Module 2

TRAINING AND DEVELOPMENT

TRAINING PEDAGOGY
Training pedagogy refers to the methodology or approach used to impart knowledge, skills, and
information to learners. It encompasses various techniques, strategies, and tools used by educators or
trainers to facilitate effective learning. These may include interactive activities, practical exercises,
multimedia resources, assessments, and feedback mechanisms tailored to the specific needs and
learning styles of the target audience. Different pedagogical approaches, such as experiential learning,
collaborative learning, or personalized instruction, can be employed based on the context and objectives
of the training program.

ADULT LEANING
Adult learning, also known as adult education, refers to the process of adults engaging in systematic and
sustained learning activities to gain new knowledge, skills, attitudes, or values. Unlike traditional
education, adult learning is often self-directed and focuses on practical application. It can take various
forms, including formal education, informal learning, or non-formal education programs tailored to the
specific needs and interests of adult learners. Adult learning recognizes the unique experiences,
responsibilities, and motivations of adult learners, emphasizing the importance of relevance, flexibility,
and real-world applicability in the learning process.

MEANING AND DEFINITION OF TRAINING

Training refers to the process of teaching, educating, or developing an individual’s skills, knowledge, or
expertise in a specific area. It involves structured activities, instruction, and practice aimed at improving
performance, capabilities, or understanding in a particular field.

Training is the process of teaching the new and present employees the basic skills they need to effectively
perform their jobs. Alternatively speaking, training is the act of increasing the knowledge and skill of an
employee for doing his/her job.
According to Edwin B. Flippo “training is the act of increasing the knowledge and skills of an employee
for doing a particular job.”
In the opinion of Michael J.Jucious, “training is any process by which the attitudes, skills and abilities of
employees to perform specific jobs are improved”.
 NATURE OF TRAINING
1. Goal-oriented: Training is designed to achieve specific objectives, whether it’s improving skills,
enhancing knowledge, or fostering behavioural changes.
2. Structured Approach: It follows a systematic and organized framework with clear learning objectives,
content, and methods tailored to the target audience.
3. Adaptability: Training programs can be adapted to suit different learning styles, preferences, and skill
levels of the participants.
4. Feedback and Evaluation: Feedback mechanisms and evaluations are integrated to monitor progress,
identify areas for improvement, and measure the effectiveness of the training program.
5. Relevance and Practicality: Training is often designed to be relevant to the needs of the participants
and practical in real-world applications, enabling the direct transfer of skills and knowledge to the job
or context.
6. Continuous Process: Training is not a one-time event; it is an ongoing process that may involve
continuous learning and development to keep up with evolving skills and knowledge in a particular
field or industry.

IMPORTANCE OF TRAINING

1. Better Performance
Training improves employee’s ability and skills and in turn improves employee’s performance both in
quantity and quality. Better or increased employee performance directly leads to increased operational
productivity and increased organisational profits.
2. Improved Quality
In formal training programmes, the best methods of performing jobs are standardised and then taught
to employees. This offers two-fold benefits. Firstly, uniformity in work
Performance helps improve the quality of work or service. Secondly, better informed or say trained
Workers are less likely to make operational mistakes.
3.Less Supervision
A trained worker is self-reliant. He knows his work and way to perform it well. Therefore, his work
requires less supervision. The supervisor can devote his time on more urgent works.
4.Less Learning Period
A well planned and systematically organised training programme reduces the time and cost involved in
learning. Training enables to avoid waste of time and efforts in learning through trial and error method.
5.High Morale
Training not only improves the ability and skill of employees, but also changes employee attitude toward
positive. Higher performance, job Satisfaction, job security and avenues for internal promotion lead to
high morale among the employees. High morale, in turn, makes employees more loyal to the
organisation.
6.Personal Growth
Training improves employee’s ability, knowledge and skills and thus prevents employee’s obsolescence.
This makes employees growth-oriented.
7.Favourable Organisational Climate
The aforesaid advantages combinedly lead to an improved and favourable organisational climate
characterised by better industrial relations and disciplines, reduced resistance to change, reduced
absenteeism and turnover of employees, and improved stability of organisation.
8.Innovation
Training encourages a culture of innovation by fostering creativity and critical thinking, leading to the
development of new ideas and solutions.
9. Skill Development
Training helps individuals enhance their skills and acquire new ones, making them more proficient in
their roles.

TRAINING NEEDS ASSESSMENT

Training efforts must aim at meeting the requirements of the organisation (long-term) and the individual
employees (short-term). Training needs can be identified through the following types of analysis.

1. Organisational analysis
It involves a study of the entire organisation in terms of its objectives, its resources, the utilisation of
these resources, in order to achieve stated objectives and its interaction pattern with environment.
The important elements that are closely examined in this connection are:

(i) Analysis of objectives: This is a study of short-term and long-term objectives and the
strategies followed at various levels to meet these objectives.
(ii) Resource utilisation analysis: how the various organisational resources (human, physical
and financial) are put to use is the main focus of this study. The contributions of various
departments are also examined by establishing efficiency indices for each unit. This is
done to find out comparative labour costs, whether a unit is undermanned or over-
manned.
(iii) Environmental scanning:
Here the economic, political, socio-cultural and technological environment of the
organisation is examined.
(iv) Organisational climate analysis: The climate of an organisation speaks about the
attitudes of members towards work, company policies, supervisors, etc. Absenteeism,
turnover ratios generally reflect the prevailing employee attitudes. These can be used to
find out whether training efforts have improved the overall climate within the company
or not.
2.Task or role analysis
This is a detailed examination of a job, its components, its various operations and conditions under which
it has to be performed. The focus here is on the roles played by an individual and the training needed to
perform such roles. The whole exercise is meant to find out how the various tasks have to be performed
and what kind of skills, knowledge, attitudes are needed to meet the job needs. Questionnaires,
interviews, reports, tests, observation and other methods are generally used to collect job related
information from time-to-time. After collecting the information, an appropriate training programme may
be designed, paying attention to
(i) performance standards required of employees.
(ii) the tasks they have to discharge.
(iii) the methods they will employ on the job
(iv) how they have learned such methods, etc.

