also become more important globally in order to prepare workers for new jobs. In the

current write up, we will focus more on the emerging need of training and development, its
implications upon individuals and the employers.
Training and Development
Before we say that technology is responsible for increased need of training inputs to employees,
it is important to understand that there are other factors too that contribute to the latter. Training
is also necessary for the individual development and progress of the employee, which motivates
him to work for a certain organization apart from just money. We also require training update
employees of the market trends, the change in the employment policies and other things.
The following are the two biggest factors that contribute to the increased need to training and
development in organizations:
1. Change:
The word change encapsulates almost everything. It is one of the biggest factors that
contribute to the need of training and development. There is in fact a direct relationship
between the two. Change leads to the need for training and development and training and
development leads to individual and organizational change, and the cycle goes on and on.
More specifically it is the technology that is driving the need; changing the way how
businesses function, compete and deliver.
2. Development:
It is again one the strong reasons for training and development becoming all the more
important. Money is not the sole motivator at work and this is especially very true for the
21st century. People who work with organizations seek more than just employment out of
their work; they look at holistic development of self. Spirituality and self awareness for
example are gaining momentum world over. People seek happiness at jobs which may
not be possible unless an individual is aware of the self. At ford, for example, an
individual can enroll himself / herself in a course on ‘self awareness’, which apparently
seems inconsequential to ones performance at work but contributes to the spiritual well
being of an individual which is all the more important.
The critical question however remains the implications and the contribution of training and
development to the bottom line of organizations performance. To assume a leadership position in
the market space, an organization will need to emphasize on the kind of programs they use to
improvise performance and productivity and not just how much they simply spend on learning!

1. Describe employee training program methods that you think will fit for various skill
developments of different roles designed by you?
These are the training program method which will be fit for various skill developments of
different roles designed by us
A. Classroom or Instructor-Led Training - In this training techniques There are many
types including are :
Blackboard or whiteboard
This may be the most “old-fashioned” method, but it can still be effective, especially if you
invite trainees to write on the board or ask for feedback that you write on the board.
Overhead projector
This method is increasingly being replaced with PowerPoint presentations, which are less
manually demanding, but overheads do allow you to write on them and customize presentations
easily on the spot.
Video portion
Lectures can be broken up with video portions that explain sections of the training PowerPoint®
Presentation.
topic or that present case studies for discussion.
Presentation software is used to create customized group training sessions that are led by an
instructor. Training materials are provided on CDROM and displayed on a large screen for any
number of trainees. Employees can also use the programs individually, which allows for easy
make-up sessions for employees who miss the group session. This method is one of the most
popular lecture methods and can be combined with handouts and other interactive methods.
Storytelling
Stories can be used as examples of right and wrong ways to perform skills with the outcome of
each way described. This method is most effective with debriefing questions, such as:
How does this story relate to training?
How did the main character’s choices make you feel?
What assumptions did you make throughout the story? Were they correct?
What would you have done differently?

This technique makes communication easier since it is nonthreatening with no one right answer.
It is cost effective, especially if trainers have their own stories to tell. Stories can also make
sessions more personal if they involve people trainees know. We can also find many training
stories online.
Advantages
 Instructor-led classroom training is an efficient method for presenting a large body of
material to large or small groups of employees.
 It is a personal, face-to-face type of training as opposed to computer-based training and
other methods we will discuss later.
 It ensures that everyone gets the same information at the same time.
 It is cost-effective, especially when not outsourced to guest speakers.
 Storytelling grabs people’s attention.
Disadvantages
 Sometimes it is not interactive.
 Too much of the success of the training depends on the effectiveness of the lecturer.
 Scheduling classroom sessions for large numbers of trainees can be difficult—especially
when trainees are at multiple locations.
B. Interactive Methods:
C. In this training techniques there are many types including are:
Quizzes
For long, complicated training, stop periodically to administer brief quizzes on information
presented to that point. You can also begin sessions with a prequel and let participants know
there will also be a follow-up quiz. Trainees will stay engaged in order to improve their prequel
scores on the final quiz. Further motivate participants by offering awards to the highest scorers or
the most improved scores.
Small group discussions
Break the participants down into small groups and give them case studies or work situations to
discuss or solve. This is a good way for knowledgeable veteran employees to pass on their
experience to newer employees.
Case studies
Adults tend to bring a problem-oriented way of thinking to workplace training. Case studies are
an excellent way to capitalize on this type of adult learning. By analyzing real job-related
situations, employees can learn how to handle similar situations. They can also see how various
elements of a job work together to create problems as well as solutions.

