Employee training, Training need assessment Training methods Training evaluation Cross-cultural training, Designing executive development programme Techniques of executive development Career planning and development

1. Title Layout
SUBTITLE

2. • Employee training
• Training need assessment
• Training methods
• Training evaluation
• Cross-cultural training
• Designing executive development program
• Techniques of executive development
• Career planning and development

3. Training?
Training helps to
bridge the gapExisting
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes
Training is
expensive…..Without training
it is more expensive..

4. Performance/Re
sults
Time
Expected Curve
Actual Curve
Gap
In training terms this means we need to develop programs to fill the Gap
1,000 Cars
800 Cars
200 Cars
The Gap Concept

5. Acc. to Michael Armstrong
“The systematic development of knowledge, skills and attitudes
required by an individual to perform adequately a given task of
job”.
Acc. to Dale S. Beach
“Training is the act of increasing knowledge and skills of an
employee for doing a particular job.”

6. New candidates who join an organization are given training. This training
familiarize them with the organizational mission, vision, rules and regulations and
the working conditions.
The existing employees are trained to refresh and enhance their
knowledge.
If any updates and amendments take place in technology, training is given to
cope up with those changes. For instance, purchasing a new equipment, changes in
technique of production, computer implementation . The employees are trained
about use of new equipment's and work methods.
When promotion and career growth becomes important. Training is given so
that employees are prepared to share the responsibilities of the higher level job.
Training is given on four basic grounds:

7. Improving Employee Performance
Updating Employee Skills
Avoiding Managerial Obsolescence
Succession Planning
Retaining and Motivating Employee
Creating an Efficient and Effective Organization
Improves morale of employees
Less supervision
Fewer accidents
Chances of promotion.
Increased productivity
BENEFITS OF TRAINING

8. Company
Policies and
Procedures
Skill-based
Training.
Human
Relations
Training
Problem
Solving
Training
Managerial
and
Supervisory
Training

9. On-the Job Training
Trainee
Job Rotation
Apprenticeship
training/Paid Internship
Vestibule training
Coaching
Temporary promotions
Off-the Job Training
Organizing Special
Curriculum and Classes
Organizing Conference
and seminars
Training in Education
Institutions
Case Study Method
Incident Analysis Method
Lecture Method
Role Playing Method

10. Needs assessment
Design training objectives
Develop program content
Implement training program
Evaluate effectiveness of training program
Developing Human Resources

11. Training Needs Assessment

12. Needs Assessment
• Refers to the process used to determine if training is necessary.
• Because needs assessment is the first step in the instructional
design process:
• If it is poorly conducted, training will not achieve the outcomes or financial
benefits the company expects.
3 - 12

13. The Needs Assessment Process
3 - 13
Reasons or “Pressure Points Outcomes
What is the Context?•Legislation
•Lack of Basic Skills
•Poor Performance
•New Technology
•Customer Requests
•New Products
•Higher Performance Standards
•New Jobs
•What Trainees Need to Learn
•Who Receives Training
•Type of Training
•Frequency of Training
•Buy Versus Build Training
Decision
•Training Versus Other HR
Options Such as Selection or
Job RedesignWho Needs the
Training?
In What Do They
Need Training?
Organization
Analysis
Task
Analysis
Person
Analysis

14. Needs assessment involves:
 Organizational Analysis – involves determining:
 the appropriateness of training, given the business
strategy
 resources available for training
 support by managers and peers for training
 Task Analysis – involves:
 identifying the important tasks and knowledge,
skill, and behaviors that need to be emphasized in
training for employees to complete their tasks
3 - 14

15. Needs assessment involves: (continued)
 Person Analysis – involves:
determining whether performance deficiencies
result from a lack of knowledge, skill, or ability
(a training issue) or from a motivational or
work design problem
identifying who needs training
determining employees’ readiness for training
3 - 15

