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Increase chances that time and money spent on training is spent wisely,
Determine benchmark for evaluation of training,
Increase motivation of participants, and
Align her training activities with companys strategic plan.
A TNA will provide a benchmark of performance levels and KSAs that trainees possess prior to
training. These benchmarks will let you compare performance before and after training. This will
allow you to demonstrate cost savings or value added as a result of training.
Training Needs Analysis (TNA) has three critical and interrelated components; Organisational
analysis, Operational (task) analysis, and Person analysis.
1. Organizational analysis: It analyzes the effectiveness of the organization as a whole and
identifies any discrepancies. It is used to uncover the competencies, knowledge and skills that
are needed by the company to bridge any gaps. Organizational assessments also take into
account external factors such as the economy, environmental policies, technological advances
and changing workforce demographics. These assessments determine where training is
needed, how it will be conducted and when. Organizational assessments answer two critical
development planning questions:
Where in the organization is training required?
Will the training be effective if implemented (fill the gaps)?
need
Identification/Training
need
analysis/Training
need
assessment:
This is the most crucial and initial step for conducting a successful training
program. While designing the training program and make it successful it is
crucial to understand some following points:
Why the training is needed?
For whom it is designed?
Keeping in mind the short term and long term gaps
Is the gap organization, task, performance or personal specific.
When the above questions are taken in consideration by the trainer/assessor than only the
purpose of the training can be clear and a better training program can be designed.
2) Training Design:
Designing a training programme- First decide the objectives taking note of program
content required, methodology, level of participants and duration. Seven essential steps1. Moderate level of content- In this trainer has time to design activities that
2.
3.
4.
5.
6.
7.
Assess participants
Define the objective
Match objectives with training needs
Set general learning goals
Specify Objectives
Design Training activities
Determine training methodology and location for training
Sequence training activities
Start detailed planning
Revise design details
Evaluate total result
3) Methodology: What will be the medium of the program deliver so that it is adapted in the
best possible way by its receivers and its effect is maximum? Methodologies that can be used
in a training program are as follows:
a) On-the-job Training Even includes on-board or induction training.
b) Some of the simulation methods are:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
Methodology also includes coverage of decisions like who will deliver the program i.e. the
faculty for the program delivery.
4. Conduction of Training Programme
a. Preparing yourself mentally:
Preparation of materials and activities in advance.
Familiarize with participants.
Be comfortable with course contents.
measurements of the productivity and performance of the employee. It is usually in the cases
of skills or technical or task related trainings.
Question 1.
What are the cross culture issues in HRD and how do you manage such issues?
Answer 1.
Globalization has resulted in the exchange of culture across the globe. Global business employs the
people from various countries and manages the people of multi-culture and multi-skills.
Culture of a country is important determinant of behaviour of people and not being sensitive to these
differences can often result in misunderstandings and embarrassments and even in loss of efficiency.
The cultural values have a major influence on the way people relate to each other and what they aspire
for in a job.
In multinational organizations, various business operations require transfers, promotions and hiring of
officials to a host country where the business is being run. Activities like hiring; promoting, rewarding
and dismissal will be determined by the practices of the host country and are based on value system
peculiar to that countrys culture. Recognizing cultural differences is a constant challenge for the
expatriates and their family for the cultural environment. Thus, in such a scenario cross culture issues
arise in the HR Department. Some of these issues can be:
1. Gender In acceptability: There are countries (usually in Middle East and South East Region)
which are not open to the thought of women department or women staff working in powerful
positions. Due to this reason, female candidates are not selected, promoted and transferred.
They do not zest acceptability and co-operation in working place and in living as well.
2. Language Barrier: Even though English is a globally accepted business language, still there
are countries, where the usage of local language is dominant. Moreover, even if it is not than
too it becomes difficult for an expatriate to interact with local business partners or employees,
if he/she does not know the local language at all and not English but the local language is
preferred to speak specially for professional interaction.
3. Cultural/Regional Differences: What may be a regular practice for one region may not be
so widely seen in another culture or region. Even the local region and culture of a place
affects the working style of a MNCs office in that region. Somewhere, those offices timings
would be from 8.00 AM in the morning or somewhere it may start at 9.30 or 10.00.
4. Values and Ethical differences: What may be ethically right for a region may not be
accepted in another. Thus, influencing the working thought process of the local business
partner, e.g. in our country, the morning would be to leave office exactly at the decided
closing hours of the office whereas, in some places a flexible or extended office hours is a
regular practice.
5. Family issues: Either employees leave their families back home or in case they take them
along there lot of problems come in their adjustments, like spouses job settlement, childrens
education etc. In case, they leave their facilities back home, chances of loneliness and
emotional imbalance arise too often wanting to go back as soon as possible.
MANAGING CROSS CULTURAL ISSUES
However, irrespective of the problems arising, businesses do need to be carried out and managed. This
can be solved as followed:I.
Pre-departure Training: A detailed training on the various issues, which may come in the
way of an employees settlement, may be arranged. Like providing training and information
on immigration, housing, medical facilities, shopping nuances, children school/college
education, if admissible, general living and working conditions of the country, Remuneration
II.
III.
IV.
V.
houses are being received by the two, which should be based on original work bases.
Family Responsibilities: HRD needs to take care of the family by helping in searching jobs
for spouse, admissions for children, accommodation and medical facilities etc.
Question 3.
How do you plan & implement career development programme in your organization?
Answer 3.
A career may be defined as a sequence of position, roles or jobs held by one person over a relatively
long time-span.
Career development is a dynamic and not a static element of an individuals life. Career
development programme help in achievement of career objectives. Career development is the process
by which employees progress through a series of stages, each characterized by a different set of
development tasks, activities, and relationships.
The four career stages: Exploration is a period of self examination where different roles are tried and
occupations are explored. Establishment presumes that the appropriate field has been found and an
effort is made to secure a permanent place in chosen career. Maintenance is one of the constancy;
here, the individual has made their place in world and focus is turned to keeping that place.
Disengagement where one disengages from formal employment to find new roles with a view to
retirement.
Planning & Implementing A Career Development Programme In Our Organisation
Career development is that personal improvement one undertakes to achieve a career plan. Individual
career planning assumed greater significance with the unparallel growth and speed of knowledge,
phenomenal increase in educational and training facility and widespread increase in job opportunity.
An organisation need to manage the career goals of employees by designing and implementing goals,
plans, and strategies to enable the organisation to satisfy employees needs while allowing the
individuals to achieve their career goals.
A proper career development plan in an organisation has so many benefits. It attracts competent
persons and retains them, provides suitable promotional opportunities, increases the utilization of
managerial reserves, reduces employees dissatisfaction, turn over and improve motivation and moral.
The following steps are taken in career planning and development:
1.
2.
3.
4.
5.
6.
7.
We usually establish a career development plan the four steps as specified belowI.
II.
III.
IV.
career management)
Information on career and job opportunities
Career planning work books.
Career counselling.
Career paths.
The career planning systems also needs to be monitored to ensure that managers and employees are
using the system as intended and evaluate whether the system is helping the company meet its
objectives.