In this presentation, we will discuss in details the role and objective of HR training, which will encompass systematic assessment of training, scope, benefits and short comings of training. We will also try to understand the program objectives and need for the same. To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html

1. EFFECTIVE HR TRAINING AND
DEVELOPMENT STRATEGY
CHAPTER 2: TRAINING NEEDS ANALYSIS

2. CHAPTER 2
Why Analyze Training Needs
The identification of training needs has been done by
keeping the individual and organization as the base
point. Training needs is what an individual has, a group
has, must be met immediately and can be met in
future. Training Needs call for formal training activities,
on the job instruction and off the job instruction those
which organization can meet internally and through
outside resources and those that individual can meet in
concert with others and by himself.
Contd:

3. CHAPTER 2
Whatever enterprise, it’s success depends to a very large
extent on development of personnel in management. It is
therefore essential to see that training needs are made of
personnel in management. It is therefore essential to see
that training needs are made as rational and scientific as
basis as possible. There are four approaches for the
identification of training needs, these are organizational
development approach, welfare approach, administrative
approach and political approach.
Contd:

4. CHAPTER 2
Systematic training can involve ten steps:
1. Identification of training needs.
2. Examination of the occupation chooses as priority.
3. Analysis of the occupation.
4. Specification
5. Selection and appraisal of the people to be trained
Contd:

5. CHAPTER 2
6. Setting up of training
7. Objectives
8. Drawing up a syllabus
9. Planning up the training programme and
implementation of the programme
10. Checking the training and following up the training.

6. CHAPTER 2
It is necessary to analyze the specific knowledge and
skill requirements in order to choose appropriate
methods that will meet them. The new starter requires
an individual plan showing the sequence of training,
who the trainer will be and how the training will be
delivered. Training costs money but does not add
value to the organization because the people are not
being developed in the best way.
Contd:

7. CHAPTER 2
TRAINING NEEDS
Many training needs are not so obvious. There are
people who are doing their jobs for a long time and
are competent in it. By analyzing their performance
you could identify aspects that could be improved or
find potential that it is not being used to the full.
When new systems or methods of working are
introduced analyzing the changes of the new methods
and systems will mean to the jobs people do, it will be
difficult to prepare your workplace to adapt to new
knowledge and skill requirements.
Contd:

8. CHAPTER 2
PLANNING, TRAINING AND DEVELOPMENT
Emphasis is placed these days on organizations going
through a strategic planning phase, developing
business plans and forecasts to set targets for their
future growth. By analyzing the current capabilities of
people, it is much easier to predict and overcome the
potential barriers to achieving the targets set.

9. CHAPTER 2
Training and development is an investment, it is
important to treat it as seriously as investment
made such as machinery, new technology or
premises.
By examining individual as well as overall aspects
of the organization, effective decisions can be
made.

10. CHAPTER 2
The benefits to Trainer and organization are:
1. Investment in training and development will have a
focus and direction.
2. Priority training needs throughout the organization will
become apparent.
3. Appropriate methods for meeting for meeting these
needs will be identified.
4. Training will be systematic and planned but flexible to
deal with adhoc request.
Contd:

11. CHAPTER 2
5. The benefits of training will be measured against
the initial costs.
6.The contribution training makes to organizational
growth and success will be recognized.
The consequences of not carrying out a detailed
analysis of training needs are the negatives of the
above benefits. The people who pay the price are
the employees who, without the right training can
be the biggest liability and those trained can
become biggest asset to the organization.

12. CHAPTER 2
Starting Training Analysis
Before you begin your analysis ask yourself:
• What is the role of the trainer?
• What do other people expect of trainer?
• Does the organization know what training needs
analysis is about?
• What type of training has this organization carried out
in the past?
• What is the dominant style of managing people here?

13. CHAPTER 2
Role of the Trainer.
Skill analysis
•Identifying gaps in knowledge and skills.
Situational Analysis
• Identifying process and behavioral issues.
Organizational analysis
• Identifying problems of organizational development.