Active summaries
Create small groups and have them choose a leader. Ask them to summarize the lecture’s major
points and have each team leader present the summaries to the class. Read aloud a prewritten
summary and compare this with participants’ impressions.
Q & A sessions
Informal question-and-answer sessions are most effective with small groups and for updating
skills rather than teaching new skills. For example, some changes in departmental procedure
might easily be handled by a short explanation by the supervisor, followed by a question-and-
answer period and a discussion period.
Question cards
During the lecture, ask participants to write questions on the subject matter. Collect them and
conduct a quiz/review session.
Role-playing
By assuming roles and acting out situations that might occur in the workplace, employees learn
how to handle various situations before they face them on the job. Role-playing is an excellent
training technique for many interpersonal skills, such as customer service, interviewing, and
supervising.
Participant control
Create a subject menu of what will be covered. Ask participants to review it and pick items they
want to know more about. Call on a participant to identify his or her choice. Cover that topic and
move on to the next participant.
Demonstrations
Whenever possible, bring tools or equipment that are part of the training topic and demonstrate
the steps being taught or the processes being adopted.
Other activities
Create a personal action plan
Raise arguments to issues in the lecture
Paraphrase important or complex points in the lecture
Advantages

Interactive sessions keep trainees engaged in the training, which makes them more receptive to
the new information.
They make training more fun and enjoyable.
They provide ways for veteran employees to pass on knowledge and experience to newer
employees.
They can provide in-session feedback to trainers on how well trainees are learning.
Disadvantages
Interactive sessions can take longer because activities, such as taking quizzes or breaking into
small groups, are time-consuming.
Some methods, such as participant control, can be less structured, and trainers will need to make
sure that all necessary information is covered.
C Hands-On Training- Experiential, or hands-on, training, offers several more effective
techniques for teaching employees, including:
Cross-training
This method allows employees to experience other jobs, which not only enhances employee
skills but also gives companies the benefit of having employees who can perform more than one
job. Cross-training also gives employees a better appreciation of what co-workers do and how
their own jobs fit in with the work of others to achieve company goals.
Demonstrations
Demonstrations are attention-grabbers. They are an excellent way to teach employees to use new
equipment or to teach the steps in a new process. They are also effective in teaching safety skills.
Combined with the opportunity for questions and answers, this is a powerful, engaging form of
training.
Coaching
The goal of job coaching is to improve an employee’s performance. Coaching focuses on the
individual needs of an employee and is generally less formal than other kinds of training. There
are usually no set training sessions. A manager, supervisor, or veteran employee serves as the
coach. He or she gets together with the employee being coached when time allows and works
with this employee to:
 Answer questions
 Suggest more effective strategies