16. Key Concerns of Upper- and Midlevel Managers and Trainers in Needs
Assessment
Upper-Level Managers Midlevel Managers Trainers
Organizational
analysis
Is training important to
achieve our business
objectives?
How does training support
our business strategy?
Do I want to spend money on
training?
How much?
Do I have the budget to buy
training services?
Will managers support
training?
Person analysis What functions or business
units need training?
Who should be trained?
Managers?
Professionals?
Core employees?
How will I identify which
employees need training?
Task analysis Does the company have the
people with the knowledge,
skills, and ability needed to
compete in the marketplace?
For what jobs can training
make the biggest difference in
product quality or customer
service?
What tasks should be
trained?
What knowledge, skills,
ability, or other
characteristics are necessary?
3 - 16

17. 17
Developing and Conducting Training
1. Determine location and who will conduct the training.
o Onsite facilities vs. offsite.
o Inside training staff vs. outside vendors.
2. Develop training curricula.
Based on job/task analysis and individual needs.
3. Select training methods.
o Considering learning principles.
o Consider appropriateness and cost.

18. “ the process of collecting the outcomes needed to determine if training is effective”.
Training evaluation
Reasons for evaluating training
• To identify the program’s strengths and weaknesses.
• To assess whether the content, organisation and administration of the program contribute to learning and the use
of training content on the job.
• To identify which trainees benefited most or least from the program.
• To gather data to assist in marketing programs.
• To determine the financial benefits and costs of the program.
• To compare the costs and benefits of training versus non-training investments.
• To compare the costs and benefits of different training programs, so as to choose the best program.

19. Evaluating Training Effectiveness
5 Criteria - Kirkpatrick’s
1. Reaction
 Are participants satisfied with training?
2. Learning
 How much has been learned?
3. Attitude Change
 Did training result in attitude change?
4. Behavior change
 Did the learning transfer to the job?
5. Results criteria
 Was the training worth the cost to the company?

20. EMPLOYEE DEVELOPMENT
Subtitle

21. Employee Development
Development relates to the development and growth of the employees in an organization
through a systematic process.
 It helps in the developments of the -:
 Intellectual skills
 Managerial skills
 People management skills.
It trains managers to understand and analyze different situations, and to arrive at and
implement the correct solutions.

22. Knowledge Based Methods
 In this technique, trainees are exposed to concepts and theories, basic
principles, and pure and applied knowledge in any subject area.
 The main aim is to make trainees aware of the fundamentals.
 The examples of this method are lectures, seminars, workshops, films and
training, group discussions, etc.

23. Job rotation
Multiple Management
E-Learning
Lesson study
Consultation
In-basket Methods (memo’s , letters, and reports.)
Business games (groups or teams)
Case studies
Role play
Employee Development Program

24. Improving the employee performance
Enabling the senior manager to have overall perspective about the organization and also equipping them with necessary skills to coordinate
the various units of the organization .
Identifying the employees with executive talent and developing them so that they can occupy managerial position in the future.
Motivating the managers to perform more effectively in accordance with the organizational goals
Updating managers from time to time about the latest challenge and development s in their respective fields
Improving the analytical and social areas
Providing insight into conceptual issues relating to economic , technical and social areas
Improving human relation skills and encouraging creative thinking
Objectives of management Development

25. Executive Development Program
Executive development programs are designed for business professionals. Through the executive
development program, business executives can learn to become better leaders and gain skills that
can help them develop a global business. Specific skills or abilities that business professionals
can acquire through an executive development program include:
 Ability to function more adeptly in management roles by gaining additional confidence and
knowledge
 Ability to apply new concepts
 Increases leadership skills
 Strengthens communication skills
 Ability to work with others, while assessing their skills and strengths
 Ability to formulate more competitive business strategies
 Skills in team building

26. Career Planning and Development

27. How do people choose careers?
Interest
Self-image
Personality
Family background
Social background
Qualification
A Career can be defined as a sequence of positions, roles or jobs held by one
person over a relatively long time span.

28. Career Planning
“Career planning consists of activities and
actions that you take to achieve your individual
career goals”
A career path is the sequential pattern of jobs that
form.
Career goals are the future positions that an
individual strives to reach as part of a career.

