Role of Training

1) Increase in Efficiency/productivity: Training brings about increase in quantity and quality of goods produced resulting in high productivity. A well- trained employee makes better and economical use of available resources (material, machines, and equipment).Optimum utilization of resources results in reduced cost on production and higher profits.

2) Heightened Morale: Training results in increased morale of employees because of reduction in dissatisfaction at work, reduced complaints, and reduced absenteeism, and increased interest in work during the post- training period. Heightened morale results in increased loyalty to the organization.

3) Better Industrial Relations: Training provides a platform for maintaining smooth industrial relations. Employees develop a feeling that organization is taking care and interest in them through training programmes.

4) Reduced Supervision and Direction: A trained employee knows what job he has to do and how to do that job and requires no guidance and supervision. Supervisors can devote their time to solve more important problems rather than concentrating on consent and regular supervision.

5) Increasing Organizational Stability and Flexibility: Training provides opportunities for the employs to learn and acquire skills to work in several departments in an organization. Training also results in low rate of labor turnover which means high consistency in organizations in retaining people for long period of time. Low labor turnover means high organizational stability. Flexibility is ensured because employees may be placed in several departments over a period of time as they acquire multiplicity of skills through adequate training.

6) Technical Advances: The pace of the technical advancement is another reason why training is necessary. The technology is changing so fast that, if a company wants to stay in the competition it must develop the technical knowledge of its employees through continuous training.

7) Organizational Complexity: With the emergence of automation and mechanization, manufacturing of multiple products and by- products, etc., most of the companies have become complex. This calls for training in the skills of coordination, integration and adaptabilities to the requirements of growth and expansions.

8) Standardization: The methods of production are standardized through training. All trained employees follow same methods and techniques of production and hence there can be little variation in output and standards produced by different employees. By using standardized methods, the quality of output would be increased.

9) Future manpower Needs: Through proper training employees become eligible for promotion handling more responsibility. An expanding and growing organization wishes to train the existing employees so as to place them in higher positions in future.

10) Reduced Accidents at Workplace: Untrained people are bound to commit errors while

handling machinery and equipment resulting in incidents at workplace. Training eliminates (reduces) the possibility of incident due to mishandling of equipment, machinery, and other resources of the organization. Proper training and development programmes ensure safety in handling the organization’s resources which results in reduction in the accident rates.

11) Reduced Learning Time: An untrained worker consumes a lot of time to learn the methods, technique of doing the work. Skilled and trained employees reach the acceptable level of performance within no time. Therefore, training results in reduced learning time.

12) Confidence: Training creates a feeling of confidence in the minds of workers. It gives safety and security to them at the workplace.

13) New skills: Training develops skills which serve as a valuable personal asset of a worker. It remains permanently with the workers himself.

14) Promotion: Training provides opportunity for quick promotion and self-development.

15) Better Management: A manager can make use of training to manage in a better way. To him, training the employees, can assist improve his planning, organizing, directing, and controlling.

16) Standardization of procedures: With the help of training, the best available methods of performing the work can be standardized and taught to all employees. Standardization will make high levels of performance rule rather than exception.

Meaning and Definition of Training

Training is the important subsystem of human resource development. Training is a specialized function and is one of the fundamental operative function and is one of the fundamental operative  functions for known resource management.

Training is a short-term process utilizing a systematic and organized procedure by which non-managerial personnel acquire technical knowledge and skills for a definite purpose . It refers to instruction in is technical and mechanical operations, like operation of some machines. It is designed primarily for non- managers, It is for a short duration and it is for a specific job- related purpose.

According to Dale S Beach, "Training is the organized procedure by which people learn knowledge and for skill for a definite purpose."

According to Planting, Cord and Efferson, "Training is the continuous, systematic development process among all levels of employees of that knowledge and their skills and attitude which contribute to their welfare and that of the company."

Performance on a currently held job or one related to it.

According to Chowdhary D.P. “Training is a process which enables the trainees to achieve the goals and objectives of their organizations.”

According to  Schermerhorn ,  Hunt and Obsorn, "Training is a set of activities that  provides the opportunity to acquire and improve job-related skills."

According to Robert N. Lussier, "Training is the process of acquiring the skills necessary to do the job."

In other words, training improves changes, molds the employees knowledge, skill, behavior aptitude, and attitude towards the requirements of the job and organization. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed for a particular job and organization.

Thus, training bridges the differences between job requirements and employees, present specifications.

Features of Training

1) Training objectives are tied to organization’s business objectives and industry skill standards.

2) Training objectives are derived from and continuously aligned with the organizations overall performance objectives and specific job requirements.

3) Training success is tied to the attainment of performance- based measurable learning objectives that are linked to industry skill standards.

4) Programs are developed with input from management supervisors, and employees or their representatives.

5) Training curricula, structure, and delivery methods reflect the workplace and its requirements.

6) Training curricula, structure, and delivery methods are appropriate to the organization’s organizational structure, work processes, and culture and training activities.

Incorporate and draw on and organization’s work process, tasks and materials.

7) Training addresses both occupational skill requirements and the underlie them.

8) Training supports forms of work organization that emphasize broadening employ skills and empowering employees.

9) Training activities are interactive and experiential, and include regular opportunities to integrate the knowledge and skills learned into solving problems commonly encountered on the job.

10) Training is modular so it can be adapted to workplace schedules.

11) Training is delivered “just in time.”

12) Training uses technology and materials that are comparable to those used on the job.

