Q:1 Functions of HRM

Importance of HRM:

Strategy management is an essential component of every organization and plays

a critical aspect in human resource management. HR managers oversee
strategies to guarantee that the organization meets its business objectives while
also making major contributions to corporate decision-making, which includes
assessments for present workers and projections for subsequent ones based on
business requirements. HR is also the agency to contact if any form of
professional problem emerges between workers. They guarantee that challenges
and disputes are properly handled by examining the topic objectively and
fostering good conversation to establish a solution. Furthermore, they assist
employees in understanding various methods of creating productive work
connections as well as the need not to allow personal judgment to affect their
behaviour.

Features of HRM

1. A Part of Management Discipline

HRM is a crucial aspect of administration. Even though it is not considered a

profession in itself, it is unquestionably a subject of study. Because HRM is part
of the management process category, it largely relies on management concepts,
methods and procedures when managing the human resources of almost any
business segment.

2. Universal Existence

HRM is universal and is applicable everywhere, irrespective of the size, nature

and variety of scopes.

3. Concerned with People

HRM is concerned with the management of human resources or human

characteristics in a business segment. It oversees a variety of individuals,
including workers/labourers, bosses, managers and other associated senior
managers. As a result, HRM is described as the management of “people
resources’ and their dedication to their jobs.

4. Action-oriented
Instead of record-keeping, written processes or regulations, the focus of Human
Resource Management is “activity.” Employee issues are resolved by sensible
policies.

5. Directed towards the achievement of objectives

HRM is focused on working to attain organizational goals. It also gives tools

and procedures for properly managing the firm’s human resources.

6. Integrating mechanism

Among the most essential purposes of HRM is to identify the best way to
achieve shared goals. It also helps to establish friendly relationships among
employees at all levels of a business.

7. Development-oriented

HRM strives to optimize or maximize the usage of employees’ talents or

potential. For all of this, it tailors the compensation structure to the demands of
the personnel. It also influences staff training in order to improve their abilities.
It makes every effort to fully use the capabilities of its people to serve the
organizational goals.

8. Continuous processes

HRM is an ongoing process, it operates from the day an organisation is created

until it is disbanded. It primarily focuses on managing the firm’s human capital,
which is a continuous process rather than a one-time event or a bad transaction.

9. Comprehensive function

HRM can never be an isolated process since it involves all employees. No one
is exempt from the periphery of HRM, regardless of his or her status,
remuneration or kind of job.

Objectives of HRM:

Some of the key objectives of HRM are:

o HR managers strive to reduce expenses in areas, such as retaining

employees. HR specialists are taught to conduct effective negotiations with
potential and current workers, as well as to be knowledgeable about
 employee perks that are likely to attract excellent applicants and keep current
employees.
o HR managers play an important role in developing employer-employee
relationships since they contribute considerably to training and development
programs. This leads to staff development inside the organization, hence,
increasing employee happiness and productivity.
o Human resource managers are in charge of organizing activities, events and
celebrations inside the organization, which provide possibilities for team
development. Furthermore, it increases employee engagement and fosters a
sense of confidence and regard among colleagues.
Functions of HRM:

1. Job design and job analysis

2. Employee hiring and selection
3. Employee training & development
4. Compensation and Benefits
5. Employee performance management
6. Managerial relations
7. Labour relations
8. Employee engagement & communication
9. Health and safety regulations
10.Personal support for employees
11.Succession Planning
12.Industrial Relations
1. Job design and job analysis

One of the foremost functions of HRM is job design and job analysis. Job
design involves the process of describing duties, responsibilities and operations
of the job. To hire the right employees based on rationality and research, it is
imperative to identify the traits of an ideal candidate who would be suitable for
the job. This can be accomplished by describing the skills and character traits of
your top-performing employee. Doing so will help you determine the kind of
candidate you want for the job. You will be able to identify your key minimum
requirements in the candidate to qualify for the job.
Job analysis involves describing the job requirements, such as skills,
qualification and work experience. The vital day-to-day functions need to be
identified and described in detail, as they will decide the future course of action
while recruiting.

2. Employee hiring and selection

Recruitment is one of the primary functions of human resource management.

HRM aims to obtain and retain qualified and efficient employees to achieve the
goals and objectives of the company. All this starts with hiring the right
employees out of the list of applicants and favourable candidates.

An HRM helps to source and identify the ideal candidates for interview and
selection. The candidates are then subjected to a comprehensive screening
process to filter out the most suitable candidates from the pool of applicants.
The screened candidates are then taken through different interview rounds to
test and analyse their skills, knowledge and work experience required for the
job position.

Once the primary functions of HRM in recruitment are completed, and the
candidate gets selected after rounds of interviews, they are then provided with
the job offer in the respective job positions. This process is important because
these selected employees will, after all, help the company realise its goals and
objectives.

3. Employee training & development

Imparting proper training and ensuring the right development of the selected
candidates is a crucial function of HR. After all, the success of the organisation
depends on how well the employees are trained for the job and what are their
growth and development opportunities within the organisation.

The role of HR should be to ensure that the new employees acquire the
company-specific knowledge and skills to perform their task efficiently. It
boosts the overall efficiency and productivity of the workforce, which
ultimately results in better business for the company.

HRM plays a very crucial role in preparing employees for bigger tasks and
responsibilities, which leads to the holistic development of employees at work.
And an organisation which provides ample growth and development
opportunities to its employees is considered to be a healthy organisation.

4. Compensation and Benefits

Benefits and compensation form the major crux of the total cost expenditure of
an organisation. It is a must to plug the expenses, and at the same time, it is also
necessary to pay the employees well. Therefore, the role of human resource
management is to formulate attractive yet efficient benefits and compensation
packages to attract more employees into the workplace without disturbing the
finances of the company.

The primary objective of the benefits and compensation is to establish equitable

and fair remuneration for everyone. Plus, HR can use benefits and
compensation as a leverage to boost employee productivity as well as establish
a good public image of the business.

Therefore, one of the core HR department functions is to lay down clear policies
and guidelines about employee compensation and their available benefits. One
of the functions of HR manager is to ensure the effective implementation of
these policies and guidelines. This creates equality and builds transparency
among the employees and the management within the organisation. After all,
the level of employee satisfaction at work is directly proportional to the
compensation and benefits they receive.

5. Employee performance management

The next activity on HR functions list is effective employee performance

management. Effective performance management ensures that the output of the
employees meets the goals and objective of the organisation. Performance
management doesn’t just focus on the performance of the employee. It also
focuses on the performance of the team, the department, and the organisation as
a whole.