3.Person analysis
Here the focus is on the individual in a given job. There are three issues to be resolved through manpower
analysis. First, we try to find out whether performance is satisfactory and training is Required. Second,
whether the employee is capable of being trained and the specific areas in which training is needed.
Finally, we need to state whether poor performers (who can improve with requisite training inputs) on
the job need to be replaced by those who can do the job. Other options to training such as modifications
in the job or processes should also be looked into. Personal observation, performance reviews,
supervisory reports, diagnostic tests help in collecting the required information and select particular
training options that try to improve the performance of individual workers.
To be effective, training efforts must continuously monitor and coordinate the three kinds of analyses
described above. An appropriate programme that meets the company’s objectives, task and employee
needs may then be introduced. Further, the training needs have to be prioritised so that the limited
resources that are allocated to fill training gaps are put to use in a proper way.

FEATURES OF TRAINING NEED ASSESSMENT

1. Organizational Analysis
Understanding the overall objectives, culture, and strategies of the organization to align training with
its goals.

2. Task Analysis
Identifying specific job tasks, skills, and knowledge required for various roles within the organization.
3. Individual Analysis
Assessing the skills, competencies, and performance gaps of individual employees to determine their
training needs.

4. Methods of Assessment
Utilizing surveys, interviews, performance evaluations, observations, and feedback to gather
information for analysis.

5. Prioritization
Ranking the identified needs based on urgency, importance, and potential impact on the
organization.

6. Goal Setting
Defining clear and measurable training objectives aligned with identified needs.

7. Evaluation
Continuous monitoring and assessment to ensure training programs effectively address the identified
needs and bring desired outcomes.

IMPORTANCE OF TRAINING NEED ASSESSMENT

1) Identification of Gaps
It helps pinpoint the difference between current skills and knowledge levels and what is required,
ensuring training addresses specific needs.

2) Resource Optimization
Allows for efficient allocation of resources by focusing on areas that require development, preventing
wasted time and effort on unnecessary training.
3) Customization of Training

Tailoring training programs to meet specific needs and goals of individuals or teams within an
organization, maximizing effectiveness.
4) Improved Performance
Enhances employee performance by providing targeted learning opportunities, leading to increased
productivity and job satisfaction.
5) Strategic Decision-Making
Assists in strategic planning by aligning training initiatives with overall business objectives, fostering long-
term success.

6) Cost Efficiency

Helps control costs by avoiding unnecessary or redundant training, investing resources where they will
have the most impact.

7) Employee Engagement
Involving employees in the assessment process can boost engagement and motivation, as they feel their
needs are considered and valued.

8) Continuous Improvement
Enables ongoing evaluation and adaptation of training programs to ensure they remain relevant and
effective in a changing environment.

PROCESS OF TRAINING NEED ASSESSMENT

1) Identify the purpose and scope
In this initial step clearly define the purpose of the training need analysis and determine its scope,
identity of goals, objectives and decide outcomes of the analysis. Considered the specific areas or
department with in the organisation that will be included in the analysis.
2) Data collection
Gather relevant that to assess the training needs. Data Collection method may included surveys,
interviews, Focus Group, observation, performance evaluation and existing documentation. This step
gathers information about a current job requirements, performance gaps, skill deficiency and training
preference.
3) Analyse data

Analyse the collected data to identify patterns Trends and Areas where training is needed. Through this,
identify the priority areas that require immediate attention and determine the underlying causes of
performance gap.
4) Determine training needs

Based on the data analysis determine the specific training needs of individuals, teams or departments.
This involves identifying the skills, knowledge and competencies that must be developed or improved to
bridge the performance gaps.
5) Develop Training Solution
In this final step developed training solutions to address the identified needs. This may involve creating
training programs, workshops, e-Learning modules, on the job training or mentoring initiatives. Consider
the most appropriate delivery methods, content and resources to ensure effective and engaging training.

LEVELS OF TRAINING NEES ASSESSMENT

1. Organizational analysis
Training needs analysis is diagnosed by analysing organizational outcomes and looking at future
organizational needs. When doing an organizational analysis, it is important to consider how both
internal and external variables can affect training. Training needs analysis at this level would start
with a review of the organization’s strategic and operational plans.

2. Operational analysis
A second level of analysing training needs involves reviewing the jobs and tasks performed.
Comparing employees’ skills in a job category to the skills needed for a successful job performance
can recognize the gaps that can be filled by training.

3. Individual analysis
The third level of diagnosing training needs focuses on individuals and how they perform their jobs.
The most common approach of individual analysis involves using performance appraisal data to
assess training needs.

COMPETENCY MAPPING
Competency mapping is a process of identifying key competencies required for a particular
role within an organization and then assessing the proficiency level of employees against those
competencies. It helps in understanding the skills, knowledge, abilities, and behaviour required for
effective job performance. This process aids in strategic decision-making, such as recruitment, training,
and development, leading to improved organizational performance and employee satisfaction.