13) Training is reinforced on the job, once trained employee’s return to their workplace.

14) Training is tailored to trainee needs and learning styles.

15) Training is developed based upon an assessment of the target employee’s knowledge, skills, and abilities.

16) Training meets individual skill development needs as reflected in an individualized development plan (based on each trainee’s own skill levels and training goals).

17) Training uses a variety of instructional methods and media, allowing for differences in the learning styles of individual employees.

18) Training structure allows employees to learn at their own pace.

19) Training builds the learner’s ability to transfer his skills to different work settings.

20) Training builds employee understands that learning is an integral and ongoing component of successful work performance.

21) Successful training completion results in a portable credential for the learner.

22) High quality assessment is an integral part of the training.

23) Assessments used are valid and reliable indicators of job performance.

24) Expected performance outcomes and assessment methods are clearly communicated to trainees.

25) Learner needs are assessed prior to training and inform the learner‘s individualized training plan.

26) Trainees are provided regular, ongoing feedback concerning their progress while in the training program.

27) Trainees are assessed at the completion of training to ascertain learning gains and overall training programme.

28) Training staff is highly skilled and well trained.

29) Trainer is well versed in job performance requirements and has industry-based experience.

30) Evaluation is used to assure training quality.

32 ) Management, Supervisors, employees, and in unionized workplaces, union representatives participate in evaluating programme effectiveness and its responsiveness to their needs.

33) Evaluations are conducted regularly to ensure that the training programme remains on track.

Scope of Training

The organizations find themselves compelled to organize some training activities because many new entrants lack basic skills.

Considerable amount has been spent by employers on formal training.

Training of a company’s workforce results in an increase of productivity and reduces wastage. It is corporate prudence and cost effective practice to retain workers for new jobs than releasing them and hiring new ones. As training enhances the competency of the workforce, it will result in increased morale. A large number of different kinds of activities will be positively impacted if training systems are will designed.

Training can pave way for increased quality, both in the production and service sectors. Training can facilitate employee retention and faster customer service. If designed and delivered well, it will facilitate achievement of organizational objectives – the main purpose of organizational existence.

In treating training, there are three types of organization. Some organizations regard training as an unnecessary and time wasting activity. They feel that the cost of training is high and is not commensurate with the benefit derived from it.

The second type of organizations treats training as a continuous activity. They make every superior in organization responsible for training which invariably results in learning updates either in technology, methodology or in behavior.

There are some organizations where training is used as a tool to deal with specific problems. In these organizations, training happens only when there exists a problem which needs to be solved. Training is taken up with a limited objective and discontinued once the problem is solved.

Company’s selection and promotion policies have a definite bearing on training. However, certain recent changes in perception have done a lot of good to corporate training.

1) More and more skills are taught and learnt and fewer skills are regarded as inborn.

2) The change of technology is advancing at faster pace making skills of today obsolete

tomorrow, thus making training and re-training imperative.

3) Globalization has resulted in diversity in lifestyles, attitude of people, working environment, etc., compelling employees to get trained in various skills like foreign languages, negotiation techniques, telephone skills, etc.

TRAINING INPUTS

There are three basic types of inputs.1) Skills,2) Attitudes, and3) Knowledge.

The primary purpose of training is to establish a sound relationship between the worker and his job – the optimum man- task relationship. Such a relationship is at its best when the worker’s attitude to the job is right, when the workers knowledge of the job is adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired modifications in skills, attitude and knowledge of employees so that they perform their jobs most efficiently and effectively.

1) Skills: Training activities nowadays encompass activities ranging from the acquisition of a simple motor skill to a complex administrative one. Training an employee for a particular skill is undertaken to enable him to be more effective on the job. For example, new workers can be trained to achieve levels of output attained by experienced older workers .Similarly existing workers whose levels of output are below par can be retained.

2) Attitudes: Through orientation (induction) programmes, organization develops attitudes in new employees which are favorable toward the achievement of organizational goals. Training programmes in industry are aimed at molding employee attitudes to achieve support for company activities, and to obtain better cooperation and greater loyalty.

3) Knowledge: Training aimed at imparting knowledge to employees in the organization provides for understanding of all the problems of modern industry. This knowledge for a worker is specific to his job, and related broadly to plant, machinery, material product, and quality and standard of product. Knowledge for managerial personnel may be related to complexity of problems in organizing, planning, staffing, directing and controlling.

In general, training initiated for imparting knowledge to employs should consider three aspects:

(a) Knowledge in general about factory and work environment- job context.

(b) Specific knowledge related to job- job context.

(C) Knowledge related to quality and standards of product or quality of work.

Need for Training

Every organization should provide training to all employees irrespective of their qualification, skill, suitability for the job etc. Training is not something that is done once to new employees; it is used continuously in every well run establishment. Further, technological changes, automation, require up-dating the skills and knowledge. As such an organization has to retain the old employees.

Specifically, the need for training arises due to the following reasons:

(i) To Match the Employee Specifications with the job Requirements and Organizational Needs: An employee’s specifications may not exactly suit to the requirements of the job and the organization irrespective of his past experience, qualifications, skills, knowledge etc. Thus management may find deviations between employee’s present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employee’s skill, knowledge, attitude, Behavior etc., to the tune of job requirements and organizational needs.