Q:2 What is HRM and 2 integrated models of

HRM?
An HR model describes the HRM concept. It describes the HR Objectives,
Capabilities, Processes and Standards. It bridges gap between the HR Strategy
and the Organizational Structure and process. and the skills and competencies of
HR employees. The model helps HR function run smoothly. It also orients the
employees about the HR Processes. The employees are sure about their goals
and the main drivers for their success in HR. The HR Model thus designs the
clear principle and setting of the HR Roles and Responsibilities and assignment
of the different HR Projects into different units in HR. It is not easy to define a
model, but it saves many conflicts in the future. The HR Model helps to build a
stronger and more competitive HR Function in the organization. Human
resource management (HRM) has frequently been described as a concept with
two distinct forms: soft and hard. A good number of models that have been
designed for HRM . All these models fall under two categories: • Hard HRM •
Soft HRM 4. Hard HRM Hard HRM lacks humanistic approach and has a sharp
focus on financial outcomes. It does not focus on the needs of employees.
Employees are considered as any other factor of production and are primarily
viewed as cost to the company. Under this approach, business strategy is
established and resources are allocated to achieve them with employees as one
of the means. Under Hard approach focus of HRM is to identify the workforce
requirements of the organisation and they are recruited and managed
accordingly. There is one way communication which flows from top to down
not the other way round. Employees are not empowered and there is little
delegation. This model assumes the there are no differences of viewpoints
between managers and employees . They are similar. The Appraisal systems
also focus on making judgments about staff. Hard HRM suits the autocratic
leadership style. 5. Soft HRM It is a humanistic approach to HRM. Under soft
approach, employees are considered as the most important resource in the
business and a source of competitive advantage. Employees are treated as
individuals and their needs are planned accordingly. This approach concentrate
on the needs of employees and pay proper focus on their motivation and
development. Employees are assumed to be self-directed and committed. Unlike
hard approach, there is strong and regular two-way communication. Pay
structure is Competitive and rewards are based on performance. delegation of
authority is here and also there is focus on training and other development of
core employees.

Q:3 Job analysis job specification and job

description
Job analysis is primary tool in personnel management. In this method, a
personnel manager tries to gather, synthesize and implement the information
available regarding the workforce in the concern.
A personnel manager has to undertake job analysis so as to put right man on
right job.
There are two outcomes of job analysis:

1. Job description
2. Job specification
The information collected under job analysis is:

1. Nature of jobs required in a concern.

2. Nature/ size of organizational structure.
3. Type of people required to fit that structure.
4. The relationship of the job with other jobs in the concern.
5. Kind of qualifications and academic background required for jobs.
6. Provision of physical condition to support the activities of the concern.
For example- separate cabins for managers, special cabins for the
supervisors, healthy condition for workers, adequate store room for store
keeper.

Advantages of Job Analysis

1. Job analysis helps the personnel manager at the time of recruitment and
selection of right man on right job.
2. It helps him to understand extent and scope of training required in that
field.
3. It helps in evaluating the job in which the worth of the job has to be
evaluated.
4. In those instances where smooth work force is required in concern.
5. When he has to avoid overlapping of authority- responsibility relationship
so that distortion in chain of command doesn’t exist.
6. It also helps to chalk out the compensation plans for the employees.
7. It also helps the personnel manager to undertake performance appraisal
effectively in a concern.

A personnel manger carries analysis in two ways :

a. Job description
b. Job specification

1. JOB DESCRIPTION is an organized factual statement of job contents

in the form of duties and responsibilities of a specific job. The
preparation of job description is very important before a vacancy is
advertised. It tells in brief the nature and type of job. This type of
document is descriptive in nature and it constitutes all those facts which
are related to a job such as :
1. Title/ Designation of job and location in the concern.
2. The nature of duties and operations to be performed in that job.
3. The nature of authority- responsibility relationships.
4. Necessary qualifications that are required for job.
5. Relationship of that job with other jobs in a concern.
 6. The provision of physical and working condition or the work
environment required in performance of that job.

Advantages of Job Description

7. It helps the supervisors in assigning work to the subordinates so

that he can guide and monitor their performances.
8. It helps in recruitment and selection procedures.
9. It assists in manpower planning.
10.It is also helpful in performance appraisal.
11.It is helpful in job evaluation in order to decide about rate of
remuneration for a specific job.
12.It also helps in chalking out training and development programmes.
2. JOB SPECIFICATION is a statement which tells us minimum
acceptable human qualities which helps to perform a job. Job
specification translates the job description into human qualifications so
that a job can be performed in a better manner. Job specification helps in
hiring an appropriate person for an appropriate position. The contents are
:
1. Job title and designation
2. Educational qualifications for that title
3. Physical and other related attributes
4. Physique and mental health
5. Special attributes and abilities
6. Maturity and dependability
7. Relationship of that job with other jobs in a concern.

Advantages of Job Specification

8. It is helpful in preliminary screening in the selection procedure.

9. It helps in giving due justification to each job.
10.It also helps in designing training and development programmes.
11.It helps the supervisors for counseling and monitoring performance
of employees.
12.It helps in job evaluation.
13.It helps the management to take decisions regarding promotion,
transfers and giving extra benefits to the employees.

From the above advantages, we can justify the importance of job analysis and
it’s related products.
Both job description as well as job specification are important for personnel
manager in personnel management function. Therefore, job analysis is
considered to be the primary tool of personnel management.
Q:4 Job Rotation and Job Enlargement
Job Rotation
Job Rotation is a management approach where employees are shifted between
two or more assignments or jobs at regular intervals of time in order to expose
them to all verticals of an organization. It is a pre-planned approach with an
objective to test the employee skills and competencies in order to place him or
her at the right place. In addition to it, it reduces the monotony of the job and
gives them a wider experience and helps them gain more insights.

Job rotation is a well-planned practice to reduce the boredom of doing same

type of job everyday and explore the hidden potential of an employee. The
process serves the purpose of both the management and the employees. It helps
management in discovering the talent of employees and determining what he or
she is best at. On the other hand, it gives an individual a chance to explore his or
her own interests and gain experience in different fields or operations.

Job Rotation Objectives

Reducing Monotony of the Job: The first and foremost objective of job
rotation is to reduce the monotony and repetitiveness involved in a job. It allows
employees to experience different type of jobs and motivates them to perform
well at each stage of job replacement.

Succession Planning: The concept of succession planning is ‘Who will replace

whom’. Its main function of job rotation is to develop a pool of employees who
can be placed at a senior level when someone gets retired or leaves the
organization. The idea is to create an immediate replacement of a high-worth
employee from within the organization.