NEEDS OF COMPETENCY MAPPING

1. Talent management
It helps the organisation to identify and develop skills and capabilities of their employees ensuring they
have the right people in the right roles.
2. Recruitment
Matching job requirements with candidates’ skills.
3. Training and Development

Identifying skill gaps and creating training programs.

4. Performance Management
Evaluating employees based on defined competencies.
5. Succession Planning

Identifying future leaders and their skill development needs.

6. Organizational Development
Aligning skills with business goals for growth and efficiency.

PROCESS OF COMPETENCY MAPPING

Competency mapping involves identifying, defining, and assessing the skills, behaviours, and knowledge
required for specific roles within an organization. The process typically includes:

1. Identifying Competencies
Determine the key competencies needed for different roles based on job descriptions, goals, and
organizational objectives.
2. Defining Competencies
Clearly articulate and define each competency to ensure understanding across the organization.
3. Assessment
Evaluate individuals’ skills against the defined competencies through various methods like interviews,
assessments, performance reviews, etc.
4. Mapping

Match individuals’ competencies to their current roles or desired positions to identify skill gaps or areas
for development.
5. Development Plans
Create personalized development plans to bridge skill gaps through training, mentoring, or other
developmental activities.
6. Continuous Evaluation
Regularly reassess and update competencies as roles evolve or new skills become essential within the
organization.

PRINCIPLES OF COMPETENCY MAPPING

1. Core Values
Core values are the principles that guide the decisions, actions, and behaviour of people in your
organization. The organization often engages them to establish ethical standards and codes of conduct,
regardless of position or role.

2. Core Competencies
Core competencies often form the basis of the framework and apply to all roles and employees.
3. Functional Competencies
Functional competencies reflect the responsibilities and functions associated with a specific job, title, or
role, and the tools and skills required to perform them.
4. Leadership Qualities
Leadership qualities are general characteristics and specific skills that can identify an employee with the
potential to lead, lead, or motivate others.
5. Metaskills

Metaskills are traits that are less relevant to a person’s current role but may be useful in the future,
especially if the person wants to grow.

CONCEPT OF CAREER
A career may be defined as all the positions occupied by a person during his working life. It
comprises of a series of work related activities in terms of increasing level of responsibility, status, power
and rewards. that provide continuity, order and meaning to a person’s life.

According to Wilensky, “A career denotes a succession of related jobs, arranged in a hierarchy of prestige,
through which persons move in an ordered, predictable sequence.”
CAREER MANAGEMENT
In simply defines, career management is the continues process of setting career goals, formulating and
implementing strategies for reaching the goals and monitoring the results.
Career management is the process of enabling employees to better understand and develop their skills
and interests and use them for the benefit of the organisation and self. Specifically, career management
activities include offering career development initiatives, providing realistic career-oriented appraisals
and posting open jobs.
Career management is the ongoing process of setting career goals and objectives, and devising strategies
to achieve them. It involves a series of planned actions, decisions, and achievements that an individual
makes throughout their professional life. This process typically includes self-assessment, setting
achievable and realistic career goals, skill development, networking, and adapting to changes in the
professional landscape.

PROCESS OF CAREER MANAGEMENT

Career management process can be sequenced in five stages: Strategy, assessment, planning,
development and evaluation of initiatives
1. Career Management Strategy
First step in the career management process is the career strategy A well crafted strategy should cover
the following:
➢ Choice about the model of career development: Supported self-development, corporate
career management or career partnership
➢ Policy of promoting from within or lateral entry from outside.
➢ Clear paths enabling talented people to climb up the ladder.
➢ Have systems and processes to achieve sharing and development of knowledge.
➢ Choice between one size Fits all career development initiatives or flexible approaches.
➢ Choice between career progression based on loyalty and relative security and ‘new deal’
employment based on short-term commitment and development of employability.
2. Assessment
Assessment is the second stage in the career management process. This stage includes activities
ranging from self assessment and the one made by the organisation. Either way, the purpose of
assessment is to identify employees’ strengths and weaknesses. Assessment also called talent audit,
helps an individual choose a career that fits his or her skills and capabilities. Besides, talent audit
points out one’s weaknesses which need to be consciously overcome.

3. Planning
This phase involves determining the type of careers the employees want, identify career paths they
need to choose and steps they should take to realise their career goals. It uses all the information
provided by the organisation’s assessment of requirements, the assessment of performance and
potential and succession plans, and translates it into the form of individual career development
programmes.

4. Development
Development phase in the career management involves taking actions to create and increase skills to
prepare for future job assignments. The most common development programmes include career
counselling, mentoring, coaching, job rotation and educational assistance.
5. Evaluation
Assessment of the effectiveness of development initiatives is necessary, but is fraught with
difficulties. Difficulty arises because of varied success perceptions held by stakeholders. For example,
the individual employee might measure career success according to a subjective assessment of his or
her achievements based on relative reward, hierarchical position or afforded life style. Senior
managers are likely to draw on a range of indicators such as the retention of talent, strong flow of
internal candidates for vacancies or the perceived impact on the organisational preference. HR
professionals might evaluate effectiveness according to the internal consistency with wider systems
and practices.
IMPORTANCE OF CAREER MANAGEMENT
1. Goal Setting
Helps in setting clear career goals and objectives, guiding your professional path.