(ii) Organizational Viability and the Transformation process: The primary goal of most of the organizations is their viability and efficiency. But the organizational viability is continuously influenced by environmental pressures. If the organization does not adapt itself to the changing factors in the environment, it will lose its market share. If the organization desires to adopt these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to the organizational efficiency and to cope with the changing environment. In addition, it provides continuity to the organization process and development. The productivity of the organization can be improved by developing the efficiency of transformation process which in turn depends on enhancement of the existing level of skills and knowledge of the employees. The achievement of these objectives mostly depends on the effectiveness of the human resources that the organization possesses. Employee effectiveness can be secured by proper training.

(iii) Technological Advances: Every organization, in order to survive and to be effective, should adopt the latest technology i.e., mechanization, computerization and automation. Technology alone does not guarantee success unless it is supported by people possessing requisite skills. So, organization should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time.

(iv) Organizational Complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by- products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organization of most of the companies has become complex. This leads to growth in number and kind of employees and layers in organizational hierarchy. This in turn, creates the problems of coordination and integration of activities at various levels. This in turn, creates the problems of coordination and integration of activities at various levels. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion. Companies constantly search for opportunities to improve

organizational effectiveness. Training is responsible for much of the planned change and effectiveness in an organization as it prepares the people to be the change agents and to implement the programmes of effectiveness.

(v) Change in the Job Assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip the old employees with the advanced disciplines, techniques or technology.

IMPORTANCE OF EMPLOYEE TRAINING

Training is the most important activity or plays an important role in the development of human resources. To put the right man at the right place with the trained personnel has now become essential in today’s globalized market. No organization has a choice on whether or not to develop employees. Therefore, training has nowadays become an important and required factor for maintaining and improving interpersonal and inter-group collaboration.

Reduction in Cost of production: Efficient workers do their works in the best possible manner. They make the maximum utilization of materials and machines. Thus, the cost of production is reduced.

Maximum Utilization of Materials and Machines: Training teaches the employees of the enterprise the method of doing their job in the best possible manner. As a result of it they make the best possible utilization of the materials and machines of the enterprise available to them.

Minimum possibility of Accident: Trained workers know the methods of doing their jobs in the required manner. The know-how to use the machines in the best possible manner. It reduces the possibility of accidents to the minimum.

Stability in Organization: Training brings stability in organization, because it reduces the rate of absenteeism and labor turnover. It enables the workers to do their works in the absence of any supervision. It brings stability in the organization.

High Morale: As the trained workers are capable in doing their jobs in most suitable manner and can understand the procedures and methods easily, it increases their morale. It gives them satisfaction in their work.

Improvement in the Quality and Quantity of production: Training increases the efficiency of employees which increases the quality of production and improves its quality.

Difference between Efficient and Inefficient Employees: Training provides an opportunity to evaluate the ability and capability of all the employees. An efficient employee learns the methods to do a work efficiently while an inefficient employee learns the methods to do a work very late. Thus, training provides an opportunity to measure the efficiency of workers, In efficient worker may be allocated some light job to do.

Minimum Need of Supervision: A trained worker can do his work himself efficiently. Thus, the training reduces the need of supervision to minimum.

Helpful to Managers: As there is minimum need of supervision, it helps the managers of the enterprise to concentrate upon the important problems of enterprise. They have not to waste their valuable time on supervising the workers.

Increase in Understanding: Trained workers can learn the methods and procedures of production quickly. Training improves the power of understanding among them. They can follow the technical attitudes and changes themselves easily and quickly.

Team Spirit: Training helps in including the sense of team work, team spirit and inter-team collaborations. It helps in including the zeal to learn within the employees.

Organization culture: Training helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

Organization climate: Training helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates and peers.

Others

Growth, expansion and modernization cannot take place without trained manpower.

Gives people awareness of rules and procedures.

Increased innovation in strategies and products.

Increased capacity to adopt new technologies and methods.

Reduced employee turnover.

Enhanced company image.

In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee.

A formal definition of training and development is “it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.” The need for training and development is determined by the employee’s performance deficiency, computed as follows :

Training and development need  =  Standard performance - Actual performance.

Training and development programs are necessary in any organization for improving the quality

of work of the employees at all levels, particularly in a world of fast changing technology, changing valves, and environment.

The purpose of both is similar. The main difference between the two is in respect to the levels of employees for whom these are meant, and the contents and techniques employed.

Training Methods: On Job Training and off the Job Training Methods!

A large variety of methods of training are used in business. Even within one organization

different methods are used for training different people. All the methods are divided into two

classifications for:

A. On-the-job Training Methods:

1. Coaching

2. Mentoring

3. Job Rotation

4. Job Instruction Technology

5. Apprenticeship

6. Understudy

B. Off-the-Job Training Methods:

1. Lectures and Conferences

2. Vestibule Training

3. Simulation Exercises

4. Sensitivity Training

5. Transactional Training

A. On-the-job training Methods:

Under these methods new or inexperienced employees learn through observing peers or

managers performing the job and trying to imitate their behaviour. These methods do not cost

much and are less disruptive as employees are always on the job, training is given on the same

machines and experience would be on already approved standards, and above all the trainee is

learning while earning. Some of the commonly used methods are:

1. Coaching:

Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to

focus on them. It also offers the benefit of transferring theory learning to practice. The biggest

problem is that it perpetrates the existing practices and styles. In India most of the scooter

mechanics are trained only through this method.

2. Mentoring:

----:

The focus in this training is on the development of attitude. It is used for managerial employees.

Mentoring is always done by a senior inside person. It is also one-to- one interaction, like

coaching.