Creating Right-Employee Job Fit: The success of an organization depends on

the on-job productivity of its employees. If they’re rightly placed, they will be
able to give the maximum output. In case, they are not assigned the job that they
are good at, it creates a real big problem for both employee as well as
organization. Therefore, fitting a right person in right vacancy is one of the
main objectives of job rotation.

Exposing Workers to All Verticals of the Company: Another main function

of job rotation process is to exposing workers to all verticals or operations of the
organization in order to make them aware how company operates and how tasks
are performed. It gives them a chance to understand the working of the
organization and different issues that crop up while working.
Testing Employee Skills and Competencies: Testing and analyzing employee
skills and competencies and then assigning them the work that they excel at is
one of the major functions of job rotation process. It is done by moving them to
different jobs and assignments and determining their proficiency and aptitude.
Placing them what they are best at increases their on-job productivity.

Developing a Wider Range of Work Experience: Employees, usually don’t

want to change their area of operations. Once they start performing a specific
task, they don’t want to shift from their comfort zone. Through job rotation,
managers prepare them in advance to have a wider range of work experience
and develop different skills and competencies. It is necessary for an overall
development of an individual. Along with this, they understand the problems of
various departments and try to adjust or adapt accordingly.

Job rotation is a well planned management approach that is beneficial both for
employees and management.

Potential of job rotation

A well planned job rotation programme in an organization has immense
potential of positive impact on job satisfaction, engagement of people and
finally on retention of people. Few of the outcomes of job rotation with respect
to the individual are:

• Job enrichment
• Overall development
• Intrinsic motivation to perform caused by newer challenges
• Career development
• Where as for an organization, the benefits could include some or all of the
following:
• Leadership development
• Aligning competencies with organizational requirements
• Lower attrition rates
• Performance improvement driven by unique view points of new people

Job rotations at different levels of management

For job rotations at a slightly higher level, it is absolutely necessary that the
business problems in various areas are identified. This calls for the active
involvement of top management. Select most suitable people to be shifted from
their current jobs to tackle the challenges at hand by considering individual
attributes already described above. This will not only provide an insight for the
future leaders in various aspects of the business but also will enhance their
confidence levels as they solve these critical problems for the organization.
Job rotation at junior and middle level executives may be pivoted around their
strengths and attributes and the future roles expected of them. Focus must be on
exposure in all related areas of his domain of expertise, so that as they grow to
higher rungs of the management, they have an overall experience of their
domain.

Job rotations for workers must include aspects related to work environment,
also along with other individual attributes already explained, so that it adds to
his satisfaction derived from balanced distribution of work load, working
conditions and learning opportunities.

Done this way job rotation gets aligned with career development, leadership
development and employee satisfaction which would finally result in higher
levels of intrinsic motivation among the employees and hence may contribute in
retaining talent.

Job enlargement
Job enlargement is a job design technique wherein there is an increase in the
number of tasks associated with a certain job. In other words, it means
increasing the scope of one’s duties and responsibilities. The increase in scope
is quantitative in nature and not qualitative and at the same level.

Job enlargement is a horizontal restructuring method that aims at increase in the

workforce flexibility and at the same time reducing monotony that may creep up
over a period of time. It is also known as horizontal loading in that the
responsibilities increase at the same level and not vertically.

Many believe that since the enlargement is horizontal in nature there is not a
great need for training! Contrary to this, job enlargement requires appropriate
training especially on time and people management. Task related training is not
required much since the person is already aware of the same or doing it for
some time.

Benefits of Job Enlargement

The following are the major benefits of Job enlargement

Reduced Monotony: Howsoever interesting the job may appear in the

beginning, sooner or later people complain of boredom and monotony. Job
enlargement if planned carefully can help reduce boredom and make it more
satisfying and fulfilling for the employees.
Increased Work Flexibility: There is an addition to the number of tasks an
individual performs. There is thus an increased scope of carrying out tasks that
are versatile and yet very similar in certain aspects.

No Skills Training Required: Since the individual has already been

performing the task in the past, there is no great requirement for imparting of
new skills. However people and time management interventions may be
required. The job thus gets more motivational for the one performing it.

Job enlargement (sometimes also referred to as “horizontal loading”) involves

the addition of extra, similar, tasks to a job.

In job enlargement, the job itself remains essentially unchanged. However, by

widening the range of tasks that need to be performed, hopefully the employee
will experience less repetition and monotony that are common on production
lines which rely upon the division of labour.

With job enlargement, the employee rarely needs to acquire new skills to carry
out the additional task, and the motivational benefits of job enrichment are not
usually experienced.

One important negative aspect is that job enlargement is sometimes viewed by

employees as a requirement to carry out more work for the same amount of pay

Job Enrichment
Job enrichment means a vertical expansion of a job. It is different from job
enlargement. Job enlargement means a horizontal expansion of a job.

Job enrichment makes the job more meaningful, enjoyable and satisfying. It
gives the workers more autonomy for planning and controlling the job. It also
gives the workers more responsibility. Job enrichment gives the workers
opportunities for achievement, recognition, advancement and growth. So, the
workers are motivated to work harder.

Therefore, Job enrichment makes the job a source of motivation.

Features of Job Enrichment

The characteristics or features of job enrichment are:-

Nature of Job: Job enrichment is a vertical expansion of the job. The workers
are given jobs, which require higher-level knowledge, skills and responsibilities.
Job enrichment improves the quality of the job.
Objective: The objective of Job enrichment is to make the job more lively and
challenging. So, the job is a source of motivation for the workers.

Positive Results: Job enrichment gives positive results if the workers are highly
skilled. This is because workers are given opportunities to show initiative and
innovation while doing their job.

Direction and Control: Job enrichment encourages self-discipline. It does not

believe in external direction and control.

Advantages of Job Enrichment

The importance or merits or advantages of job enrichment are:-

• Job enrichment is useful to both the workers and the organization.

• The worker gets achievement, recognition and self-actualization.
• The worker gets a sense of belonging to the organization.
• The worker finds the job meaningful.
• Job enrichment reduces absenteeism, labor-turnover and grievances.
• It motivates the workers to give best performance.

Limitations of Job Enrichment

The shortcomings or demerits or limitations of job enrichment are:-

• In many cases, job enrichment does not give the expected results.
• It makes many changes in the job. So many workers oppose it.
• It has limited use for highly skilled managers and professionals. This is
because their jobs are already challenging.
• The consent of workers is not taken before implementing job enrichment.
• Managers force the workers to accept job enrichment, which is not good.