29. How important is career planning?
The top management
view as a
tool for
succession planning
The manager
sees career
planning
as a retention
And
motivational
tool
A typical
Employee
views a career
planning
program
as a path to
upward
mobility
Win-Win situation
for all

30. Advantages of Career Planning and Development
For Individuals:
1. The process of career planning helps the individual to have the knowledge of various career
opportunities, his priorities etc.
2. This knowledge helps him select the career that is suitable to his life styles, preferences, family
environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be promoted.
4. Internal promotions, upgradation and transfers motivate the employees, boost up their morale and also
result in increased job satisfaction.
5. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and
loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another organization. This will lower
employee turnover.
7. It improves employee’s performance on the job by taping their potential abilities and further employee

31. For Organizations: -
A long-term focus of career planning and development will increase the effectiveness of human
resource management. More specifically, the advantages of career planning and development for an
organization include:
i. Efficient career planning and development ensures the availability of human resources with
required skill, knowledge and talent.
ii. The efficient policies and practices improve the organization’s ability to attract and retain highly
skilled and talent employees.
iii. The proper career planning ensures that the women and people belong to backward communities
get opportunities for growth and development.
iv. The career plan continuously tries to satisfy the employee expectations and as such minimizes
employee frustration.
v. By attracting and retaining the people from different cultures, enhances cultural diversity.
vi. Protecting employees’ interest results in promoting organizational goodwill.

32. Objective of career planning
Attract and
retrain talent
by offering
better career
growth
Use HR
effectively
and achieve
greater
productivity
Reduce
employee
turnover
Improve
morale and
motivation
Better
succession
planning

33. Typical entry-level Employee Expectation vs. Reality
Expectation
“I will have much freedom to work as I please”
“Most of my work projects will fun.”
“I will receive lot of helpful feedback from my
boss”
“If I do well at work, I will get good raises and
promotions”
“I can apply the latest technique that I learned
at school”
“I will be able to balance my personal needs
and work life”
Reality
“My boss tells me what to do and how to do it.”
“I have much boring, routine work”
“Money and promotions are limited and factors
other than performance count”
“People resist new ideas that I suggest”
“My job and personal goals often conflict”

34. Career Planning Process

35. 1. Self Assessment
2. Academic/ Career
options
3. Relevant /Practical
Experience
4. Job Search
Career
planning process

36. • Self-Assessment : The first step in the Career Planning Model
involves gathering information about yourself to assist in making a
decision about a career. You should develop an understanding of self
including values, interests, aptitudes, abilities, personal traits, and
desired life style, and become aware of the interrelationship between
self and occupational choice
• Academic/Career Options: The second step allows individuals to
investigate the world of work in greater depth, narrow a general
occupational direction into a specific one through an informed decision
making process, and declare a major.
• Relevant/Practical Experience: In Step III individuals evaluate
occupational choices and gain practical experience through
internships, cooperative education, relevant summer employment,
volunteer work and campus activities. In addition, more specific
decisions about occupational choices are made.

37. LG takes up career planning for employees
– In an innovative way to beat attrition, which has hit 30 per cent across the industrial sector,
LG Electronics India is taking up a 5-year programme to nurture the career of its white-collared
employees.
– The company has made the programme mandatory for its white-collared employees that
number about 1,900.
– "In this initiative all our employees will have to undergo an assessment by experts who would
help them identify their weak points. During the course of the next five years they would be
given thorough training in those areas.
– "The senior employees will be assessed on the basis of their vision and leadership abilities.
The young people will be assessed as per their functional capabilities,"

38. Dell supports your growth:
Career development programs
– Dell provides programs to power your career growth and development. Our programs
help team members emerge as leaders through mentorship, encouragement, and
opportunities that are just the right blend of rewards and challenges.
– We invest in our people and have developed a series of special programs that enables
you to pursue a career that fulfills your ambitions and potential.
– From one-on-one meetings with mentors to regular 360-degree feedback and routine
check-ins with a long-term career plan, these programs give you ample opportunity to carve
your own path toward leadership.
– Dell supports your career from the beginning by providing higher education