3. Job Rotation:

It is the process of training employees by rotating them through a series of related jobs. Rotation

not only makes a person well acquainted with different jobs, but it also alleviates boredom and

allows to develop rapport with a number of people. Rotation must be logical.

4. Job Instructional Technique (JIT):

It is a Step by step (structured) on the job training method in which a suitable trainer (a) prepares

a trainee with an overview of the job, its purpose, and the results desired, (b) demonstrates the

task or the skill to the trainee, (c) allows the trainee to show the demonstration on his or her own,

and (d) follows up to provide feedback and help. The trainees are presented the learning material

in written or by learning machines through a series called ‘frames’. This method is a valuable

tool for all educators (teachers and trainers). It helps us:

a. To deliver step-by-step instruction

b. To know when the learner has learned

c. To be due diligent (in many work-place environments)

5. Apprenticeship:

Apprenticeship is a system of training a new generation of practitioners of a skill. This method of

training is in vogue in those trades, crafts and technical fields in which a long period is required

for gaining proficiency. The trainees serve as apprentices to experts for long periods. They have

to work in direct association with and also under the direct supervision of their masters.

The object of such training is to make the trainees all-round craftsmen. It is an expensive method

of training. Also, there is no guarantee that the trained worker will continue to work in the same

organisation after securing training. The apprentices are paid remuneration according the

apprenticeship agreements.

6. Understudy:

In this method, a superior gives training to a subordinate as his understudy like an assistant to a

manager or director (in a film). The subordinate learns through experience and observation by

participating in handling day to day problems. Basic purpose is to prepare subordinate for

assuming the full responsibilities and duties.

B. Off-the-job Training Methods:

Off-the-job training methods are conducted in separate from the job environment, study material

is supplied, there is full concentration on learning rather than performing, and there is freedom of

expression. Important methods include:

1. Lectures and Conferences:

Lectures and conferences are the traditional and direct method of instruction. Every training

programme starts with lecture and conference. It’s a verbal presentation for a large audience.

However, the lectures have to be motivating and creating interest among trainees. The speaker

must have considerable depth in the subject. In the colleges and universities, lectures and

seminars are the most common methods used for training.

2. Vestibule Training:

Vestibule Training is a term for near-the-job training, as it offers access to something new

(learning). In vestibule training, the workers are trained in a prototype environment on specific

jobs in a special part of the plant.

An attempt is made to create working condition similar to the actual workshop conditions. After

training workers in such condition, the trained workers may be put on similar jobs in the actual

workshop.

This enables the workers to secure training in the best methods to work and to get rid of initial

nervousness. During the Second World War II, this method was used to train a large number of

workers in a short period of time. It may also be used as a preliminary to on-the job training.

Duration ranges from few days to few weeks. It prevents trainees to commit costly mistakes on

the actual machines.

3. Simulation Exercises:

----:

Simulation is any artificial environment exactly similar to the actual situation. There are four

basic simulation techniques used for imparting training: management games, case study, role

playing, and in-basket training.

(a) Management Games:

Properly designed games help to ingrain thinking habits, analytical, logical and reasoning

capabilities, importance of team work, time management, to make decisions lacking complete

information, communication and leadership capabilities. Use of management games can

encourage novel, innovative mechanisms for coping with stress.

Management games orient a candidate with practical applicability of the subject. These games

help to appreciate management concepts in a practical way. Different games are used for training

general managers and the middle management and functional heads – executive Games and

functional heads.

----:

(b) Case Study:

Case studies are complex examples which give an insight into the context of a problem as well as

illustrating the main point. Case Studies are trainee centered activities based on topics that

demonstrate theoretical concepts in an applied setting.

A case study allows the application of theoretical concepts to be demonstrated, thus bridging the

gap between theory and practice, encourage active learning, provides an opportunity for the

development of key skills such as communication, group working and problem solving, and

increases the trainees” enjoyment of the topic and hence their desire to learn.

(c) Role Playing:

Each trainee takes the role of a person affected by an issue and studies the impacts of the issues

on human life and/or the effects of human activities on the world around us from the perspective

of that person.

It emphasizes the “real- world” side of science and challenges students to deal with complex

problems with no single “right” answer and to use a variety of skills beyond those employed in a

typical research project.

In particular, role-playing presents the student a valuable opportunity to learn not just the course

content, but other perspectives on it. The steps involved in role playing include defining

objectives, choose context & roles, introducing the exercise, trainee preparation/research, the

role-play, concluding discussion, and assessment. Types of role play may be multiple role play,

single role play, role rotation, and spontaneous role play.

(d) In-basket training:

In-basket exercise, also known as in-tray training, consists of a set of business papers which may

include e-mail SMSs, reports, memos, and other items. Now the trainer is asked to prioritise the

decisions to be made immediately and the ones that can be delayed.

4. Sensitivity Training:

Sensitivity training is also known as laboratory or T-group training. This training is about

making people understand about themselves and others reasonably, which is done by developing

in them social sensitivity and behavioral flexibility. It is ability of an individual to sense what

others feel and think from their own point of view.

It reveals information about his or her own personal qualities, concerns, emotional issues, and

things that he or she has in common with other members of the group. It is the ability to behave

suitably in light of understanding.

A group’s trainer refrains from acting as a group leader or lecturer, attempting instead to clarify

the group processes using incidents as examples to clarify general points or provide feedback.

The group action, overall, is the goal as well as the process.