14. CHAPTER 2
What do other people expect of trainer.
Is the trainer expected to be an expert with all the
answers?
If the response is “yes” then this could impact on how
readily others are willing to accept your idea and
solutions and how much responsibility and ownership
others take for making your solutions work--- you could
become the “scapegoat” if things don’t go plan.
Contd:

15. CHAPTER 2
Do others see trainer as a facilitator?
If the trainer answer is “yes” then this could have a
positive impact on creating an environment of
collaboration, others becoming involved throughout the
training needs analysis process so that responsibility,
ownership and commitment are shared. Perhaps trainer
have to work on influencing relationships so that you
can create this environment of collaboration.

16. CHAPTER 2
What type of training has this organization carried
out in the past?
One has to take a critical look at whether training
initiatives are linked to business plan, this may affect
the level of support in terms of finance and time one
can expect for training. One has to see the type of
training received and who has trained. These
considerations will help one to work out a strategy
for implementing training needs analysis in a
systematic way and for suggesting alternative
solutions for identified needs.

17. CHAPTER 2
Identification Of Training Needs
A training need is the gap between the expected and
the existing knowledge, skills and attitudes. It exists in
all levels of the organization. Management training is
the systematic and continuous development of
knowledge, skills and attitudes which is beneficial to
both the organization and the individual in achieving
the objectives of the organization. It is raising
managerial ability in order to improve the effectiveness
of management action.
Contd:

18. CHAPTER 2
Training is a means of reducing obsolescence
among the employees and to keep pace with
technological and social changes which are rapidly
taking place. Training, of the available human
resources within the organization ensures a pool of
manpower of the required levels of expertise of the
right time. Firstly consider the attention and planning
given by the average organization to the provision of
materials, machinery and equipment. Then compare
the commitment to the third, essential factor in the
production cycle– manpower.
Contd:

19. CHAPTER 2
In many industries it is expected that the right sort of
the staff should be available in a labour crisis and
when that does not happen the training department is
blamed. This is because of the traditional view of
training and trainers. Trainers are seen as expense.
Training has tended to follow behind other
management activities specially in the planning
phase. The traditional attitudes can be changed by
convincing the top management that training is
essentially a principal management function. Another
remedy is for the trainers to become more
professional. Contd:

20. CHAPTER 2
The image of training in the enterprise is often based on
conceptions of cost effectiveness. Many see training as
a budget-balancing exercise. The main reason for
unsatisfactory performance of PEs is lack of training of
the management cadre in both general and functional
areas of work sphere like operations, finance,
marketing and production. Training has to be basically
conceived as a function of human resources
development. Training guarantees the success of the
enterprise personnel and ensures continuous supply of
new/ additional trained personnel.

21. CHAPTER 2
Persons requiring Training
There are three main areas in which people display
gaps in their performance i.e. when they are not
meeting job requirements. These are:
(A)When their performance in their present position
does not match with the required standards- this
could well be no fault of their own, e.g., new starters.
(B) When the requirement of the job change due to
changing environment.
(C) When the present job ceases to exist, job holder
changes job and creating “gaps” in new jobs.

22. CHAPTER 2
Training needs analysis
A training needs analysis is basically a data-gathering
process used to identify and compare an
organization’s actual level of performance to the
projected level of performance. The discrepancy will
identify the immediate and long-range training need.
The “performance” can be interpreted to new
managerial skills or technical skills required to do a
job.
Contd:

23. CHAPTER 2
The first stage in any data gathering process is to
determine what questions need to be answered. A
training need analysis varies in size and scope
according to how many different purposes it serves.
Often the training needs analyses is limited in scope.
Effective management of training requires a training
needs analysis with combination of size and scope.
Contd:

24. CHAPTER 2
Management training has to :
•Ensure development of adequate number of all-rounder's
•Professionalize the skills of existing generalists.
•Be oriented to achieving the objectives of the enterprise.
•Be designed with the view to identify the critical problems.
•Sharpen the employee processional and technical skill.
•Bring about changes in the employees attitudes.
Contd

25. CHAPTER 2
•Expose the managerial personnel to modern
management techniques and practice.
•Ensure continuous availability of trained power.
•Prepare employees at middle and lower levels for
higher assignments.
•Facilitate improvement of skill and knowledge among
workers
Contd:

26. CHAPTER 2
•Improve employee effectiveness to handle various
operations.
•Increase level of production and securing
reasonable returns on investment, keeping in view
the larger interests of public.