39. Issue in Career Planning
– Dual Family Careers: The proportion of women in professional occupations has increased dramatically in the recent years.
– Low Ceiling Careers: Some highly specialized jobs have little room for advancement in career terms.
– Declining Opportunities: Career opportunities for certain jobs or categories sometimes decrease due to technological and economic
changes.
– Career Stages: Employees move through different career stages and their career needs change as they move from one stage to
another.
– Restructuring: The demands of a fast changing economy have been forcing organization to restructure and reorganize themselves.
– Career Plateaus: Employees reach a plateau in their career when they feel that there in nothing else left to achieve.
– Work-family Issues: Elderly parents, school going kids, a sick relative or family member, are some of the many family issues that
change the career path of an employee.

40. – Career development is essential to implement career plan. Career development consists of
personal improvements undertaken by the individual employee, training, development and
educational programmes provided by the organization and various institutes.
– The most important aspect of career development is that every employee must accept his/her
responsibility for development. Various career development actions prove useful if an employee
is committed to career development.
Career Development

41. Process of Career Planning & Development
Preparing and implementing action plan including acquiring resources for achieving goals.
Formulating career strategy covering areas of change and adjustment.
Establishing realistic goals both short-term and long-term.
Relating specific jobs to different career opportunities.
Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitude etc., and in terms of qualifications, experience and
training received etc.
Analysis of career opportunities both within and outside the organization.
Analysis of individual skills, knowledge, abilities, aptitudes etc.

42. Steps involved in Career Development System
Needs: -Defining the present system i.e. this step involves in the conducting a needs assessment as in a training programme.
– Establishroles and responsibilitiesof employees, managers, and the organization.
– Identifyneeds; establishtarget groups.
– Establishcultural parameters;determineorganizationalreceptivity,support, and commitmentto career development.
– Assess existing HR Programme or structure;consider possible linksto a career development programme.
– Determineprior attemptsat solving the problem or need.
– Establishthe missionor philosophy of the programme.
– Design and implementneeds assessment to confirm the data or collect more data.
– Establishindicators or criteriaof success.

43. Steps involved in Career Development System
– 2. Vision: -The needs of the career system must be linked with the interventions. An ideal career
development system known as the vision links the needs with the interventions.
–Create a long-term philosophy.
–Establish the vision or objectives of the programme.
–Design interventions for employees, managers, and the organization.
–Organize and make available career information needed to support the programme.

44. Action Plan: -An action plan should be formulated in order to achieve the vision. The support of the top
management should be obtained in this process.
–Assess the plan and obtain support from top management
–Create a pilot programme
–Assess resources and competencies.
–Establish an advisory group.
–Involve advisory group in data gathering, programme design, implementation, evaluation and
monitoring
Results: -Career development programme should be integrated with the organization’s on-going
employee training and management development programmes. The programme should be evaluated
from time to time in order to revise the programme.
–Create long-term formalized approaches.
–Publicize the programme.
–Evaluate and redesign the programme and its components.

45. CROSS CULTURAL TRAINING

46. Expatriate
• An expatriate (often shortened to expat) is a person temporarily or
permanently residing in a country other than their native country.
• An expatriate is an individual living in a country other than their country of
citizenship, often temporarily and for work reasons. An expatriate can also be an
individual who has relinquished citizenship in their home country to become a
citizen of another. If your employer sends you from your job in its New York
office to work for an extended period in its London office, once you are in
London, you would be considered an expatriate or "expat."

47. REPATRIATION
Career managementFinancial management
Reentry shock
Expatriate Training
PREDEPARTURE
 Stress training
 Business issues
ASSIGNMENT
Culture awareness
program
Language skills
Personal and
family orientation
Career planning
Practical Assistance
Language Skills
Local mentoring

48. Pre-departure Phase.
Employees need to receive language training and an orientation in the new country’s
culture and customs.
 The family should be included in the orientation.
 Expatriates and their families need information about housing, schools,
recreation, shopping, and health care facilities in the area where they will live.
 Experiential training methods are most effective in assignments that require
significant interpersonal interaction with host nationals.