Sensitivity training Program comprises three steps (see Figure 18.7)

Recruitment (with diagram)

Article shared by :  <="" div="" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; font-size: 16px; vertical-align: bottom; background: transparent; max-width: 100%;">

----:

Recruitment: Meaning and Sources of Recruitment (with diagram)!

Whenever there is a vacancy in the organization, generally it is to be filled. To make the

candidate available for filling those vacancies, their selection procedure and placement on a

proper job comes under the purview of recruitment.

As soon as the available vacancies are known, they are advertised through different media and

accordingly the applications are collected for the vacant posts. A group of candidates interested

in doing the job and are eligible to do, it is created through recruitment.

----:

It is an operative function of human resource management coming under the managerial function

called organizing. In the words of Edwin Flippo, ‘recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organisation’.

In short, it involves attracting and obtaining as many applications as possible from eligible job

seekers.

Sources of Recruitment:

The eligible and suitable candidates required for a particular job are available through various

sources. These sources can be divided into two categories, as shown in Figure 5.5.

Internal Sources of Recruitment:

1. Promotions:

----:

The promotion policy is followed as a motivational technique for the employees who work hard

and show good performance. Promotion results in enhancements in pay, position, responsibility

and authority. The important requirement for implementation of the promotion policy is that the

terms, conditions, rules and regulations should be well-defined.

2. Retirements:

The retired employees may be given the extension in their service in case of non-availability of

suitable candidates for the post.

----:

3. Former employees:

Former employees who had performed well during their tenure may be called back, and higher

wages and incentives can be paid to them.

4. Transfer:

Employees may be transferred from one department to another wherever the post becomes

vacant.

----:

5. Internal advertisement:

The existing employees may be interested in taking up the vacant jobs. As they are working in

the company since long time, they know about the specification and description of the vacant

job. For their benefit, the advertisement within the company is circulated so that the employees

will be intimated.

Benefits of Internal Sources of Recruitment:

1. The existing employees get motivated.

----:

2. Cost is saved as there is no need to give ---- about the vacancy.

3. It builds loyalty among employees towards the organization.

4. Training cost is saved as the employees already know about the nature of job to be performed.

5. It is a reliable and easy process.

Limitations of Internal Sources of Recruitment:

1. Young people with the knowledge of modem technology and innovative ideas do not get the

chance.

2. The performance of the existing employees may not be as efficient as before.

3. It brings the morale down of employees who do not get promotion or selected.

4. It may leads to encouragement to favouritism.

5. It may not be always in the good interest of the organization.

External Sources of Recruitment:

1. Press advertisement:

A wide choice for selecting the appropriate candidate for the post is available through this

source. It gives publicity to the vacant posts and the details about the job in the form of job

description and job specification are made available to public in general.

2. Campus interviews:

It is the best possible method for companies to select students from various educational

institutions. It is easy and economical. The company officials personally visit various institutes

and select students eligible for a particular post through interviews. Students get a good

opportunity to prove themselves and get selected for a good job.

----:

3. Placement agencies:

A databank of candidates is sent to organizations for their selection purpose and agencies get

commission in return.

4. Employment exchange:

People register themselves with government employment exchanges with their personal details.

According to the needs and request of the organization, the candidates are sent for interviews.

----:

5. Walk in interviews:

These interviews are declared by companies on the specific day and time and conducted for

selection.

6. E-recruitment:

Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites on

which candidates upload their resume and seek the jobs.

7. Competitors:

By offering better terms and conditions of service, the human resource managers try to get the

employees working in the competitor’s organization.

Benefits of External Sources of Recruitment:

1. New talents get the opportunity.

2. The best selection is possible as a large number of candidates apply for the job.

3. In case of unavailability of suitable candidates within the organization, it is better to select

them from outside sources.

Limitations of External Sources of Recruitment:

1. Skilled and ambitious employees may switch the job more frequently.

2. It gives a sense of insecurity among the existing candidates.

3. It increases the cost as advertisement is to be given through press and training facilities to be

provided for new candidates.

Redeployment, Redundancy and Retrenchment

----:

Looking at the future surplus of human resources the organisations have to prepare action plan

for redeployment, redundancy and retrenchment. These are some of the harsh measures adhere to

by the organisations to get rid of excess of human resources. For redeployment of employees,

organisations have to plan for training and orientation programmes.

Redeployment takes the form of transfers. In case of estimation of surplus and not deficit for the

entire organisation, then trade unions have to be consulted before going for retrenchment and

redundancy. Redundancy plan includes provision for compensation, help in getting new jobs,

and priority in filling future vacancies for retrenched employees.

Measures for Redeployment, Redundancy / Retrenchment:

----:

(1) Outplacement:

Under this measure career guidance and retraining is provided to the prospective displaced

employees so that they can be redeployed elsewhere in the organisation.

(2) Lay Offs:

Layoffs are because of recession in business, power failure, major breakdown etc. of temporary

nature. Employees are called back when normal position is restored. Permanent layoff is because

of liquidation of the company. The employees can be-absorbed elsewhere in the enterprise where

vacancies exist as a result of retirement or death.

----:

(3) leave of Absence without pay:

This is the method employed by the company to reduce the cost of labour and enable employee

to pursue his self interest. It also helps the company to eliminate unnecessary jobs. This method

helps employees to be aware of future changes.

(4) Work Sharing:

Under this method employees are given the opportunity to share jobs i.e. two employees working

half time each. This is a temporary way to solve retrenchment problem.

----:

(5) Reduced work Hours:

Under this method each employee work for less hours, receives less pay.

