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Aligning Training and Development

methods with the HR policies to


develop an effective and sustainable
organization

Submitted by:
Ajit Kumar
Ayushi Agrawal
Pankhuri Soni
Pratik Patel
Contents

Executive Summary............................................................................................ 3
Introduction ....................................................................................................... 3
The Problem: ..................................................................................................... 4
The Solution: ...................................................................................................... 5
Cases:................................................................................................................. 9
Conclusion: ........................................................................................................ 9
Refrences: ........................................................................................................ 10
Executive Summary
Over years, training and development policies have aimed at improving employee
performance whereas Human Resource policies aim at making employees more valuable to
the company so that they can help the company achieve its goals, mission and vision.

As a subset of HRM, training and development policies of the company fail to align to the
final goal i.e. achieving the mission and vision of the company.

In this report we try to look into how alignment between the two policies is important and
look at two cases from the industry- one where the alignment is not visible and other where
some sort of alignment is visible. We will then compare how well these two companies are
able to reach their goals.

Introduction
Human resource management is defined as the process of hiring and developing employees
so that they become more valuable to the organization.
Human Resource Management includes conducting job analyses, planning personnel needs,
recruiting the right people for the job, orienting and training, managing wages and salaries,
providing benefits and incentives, evaluating performance, resolving disputes, and
communicating with all employees at all levels. Examples of core qualities of HR
management are extensive knowledge of the industry, leadership, and effective negotiation
skills. Formerly called personnel management.

Human Resource Development is that part of human resource management that specifically
deals with training and development of the employees.
Human resource development includes training an individual after he/she is first hired,
providing opportunities to learn new skills, distributing resources that are beneficial for the
employee's tasks, and any other developmental activities.

Human resource management regards training and development as a function concerned


with organizational activity aimed at bettering the job performance of individuals and
groups in organizational settings. They are the official and ongoing educational activities
within an organization designed to enhance the fulfillment and performance of employees.
Training and development programs offered by a business might include a variety of
educational techniques and programs that can be attended on a compulsory or voluntary
basis by staff.
Workforce development is a holistic concept that integrates workforce analysis and
planning, human resource management and capability development to strengthen
organisational success by aligning the workforce to both current and future service
demands.

Workforce development requires a focus on the customer and making whole systems
adjustments in accord with achieving our customer needs.

From a systems perspective, it may include business analysis, policy, job design,
recruitment, attraction, retention and separation, as well as resources, support
mechanisms, capability development and incentives.

Many continue to have a limited view of workforce development, seeing it as:

 Identifying and filling current and future jobs in the organisation or

 Professional development - the training and development of individual staff


members or

 Vocational/technical education and meeting skills shortages.

This lack of focus on the policies and practices needed to support the whole system has
resulted in ad hoc approaches that have not been integrated across organisations and
therefore are not sustainable.

On an industry level, the major problem remains that training has not sufficiently matched
industry’s needs. Businesses have not been provided with enough assistance to enable them
to diagnose, predict, and tailor training to their future workforce needs.

There is a strong need to integrate on-the-job skills development with mutually reinforcing
policies and strategies in relation to business investment, the adoption of new technology,
changes to product markets, work organisation, job design and wage structures.

The Problem:
There are two distinct functions of HR. One is HR strategic effectiveness, which is the HR
function and development of an organization’s employees to support its business goals.
However, it is the second HR function of administrative effectiveness on which most HR
departments spend their time. These administrative functions are the activities traditionally
associated with HR, such as, recruitment, selection, training, performance appraisal, and
compensation plans.

One of the best kept secrets in modern management is how to align the training program
with organizational objectives, and how to measure the alignment. Traditional methods fail
flat, because they focus on what "The Manager" (or The Teacher) wants. They ask: Why do
you want to train your employees?
The answer is simple, but not useful: you invest in training because you expect a reasonable
return, but training is expensive, and its ROI is difficult to measure. The problem with
training is that even if we are not getting any results, but we continue to send employees
out to be trained.

In multi‐cultural societies, such as Canada, the USA, Malaysia and South Africa, diversity
training occurs in the context of legislation on affirmative action and employment equity. A
review of cross‐cultural training literature reveals that such training is in general effective,
though situational variables operate differently in international versus domestic areas. In
societies where ethnic and racial discrimination have occurred HRD efforts are concerned
with addressing a skewed skills distribution. It is common knowledge that the organizational
training program (when there is one) should be aligned with organizational goals. Once
those goals have been stated, a weak alignment means low effectiveness, high costs, low
morale and lost opportunities.

The Solution:
The solution is easy: focus on learning more than on training.

To begin with, the organization must clearly define where it’s going. Next, the individuals in
the organization should know what they, as an organization, want to achieve; a larger
market share, customer satisfaction or world peace. In a healthy organization, each member
knows where everybody else is going. Each member, not just the manager, knows what it
will take to get there and is empowered to plan and develop his or her own skills. An
effective learning organization gives all members a reason to improve, an environment
where they are not afraid of failure and the resources they need to learn.

A successful training program manager, in short, has seen the vision, understands the
mission and knows what it takes to reach the business goals. The training program manager
must also understand how and why people learn.

Managers need to keep the following points in mind before they design a training program:

1. Training is a way to develop skills and competencies.

2. Training is a process. If we don’t understand the purpose of the process, measure its
performance, and plan for improvement, then we will not be able to assess the
benefits of a good training program. If you don’t focus on the improvements, you
will only see the cost.
3. Focus on improved performance, rather than on training activities. Ask the
employees what kind of training they need and how they will measure their own
success.