Job enrichment is a type of job redesign intended to reverse the effects of tasks
that are repetitive requiring little autonomy. Some of these effects are boredom,
lack of flexibility, and employee dissatisfaction (Leach & Wall, 2004). The
underlying principle is to expand the scope of the job with a greater variety of
tasks, vertical in nature, that require self-sufficiency. Since the goal is to give
the individual exposure to tasks normally reserved for differently focused or
higher positions, merely adding more of the same responsibilities related to an
employee’s current position is not considered job enrichment.

Differences Between Job Enrichment and Job Enlargement

The difference between job enrichment and job enlargement is essentially of
quantity and quality. Whereas job enlargement means increasing the scope of
job quantitatively by adding up more tasks, job enrichment means improvement
in the quality of job such that employees are more satisfied and fulfilled.

Through job enrichment an employee finds satisfaction and contentment in his

job and through job enlargement employee feels more responsible and
worthwhile in the organization.

Job enrichment entails the functions of planning and organizing and

enlargement involves execution of the same. Both complement each other, in
that job enrichment empowers and enlargement executes.

Job enrichment depends upon job enlargement for success and the reverse in not
true.

Job enrichment means a vertical expansion in duties and responsibilities and

span of control whereas in job enlargement the expansion is horizontal in
nature.

Job enrichment has been found to have greater impact in terms of motivation
when compared to job enlargement. Since enrichment gives employee greater
insights in managerial functioning and a better work profile, it is looked upon as
an indicator of growth and development. The same is not true in case of job
enlargement which is seen as an employer tactic to increase the workload.

Q:6 Career Planning and Succession Planning

Difference Between Career Planning and Succession Planning

Planning is one of the important aspects of human life, which implies thinking
beforehand, what is to be done in future. At the individual level, career planning
is quite common, which implies establishing the goals and timelines, within
which the individual has to achieve them. It analyses a person’s skills, abilities
and interest, to lay down long-term goals of a person.

At the organizational level, for the perpetual succession of an organisation,

there must be potential employees, to fill the key positions and take charge of
the organisation, which is possible only through proper succession planning. It
analyses the critical jobs in an organisation and what kind of person is required
to fulfil that position.

The main difference between career planning and succession planning lies in
the fact that who performs it. Check out the article to know more on the two
topics.
Content: Career Planning Vs Succession Planning

1. Comparison Chart
2. Definition
3. Key Differences
4. Conclusion

Comparison Chart

BASIS FOR
CAREER PLANNING SUCCESSION PLANNING
COMPARISON

Meaning Career Planning is the Succession Planning is a process

process through which an who tends to spot and develop
individual selects the the employees, that can occupy
goals of his work life and the key positions in the
finds ways to reach the organization, when they become
goals. vacant.

Subset of Career Management Succession Management

What is it? Individual Planning Organizational Strategy

Position One employee holds One position is held by different

different positions, in employees, over a period of
his/her work life. time.

Ensures Success in one's career. Continuity in leadership for all

key positions.

Definition of Career Planning

Career Planning is viewed as a systematic process, through which an individual

sets a goal for his/her career and formulate strategies to achieve them. It assists
an individual in exploring, selecting and chasing the life goals, to gain
satisfaction with the career.
Career Planning is the elementary step of career management process, in which
an individual determines the type of career an individual wants to pursue and
what are the ways to be chosen or steps to be taken to reach there. It helps in
evaluating one’s interest and abilities, identifying alternative career
opportunities, setting career goals and planning development activities.

When the organisation involves in planning, it is known as organisational career

planning, which is a systematic succession of jobs, carried out by the firm, for
the development of its employees.

Definition of Succession Planning

Succession Planning can be defined as the continuous process of recognising

and developing, potential leaders for holding the critical positions and replacing
the old ones, in an organisation, so as to ensure smooth functioning of the
organisation. It is a strategy, that suggest the steps taken to achieve the mission
and objectives of the organisation. It aims at finding out potential replacements,
both from inside and outside the organisation.

In this process, the employees are scanned and trained to occupy the major
leadership position, when the existing incumbents are no longer in the
employment of the organisation, due to reasons such as resignation,
superannuation, promotion, transfer, etc.

Succession Planning enables the managers and executives to assess and develop
a talent pool of employees, who has the ability and willingness to fill the
positions, vacant in the organisation.

Key Differences Between Career Planning and Succession Planning

The difference between career planning and succession planning can be drawn
clearly on the following grounds:

1. A process through which an employee chooses the goals of his work life
and look for the ways to reach the goals is known as career planning. On
the contrary, succession planning is all about recognising and developing
the employees who can take the critical positions in the organisation,
when they become vacant.
2. While career planning is a part of career management, succession
planning is a step of succession management.
3. Career planning is nothing but the planning process performed by an
individual for his/her career. As against, the succession planning is an
 organisational strategy adopted to keep the business going, by replacing
the key incumbents, with the best-selected employee for that position.
4. In career planning, one person holds various positions in his work life.
Conversely, in succession planning, a single position is held by different
persons in an organisation.
5. Career planning is helpful to get success in one’s career. On the other
extreme, succession planning ensures consistency in leadership, for the
key roles in the organisation.

Q:7 Retention and Strategy of Retention

A retention strategy is a plan that organizations create and use to
reduce employee turnover, prevent attrition, increase retention, and
foster employee engagement. While some turnover is inevitable, building a
retention strategy to prevent as much voluntary turnover as possible can save an
organization a lot of time and money. After all, it’s much easier and much less
expensive to train and develop your current employees than it is to continually
hire new people.

Benefits of an Effective Retention Strategy

The focus of an employee retention strategy is just as it sounds: retaining

employees. However, there are other positive outcomes of an effective retention
strategy besides just getting people to stick around your organization longer:

• Lower turnover
• Lower hiring costs
• Increased employee productivity
• Higher employee satisfaction
• Stronger work relationships
• Less work-related stress
• Less burnout

This means that creating a retention strategy isn’t just a good idea if you’re
experiencing higher-than-average turnover; it’s a good idea for any organization
that wants to improve its culture, employee experience, business outcomes, and
more.

Elements of a Retention Strategy

When developing an employee retention strategy, it’s important to identify the
areas of the employee experience you can actually influence so you know where
to focus your efforts. These areas may include:
• Environment: Improving an organization’s work environment as part

of an employee retention strategy might mean creating more quiet

spaces where employees can focus, opening up office space to
encourage collaboration, or even offering flexible work hours and
work-from-home options.
• Culture: Your organization should develop a culture that makes

employees want to stick around, especially when you consider that

nearly half of all people looking for new jobs cite company culture as
the main reason they decided to leave their last job.
• Benefits: Offering competitive employee benefits can also increase

retention. Healthcare is among the most important benefits an

organization can provide. Beyond that, choosing benefits that align
with what your employees value can increase employee satisfaction.
• Professional Development: Professional development is a priority for

many employees, especially millennials. Demonstrating to employees

that they have opportunities to learn and grow at your organization can
encourage them to stay longer.
• Rewards and Recognition: Nobody wants to feel unappreciated. If

employees feel like their hard work and great results aren’t being
recognized at your organization, they will be more likely to leave.