 Correct errors
 Guide toward goals
 Give support and encouragement
 Provide knowledgeable feedback
Apprenticeships
Apprenticeships give employers the opportunity to shape inexperienced workers to fit existing
and future jobs. These programs give young workers the opportunity to learn a trade or
profession and earn a modest income. Apprenticeship combines supervised training on the job
with classroom instruction in a formal, structured program that can last for a year or more.
Drills. Drilling is a good way for employees to practice skills. Evacuation drills are effective
when training emergency preparedness, for example.
Advantages
 Hands-on training methods are effective for training in new procedures and new
equipments.
 They are immediately applicable to trainees’ jobs.
 They allow trainers to immediately determine whether a trainee has learned the new skill
or procedure.
Disadvantages
 They are not good for large groups if you do not have enough equipment or machines for
everyone to use.
 Personal coaching can be disruptive to the coach’s productivity.
 Apprenticeship can be expensive for companies paying for employees who are being
trained on the job and are not yet as productive as regular employees.
D. Computer-Based Training (CBT)-
Computer-based training is becoming increasingly prevalent as technology becomes more
widespread and easy to use. Though traditional forms of training are not likely to be replaced
completely by technological solutions, they will most likely be enhanced by them. Human
interaction will always remain a key component of workplace training.
Nonetheless, it is a good idea to look more closely at what training technologies have to offer
and how they might be used to supplement existing training programs or used when developing
new ones. Computer-based training formats vary from the simplest text-only programs to highly
sophisticated multimedia programs to virtual reality. Consider the following types:
Text-only

The simplest computer-based training programs offer self-paced training in a text-only format.
These programs are similar to print-based, individualized training modules with the addition, in
most cases, of interactive features. While simple in format, these programs can be highly
effective and present complicated information and concepts in a comprehensible and easily
accessible way.
CD-ROM
A wide variety of off-the-shelf training programs covering a broad range of workplace topics are
available on CD-ROM. Programs can also be created by training consultants for the specific
needs of the particular organization or individual departments.
Multimedia
These training materials are an advanced form of computer-based training. They are much more
sophisticated than the original text-only programs. In addition to text, they provide stimulating
graphics, audio, animation, and/or video. Multimedia tends to be more provocative and
challenging and, therefore, more stimulating to the adult mind. Although costs are higher than
text-only software, the benefits in terms of employee learning may well be worth it. Multimedia
training materials are typically found in DVD format.
Virtual reality
Virtual reality is three-dimensional and interactive, immersing the trainee in a learning
experience. Most virtual reality training programs take the form of simulation, which is a highly
effective form of training. It is hands-on experience without the risks of actual performance.
Flight simulators, for example, have been used successfully for years to train airline and military
pilots in critical flying skills, as well as to prepare them for emergency situations in a safe and
forgiving environment.
Advantages
 Computer-based training programs are easy to use.
 They can often be customized or custom designed.
 They are good for helping employees develop and practice new skills.
 They are useful for refresher training. They are applicable to self-directed learning.
 They can be cost-effective because the same equipment and program can be used by large
numbers of employees.
 They are flexible because trainees can learn at their own pace and at a time that’s
convenient for them. Computer-based programs are available 24 hours a day, 7 days a
week. No matter which shift an employee works, training is always available.

Some programs are interactive, requiring trainees to answer questions, make choices, and
experience the consequences of those choices. This interaction generally results in greater
comprehension and retention.
They are uniform, which makes it possible to standardize training.
They are measurable. When computers are used for training, it is possible to track what each
employee has learned right on the computer. Most programs have post-tests to determine
whether the employee has understood the training. Test scores give trainers statistics for training
evaluations.
Disadvantages
 These programs require trainees to be computer literate.
 They require trainees to have computer access.
 There is little or no interaction with a trainer; if trainees have questions, there’s no one to
ask.
 These programs are not effective at teaching “soft-skills,” such as customer service, sales,
or sensitivity training.
 They are not the best choice for new or one-time training. Trainers need live interaction
to ensure new skills or concepts are being communicated. Trainees need to be able to ask
questions and receive feedback.
 Some poorly designed programs are “boring” and result in trainees having a poor
retention rate of the material as well as a low finish rate.
E. Online or E-Learning- In addition to computer-based training, many companies with
employees in a variety of locations across the country are relying on other technologies to deliver
training. According to the “State of the Industry” report, companies are using a record level of e-
learning, and they predicts that number will continue to rise. This method is becoming more and
more popular as access to the Web becomes more widely available. Some examples include:
Web-based training
This method puts computer-based training modules onto the Web, which companies can then
make available to their employees either on the company’s intranet or on a section of the
vendor’s website that is set up for your company. There are many courses available on the
Internet in many different topic areas. These courses provide a hands-on, interactive way for
employees to work through training presentations that are similar to CD-ROM or PowerPoint, on
their own. Training materials are standardized because all trainees will use the same program.
Materials are also easy to update, so your training is always in step with your industry. Web-
based training programs are also often linked with software (a learning management system, or
LMS) that makes trainees’ progress trackable, which makes recordkeeping very easy for the
training administrator.