2. Skill Development
Encourages continuous learning and skill enhancement to stay relevant in a dynamic job market.

3. Adaptability
Allows for flexibility in adapting to industry changes, technological advancements, and market
demands.

4. Networking
Facilitates building professional relationships, which can open doors to new opportunities.

5. Job Satisfaction
Enhances job satisfaction by aligning your career with personal values, interests, and strengths.

6. Career Progression
Strategically manages steps towards career advancement and promotions.

7. Risk Management
Enables proactive measures to mitigate risks, such as job loss or industry shifts.

8. Work-Life Balance
Aids in maintaining a healthy balance between personal life and career aspirations.

HUMAN RESOURCE DEVELOPMENT

CONCEPT OF HRD

HRD or Human Resource Development, is a framework that emphasizes the importance of enhancing
and developing the skills, knowledge, and abilities of individuals within an organization. It involves
activities such as training, career development, performance management, and organizational
development to ensure that employees can contribute effectively to the overall goals of the organization.

HRD is a positive concept in HRM. it is based on the belief that an investment in human beings is
necessary and will invariably bring in substantial benefits to the organisation in the long run. It aims at
overall development of human resources in order to contribute to the well being of the employees,
organisation and the society at large.
 According to Prof TV Rao, HRD is a process by which the employees of an organisation are helped in a
continuous and planned way to: (1) acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles; (2) develop their general capabilities as individuals
and discover and exploit their own inner potential for their own and/or organisational development
purposes: (3) develop an organisational culture in which superior-subordinate relationships, team work
and collaboration among sub units are strong and Contribute to the professional well being, motivation
and pride of employees.

In short, HRD aims at helping people to acquire competencies required to perform all their functions
effectively and make their organisation do well.

DEFINITION OF HRD

It refers to the process of improving and cultivating human capabilities through various interventions
such as training, education, and organizational development for the purpose of enhancing performance
and productivity within an organization

NATURE OF HRD

i. HRD is a system
It is a system having several interdependent parts or subsystems such as procurement, appraisal,
development, etc. Change in any one subsystem leads to changes in other parts. For example, if there
is a change in the promotion policy where seniority is replaced with merit, the chain reactions on
affected individuals, unions shall have to be assessed keeping the difficulties in framing acceptable
guidelines regarding merit in mind.
ii. HRD is a planned process
It is a planned and systematic way of developing people. Further, it is undertake on a continuous
basis. Learning, as we all know, is a lifelong process and goes on and on.
iii. HRD improves quality of life
HRD enables the employee to discover and utilise his/her capabilities in service of organisational
goals. He finds a new meaning in work, when managers support such initiatives Through incentive
plans and challenging work assignments. The whole effort of HRD, thus, is focused on improving the
quality of life of employees working at various levels in an organisation.
iv. HRD is an interdisciplinary concept
HRD is an amalgamation of various ideas, concepts, principles and practices drawn from a number of
soft sciences such as sociology, psychology, anthropology, economics, etc.
v. Employee Development
HRD focuses on enhancing the capabilities of employees through training, career development, and
other educational programs.
 vi. Organizational Development
HRD aims to improve the overall performance and effectiveness of the organization by aligning
employee development with organizational goals.
vii. Performance Management
HRD often involves performance management strategies that assess and improve employee
performance through feedback, coaching, and support.
viii. Talent Management
HRD encompasses strategies for attracting, retaining, and developing talent within an organization
to ensure a skilled and capable workforce.
ix. Succession Planning
HRD involves planning for the future leadership and talent needs of the organization, ensuring a
smooth transition of responsibilities and roles.
x. Adaptability
HRD is adaptable to changes in the business environment, technological advancements, and evolving
workforce needs, fostering agility and resilience within the organization.

OBJECTIVES OF HRD

The objectives of Human Resource Development (HRD) typically include enhancing employee
performance, fostering a positive work environment, promoting employee growth and development, and
aligning individual goals with organizational objectives. Additionally, HRD aims to improve overall
organizational effectiveness and create a culture of learning and development within the company.

1. Training and Development

Enhancing employees’ skills and knowledge to improve their performance and efficiency within the
organization.
2. Career Development
Providing opportunities for career advancement and personal growth, enabling employees to realize
their potential.
3. Performance Management
Establishing systems to assess and improve employee performance, including setting clear goals and
providing constructive feedback.
4. Succession Planning
Identifying and nurturing potential leaders within the organization to ensure a smooth transition in key
positions.
5. Employee Engagement
Fostering a positive work environment and culture that promotes motivation, satisfaction, and
commitment among employees.
6. Organizational Development
Aligning HRD initiatives with broader organizational goals and strategies to promote overall growth and
effectiveness.
7. Good Relation
HRD Manager stresses the need to coordination which is used for the benefits of himself and for the
benefit of those who come in his/their touch.
8. Ability Development
HRD makes capable employees thus they can develop their capability by which they can do their present
job easily.

These objectives collectively contribute to building a skilled, motivated workforce and a dynamic
organizational culture that can adapt to changing business environments.

HRD STRATEGIES

Human Resource Development (HRD) strategies are crucial for enhancing and optimizing the
performance of employees within an organization. They encompass various initiatives aimed at
enhancing skills, knowledge, and overall performance. By investing in HRD strategies, companies can
foster a positive work culture, increase employee retention, and ultimately achieve their organizational
goals.

“HRD strategies are a plan that defines how the human resources would be utilized through the use of
an integrated array of training organizational development and career development efforts to achieve
individual, organizational objectives.”
Some effective HRD strategies include:

1. Communication strategy
Improve communication channels with in the organisation to use various communication tools, conduct
Regular meeting, and establish clear communication protocols, encourage feedback, and promote an
open-door policy.