Q:8 Process of Training. Explain off the job & on

the job?
Difference Between On-the-job and Off-the-job training

Nowadays, training has become the core needs of the organization to develop
specific skills in their existing and prospective employees. There are two
methods for imparting training in workers are on-the-job training and off-the-
job training. As their name suggests, the former refers to the training imparted
at the actual job location involving ‘hands-on’ training, whereas the latter
method involves giving training to the employees at a place other than the real
job location.

While on-the-job training is provided at the workplace itself, the trainees

produce things while learning. In off-the-job training, the trainiees are away
from the work environment, that eliminates stress, frustration and bustle of day-
to-day job.

Check out the article presented to you, to learn the differences between on-the-
job-training and off-the-job-training.

Content: On-the-job training Vs Off-the-job training

1. Comparison Chart
2. Definition
3. Key Differences
4. Conclusion

Comparison Chart
 BASIS FOR OFF-THE-JOB
ON-THE-JOB TRAINING
COMPARISON TRAINING

Meaning On the job training refers to a When the employees are

form of training which is given training outside the
provided at the work place actual work location, such a
during the performance of the type of training is termed as
actual job. off the job training.

Approach Practical Theoretical

Active Yes No
participation

Location At the workplace Away from the workplace

Principle Learning by performing Learning by acquiring

knowledge

Work disruption No, because trainees produce Yes, because first training is
the products during learning. provided which is followed
by a performance.

Carried out by Experienced employees Professionals or experts.

Cost Inexpensive Expensive

Suitable for Manufacturing firms Non-manufacturing firms

Definition of On-the-job training

As the name suggests, “on the job” training (OJT) is a method of imparting
training to the employees when they are on the job at the workplace. The aim of
training is to make the employees familiar with the normal working situation,
i.e. during the training period, the employees will get the first-hand experience
of using machinery, equipment, tools, materials, etc. It also helps the employees
to learn how to face the challenges that occur during the performance of the job.

On-the-Job Training Methods

The main theme of this training method is learning by doing where the
supervisor or the experienced employees demonstrate the trainees how to
perform a particular task. The trainees follow the instructions of the supervisor
and perform the task.

Due to the simplicity, this method highly used by the firms to train the current
or future employees.

Definition of Off-the-job training

“Off the job” training is a method of training, which is undertaken at a site,

away from the actual workplace for a particular period. The reason
behind imparting training at a place other than the job location is to provide a
stress-free environment to the employees where they can concentrate only
on learning. Study material is supplied to the trainees, for complete theoretical
knowledge.

Off-the-job Training Methods

The trainees are free to express their views and opinions during the training
session. Moreover, they can explore new and innovative ideas.

It is one of the expensive training methods. It involves selection of the place of

training, the arrangement of facilities for the workers, hiring an expert to impart
training, etc.

Key Differences Between On-the-job and Off-the-job training

The basic differences between on-the-job and off-the-job training are indicated
below:

1. The training method used to impart training to employees while he is at

the workplace performing the job is known as On-the-job training. Off-
the-job training involves the training of employees outside the job
location.
2. On the job training has a practical approach, whereas off the job training
is theoretical.
3. On the job training involves the hands-on experience of the trainees
which is not with the case of off the job training.
4. ‘On the job’ training involves learning by doing the task while ‘off the
job’ training involves learning by acquiring knowledge.
5. In on the job training, there is no work disruption as the training and
production go hand in hand. Conversely, in off the job training, the work
is hampered because first of all training is provided which is followed by
the actual performance.
6. On-the-job training is carried out by the experienced employees. Unlike
off-the-job training which is provided by the experts.
7. On the job training is less expensive than off the job training.
8. On the job training is appropriate for manufacturing entities while off the
job training is suitable for non-manufacturing entities.

Q:9 TNI & TNA

Training Needs Analysis

Training needs analysis is a systematic process of identifying which kind of

training is required and providing the details related to training implementation.
It is also known as a tool to identify the new skills, knowledge, and attitudes that
employees need to acquire in order to improve performance.

The Training Needs Analysis (TNA) helps organizations to find out the gap in
terms of skills and training in their existing employees to perform the current and
upcoming Jobs efficiently. The Training Manager uses the Analysis very
carefully to design the right Training program to meet the skill and training
requirements of the employees to enhance productively and ultimately achieve
the goals and objectives set by the organization.
What is Training Needs Analysis Definition in HRM

The term training needs analysis is often referred to as learning needs analysis in
the human resource department. The training needs to reflect that there are lots of
ways to perform a job and thus a huge opportunity of learning to work. The
analysis is all about the gap in the skills and knowledge and how the HRM
department can help to bridge the gap.
HRM department always puts focuses on the idea that a constant learning process
is good for employees. It keeps their skills updated and improves their
performance. The training needs analysis implies the analysis of skill
improvement required to perform the current or future job with great excellence.
Role of Training Needs Analysis

Every leader or manager of the organization wants their employee to perform

better and reach their optimum. In order to achieve the set goals and improve the
productivity of the organization, it is important that employees have full
capabilities and competencies to perform their assigned job.
Fundamentally the role of training needs analysis in HRM is to understand the
difference between the current and desired performance of the employee and
provide information about-
o Which employee needs training?
o What kind of training is required?
o How a company can design an effective training program for such
employees?
o What will be the impact of this training on the performance of the
employee?
o What will be the cost and resource requirement of these training programs?
Requirement of Training Needs Analysis
Training needs analysis is always considered a first step toward helping an
employee to improve their output at work. The requirement of training needs
analysis is to
 o Understand the performance improvement needed by the organization
o To relate this performance improvement with required skills, capabilities,
and competencies
o To figure out the exact course work or skill set training program employees
need to attend
o To design the appropriate training program to bridge the gap between the
present productivity of the organization and desired output.
What is Training Needs Analysis Methods and Process?