(6) Voluntary Retirement:

To get rid of overstaffing problems, the government of India has introduced a novel scheme

known as Voluntary Retirement Scheme under the caption ‘Golden Handshake’ for its

employees.

----:

(7) Attrition:

Under this method the employees who are leaving the jobs at their own create vacancies. The

vacancies are not filled, rather freeze and a ban on employment is imposed.

Retention Plan:

When organisations faced the shortage of some categories of employees they adhere to retention

of the existing employees.

Retention pain covers the following:

----:

(1) Bringing the salary to the same level as exist in comparable enterprises preventing the

employees to quit the organisation for better prospect in other organisations.

(2) Opportunities for career development is provided to the employees through training and

development, by giving challenging assignment etc.

(3) More fringe benefits are offered.

(4) Better working conditions are provided.

(5) Extensive participation of employees in decision making is encouraged.

(6) Higher level jobs are offered to the existing employees deserving qualifications, skills and

potentialities.

(7) Effective method for grievance redressal and conflict resolution is adopted.

(8) Better facilities for interpersonal relations are created.

Redundancy is when an employer reduces their workforce because a job or jobs are no longer

needed. However, if you lose your job and they get someone in to fill it that is NOT a

redundancy…

Protect yourself by doing your research and knowing your rights!

Common reasons for redundancy

There are lots of reasons why you might be made redundant, and they usually aren’t a reflection on your ability to do the job…

New technology has made your job unnecessary

The job you were hired to do no longer exists

Your employer needs to cut costs by reducing staff numbers

The business is closing down or moving

The business has been bought by another company

Redundancy selections

Who is chosen to be made redundant and why should be clearly explained to you with no prejudiced reasons. There should also be an appeals procedure in place in case you disagree with the decision or think you’ve been unfairly selected.

Your employer may include qualifications and skills as part of their reasons, but it should not be based on these alone. Other reasons include:

Attendance record

Disciplinary record

Skills or experience

Standard of work performance

Successes at work – or lack of them

Redundancy law

Redundancy law is complicated, the basics include…

If your employer is making more than 20 employees redundancy then they must give you information about the redundancies in writing. Find out what information needs to be included

It’s also important that you ensure that you’ve not been unfairly discriminated against in any way…

Career Planning: Definition, Features, Objectives and Benefits!Definitions:

1. A career may be defined as ‘ a sequence of jobs that constitute what a person does for a

living’.

2. According to Schermerborn, Hunt, and Osborn, ‘Career planning is a process of systematically

matching career goals and individual capabilities with opportunities for their fulfillment’.

----:

3. Career planning is the process of enhancing an employee’s future value.

4. A career plan is an individual’s choice of occupation, organization and career path.

Career planning encourages individuals to explore and gather information, which enables them

to synthesize, gain competencies, make decisions, set goals and take action. It is a crucial phase

of human resource development that helps the employees in making strategy for work-life

balance.

Features of Career Planning and Career Development:

1. It is an ongoing process.

----:

2. It helps individuals develop skills required to fulfill different career roles.

3. It strengthens work-related activities in the organization.

4. It defines life, career, abilities, and interests of the employees.

5. It can also give professional directions, as they relate to career goals.

Objectives of Career Planning:

The major objectives of career planning are as follows:

1. To identify positive characteristics of the employees.

2. To develop awareness about each employee’s uniqueness.

3. To respect feelings of other employees.

----:

4. To attract talented employees to the organization.

5. To train employees towards team-building skills.

6. To create healthy ways of dealing with conflicts, emotions, and stress.

Benefits of Career Planning:

1. Career planning ensures a constant supply of promotable employees.

2. It helps in improving the loyalty of employees.

3. Career planning encourages an employee’s growth and development.

4. It discourages the negative attitude of superiors who are interested in suppressing the growth

of the subordinates.

5. It ensures that senior management knows about the calibre and capacity of the employees who

can move upwards.

6. It can always create a team of employees prepared enough to meet any contingency.

7. Career planning reduces labour turnover.

8. Every organization prepares succession planning towards which career planning is the first

step.

Career planning can also be defined as the process in which an employee can use the available opportunities within the organization to further their own personal benefits. But at the same time, it should be well within the limits of organizational compliance. In that sense, career planning should ideally start before joining the company.

Five Stages of Career Development Planning

Career planning involves five important stages. They are −

Assessing self and identifying areas of strength and aptitude. Finding career opportunities that suit your strengths. Setting goals in personal and professional life. Planning the actions of how to attain goals. Periodic evaluation of performance.

Let us now discuss the above-mentioned stages in detail.

Assessing Self

Assessing oneself is the act of reviewing one’s priorities, personal interests, strengths and weaknesses, along with appropriate skill sets. These reviews help the employee to get a realistic idea of his chances at career growth in the organization. Assessing will also give him a transparent picture of the skill sets required for specific job descriptions and promotions.

While this is a great tool for exploring growth opportunities in one’s own organization, job seekers can use it to look for opportunities among friends and family, and in job fairs. This reality checking also helps in finalizing goals and setting aims for the future.

Finding Career Opportunities

After the self-assessment is done, the next step is to get a reality check on what skills the person has and how they can serve him. In this step, the candidate is supposed outline all the steps that he needs to follow to reach a specific career. This involves taking stock of technical knowledge and whether it is sufficient to guarantee a job opportunity.

The next significant objective is networking. The candidate should search, if he has anyone in his contact who can offer an opportunity to him, or facilitate the same. A working professional can utilize this step in making a realistic assessment of his goals, if they are still achievable, and all the changes that happened in the work place to influence his outlook.

