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Human Resource Management

Autor:   •  March 14, 2011  •  Essay  •  754 Words (4 Pages)  •  1,633 Views

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1.0 Process of Training and Development

1.1 Determine Training and Development Needs

Training and Development needs maybe determined by conducting analyses on several levels. From an overall organizational perspective, the firm's strategic mission, goals, and corporate plans should be studied, along with the results of human resource planning. The next level of analysis focuses on the task that must be accomplished in order to achieve the firm's purposes. Job descriptions, performance appraisals, and interviews or surveys of supervisors and job incumbents are important data sources for this analysis level. Finally, individuals training needs must be addressed. The relevant questions are, ‘Who needs to be trained?' and ‘What kind of training is needed?'

1.2 Establish Training and Development Objectives

The objective of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Objectives should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting the objective helps to evaluate the training program and also to motivate employees. Allowing employees to participate in setting objectives increases the probability of success.

1.3 Determine Training and Development Methods

Here is showing that some methods in training and development:

On-the-job training is delivered to employees while they perform their regular jobs. In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.

Simulator is training devices of varying degrees of complexity that model the real world. They range from simple paper mock-ups of mechanical devices to computerized simulations of total environments. Training

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