The alignment can be done through two ways:

o The alignment between HR and the strategy of an organization: This begins with a
strategy-focused professional. Secondly, the HR system needs to be created in
alignment with the organization’s strategy. HR needs to ensure that employees are
strategically focused. Every element of the HR function, from hiring, compensation,
reviews, training, etc., needs to be developed in order to enlarge the human capital
in the organization.
There is reasonably strong evidence that there is generally a lack of HRD involvement
in corporate strategy formation. Corporate strategy and the strategic needs of an
organisation are seen as prime determinants of HR activities. Generally, HR strategy
follows organisational strategy with some interactive linking. The strategic
component of HRD emanates from new work processes driven by product market,
technological, organisation and work process redesign imperatives. These are in turn
responses to competitive pressures. Multi‐skilled self‐directed work teams tend to
break down narrow job descriptions, disassembling traditional job and promotional
ladders. Work re‐organisation to achieve performance goals provides the link
between training and development practices and strategic intent. Training needs
analysis in this strategic sense, focuses on identifying required competencies at
individual, work organisation, team and leadership levels. Structural and systemic
change following strategic plans and initiatives create particular HRD needs.
Allocation of HRD resources, expenditure and effort vary at different levels
depending on strategic priorities over time. Often a misallocation occurs, resulting in
training efforts which add little value to an organisation. This underlines the need to
develop a methodology which evaluates the degree of fit/alignment between
training policies, HRD practices and organisational goals. HRD specialists, line
managers and external management educators need to collaborate actively to find
relevant measures for following up on the effectiveness of development processes.

Key features of SHRD practices include:

o integration into a human resource strategy, which in turn is aligned with an


organisational or corporate strategy;
o competency based HRD derived from structural, systemic, technological and
work re‐organisation needs; this in contrast to menu offerings by centralised
training departments in large organisations;
o line management responsibility for developing people is a key performance
area in the appraisal and reward of a manager;
o partnership between HRD specialists and line managers in developing
employee competencies required to achieve organisational performance
goals;
o creating an organisational culture of continuous learning and transfer of
learning between units;
o measuring and evaluating the effectiveness of HRD practices on individual,
team and work unit performance (this is probably one of the most critical
components of SHRD – the HRD profession has not found a generally
acceptable methodology for evaluating the transfer of training and its
effectiveness in the work place, which is a large and fundamental gap,
limiting the extent to which HRD can be recognised as playing a strategic
organisational role);
o targeting value – adding performance areas for specific development
initiatives, which potentially enhance competitive advantage – these include
service excellence, product innovation, creative problem solving, leadership
and team development;
o business and work process integration – this involves learning to work
collaboratively across traditional functional disciplines in
multi‐functional/disciplinary teams, which requires both new interactive skills
and organisation redesign. Executive development programmes increasingly
emphasise integrated managerial and organisational processes. This requires
learning in multi‐functional flexible teams, rather than a “functional silo”
pre‐occupation, where development is solely an individual rather than
collaborative learning process. Depending on contingency requirements at
the time, SHRD focuses variously on development at several levels
Organisational Effectiveness

Managerial Effectiveness

Team Effectiveness

Interpersonal
Effectiveness

Individual
Effectiveness

Why alignment of T&D, HRM and Strategy is important: Relationship between various levels of effectiveness

o Workforce Development: A workforce development model needs to take all the


elements of workforce development into account. It should be such that it :
 Integrates the three key domains of workforce development:

 Human resource management

 Workforce capability development

 Workforce planning

 Clarifies the relationship of professional development to capability development


and workforce development

 Guides the development of a Workforce Development Plan.

The policies, strategies and activities within workforce planning, human resource
management and capability development inform the development of an integrated
sustainable workforce plan. The workforce plan addresses the needs of the
workforce and outlines the key activities, accountabilities and resources required to
meet the strategic goals of the organisation.
Cases:

Conclusion:
SHRD is the strategic management of training, development, and of management or
professional education interventions, so as to achieve the objectives of the organization
while at the same time ensuring the full utilization of the knowledge in detail and skills of
individual employees. HRD is best seen as the strategic management of training,
development, and management or professional education interventions, so as to achieve
the objectives of the organization, while at the same time ensuring the full utilization of the
detailed knowledge and skills of individual employees.

In a study conducted by Mohrman and Lawler (1997), it was found that SHRD practices
should contribute to business strategy based on their knowledge of the competencies and
capabilities of the organization, and their understanding of the organizational learning that
will be required to support specified strategic directions.

Integration with organizational missions and goals: SHRD practices in this context are seen
as a vital factor in organizational learning, and training and development are viewed as
making an effective contribution to business goals. It was pointed out that SHRD involves a
move from activities that are fragmented to a situation where training and development is
either more systematically linked to such goals or else is so systematically integrated with
organizational needs that it is seen as a necessity for organizational survival.

In order to be successful in training and development one needs an individual with a clear
understanding of the organization at the strategic, tactical and operational levels; an
individual who knows what it takes to execute the business plans, and understands how to
build the skills needed to make products and services the customer wants to pay for.

A successful training program and a training program manager have seen the vision,
understands the mission and knows what it takes to reach the business goals.

Refrences:
http://www.businessdictionary.com/definition/training-and-development.html

http://lrrpublic.cli.det.nsw.edu.au/lrrSecure/Sites/Web/13289/ezine/year_2008/sep/thinkp
iece_whole_system_approach.htm

http://www.humanresourcesiq.com/hr-management/articles/aligning-the-training-
program-with-business-object

http://www.emeraldinsight.com/doi/full/10.1108/03090599910272068

http://files.eric.ed.gov/fulltext/ED504343.pdf

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