HRD

1. MBBA 506 BBA 5 SEM
H-1 HUMAN RESOURCE DEVELOPMENT
THE RATIONALE FOR TRAININGAND DEVELOPMENT IN
CONTEMPORARY ORGANIZATIONS
INTRODUCTION
Training is defined as any attempt to improve employee performance on a
currently held job or one related to it. This usually means changes in specific
knowledge, skills, attitudes or behaviors. To be effective, training should involve
a learning experience, be a planned organizational activity and be designed to
meet the goals of individual employees. It usually implies preparation for an
occupation or for specific skills. It is narrower than development.
Development refers to learning opportunities designed to help employees grow.
The focus of development is in the long term to help employees prepare for
future work demands or career goals while training focuses on the immediate
period to help for any current deficit in employees’ skills.
RATIONALE
Surveys indicate that training and staff development are the leading issues for
most personnel departments. Staff training is an element in raising morale
because it sounds out people for possible future promotions. The aim should be
to train and develop each employee so far as possible even if that means running
the risk of losing them to other organizations. This growing awareness of the
importance of training and development over the past decades is also supported
by reports that employees were spending more in aggregate terms on these
activities.
Technological developments and organizational change have gradually caused
some employers to realize that success lie in the skills and abilities of their
employees thus this means considerable and continuous investment in training
and development. This has been brought to light by the rise in
human resources
management
, with its emphasis on the importance of people and the skills they

2. possess in enhancing organizational efficiency. Such human resource
management concepts
such as “commitment” to the company and the growth in
the “quality” movement have promoted
senior management teams to realize the
increased importance of training,
employee development and long term
education intended to mean basic instruction in knowledge and skills designed to
enable people to make the most of life in general. There has also been increased
recognition of the need to complement the qualities of employees with the needs
of the organization. Such concepts require not only careful planning but also
greater emphasis on employee development. Thus
human resources
development is seen as one of the major keys to the success of the organization
and is emphasized at all levels. Human resources development program are
continuous and shaped to fit the cultural changes in the organization in relation
to the individual’s needs. In this way, training and human resources development
become tools for effecting change.
CONCLUSION
The most effective companies look at training and career development as an
integral part of a Human Resources Development program carefully aligned with
corporate business strategies. They have come to view training as a key to
organizational survival and success. It has been used as corrective measures or
action to restore any imbalance between actual and standard performance. The
suggestion is continual training for employees. More so, human resources are the
most dynamic of all the organization’s management if they are to realize their full
potential in their work. Training and development therefore constitute an
important part of the issues faced by management today.
Management requires training and development. This will involve training for
new managers, further development and training for management, management
successions and the development of potential managers. Training and
development therefore constitutes a worth while investment decision and
operation in contemporary organizations.

3. Needs Analysis: Howto determine training needs:
Chapter Highlights
1. Types of Needs Analyses
2. Knowledge, Skills, Abilities
3. Techniques
4. Checklist for evaluating an assessment
Training Needs Analysis:The process of identifying training needs in an organization for the purpose of
improving employee job performance.
Introduction
Today's work environment requires employees to be skilled in performing complex tasks in an efficient,
cost-effective,and safe manner. Training (a performance improvement tool) is needed when employees
are not performing up to a certain standard or at an expected level of performance. The difference
between actualthe actual level of job performance and the expected level of job performance indicates a
need for training. The identification of training needs is the first step in a uniform method of instructional
design.
A successfultraining needs analysis will identify those who need training and what kind of training is
needed. It is counter-productive to offer training to individuals who do not need it or to offer the wrong
kind of training. A Training Needs Analysis helps to put the training resources to good use.
Types ofNeeds Analyses
Many needs assessments are available for use in different employment contexts. Sources that can help
you determine which needs analysis is appropriate for your situation are described below.
 Organizational Analysis. An analysis of the business needs or other reasons the training is desired.
An analysis of the organization%27s strategies,goals, and objectives. What is the organization overall
trying to accomplish? The important questions being answered by this analysis are who decided that
training should be conducted, why a training program is seen as the recommended solution to a
business problem, what the history of the organization has been with regard to employee training and
other management interventions.
 Person Analysis. Analysis dealing with potential participants and instructors involved in the process.
The important questions being answered by this analysis are who will receive the training and their
level of existing knowledge on the subject, what is their learning style, and who will conduct the
training. Do the employeeshave required skills? Are there changes to policies, procedures, software,or
equipment that require or necessitate training?
 Work analysis / Task Analysis. Analysis of the tasks being performed. This is an analysis of the job
and the requirements for performing the work. Also known as a task analysis or job analysis, this