Most of the organizations conduct annual appraisals that have many such self-assessment questionnaires. This is where candidates can give themselves a fair score and prove to the management, where all they have contributed in the growth of the organization.

Setting Goals in Personal and Professional Life

In this phase, the candidate checks a range of career opportunities available to him and determines which of his skillsets and knowledge levels will be needed in the job of his choice. In this step, the candidate does research and information-gathering from multiple sources like friends, colleagues, co-workers, etc. and tries to find the best way that works for him.

In this stage, many potential job-seekers also post their profiles in job placement centers, who in turn, provide them with a list of qualifications that employers seek in a candidate’s profile. A

similar situation is found inside the organization as well, where possible options for a position are asked to brush up their skills.

Goal Setting

The third step in the process of career planning is that of goal setting, where a person undergoes a period of self-assessment and investigates his career opportunities to decide his long-term prospects in an organization. It is important for the candidate to keep checking all his options for a viable future.

It is also imperative that he looks for opportunities tailored for his personal interests, abilities and skills. In short, his goals should be specific, measured, set and reachable, so that he can gauge his success in pursuing it.

Action Planning

Action planning involves the steps required to achieve goals such as additional training or getting a specific set of managerial skills either for his current position or for the one that he is aspiring to get. This step usually involves a lot of communication with the senior employees working in different roles in the organization. As these seniors are the individuals who can share information with the rest of the people and inform them about the various dynamics in the working spheres.

Periodic Evaluation of Performance

The final step is evaluation of the progress made in inching towards the career goals. Evaluating one’s success helps people keep a track of their progress and identify strengths and weaknesses in a career plan.

This habit of self-assessment helps people keep their priorities in check and keep evolving their skills as a continuous process, not an isolated, one-time effort. Also, self-assessment helps in getting knowledge on different functionalities in the working sphere.

Meaning of Succession Planning:

A succession plan is a component of good HR planning and management. Succession planning

acknowledges that the staff will not be with an organisation indefinitely and it provides a plan

and process for addressing the changes that will occur when they leave.

Most of the times, succession planning focuses on the senior management, however, all the key

positions should be included in the plan. Key positions can be defined as those positions that are

crucial for the operations of the organisation and that will be hard to replace because of skill,

seniority and/or experience.

----:

Whenever the size of resources permit, a succession plan should involve nurturing and

developing employees from within an organisation. Employees who are perceived to have the

skills, knowledge qualities, experience and the desire can be groomed to move up to fill specific,

key positions.

Organisation should:

i. Assess their current and future needs based on either their strategic plan, goals and objectives,

or priority programmes and projects.

ii. Match these to the capabilities of existing workforce.

----:

iii. Develop a plan to manage the gaps that will arise when individuals in key positions leave or

are promoted.

The succession plan generally includes a combination of training and developing existing staff

and external recruitment. A succession plan is not a guarantee of a position; rather it represents a

developmental plan to prepare an individual, should opportunities arise within the organisations.

Essay # 2. Importance of Succession Planning:

The benefits of good succession planning are as follows:

(i) A good succession plan ensures that the organisation is prepared with a plan to support

service continuity when the key people leave.

----:

(ii) It ensures a continuous supply of qualified, motivated people (or a process to identity them),

who are prepared to take over when current key persons leave the organisation.

(iii) It involves an alignment between the organisation’s vision and its human resources that

demonstrates an understanding of the need to have appropriate staffing to achieve strategic plan.

(iv) A good plan is a commitment to develop career paths for employees which will facilitate the

organisation’s ability to recruit and retain top performing employees.

(v) A good succession plan involves an external reputation as an employer that invest in its

people and provides opportunities and support for advancement.

----:

(vi) It involves a message to the organisation’s employees that they are valuable.

The absence of a succession plan can undermine an organisation’s effectiveness and its

sustainability. Without a succession planning process an organisation may not have a means of

ensuring that the programmes and services that are crucial to its operations are sustained beyond

the tenure of the individual currently responsible for them.

Essay # 3. Challenges to Succession Planning:

Some challenges to succession planning are:

i. Size of the organisation:

----:

Some organisations have so few positions that they may not have the ability to offer

opportunities for advancement; employees with the potential and the desire to advance their

careers may move to larger organisations as a result.

ii. Lac of financial resources:

Employees may leave for better salaries and benefits offered in their workplaces.

iii. The nature of funding:

As more and more organisations depend on project funding as opposed to care funding, there are

fewer core staff members available to take up positions in the organisations.

iv. Project staff come and go and may not be seen to be part of the talent pool available to

organisations.

v. In some cases, senior leaders are staying on in their positions, despite the fact that the skills

needed for the job may have changed or they are no longer making a meaningful and productive

contribution to the organisation.

vi. Indiscriminate inclusion of employees in the succession plan including those who are

disinterested, unmotivated or lack capacity to advance.

vii. Inadequate training and development resulting in an employee who is not prepared for a

promotion.

viii. A plan that does not promote people in a timely fashion, leading potential successors to

leave the organisation to seek new opportunities.

ix. Poor communication resulting in confusion and turmoil within the organisation as staff

speculate about what the succession plan really is.

x. Potential candidates for promotion cannot be guaranteed that they will be promoted; a lot

depends on timing and need of the organisation.

Essay # 4. Components of Succession Planning:

The following steps provide a road map for the organisations interested in developing succession

plans.