49. Methods of training
Truly global operations means having a team of international managers who are
available to go anywhere in the world.
• Provide international experience to many levels of managers
• Short-term development assignments ranging from a few months to several years
• International job rotation
• Attendance at common training and development programs held either in the parent
country, or regional centers, or both
• International meetings in various locations that foster interaction and personal
networks

50. Types of Training and Development
Understanding the culture of host country, enhance effectiveness, familiarization trip
before formal transfer.
Manager’s ability to interact, help build rapport and improve manager’s effectiveness.
Adjust to day to day life in host country, establish a routine, successful adaptation,
Cultural Training
Language Training
Practical Training

51. On-site Phase.
Training involves continued orientation to the host country and its customs and
cultures through formal programs or through a mentoring relationship.
 Expatriates and their families may be paired with a mentor from the host
country who helps them understand the new, unfamiliar work environment
and community.

52. Prepares expatriates for return to the parent company and country from the foreign
assignment.
 Expatriates and their families are likely to experience high levels of stress and
anxiety when they return because of the changes that have occurred since
their departure.
Repatriation Phase

53. Cross Cultural Training (CCT)
• Cross-cultural preparation involves educating employees and their families who are
to be sent to a foreign country.
• MNC’s offer CCT to teach their expats, the host country’s appropriate norms and
behavior.
• CCT may be understood as any Planned intervention to increase the knowledge and
skills of the expatriates to live and work effectively in a unfamiliar host country and
culture.

54. Components of Cross Cultural Training (CCT)
Preliminary visits
Language training
Practical assistance
Cultural awareness program
Job related factors
Cultural knowledge and skills and facilitates expatriates’ adjustment to the host country’s culture

55. 55
Preliminary Visits
• A well-planned overseas trip for the candidate and spouse
provides a preview that allows them to:
assess their suitability for and interest in the assignment
introduce expatriate candidates to the business context in
the host location
adjust easier to the host location.

56. Language Training
Language training is a desired component of a pre-
departure program. There are three interrelated aspects
related to language ability that need to be recognized.
• The Role of English as the Language of World
Business
• Host-Country Language Skills and Adjustment
• Knowledge of the Corporate Language

57. 57
Role of English as the Language of World Business
Exclusive reliance on English diminishes the
multinational’s linguistic capacity. The resultant
lack of language competence has strategic and
operational implications as it limits the
multinational’s ability to monitor competitors and
process important information. Consider including
language training as a means of better
communication and the avoidance of ethnocentrism.

58. 58
Host-Country Language Skills and Adjustment
The ability to speak a foreign language can improve the expatriate’s
effectiveness and negotiating ability. Language skills are important in
terms of task performance and cultural adjustment. Hiring language
competent staff to enlarge the “language pool” from which potential
expatriates may be drawn is one answer and language training is another.

59. 59
Knowledge of the Corporate Language
When communicating with non-
English speaking segments of the
corporation, the multinational adopts a
common company language to
facilitate reporting standardization and
other control mechanisms, particularly
normative control. Pre-departure
training programs may need to include
both language of the host country and
the corporate language.

60. 60
Practical Assistance
Pre-departure training program
should provide information that
assists in relocation. HRM staff
can liaise with the sending line
manager as well as the HR
department in the foreign
location to assist the family
relocate. Where are we
going?
What can we
take?
Do I need a
passport and visa?
How about work
permits?
How long will it take us to get
there?
Money
exchange?
Where is the office and
where is a good place to
live?

61. 61
Job-Related Factors
There are differences in the way people approach tasks and problems
across different cultures, and this can have an impact on the learning
process. The ability to transfer knowledge and skills in a culturally-
sensitive manner perhaps should be an integral part of pre-departure
training programs.