4. analysis seeks to specify the main duties and skill level required. This helps ensure that the training
which is developed will include relevant links to the content of the job.
 Performance Analysis. Are the employees performing up to the established standard? If performance
is below expectations, can training help to improve this performance? Is there a Performance Gap?
 Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers
questions about what knowledge or information is used on this job. This information comes from
manuals, documents, or regulations. It is important that the content of the training does not conflict or
contradict job requirements. An experienced worker can assist (as a subject matter expert) in
determining the appropriate content.
 Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of
severalsolutions to employment problems. However,it may not always be the best solution. It is
important to determine if training will be effective in its usage.
 Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training
results in a return of value to the organization that is greater than the initial investment to produce or
administer the training.
Principle of Assessment:Use assessment instruments for which understandable and comprehensive
documentation is available.
Knowledge, Skills,and Abilities
Today's workplace often requires employees to be independent thinkers responsible for making good
decisions based on limited information. This kind of work may require training if the employee does not
have these skills. Below is a list of various competencies that employees may be required to posess in
order to perform their jobs well.
 Adaptability
 Analytical Skills
 Action Orientation
 Business Knowledge/Acumen
 Coaching/Employee Development
 Communication
 Customer Focus
 Decision Making
 Fiscal Management
 Global Perspective
 Innovation
 Interpersonal Skills
 Leadership
 Establishing Objectives
 Risk Management
 Persuasion and Influence
 Planning
 Problem Solving
 Project Management
 Results Orientation
 Self-Management
 Teamwork
 Technology
Are any of these KSA's required before the employee is hired? Are the required KSA's included in any
job postings or advertisements? Do they need to be?
Techniques

5. Several basic Needs Assessment techniques include:
 direct observation
 questionnaires
 consultation with persons in key positions, and/or with specific knowledge
 review of relevant literature
 interviews
 focus groups
 assessments/surveys
 records & report studies
 work samples
Conducting an Organizational Analyses
Determine what resources are available for training. What are the mission and goals of the organization in
regards to employee development? What support will te senior management and managers give toward
training? Is the organization supportive and on-board with this process? Are there adequate resources
(financial and personnel)?
Conducting a Work / Task Analysis
Interview subject matter experts (SME%27s) and high performing employees. Interview the supervisors
and managers in charge. Review job descriptions and occupational information. Develop an
understanding of what employees need to know in order to perform their jobs.
Important questions to ask when conducting a Task Analysis:
1. What tasks are performed?
2. How frequently are they performed?
3. How important is each task?
4. What knowledge is needed to perform the task?
5. How difficult is each task?
6. What kinds of training are available?
Observe the employee performing the job. Document the tasks being performed. When documenting the
tasks, make sure each task starts with an action verb. How does this task analysis compare to existing job
descriptions? Did the task analysis miss any important parts of the job description? Were there tasks
performed that were omitted from the job description?
Organize the identified tasks. Develop a sequence of tasks. Or list the tasks by importance.
Are there differences between high and low performing employees on specific work tasks? Are there
differences between Experts and Novices? Would providing training on those tasks improve employee
job performance?
Most employees are required to make decisions based on information. How is information gathered by the
employee? What does the employee do with the information? Can this process be trained? Or, can
training improve this process?
Cognitive Task Analysis
Develop a model of the task. Show where the decision points are located and what information is needed
to make decisions and actions are taken based on that information. This model should be a schematic or
graphic representation of the task. This model is developed by observing and interviewing the employees.
The objective is to develop a model that can be used to guide the development of training programs and