2. Accountability and ownership strategy

Encourage employees to take responsibility for their work and outcomes. Establish clear expectations,
set goals, and hold individuals Accountable, Recognize and Reward ownership and initiative

3. Quality strategy
Focus on improving the quality of products or services. Implement quality management system, conduct
regular quality audits, and provide training on quality standards for enhance customer satisfaction, builds
a peritive brand image and improve overall organisational performance.
4. Cost Reduction strategy.
Every employee’s contribute in savings is crucial as small contribution from each employee can be pooled
by organisation to save substantial savings at the end of a given period and enhance its competitive
strategy

5. Intrapreneurship strategy
Every employee needs to be an independent entrepreneur, who can generate ideas and bring them to
reality by using the existing resources and support of the organization to create innovative and creative
products and services.

6. Culture Building strategy.

Organisation’s values its employees have a sustainable competitive edge over competitors because
employees are highly charged, motivated and commitment to the organisation.

7. systematic Training strategy

The planning and organization of formal on-job training and off-job training lends to improving vital
employee characteristics build and sustain appropriate work culture and brings in more professionalism
in action.

8. Hearing strategy
Continuous development and learning environment promote self department of employees of self and
by self. The main benefits of hearing strategies are increase adaptability. Keeps employees updated with
industry trends, and fosters a culture of continuous improvement.

MECHANISUMS OF HRD

Many HRD mechanisms are available to develop the competencies of employees and improve the overall
organisational climate. The major ones are discussed below:

1. Performance appraisal
Performance appraisals have become increasingly important tools for organisations to use in managing
and improving the performance of employees, in making timely and accurate staffing decisions and in
improving the overall quality of the firm’s products and services. The appraisal process is a formal way of
evaluating an employee’s performance. Its purpose is to provide an accurate picture of past and/or future
employee performance.
2. Career planning
A career is a sequence of positions held by a person in the course of a lifetime. Career planning is a
process of integrating the employees’ needs and aspirations with organisational needs. Career
programmes and HR programmes are linked to the degree that they help each individual meet individual
and Organisational requirements.

3. Potential appraisal
The term potential refers to the abilities possessed by an employee but not put to use currently or the
abilities to assume challenging responsibilities in future assignments. The term performance refers to
one’s skills, abilities in meeting the requirements of the job which one is holding currently. Potential
appraisal is different from performance appraisal which shows an employee’s current performance in his
existing role. “The objective of potential appraisal is to identify the potential of a given employee to
occupy higher positions in the organisational hierarchy and undertake higher Responsibilities”. Good
potential appraisal system helps management to pick up a suitable candidate for a given job and offer
additional training, if necessary.

4. Training and employee development

Training has gained importance in present day environment where jobs are complex and change rapidly.
Training is a learning experience designed to achieve a relatively permanent change in an individual that
will improve the ability to perform on the job. Employee development, on the other hand, is a future-
oriented training process, focusing on the personal growth of the employee.

5. Organisational development
Organisational development may be defined as a change effort that is planned, focused on an entire
organisation or a large sub-system, managed from the top, aimed at enhancing organisational health and
effectiveness and based on planned interventions made with the help of a change agent or third party
who is well-versed in the behavioural sciences.

6. Human resource information system

Human Resource Information System (HRIS) is a method by which an organisation collects, maintains and
reports information on people and jobs. The information is generally stored in a central human resource
data bank, preferably in a computer containing the following details.
I. Personal data: identification, education, reserved category, place of origin, etc.
II. Recruitment data: entry date, grade in aptitude tests, grade in leadership tests.
III. Experience data: placement history, promotions, tasks performed grade wise.
IV. Appraisal data: appraisal on each job, ratings of behaviours in a group, commitment to overall
goals, etc.
V. Training data: nature of training received at each level, current training assignment, etc.
VI. Miscellaneous: health status, personal problems, security needs, record of incentives
received absence and sickness data, etc.
7. Succession Planning Identifying and grooming potential future leaders within the organization to
ensure a smooth transition and continuity in critical roles.

8. Employee Engagement Initiatives

Fostering a positive work culture and promoting employee engagement through various initiatives
such as team-building activities, recognition programs, and open communication channels.
9. Learning Management Systems
Utilizing digital platforms and software to facilitate and track employee learning, development, and
training progress.
By implementing these components effectively, organizations can ensure the continuous development
and optimization of their human resources, leading to improved performance and productivity.

MENTORING

Mentoring involves a more experienced or knowledgeable individual (the mentor) guiding and
supporting the development of a less Experienced or knowledgeable person (the mentee).

Mentoring is a process where by a senior manager acts as a friend, philosopher and guide to a new
employee. It is essentially an emotional kind of support provided by an experienced person to younger
people through teaching, coaching, counselling, guiding and so on. It is a valuable tool for developing self
confident and empowered managers Who can operate under stress while retaining their quality
standards and values.
At Smith Kline Beecham Consumer Health Care mentoring consists of the following steps.
STEPS
1. Meeting
The mentoring process begins when a mentor meets mentee. The first meeting helps to break ice
and facilitates the cultural transition of the mentee.

2. Progression
When the mentor mentee relationship starts to crystallise, the mentor provides coaching and
counselling.

3. Assimilation
A close relationship is created in between mentor and mentee. Even they discuss the personal
problems and find a solution.