Different organisations implement these activities differently while there is no right or

wrong way to develop a succession plan; the following are the important components that

need to be considered:

----:

1. Capacity and Needs Assessment:

i. Identify the key positions for the organisation. These may include the executive director, senior

management and other staff members who would, for their specialized skills or level of

experience be hard to replace. The positions which would need to be filled almost immediately

should be identified to ensure that the organisation continues to function effectively.

ii. Review and list the current and emerging needs of the organisation. This will involve

examining the strategic and operational plans to clearly articulate priorities.

iii. Prepare a chart that identifies the key positions and individuals in the organisation. The

position might include those listed in Step I and/or others that are pertinent to the organisation,

such as volunteers.

----:

iv. Identify and list the gaps by asking questions such as:

a. Which individuals are likely to leave (through retirement etc.) and when?

v. Evaluate/Assess all staff members with the goal of identifying those who have the skills and

knowledge or the potential along-with the desire to be promoted to existing and new positions.

a. The evaluation can be formal or informal and can include (optional) performance reviews,

360° assessments and informal conversations.

b. The aspirations and the capacity to move up of the employees should be recognized and

supported.

c. Effective succession planning should give younger employees a chance. Younger workers will

remain committed to the organisation if their interests are matched with the opportunities

provided with the organisation.

2. Development and Implement the Plan:

Based on the evaluation and on the requirements of the strategic plan, the next step is to identify

the key person or people who need to be developed and nurtured for the future, the position for

which they are to be groomed for and the time frame required to prepare them. Different ways of

developing the employees should be considered like self-development, mentor programmes,

special project work etc.

The career path that the selected individuals should be following should be identified. The path

should be customised to fit the individual’s abilities and talents by developing an action plan.

The plan must be dynamic able to be changed as the individuals and the organisation’s needs

change. It must also consider the specific need learning style and personality of the individuals

involved in order to be effective.

The education, training, coaching mentoring and assessment activities should be formalised. The

mix of activities included within the action plan should be linked to timelines and specific

outcomes.

If possible, people should be moved into different areas for experience and training, before they

are needed in critical positions.

3. Monitor and Manage the Plan:

As people leave and new people assume their responsibilities, the plan will have to be updated to

identity the next person to be groomed for promotion and the requirements of his individual

action plan. For organisations that engage in regular strategic planning process, the succession

plan should be included in that discussion.

Alternative career paths should be identified to allow all employees who are interested in career

enhancement to be given. Some type of professional development opportunity. Professional

development can include such wide ranging activities as formal education and training

workshops and seminars as well as less formal learning opportunities.

Such as the chance to represent the organisation at a conference or consultation it has to be

recognised that no matter how well you plan, something can still happen which the succession

plan doesn’t address.

For example, the person who has been trained as a successor may also leave. Even though there

may not be anyone to fill the vacancy immediately, but the succession plan will ensure that there

is a process which can be followed in filling that vacancy.

Essay # 5. Tips for Successful Succession Planning:

(1) Secure Senior management and board support for a succession planning process:

This gives the employees and staff an understanding of how important succession planning is for

the organisation.

(2) Review and update the succession plan regularly:

This ensures that the organisation reassesses the hiring needs and determines where the

employees identified in the succession plan are in their development.

(3) Develop procedure manuals for essential tasks carried out by key positions:

Include step by step guidelines. Adequate time should be provided to prepare successors. The

earlier they are identified, the easier it is on the individual to be advanced and on other

employees within the organisation who will know whether certain options are available to them.

It has to be understood that the succession plan would be a unique reflection of the organisation.

Productivity planProductivity is essential to the success of an organization. A productivity plan consists of a specific plan designed to improve productivity. An effective productivity plan addresses all areas that may potentially affect the overall productivity of an organization or individual. The organizational productivity plan typically addresses three main elements, including operational, tactical and strategic planning. Supervisors and managers may also choose to create productivity plans for individual departments or employees.Operational Planning

According to the Productivity Plan website, operational planning defines the "who, what, and when things need to be done." This could be as simple as outlining who does what work and when, as well as evaluating how each role interacts with others. Operational planning, when used in the context of the productivity plan, should include the coordination of suppliers, vendors, materials and day-to-day work activities to ensure workers have access to the resources necessary to do their jobs. It is essential to

analyze how these elements affect productivity in order to determine how best to improve efficiency, thus boosting productivity.Tactical Planning

Tactical planning consists of systematically organizing and planning short-term business activities in a manner that is consistent with overall strategic goals. This element of the productivity plan should articulate who is responsible for achieving the objectives of each of the three areas of productivity planning. The tactical plan also outlines how these leaders will implement the plan.Strategic Planning

The strategic planning process is another essential element of the productivity plan. This process consists of the development and implementation of policies and procedures designed to align day-to-day work activities with the overall mission of the organization. Organizational leaders begin by setting objectives, such as improving productivity, which will help the business carry out its mission. Managers then conduct an environmental plan such as a SWOT analysis to identify the business' strengths, weaknesses, opportunities and threats. Leaders then develop and implement strategies to take advantage of the company's strengths and opportunities while combating its weaknesses and threats.Individual Productivity

While business leaders typically use productivity plans for organizational planning, they might also be used to improve individual worker productivity. Managers and supervisors may set productivity goals for individual workers as well as providing training to help workers improve communications, eliminate time wasters and manage their time wisely. Individual workers may also choose to develop their own productivity plans to proactively improve personal productivity levels to better support the mission of the organization.