6. curriculum.
Since the training is based on specific job tasks,employees may feelmore comfortable taking the effort to
participate in training.
Gather information about how the task is performed so that this can be used to form a model of the task.
Review job titles and descriptions to get an idea of the tasks performed. Observe the employee
performing the job. Review existing training related to the job. Make sure you observe both experts and
novices for comparison.
Critical Incident Analysis
Critical Incident Interview Guide.
Conducting a Performance Analysis
This technique is used to identify which employees need the training. Review performance appraisals.
Interview managers and supervisors. Look for performance measures such as benchmarks and goals.
Sources of performance data:
1. Performance Appraisals
2. Quotas met (un-met)
3. Performance Measures
4. Turnover
5. Shrinkage
6. Leakage
7. Spoilage
8. Losses
9. Accidents
10. Safety Incidents
11. Grievances
12. Absenteeism
13. Units per Day
14. Units per Week
15. Returns
16. Customer Complaints
Are there differences between high and low performing employees on specific competencies? Would
providing training on those competencies improve employee job performance?
Checklist for Training Needs Analysis
It is helpful to have an organized method for choosing the right assessment for your needs.
A checklist can help you in this process. Your checklist should summarize the kinds of information
discussed above. For example, is the assessment valid for your intended purpose? Is it reliable and fair? Is
it cost-effective? Is the instrument likely to be viewed as fair and valid by the participants? Also consider
the ease or difficulty of administration, scoring, and interpretation given available resources.

7. UNIT -2
Training Methods
When you play a sport, you want to do the best you can. Training improves your performance.
Selecting the appropriate training methods to incorporate in your training program is important for a
number of reasons.
First, a focused, structured, individualized training program can increase your breathing rate and your
efficient use of oxygen. It can also help your body work at a higher level of exercise for a longer time
because it helps it get rid of lactic acid. It also helps your body convert more fat to energy (that is lipid
metabolism). Third, it also leads to physical changes in the muscles, helping them to be more tolerant
to the stresses caused by prolonged exertion, particularly by strengthening the connective tissue between
muscle fibers so that they experience fewer microtraumas.
An important concept we need to keep in mind when we are talking about using training most effectively
is our ‘aerobic ceiling’ or ‘VO2max’. When you exercise, for example, by running or cycling, you breathe
at a rate that gives your body enough oxygen to allow you to continue doing the activity without too much
distress. During this time you are running or cycling ‘aerobically’, that is, with oxygen.
You know you are cycling aerobically because you have enough air left over to speak. If you work harder
still and put in more effort still, for example, you go up a hill at the same rate, you reach a point where
you just cannot take in enough air to meet the needs of your muscles. The point at which this first
happens is your aerobic ceiling or VO2max. This is when you stop speaking. If you go on increasing
your rate further, you will be running or cycling ‘anaerobically’, that is, without oxygen. VO2max is "the
maximum amount of oxygen you can take in and use."
some factors that affect your training.
There are various questions you can ask about your training; how hard should you train, how often and
how long? We examine these questions in this section.
How hard should you work when you train? This is called your ‘training intensity’. Is harder training
better? The optimal training intensity depends on the individual person. It is train often at above this
level; you are more likely to be injured. Training at a lower level helps you keep general cardiovascular
health but you will not optimize your personal performance for high level aerobic events.
How long should an exercise session last? The ideal duration for a training session is difficult to say
because it, too, depends on the individual person and on the intensity with which the person exercises.
Thirty minutes of training at 85% maximum heart rate may be of more benefit than 15 minutes. Training
for sixty minutes, however, may not give you twice the advantage. This is because there is a point at
which the negative effects of exercising come into play when doing it at a high level. When you know
the goal of your training, for example, to run 20 km or cycle 80 km, it is best to look at the duration of
the planned event, and to train at the same level of anticipated performance for approximately that
duration and gradually increase your efficiency for achieving that goal.
How long should you train? What is the most effective training frequency? It seems that most people