4. Integration
Buddies are selected from peer groups, and they act as a communication bridge in between mentor
and mentee of there are gaps because of age difference.
OBJECTIVES OF MENTORING

➢ Transfer of knowledge and Expertise

➢ Career development and guidance
➢ Personal and professional growth.

BENEFITS OF MENTORING

➢ Provides a supportive environment for learning

➢ Helps build confidence and self-esteem

➢ Fosters sense of belonging and connection within the organization.

COACHING
Coaching involves a collaborative and ongoing process where a coach helps an individual(the
coachee) to identify and achieve specific goals, improve performance, and overcome challenges.

Coaching is a form of development in which an experienced person, called a coach, supports a learner or
client in achieving a specific personal or professional goal by providing training and guidance. The learner
is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two
people, of whom one has more experience and expertise than the other and offers advice and guidance
as the latter learns; but coaching differs from mentoring by focusing on specific tasks or objectives, as
opposed to more general goals or overall development.

OBJECTIVES
• Skill development and improvement
• Performance enhancement
• Problem-solving and goal achievement.

BENEFITS

• Immediate feedback and guidance

• Tailored support for individual needs.
• Promotes a Results oriented approach.
 STEPS
Coaching typically involves several steps:
1) Assessment
Understand the coachee’s current situation, goals, strengths, and weaknesses.
2) Goal Setting
Collaboratively establish clear, achievable, and measurable goals.
3) Action Planning
Create a structured plan outlining steps to achieve the set goals.
4) Implementation
Support the coachee in executing the action plan and making necessary adjustments.
5) Feedback and Support
Provide regular feedback, encouragement, and guidance throughout the process.
6) Evaluation
Assess progress towards goals and adjust strategies if needed.
7) Closure
Reflect on achievements, celebrate success, and plan for future growth if necessary.
Each coaching process can vary depending on the specific needs and objectives of the coachee.

MANAGEMENT GAMES

A management game is designed to create an exercise in business management. Each game is based
upon a more or less realistic model of a business situation which is used to simulate the outcomes of
management decisions made by the participants in the exercise.

Management game is a development technique in which teams of managers compete by making

computerized decisions regarding realistic but simulated situations.

OBJECTIVES OF MANAGEMANT GAMES

1. Strategy Development
Creating and executing plans to achieve specific goals.
2. Resource Management
Efficiently allocating and utilizing resources like money, time, and personnel.
3. Problem Solving
Addressing challenges and overcoming obstacles in various scenarios.
4. Team Building
Developing and leading a team to accomplish tasks and objectives.
5. Decision Making
Making critical choices that impact the game’s progress and outcome.
6. Risk Management
Evaluating risks and taking calculated steps to minimize negative impacts.
7. Financial Growth
Increasing profits, managing budgets, and maximizing returns on investments.
8. Market Dominance
Competing with others to gain a leading position in the market or industry.
9. Adaptability
Adjusting strategies in response to changing environments or unexpected events.
10. Customer Satisfaction
Meeting customer needs and enhancing their experience to drive success.

IMPORTANTS OF MANAGEMENT GAMES

1. Decision-Making Skills
They simulate real-life scenarios, allowing players to make decisions and see the consequences, honing
their critical thinking and decision-making abilities.

2. Strategic Thinking
These games often require strategic planning, resource allocation, and prioritization, fostering strategic
thinking skills.

3. Time Management
Players learn to manage their time efficiently as they juggle various tasks within the game environment.

4. Team Management
Some games involve managing teams or employees, teaching leadership and team-building skills.

5. Risk Assessment
They help in understanding and managing risks, which is valuable in both personal and professional
settings.

6. Problem-Solving
Players encounter challenges and obstacles, encouraging them to find innovative solutions, thus
enhancing their problem-solving skills.

7. Financial Literacy
Many management games involve managing budgets and finances, improving financial literacy and
management skills.
Overall, these games provide a safe environment to experiment and learn valuable skills that can be
applied in real-life situations.
 HR AUDIT/ PERSONNEL AUDIT

An HR audit involves a comprehensive assessment of an organization’s HR policies, procedures, and

practices to ensure legal compliance, identify areas for improvement, and enhance overall
effectiveness. It typically covers areas such as employment practices, compensation, benefits,
workplace safety, training, and employee relations. Conducting regular HR audits can help
organizations identify and address potential issues, ensuring that HR practices align with business
objectives and legal requirements.
According to Seybold, HR audit refers to an examination and evaluation of policies, procedures and
practices to determine the effectiveness of personnel management. HR audit covers basically three
things.
➢ Measurement and evaluation of personnel programmes, policies and practices.

➢ Identification of gap between objectives and results.

➢ Determination of what should or what should not be done in future.

OBJECTIVES OF HR AUDIT

The main objectives of HR audit are,

❖ To review the organisational system, human resources sub-system in order to find out the
efficiency of the organisation in attracting and retaining human resources.

❖ To find out the effectiveness of various personnel policies and practices.

❖ To know how various units are functioning and how they have been able to implement the
personnel policies

❖ To review the personnel system in comparison with organisations and modify them to meet the
challenges of personnel management.

OBJECTIVES
1. Compliance
Assessing adherence to labour laws, regulations, and company policies.
2. Risk Management
Identifying and mitigating HR-related risks such as legal liabilities and employee grievances.
3. Performance Evaluation

Reviewing the effectiveness of HR processes in achieving organizational goals.

4. Efficiency Enhancement
Identifying areas for improving HR operations, workflows, and employee productivity.

5. Talent Management
Evaluating the effectiveness of recruitment, training, and retention strategies.
6. Employee Relations
Assessing the overall relationship between management and employees, including communication
and conflict resolution.