Tele- or video conferencing
These methods allow the trainer to be in one location and trainees to be scattered in several
locations. Participants are networked into the central location and can usually ask questions of
the trainer via the telephone or by a web chat feature. Lectures and demonstrations can be
effective using this method.
Audio conferencing
This method is similar to videoconferencing but involves audio only. Participants dial in at the
scheduled meeting time and hear speakers present their training. Question and answer sessions
are frequently held at the end of sessions in which participants can email questions or call in and
talk to a presenter.
Web meetings, or webinars
This method contains audio and visual components. Participants dial in to receive live audio
training and also follow visual material that appears on their computer screens. These
presentations are similar to CD-ROM or PowerPoint presentations and sometimes offer minimal
online interactivity. Q & A sessions may also be held at the end of sessions.
Online colleges and universities. This method is also known as distance learning, and many
schools now offer certificates or degrees through online programs that require only minimal on-
campus residency.
We can use e-mail to promote or enhance training. Send reminders for upcoming training. Solicit
follow-up questions for trainers and/or managers. Conduct training evaluations through e-mail
forms.
Advantages
 Online or e-learning programs are effective for training across multiple locations.
 They save the company money on travel expenses.
 They can be a less expensive way to get training from expert industry professionals and
consultants from outside the company.
 They are useful for refresher training.
 They are good for self-directed learning.
 They can be easy to update with new company policies or procedures, federal
regulations, and compliance issues.
 They offer trainers a growing array of choices for matching training programs to
employee knowledge and skill levels.
Disadvantages
 These programs require trainees to be computer literate.

 They are usually generic and not customized to your company’s needs.
 Some employees may not like the impersonal nature of this training.
 Employees may be too intimidated by the technology or the remoteness of the trainer to
ask questions.
 Lack of computer terminals or insufficient online time may restrict or preclude access to
training.
 Inadequate or outdated hardware devices (e.g., sound cards, graphics accelerators, and
local area networks) can cause programs to malfunction.
 Your company’s Internet servers may not have enough bandwidth to receive the
materials.
 Self-instruction offers limited opportunities to receive context-specific expert advice or
timely response to questions
We evaluate the effectiveness of various training methods
We will evaluate our training method through these four stages :-
LEVEL 1 = Reaction
LEVEL 2 = Learning
LEVEL 3 = Behaviour
LEVEL 4 = Results
Level 1
The first stage is about the reaction of the trainee to the training. This sort of measurement is
concerned with how the trainees "feel” about the course. The usual course feedback sheets are an
example of the Kirkpatrick level 1 evaluation. Most organizations do not do any more than this
type of measurement and analysis. The drawback is that we do not really know if the trainee has
actually learnt anything. What really seems to be being asked of the trainee was how "happy”
were you with the course; hence the somewhat derogatory description that is often applied to the
"happy sheets”! We will now look at the next level of evaluation concerned with Learning.
Level 2
Things can be improved by using a pre-test and post-test and comparing the results. The
questions need to be objective and closely related to the course objectives (more about that later).
In this way we can determine if the training actually delivered knowledge and this was
understood by the trainees at the time. An organization that does this can be confident that the
trainee has actually learnt something at that time. Why do I make the point that we have to make
the measurement and consider the learning at a certain time? Well because we do not know if the