8. get maximum aerobic conditioning that is, they increase VO2max, with 3 training sessions each
week. The days you take off allow muscles and ligaments to repair and reduce the risk of cumulative
physical stress. The 3 days rest each week maximize aerobic conditioning equally in any combination,
for example, 3 days in a row with 4 rest days or alternating days.
When you are talking about the frequency of training, you need to focus on the intensity of the training.
If you keep the intensity the same, you can lower the frequency and duration of the training you need to
maintain your aerobic fitness level. However, if you reduce the intensity of the training and still do it
with the same frequency, your fitness level will drop.
how can you select the types oftraining that are most useful for you ?
There are several different training methods that can be used to improve ability in different sports. How
can you decide which methods will work best for you? What you need to do is to look at the intensity
and duration of energy use in your chosen sport. The different types of training involve activities that
last for different periods of time. Anaerobic exercise lasts for a brief duration while aerobic exercise
lasts much longer.
Anaerobic exercise usually lasts less than 60 seconds. Weightlifting and sprinting are examples of this. If
these events last more than 10 seconds, lactic acid can build up and reduce muscle performance. Training
that focuses on anaerobic activities improves your tolerance to and removal of lactic acid and helps your
muscles get energy from anaerobic conditions.
Aerobic training improves the delivery of oxygen to the muscles. It increases how well the heart pumps
the blood and how well the muscles extract oxygen from the blood. It also improves how well glucose is
converted into energy. Slow long distance work is good training for aerobic, endurance events.
As your level of exertion increases, there is a slow buildup of anaerobic metabolism in your muscles. At
85% VO2max, the "anaerobic threshold" for most individuals, there is an abrupt increase in anaerobic
metabolism throughout the entire muscle. In most training programs you need a balance of both aerobic
and anaerobic exercises.
what types oftraining should you do ?
There are various types of training methods you can use to obtain the required improvement in fitness.
These methods include
 Weight or resistance training
 Plyometric training
 Circuit training
 Interval training
 Aerobic or continuous training

The types oftraining methods are as follows:

9.  Weight or resistance training Weight or resistance training focuses on building up strength,
power or local muscular endurance by exercising muscle against a resistance. The muscles
contract to lift a weight such as a barbell, a dumbbell or an item that offers resistance.
 Circuit training Circuit training is an approach to training that can be used to develop several
aspects of fitness. Circuits can be designed to include many types of activities and equipment that
may be specific to a certain activity or sport.
 Plyometric training Plyometric training can be used to develop fast muscle fibre so that you can
get power, particularly in the legs. It’s based on the idea that a shortening muscular contraction is
much stronger if it immediately follows a lengthening contraction of the same muscle. Muscle
fibres transfer energy more quickly and powerfully when they move in this way. It’s like
stretching fully a coiled spring and then letting it go; energy is released rapidly as the spring
recoils. Individuals can use activities such as hopping, depth jumping and bounding.
Pylometric training should be implemented under supervision, since the technique and strength
necessary to do the activities is broken by periods of rest to minimize injury.
 Interval training Interval training is used to improve both aerobic and anaerobic fitness. It
refers to having periods of intense physical activity between periods of recovery, to allow longer
periods of training time at your peak performance levels. Doing ten 80-metre sprints in ten
seconds with a 60 second recovery is an example. In training for sprints, for example, the
exercise intensity or maximum effort should remain unchanged and the recovery period should be
at least three times longer than the training interval.
You can also use interval training for longer events. If you are training to run 10 km run in 40
minutes, you could begin by running 1 km in 4 minutes, have 4 minutes rest, then run another and
gradually build up from this. This type of training is usually alternated with other training
methods, for example, you may run like this two nights a week and spend the third session taking
a longer, slower run.
 Continuous training Continuous training refers to aerobic activity performed at 60 to 90%
VO2max for at least half an hour with a minimum of three training sessions per week. This
training improves aerobic capacity. Examples of this are aerobics, gym circuit classes, cycling
and swimming and running and jogging. When done at the lower end of this range, it is often
referred to as long, slow distance (LSD) training. This level of training is ideal for those starting
off an exercise program, those wishing to maximize burning calories for weight loss and as an
option for an active "rest” day in a weekly aerobic training program.
This level of exertion can be maintained for hours at slightly less intensity than used in
competitive events in the past, and is particularly suited for endurance event training. It is
thought to have a preferential beneficial effect on the slow twitch muscle fibers (as opposed to the
fast twitch fibers used in sprint interval training).
You can improve your performance in any sport by developing an effective training program. You can
select the most appropriate training methods to incorporate in your training program by following
these steps.