SIGNIFICANTS OF HR AUDIT

HR audit, or Human Resources audit, is a crucial process that helps organizations assess the efficiency
and effectiveness of their HR policies, procedures, and practices. Some of the significant benefits of
conducting an HR audit include:

1. Compliance
Ensuring that HR practices align with legal and regulatory requirements, minimizing the risk of legal
liabilities and penalties.

2. Risk Management
Identifying and mitigating potential risks related to employee relations, workplace safety, and data
security, fostering a secure and productive work environment.

3. Performance Enhancement
Identifying gaps in HR processes and implementing strategies to improve employee productivity,
engagement, and overall organizational performance.

4. Cost Efficiency
Streamlining HR processes and identifying areas of unnecessary expenditure, leading to cost savings and
improved resource allocation.
5. Talent Management
Assessing the effectiveness of talent acquisition, development, and retention strategies, allowing
organizations to optimize their human capital and foster a culture of continuous growth and
development.

By conducting regular HR audits, organizations can ensure that their HR practices are aligned with
business objectives and regulatory requirements, fostering a positive work environment and enhancing
overall organizational success.

SCOPE OF HR AUDIT

The scope of HR audit is very wide. It covers areas like personnel philosophy, policies, programmes,
practices and personnel results. The major areas of HR audit include programming, forecasting and
scheduling to meet organization and personnel needs. The areas of recruitment, selection, careers,
promotions, training and development also come within the scope of HR audit. Further, the areas of
leadership, welfare, grievances, performance appraisal, employee mobility, industrial relations are also
included within the scope of HR audit.

➢ In the context of an HR audit, some key points typically within the scope include:

➢ Compliance with employment laws and regulations.

➢ Evaluation of HR policies and procedures for effectiveness and relevance.

➢ Assessment of employee records and documentation for accuracy and completeness.

➢ Analysis of hiring, on boarding, and termination processes for adherence to company standards
and legal requirements.

➢ Review of employee benefits and compensation plans to ensure competitiveness and

compliance.

➢ Examination of employee performance management and development programs for efficiency.

➢ Assessment of workplace diversity, equity, and inclusion initiatives and their impact on the
organization.

➢ Analysis of HR technology systems and their integration with organizational needs.

 ➢ Review of employee relations and satisfaction levels, including any grievances and feedback
mechanisms.

➢ Assessment of HR department structure, roles, and responsibilities for optimal organizational

support.

PROCESS OF HR AUDIT

1.Identify Indicators
2.Examine the Variations
3.Comparing and Examining Variations between Departments
4.Drawing Trend Lines
5.Preparing a Detailed Report
1. Identify Indicators
The first step in HR audit is to identify the indicators. This is the preparatory step in auditing process.
Here particular issues regarding the skills, styles, systems, strategies and structures of the organization
are discussed. Necessary data is also collected for the audit purpose; the various indices, statistical ratios
and gross numbers are identified as per the requirement.

2. Examine the Variations

This is the next step after identifying the indicators. Under this step scrutiny of all available information
pertaining to personnel will be taken into account. A similar previous corresponding period is taken into
account, the performance is judged on the basis of the indicators decided and any variation between the
results in the two time frames is examined.

3. Comparing and Examining Variations between Departments

After examining the deviations a comparison is made. These deviations are compared between different
departments and between similar units in the other industries. These deviation will help the organization
to correct the process of auditing if the need arises.

4. Drawing Trend Lines

After the measurement and comparison with the other departments the organization is able to derive a
trend that exists and would analyse and depict it in the form of trend lines, frequency distributions and
statistical correlations.

5. Preparing a Detailed Report

The last step involves the finalization of report. This final report contains the detailed information about
the audit of the organization. This report is submitted to the top management and to the managers at
suitable levels for information . Necessary action is taken thereafter.
TYPES OF HR AUDIT

There are several types of HR audits that organizations can conduct to evaluate their human resources
practices. These include;

1. Policy Audit
A systematic review of current policies and SOPs to ensure the presence and awareness of all critical
policies. It gives an overview of the process followed for policy making and key stakeholders involved.
The audits helps firm understand more about the content and scope of existing policies, how they were
framed, how far are they being implemented and how can they be improved.
2. Functional audit
Functional audits are not only about compliance. They involve analysing how various HR systems across
the employee lifecycle function. It includes getting familiar with the approach, ascertaining the current
capabilities, gauging the effectiveness, and identifying improvement areas.
3. Compliance Audits
These ensure that HR practices and policies comply with legal and regulatory requirements.
4. HR Function Audits
These evaluate the overall efficiency and effectiveness of HR functions, such as recruitment, training,
performance management, and employee relations.
5. Strategic Audits
These assess the alignment of HR practices with the overall strategic goals of the organization.
6. Risk Management Audits
These focus on identifying and mitigating HR-related risks within an organization, such as employee
turnover, legal liabilities, and compliance risks.

Each type of audit serves a specific purpose and can provide valuable insights into different aspects of an
organization’s human resources.

APPROACHES TO HR AUDIT
Approaches to Human Resources Audit The following approaches are adopted for purpose of evaluation:

1. Comparative approach

2. Outside authority approach

3. Statistical approach

4. Compliance approach
 5. Management by objectives (MBO) approach

1. Comparative approach

In this, the auditors identify Competitor Company as the model. The results of their organization are
compared with that Company/ industry.