learning has had time to be internalised and become "concrete”. All too often trainees (and
delegates at conferences for example) will have difficulty remembering what was in the course
or seminar they attended a few days later let alone months later. There are various techniques
that we can employ to improve the level of recall but basically "if we don’t use it we will lose
it”!
Level 3
This is concerned with behaviour. By that we mean the measurable change in an individual as a
result of their attendance on the training course. This is, in my opinion, the least we should be
expecting from any training program. After all what is the point of spending money and using
resources if the training does not effect some measurable change in the behaviour of the trainee?
Level 4
These are metrics which really have an impact on the "bottom line” and for that reason feature in
the companies balance sheets and KPIs. We have to ask ourselves is this not the real reason for
training?
Training has to make a real difference in performance and effectiveness; this is tied closely to
competence. Training has be proven to deliver results and be cost effective. It might sound
simple but it is not for most organizations. The reason is that most do not have in place any
system for measuring the improvement in competence of the individual; let alone a systematic
approach to identifying the most effective means of assisting the individual to becoming
competent.
Appraising the Talent
Role from our company and design performance evaluation worksheet of that role
An operations manager fills a pivotal role in a business, government or other organization. The
precise tasks of an operations manager depend in large part upon the nature and size of the
enterprise, but she needs a wide range of business and interpersonal skills to succeed. In general,
an operations & manager plans, oversees and smooth communication.
 Management of Resources
Operations managers play a leading role in managing both raw materials and personnel.
Oversight of inventory, purchasing and supplies is central to the job. Human resources tasks

include determining needs, hiring employees, overseeing assignment of employees and planning
staff development.
 Financial Management
Operations managers play a key role in budgeting, controlling costs and keeping the organization
on track financially. Their management of the supply chain and other resources helps minimize
costs of production. Business forecasts, sales reports and financial statements to find ways to
maximize results. They use methods such as cost-benefit analysis to improve efficiency. Modern
operations management even includes sustainability in the financial equation.
 Goal-setting
Operations managers set goals and objectives and establish policies for various departments in
the organization. For example, operations manager duties include sales forecasting and planning
of sales promotions. In cooperation with other managers, they help establish procedures and put
them into effect.
 Communications
Operations managers need good communication and interpersonal skills to help the different
parts of an organization work together. Their job includes creating a positive culture where the
work can get done. They facilitate communication between employees and departments. At
times, operation managers help resolve disputes or disagreements. Operations managers
cooperate in high-level decision making with other top executives of an organization, such as the
president, chief financial officer and chief executive.
 Salary
Operations and general managers averaged an annual income of $113,100 in 2010, according to
the Bureau of Labor Statistics. Managers at the 10th percentile received $47,280 per year, while
those at the 75th percentile got $142,030 per year. The government does not report a specific
figure at the 90th percentile, stating only that it was at least $166,400 annually.
 Education and Outlook
Most operations managers have a minimum of a bachelor's degree in business, finance or another
field relevant to the organization. Some have a master's in business administration or other
advanced degree. The number of positions for operations managers will remain unchanged from
2008 to 2018, according to the Bureau of Labor Statistics. As existing operations managers move
to similar positions in different organizations, new applicants will face strong competition. Those

with good leadership skills, a proven ability to get results and foreign language skills have the
best chances of securing jobs.
 Policy Formulation
Formulating policy is one of the core duties of an operations manager. Companies must operate
and function on a daily basis within a prescribed set of guidelines. These guidelines are generally
established by operations managers. These can include how different departments within the
company or organization communicate and cooperate with one another. Policies can also include
disciplinary actions taken when employees break company rules.
 Planning
The planning of various company operations and activities is another major concern of the
operations manager. Operations managers tend to determine which products are bought and sold,
what prices they are bought or sold for and to whom they will be marketed, according to O*NET
Online. The operations manager also helps plan and coordinate activities between various
departments such as determining what types of sales promotions the company will engage in.
 Controlling Resources
Controlling major company resources is yet a third major function of an operations manager.
Operations managers oversee the implementation of payroll policies and procedures, how much
employees are paid, how funds are allocated for benefits packages and how other funds are spent
to keep the company operating smoothly on a day-to-day basis. Operations managers regularly
review financial statements to ensure that the company is operating as efficiently and as
profitably as possible.
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Human Resource Planning | Assignment | Project Report