27. CHAPTER 2
Junior-Level Managers
The supervisory managers are responsible for the day-
to-day operations of the enterprises and getting things
done from the subordinates. Training develops a
understanding of :
• The rationale and role of public enterprises and
commitment to goals
Contd:

28. CHAPTER 2
•Basic management concepts, techniques of
leadership and basics of decision making.
•Tools and techniques relevant to their functional
areas.
•Organizational problems and ways to solve it.

29. CHAPTER 2
Middle – Level managers:
They constitute the back bone in any industrial
undertaking. They must be taught:
•To understand the role of public enterprise in the
context of national development strategy.
Contd:

30. CHAPTER 2
•To understand management concepts, tools and
techniques specially those related to conflict
resolution.
•To acquire specialized skills in functional areas
of management like finance, marketing etc.

31. CHAPTER 2
•To know the techniques of corporate planning project
management and understand inter-personal and inter-
organizational relationships.
•To acquire skills of problem solving, communications
etc.
•To understand the current problems of the enterprise
and abilities to solve them.
•To develop an awareness of innovation which are to
be applied to functional areas.
Contd:

32. CHAPTER 2
Senior/ Top-Level Managers
They are concerned with the total working of the
organization and its future. They design and implement
policies. The objective of training for then should be:
•Develop leadership skills, understand problems
concerning linkages within and outside the enterprise
and participate in their solution.
Contd:

33. CHAPTER 2
•Develop deep knowledge of government and
business affairs both in national and international
context.
•Understanding of concepts, tools etc in areas of
enterprise planning and design, control, coordination
etc.

34. CHAPTER 2
• Develop an awareness of latest decision-making
techniques and current developments in organizational
change and management.
• Programmes for training the technical personnel abroad
require approval of the Government. The management of
public sector undertaking are required to ensure that
foreign training is restricted to specialized subjects only
for which requisite knowledge is not available in the
country. Large scale public enterprises have established
their own technical training institutes for providing training
to their staff.
Contd:

35. CHAPTER 2
Steps to conducting A Need Assessment
Step 1. Perform a “gap” Analysis.
This is to check the actual performance of an institute
and the people against existing standards or to set
new standards. This had two parts.
Contd:

36. CHAPTER 2
•Current Situation of the Institute
To determine the current state if skills, knowledge and
abilities of the current and future employees. This
involves analysis of the institutes goals, climate and
internal and external constraints. Upgradation is
necessary for the organization to move ahead. This
gap of what is and what should be has to be bridged.

37. CHAPTER 2
•Desired or Necessary Situation
This analysis focuses on the necessary job tasks/
standards, as well as the skills, knowledge and abilities
needed to accomplish these successfully. Actual needs
should be distinguished from perceived needs, the wants
are: Excellence in teaching, training and research to be
attained.
Contd:

38. CHAPTER 2
•Publishing research reports in national and
international journals
•Exposure to world-class B- schools through
exchange programmes.
•Contacts and maintaining relationships with the
industrial world.

39. CHAPTER 2
Step 2. Identify Priorities and Importance
The first produces a large list of needs for training and
development, career development, organization
development. Energy should be devoted to addressing
human performance problems with greater impact and
greater value.
Contd:

40. CHAPTER 2
Step 3. Identify Causes of Performance
Problems and or Opportunities.
Research should be given attention. Building and
maintaining relations with the industry is important.
An exchange programme with the world-class B
schools is important.

41. CHAPTER 2
Step 4. Identify Possible Solutions and Growth
Opportunities
Faculty should be encouraged to take up research
activity more rigorously. Contemporary skills and
methods should be taught with live examples for building
effective public relationships. State of the art software
should be provided that helps in conducting research of
international standards. Educational exchange programs
enhance faculty skills and improve contemporary
knowledge in the management education.

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