2. Outside authority approach

In this, the auditors use standards set by an outside consultant as benchmark for comparison of own
results.
3. Statistical approach

In this, Statistical measures are performance is developed considering the company’s existing
information.

4. Compliance approach
In this, auditors review past actions to calculate whether those activities comply with legal
requirements and industry policies and procedures.

5. Management by objectives (MBO) approach

This approach creates specific goals, against which performance can be measured, to arrive at final
decision about organization’s actual performance with the set objectives.

ARTIFICIAL INTELLIGENCE AND HR

AI stands for Artificial Intelligence, which refers to the development of computer systems capable of
performing tasks that typically require human intelligence. This includes learning, problem-solving,
decision-making, understanding natural language, and more. AI encompasses various techniques like
machine learning, neural networks, and deep learning to enable computers to mimic human cognitive
functions.

AI has significantly impacted human resources by streamlining recruitment, automating administrative

tasks, enhancing employee engagement through analytics, and facilitating more data-driven decision-
making. It has improved efficiency in various HR processes while also raising questions about ethical use
and potential job displacement. Overall, AI can complement human resource management by enabling
better decision-making and resource allocation.
 It refers to the creation of Intelligent machines that Can think and learn like humans. AI technologies
enable machines to sense, understand, Reason, learn, and interact with humans naturally. AI
encompasses a broad range of Technologies such as machine learning, natural language processing,
computer vision, Robotics, and expert systems. AI is being used in various industries such as healthcare,
Manufacturing, transportation, finance, and education to automate and streamline Processes, improve
decision-making, and enhance customer experiences.

Here are some points outlining how AI is used in HR (Human Resources)

1. Recruitment and Selection: AI helps streamline the hiring process by automating resume screening,
identifying suitable candidates through keyword analysis, and conducting initial interviews through
chatbots or automated systems.

2. Employee Engagement: AI tools can analyse employee sentiment through surveys, feedback, and
social media to understand employee satisfaction and engagement levels.

3. Training and Development: AI-powered systems can personalize training programs, recommend
learning materials based on individual needs, and provide continuous learning opportunities tailored
to employees’ skills and career goals.

4. HR Analytics: AI enables HR professionals to analyze vast amounts of data to identify trends, predict
employee behaviour, and make data-driven decisions related to retention, performance, and
workforce planning.

5. Employee Support and Assistance: Chatbots and virtual assistants powered by AI can handle routine
HR queries, provide information about policies and benefits, and offer assistance to employees 24/7.

6. Performance Management: AI assists in evaluating employee performance by tracking goals,

providing feedback, and identifying areas for improvement, making the performance review process
more objective.

7. Predictive Analytics for Attrition: By analyzing various data points, AI can predict potential attrition
rates within the organization, allowing HR to take proactive steps for retention.

8. Improved Data Collection and Analysis: AI technologies can efficiently collect, process, and analyze
vast amounts of employee Data. With advanced algorithms, AI can extract crucial information from
resumes, Applications, and interviews, making the candidate screening process more objective and
effective. This ensures unbiased decision-making based on relevant qualifications and skills.

These applications demonstrate how AI is revolutionizing various aspects of HR, making processes more
efficient, data-driven, and employee-centric.
ADVANTAGES OF AI IN HR
AI in HR brings several advantages:

1. Efficiency
Automates repetitive tasks like resume screening and scheduling interviews, saving time for HR
professionals.
2. Improved Decision-making
Analyzing large volumes of data helps in making better-informed decisions regarding hiring, employee
engagement, and retention.
3. Enhanced Candidate Experience
AI-powered chatbots offer immediate responses, guiding candidates through the application process,
enhancing their experience.
4. Personalization
AI can tailor training programs and career development plans to individual employee needs, boosting
engagement and productivity.
5. Reduced Bias
AI can help minimize unconscious bias in the hiring process by focusing on skills and qualifications rather
than demographic data.
6. Predictive Analytics
Predicts potential employee turnover, allowing proactive measures to retain valuable talent.
These advantages collectively streamline HR processes, improve decision-making, and create a more
engaging and inclusive work environment.

DISADVANTAGES OF AI IN HR

While AI offers several benefits in HR, it also presents challenges. Some disadvantages include potential
biases in algorithms, privacy concerns regarding employee data, job displacement due to automation,
and the need for continuous human oversight to ensure fair decision-making and avoid discriminatory
practices.

1. Bias and Fairness Concerns

AI systems can inherit biases from the data they’re trained on, potentially leading to discriminatory
decisions in recruitment, promotion, or performance evaluations.

2. Privacy and Data Security

Handling sensitive employee data raises concerns about privacy breaches and unauthorized access,
requiring robust security measures to safeguard information.
3. Job Displacement
Automation through AI could lead to job displacement for certain roles, potentially impacting
employment opportunities for some workers.

4. Lack of Human Touch

Over-reliance on AI may reduce the personal and empathetic aspects of HR interactions, affecting
employee satisfaction and engagement.

5. Complex Implementation and Maintenance

Implementing and maintaining AI systems requires significant investment, expertise, and ongoing
updates to remain effective and relevant.

6. Legal and Ethical Challenges

Legal frameworks might not fully address the implications of AI in HR, leading to ethical dilemmas
regarding accountability, transparency, and employee rights.

7. Resistance and Trust Issues

Employees might resist or mistrust AI-driven decisions, impacting their acceptance and cooperation
with HR initiatives.

Navigating these challenges requires careful consideration and balancing the benefits of AI with ethical,
legal, and human-centric practices in HR management.