The method of training needs analysis is selected based on the job type of the
employee and the analysis that has to be carried out to understand the skill gaps.
Here are a few popular training need analysis methods used in the corporate
world:

1. Direct observation- In different working situations the training

managers observe the working style of the employees. With the help of
this observation, the managers get information about the performance
gaps. The observation includes watching over the technical
methodology followed to perform the job, the functional aspects of the
job, and the behavioral aspects of the employee. It provides both
qualitative and quantitative feedback about the current performance of
the employee.
2. Interviews- It is a face-to-face conversation about the way an employee
performs the job. It is an effective way to collect information about
output gaps by talking with each employee or a team. It can be a formal
or informal setting of the interview. The interview can be conducted in
person or through virtual means.
3. Focus groups- It is a brainstorming process to understand the skill gaps
among the employee. The employees working in the organization are
encouraged to talk and discuss the ways to improve their work
performance. This conversation is closely observed by analyzed by the
training manager to understand the training requirement in the
organization.
4. Assessments/surveys- Surveys are an effective and simple way to
identify the performance deficiencies in a particular department. A well-
 designed questionnaire is circulated among employees to understand the
training needs of the employees. The questionnaire can consist of a
combination of open-ended and closed-ended questions along with
some ranking and projective questions. To improve the credibility of the
survey the employees are allowed to submit the answers anonymously.
5. Customer Feedback- In most of the service industry performance
deficiencies are identified using customer feedback. The direct feedback
from the customer indicates the specific work area which needs
improvement.
6. Others: There are a few other methods of training that need analysis
such as consolation with the persons working in a key position in the
organization, by reviewing relevant literature of the work area, with the
use of reports, records, and work samples.
Training Needs Analysis Process

There are different stages of training needs analysis that are used by the
organization based on the job profile of the employees. However, there is a fixed
process that is followed in all types of training needs analysis. Here is 4 steps
process of training needs analysis:

Step 1- Performance Gap Analysis: Here the current and desired operation
results of the employee performance are compared to identify the performance
gaps. These performance gaps can also be termed as the difference between
the required and actual productivity of the organization.
Step 2- Root Cause Analysis: Root cause analysis is a way to determine the
basic issue behind the performance gaps. The issues are classified into 5
categories as skill, resources, incentives, motivation, and information such as
feedback. Using rood cause analysis it is identified which area is leading to a
lack of performance and which area needs improvement.
Step 3- Needs Analysis: A detailed analysis is carried out to design and
implement the appropriate intervention to resolve the performance issues.
Based on the categories identified in the root cause analysis a specific need
for improvement is addressed in this step. This analysis includes analysis of
 the audience of training, job analysis, task analysis, environment analysis, and
cost-benefit analysis.
Step 4- Recommendations: In this step, an appropriate training solution is
proposed. It identifies the right kind of training program that an organization
should run to improve the overall work productivity.
What are the Objectives and Components of Training Needs Analysis?

The important objectives of training need analysis are :

o To ensure that the product/service requirement of customers have been met
with the help of skilled employees
o To help the organization set appropriate goals and achieve them
o To create an appropriate performance benchmark that can be used to judge
the employee productivity
o To enable employees to evaluate their current skill sets and continuously
upgrade their knowledge to improve their performance levels
o To highlight the work quality issues in the organization and identify focus
areas that need improvement.
Q:9 Process of Performance Appraisal
The performance appraisal process is defined as a process under which periodic
assessment is undertaken to evaluate the performance of an employee. The input
by an employee is compared with the output as per pre-defined
performance goals.

What is performance appraisal process?

The performance appraisal process has been used as a deciding factor for
career development, and in most cases, the promotions and salary raise are
directly dependent on it.

If an employee manages to garner higher ratings, it indicates netter performance

by the employee and thus better growth of the organization.

In case an employee gets lower ratings, the organization can then help him to
improve his performance by offering him training to improve his skills and
knowledge.
More and more organizations are leaning in favor of conducting a performance
appraisal process because it will help them to accomplish the business goals at a
faster pace.

The performance appraisal process should be calculated over some time so that
both the employer and employee can have a better idea about his performance on
an annual basis.

The performance appraisal process is a formal interaction between an employee

and his manager that takes the form of a structured interview to examine and
discuss strengths and weakness.

This is undertaken to improve current skills and knowledge and offer further
opportunities for improvement, development, and growth.

Objectives of the performance appraisal process

The purpose of a performance appraisal process is as follows-

• Identifying the strength and weakness of an employee

• Opening communications between employees and managers
• Strengthening the relationship of an employee with his superior
• Offering clarity in terms of expectations and organizational goals
• Encouraging superior performance
• To assess the potential for growth and development in an employee
• Identify whether the employees need further training
• Encouraging employees to take part in coaching
• To offer constructive feedback to the employees
• Counseling average and poor performers
• Identify performance gaps if any
• To obtain the necessary information that will help the company in
allocating organizational rewards, compensation packages, salary
raise, and wage structure
• Supporting manpower planning
• Improving the overall performance of an organization
• Reducing the grievances of an employee

12. Advantages of the performance appraisal process

The advantages of the performance appraisal process are as follows-

 1. It becomes easier to maintain a record of individual performance over
some time, and this helps the company to make proper evaluations
2. The performance appraisal process includes comparative ratings, and
this helps the company to reward its better workers
3. It helps the management to decide about important issues like
transfers, raise and promotions
4. The statistics derived from performance appraisal process helps the
company to screen its recruitment process
5. The performance appraisal process helps the company in identifying
the right talent for specific jobs so that they can place the employees
in particular areas depending on their know-how
6. It becomes easier for a business entity to find those employees who
are working above the set standards and also those who are unable to
find their rhythm
7. The performance appraisal process acts as an opportunity for the
management to hold discussions with its employees about their
performances
8. It is also an opportunity for the employee to discuss and clarify issues
and expectations with his manager
9. The performance appraisal process determines the effectiveness of a
training period and whether it has proved successful or not
10.The feedback helps the employee to know whether they have
completed their goals or not
11.A performance appraisal process is a motivational tool that can
prompt the employee to make viable changes so that he can do better
in the coming days
12.It encourages healthy competition between the employees as they try
to garner better scores than their co-workers

5. Disadvantages of the performance appraisal process

The disadvantages of performance appraisal process are as follows-

1. The performance appraisal process is time-consuming as the

evaluation process is an ongoing one
2. If not conducted in an appropriate manner it can prove a negative
experience for the employee
3. As the process is dependent on human assessment, it is subjected to
bias and errors and thus lacks reliability
4. It proves stressful if the results are not in your favor
5. The performance appraisal process should be conducted with the help
of pre-designed guidelines otherwise it will prove a complete waste
of time and effort
Types of the performance appraisal process
The different types of performance appraisal process are as follows-

1. Critical incident method

In this type of performance appraisal, process-specific incidents are identified and

described. It deals in particulars about the time when an employee was at his best
and even when he performed below par.

Facts

• Performance of every employee is evaluated based on the logs placed

in the evaluation form
• The logs are maintained by the manager who is charged to record
important incidents
• At the end of a specific term, these recorded logs are used as a basis
for performance evaluation

Limitations

• The critical appraisal method harps more on negative aspects than the
positive ones
• It involves close supervision which the employee may not feel
comfortable with
• Recording all the incidents diligently of every employee is a chore
that the manager may find tedious and boring
• It is a time-consuming process

2. The paired comparison analysis method

There are several relevant options in this paired comparison analysis performance
appraisal method. All the options are set in the form of comparisons with others
on the list, and the calculations are derived after looking at the highest scores.

Facts

• It is easy to choose the necessary option when priorities are not clear
• This method is generally used when you do not have objective data
at your fingertips

Limitations
 • The method is not fully accurate

3. Weighted checklist method

In this type of performance appraisal process, the job of an employee is under

scrutiny, and evaluation is based on effective and ineffective behavior of the
employee on his job.

Facts

• The manager who is responsible for the evaluation process can be

biased
• He has the opportunity to offer biased weights to the questions

Limitations

• It is a time-consuming method as assembling and analyzing a number

of statements takes time
• The weighted checklist method is considered expensive

4. Essay evaluation method

In the Essay evaluation method, the manager figures out both the strong and
weak behavioral points of an employee.

Facts

• It is a non-quantitative technique
• It is less structured
• It is an open-ended and flexible process

Limitations

• It is difficult to implement
• The Essay evaluation method is considered a time-consuming process
• The evaluation is subjective and prone to bias and errors
• It is considered uneconomical

5. Graphic rating scales method

In Graphic rating scales method, it is the duty of the management to check on the
performance level of an employee simply.
Facts

• It enables quantitative comparison

• It is less time consuming compared to other types of the performance
appraisal process

Limitations

• Less validity in ratings

6. Management by objectives method

In this type of performance appraisal process, a list of objectives is set up by a

manager to assess the performance of an employee on a regular basis.

Facts

• The emphasis is on the future and not on the past, and thus the
performance appraisal process is all about the constructive end
• Emphasis is on short-term goals
• It is assumed that the employee is the best person to know about
himself

Limitations

• It is not easy to facilitate active participation by every employee

• The long-term goals are avoided under this process
• Goals remain rigid

7. Behaviourally anchored rating scales method

The Behaviourally anchored rating scales method is considered formatted and is
a mix of critical incident technique and rating scale.

Facts

• Identifying the effectiveness and ineffectiveness of the performance

of an employee takes time.

Limitations

• It is difficult to develop
8. 360-degree performance appraisal method
This type of performance appraisal process includes allowing co-workers, peers,
clients, supervisors, and customers to fill out a questionnaire which offers detail
about that particular employee.

Facts

• Improves credibility
• Is a correct assessment

Limitations

• Is time-consuming

9. Performance ranking method

This type of performance appraisal method is used to assess the performance from
highest to lowest levels of an employee.

Facts

• Comparisons are made between the employees

Limitations

• There are no set criteria for comparisons

10. Forced ranking method

In this type of performance appraisal method, the employees are ranked in terms
of allocations.

Facts

• The process identifies the most and least talented employee in the
group
• The onus is on sustaining and improving the performance of a team

Limitations

• Leads to unhealthy competition

 • Results in discrimination
• Discourage teamwork

Q:10 Modern Methods of Performance Appraisal

Modern Methods of Performance Appraisal are Assessment center method,
human resource accounting method, behaviorally anchored rating scale (BARS)
method, management by objectives (MBO), psychological appraisal method, 360
degree, 720 degree appraisal method.

Performance appraisal is the evaluation of employees performance in which

various factors are considered like the results of the project employees has
worked, leadership, teamwork, supervision, etc.

Modern Methods of Performance Appraisal

• Assessment Centre method

• Human Resource Accounting method
• Behaviourally Anchored Rating Scale (BARS)
• Management by Objectives
• Psychological Appraisal method
• 360 Degree Appraisal method
• 720 Degree Appraisal method

Management by Objectives

Peter Drucker was the first one to officially propose the goal setting approach
which he stated as “Management by Objectives and Self Control”.
Douglas McGregor further supported and improved on the concept of Peter
Drucker.

McGregor felt that most traditional systems of appraisal involved rating of traits
and personal qualities (subjective factors) which could not be measured
accurately.

Further, there were two problems with using the traditional system:
 1. The managers felt uncomfortable using traditional approaches and did
it resentfully.
2. Moreover, it had a detrimental effect on employees and their
motivation to perform.

(source – wise step)

Under the ‘Management by Objectives’ method, employees are not evaluated

based on their traits. Rather, they were judged by their performance
against objectives set for the employees.

The main feature of this method was the mutual establishment of goals or targets
by the managers and employees. It ensured that employees had an actual realistic
target they could actually achieve.

Steps in Goal Setting

The goal setting approach of performance appraisal involves the constitutes of the
following steps:

1. The employer and the employee discuss and mutually decide the role
and key result areas for the employee.
2. The employee prepares a list of objectives for a period of six months
to one year.
3. He discusses his plans with the manager and they decide on the final
plan.
4. The manager periodically checks up on the progress of the employee.
5. At the end of the stipulated time period, to discuss the results and see
whether targets have been met.
6. A further action plan is developed based on the outcome of the
appraisal.
The goal setting method reduces the role of the manager’s involvement and
ensures the employees are fairly evaluated solely based on their performance.

Employees feel highly satisfied and the coordination between the workers and
managers improves. This approach is much better than the traditional approach as
it gives concrete verifiable results.

Limitations of Goal Setting

1. This type of approach is only applicable in jobs which give definite

results. This cannot be very effective on blue collar workers.
2. This is a very time-consuming approach and requires patience and
proper coordination between employers and employees. Any
communication gap and this method are ineffective.
3. This approach more applicable to high-level executives who, in
contract with low-level employees are more open to new ideas.
4. Operator workers don’t like taking initiative are not very interested in
setting their own goals.

(source – businesstopia)
Behaviourally Anchored Rating Scales

Behaviourally anchored rating scale(BARS) is a method used to identify the most

important areas of an employees performance and how much he needs to improve
in what aspect of his achieve his objectives or goals.

There is a predetermined behaviour that has shown the most effective and efficient
work performance. Thus, the employees’ behaviour is measured by comparing
them to the predetermined behaviour and how much they deviate from this
behaviour.

Such a system differentiates between behaviour, results, performance. This system

helps employees understand how much they have to improve in which specific
areas of their work.

Because the employees are the exact changes to be made, thus implementing these
changes becomes very easy for them. Because of how specific and accurate this
method is, BARS generally it is often considered the best method of performance
appraisal.

Question on Modern Methods of Performance Appraisal

Mention at least involved in the application of goal setting approach to

performance appraisal?

Answer – The steps involving the application of goal setting approach to

performance are as follows –

1. The employer and the employee discuss and then mutually decide the
role and key result areas for the employee.
2. The employee prepares a list of objectives for a period of six months
to one year.
3. He discusses his plans with the manager and they decide on the final
plan.
4. The manager periodically checks up on the progress of the employee,
so as to ensure they are not falling behind.
5. After the end of the stipulated time period, to discuss the results and
see whether targets have been met.
 6. On the outcome of the appraisal, further actions are taken.

Q:11 What Is the Kirkpatrick Model?

The Kirkpatrick Model is an internationally recognized tool for evaluating and
analyzing the results of educational, training and learning programs. It consists
of four levels of evaluation: Reaction, Learning, Behavior, and Results. Each
successive level of the model represents a more precise measure of the
effectiveness of a training program.
Donald Kirkpatrick, former Professor Emeritus at the University of Wisconsin,
first published his model in 1959. He updated it in 1975, and again in 1993,
when he published his best-known work, "Evaluating Training Programs." [1]

It was developed further by Donald and his son, James; and then by James and
his wife, Wendy Kayser Kirkpatrick. And in 2016, James and Wendy revised
and clarified the original theory, and introduced the "New World Kirkpatrick
Model" in their book, "Four Levels of Training Evaluation." [2] One of the
main additions is an emphasis on the importance of making training relevant to
people's everyday jobs.

Let's look at each level in greater detail, and explore how to apply it.

Kirkpatrick's Level 1: Reaction

You want people to feel that training was valuable. Measuring how engaged
they were, how actively they contributed, and how they reacted to the training
helps you to understand how well they received it.

It also enables you to make improvements to future programs, by identifying

important topics that might have been missing.

Questions to ask trainees include:

• Did you feel that the training was worth your time?
• Did you think that it was successful?
• What were the biggest strengths and weaknesses of the training?
• Did you like the venue and presentation style?
• Did the training session accommodate your personal needs ?
• Were the training activities engaging?
 • What are the three most important things that you learned from this
training?
• From what you learned, what do you plan to apply in your job?
• What support might you need to apply what you learned?
Identify how you want to measure people's reactions. Many people
use employee satisfaction surveys to do this, but you can also watch
trainees' body language during the session, or ask for verbal feedback.
Analyse the feedback, and consider the changes that you could make in
response.

Kirkpatrick's Level 2: Learning

Level 2 focuses on measuring what your trainees have and haven't learned. In
the New World version of the tool, Level 2 also measures what they think
they'll be able to do differently as a result, how confident they are that they can
do it, and how motivated they are to make changes.

This demonstrates how the training has developed their skills, attitudes and
knowledge, as well as their confidence and commitment.

To measure how much your trainees have learned, start by identifying what you
want to evaluate. Training sessions should have specific learning objectives ,
so make those your starting point.
You can measure learning in different ways, depending on the objectives. But
it's helpful to measure these areas both before and after training.

Before the training begins, test your trainees to determine their knowledge, skill
levels and attitudes. Then, when the training is finished, test your trainees a
second time to measure what they've learned, or measure their learning with
interviews or verbal assessments.

Note:
As a manager, you need to hold people accountable for improving their skills,
and to offer them the support they need to do so.

Kirkpatrick's Level 3: Behaviour

This level helps you to understand how well people apply their training. It can
also reveal where people might need help. But behavior can only change when
conditions are favorable.
Imagine that you're assessing your team members after a training session. You
can see little change, and you conclude that they learned nothing, and that the
training was ineffective.

It's possible, however, that they actually learned a lot, but that the organizational
or team culture obstructs behavioral change. Perhaps existing processes mean
that there's little scope to apply new thinking, for example.

As a result, your people don't feel confident in applying new knowledge, or see
few opportunities to do so. Or, they may not have had enough time to put it into
practice.

Be sure to develop processes that encourage, reinforce and reward positive

changes in behavior. The New World Kirkpatrick Model calls these processes
"required drivers." If a team member uses a new skill effectively, highlight this
and praise them for it.

Effectively measuring behavior is a longer-term process that should take place

over weeks or months following the initial training.

Questions to ask include:

• Did the trainees put any of their learning to use?

• Are trainees able to teach their new knowledge, skills or attitudes to
other people?
• Are trainees aware that they've changed their behavior?
One of the best ways to measure behavior is to conduct observations and
interviews. Another is to integrate the use of new skills into the tasks that you
set your team, so that people have the chance to demonstrate what they know.

Tip:
Managers need to be closely involved at this stage, assessing
and coaching their team members in making behavior changes.

Kirkpatrick's Level 4: Results

At this level, you analyze the final results of your training. This includes
outcomes that you or your organization have decided are good for business and
good for your team members, and which demonstrate a good return on
investment (ROI). (Some adapted versions of the model actually have a Level 5,
dedicated to working out ROI.)

Level 4 will likely be the most costly and time consuming. Your biggest
challenge will be to identify which outcomes, benefits, or final results are most
closely linked to the training, and to come up with an effective way to measure
these outcomes in the long term.

Modern trainers often use the Kirkpatrick model backward, by first stating
the results that they want to see, and then developing the training that's most
likely to deliver them. This helps to prioritize the goals of the training and make
it more effective.
Limitations of Kirkpatrick's Model
Kirkpatrick's model remains popular, but it should be used with care. The basic
structure is now more than 60 years old (despite its many updates), and the
ways that people learn and organizations operate have changed radically in this
time. Even the term "training" has been largely replaced by "learning and
development."

Today, other, non-formal methods of workplace training are often more popular
and effective (as shown by the 70:20:10 model). And, with the rise of
personalized, user-directed learning, formal training is becoming less
prominent. Kirkpatrick's model is not necessarily suited to this new approach to
learning.
Another drawback is that Levels 3 and 4, which arguably yield the most useful
information for the business, are time consuming, resource intensive, and
expensive to implement. So the model may not be practical for all
organizations, especially if you don't have a dedicated training or HR
department to conduct the analysis. And it's not ideal for all situations, such as
one-off training.

Most importantly, organizations change in many ways, and these changes affect
behaviors and results, as well as training. For example, measurable
improvements in retention and productivity could result from the arrival of a
new boss, or from a new computer system, rather than from training. Or it could
be a combination of these.

Kirkpatrick's model is great for evaluating training in a "scientific" way, but

with so many possible variables, Level 4 may be limited in its usefulness.