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HRD FRAMEWORKGroup IIIPersonnel Management -IIXavier Institute of Social Service, Ranchi

GROUP MEMBERSVishal VatsRavi Roshan DungdungAditi GuptaAchint ChabbraNavya JainDebabrata SahaNeelam Deepika DungdungSaransh ShreshthaPriyanka SrivastavaRanjan MurmuRitesh Ram Rai MurmuAshwini ChoubeyParimal Parag

TOPICS COVEREDHRD FRAMEWORKA Framework for the HRD ProcessHRD efforts should use the following four phases (or stages):Needs AssessmentDesignImplementationEvaluation (A DImE)The HRD Process: A DImE

Definition Of Need: Before delving deep into need assessment, it is ofparamount importance to know, what is the meaning ofneed.

Need- The concept of need refers to a discrepancy orgap between what an organization expects tohappen and what actually occurs.Various Types of NeedsPerformance

DiagnosticFactors that can prevent problems from occurring

Analytic Identify new or better ways to do things

ComplianceMandated by law or regulation

Need Assessment

A process by which an organizations HRD needs are identified and articulated.It identifies:an organizations goals and its effectiveness in reaching these goals.Gaps between current skills and the skills needed to perform the job successfully.Gaps between employees skills and the skills required for effective current job performance.The conditions under which the HRD activity will occur.

There is nothing so useless as doing efficiently that which should not be done at all.-Peter F. DruckerBenefitsThrough needs assessment, we try to answer questions like:

1. Need for the needs assessment,2. Accomplishment of type of learning,3. Expected changes in the behavior and performance,4. Probability of achieving the results,5. Cost benefit analysis of HRD solutions.6. Root causes of performance gaps

Levels of Need Assessment

1. Organizational analysisWhere is training needed and under what conditions?

2. Task analysisWhat must be done to perform the job effectively?

3. Individual analysis.Who should be trained and how?

Organizational AnalysisIt looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted.

Why Ties HRD programs to corporate or organizational goalsStrengthens the link between profit and HRD actionsStrengthens corporate support for HRDMakes HRD more of a revenue generatorNot a profit waster

Source of Organizational AnalysisMission statementHRM inventorySkills inventoryQuality of Working Life indicatorsEfficiency indexesSystem changesExit interviews

Task AnalysisIt provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance.How to Collect Information For a Task AnalysisKSA analysisPerformance standardsObserve the job/sample the work. Perform the job. Job inventory questionnaire. Review literature about the job.Ask questions about the job.Analysis of operating problems.

INDIVIDUAL ANALYSISIt analyzes how well the individual employee is doing the job and determines which employees need training and of what kind.Based on many sources of dataSummary AnalysisDetermine overall success of the individualDiagnostic AnalysisDiscover reasons for performance

SOURCES FOR INDIVIDUAL ANALYSIS Performance evaluation. Performance problems. Observation. Work samples. Interviews. Questionnaires. Attitude surveys. Checklists or training progress charts.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

STEP 1. PERFORM A "GAP" ANALYSIS.The first step is to check the actual performance of our organizations and our people against existing standards, or to set new standards.

There are two parts to this: Current situationDesired or necessary situationThe difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENTSTEP 2. IDENTIFY PRIORITIES AND IMPORTANCEIt must be seen whether the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of organizational needs and requirements (1). For example (2): Cost-effectiveness Legal mandatesIf some of our needs are of relatively low importance, we would do better to devote our energies to addressing other human performance problems with greater impact and greater value.

FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENTStep 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES.

We must know what our performance requirements are, if appropriate solutions are to be applied. We should ask two questions for every identified need: (3)

Are our people doing their jobs effectively? Do they know how to do their jobs? This will require detailed investigation and analysis of our people, their jobs, and our organizations -- both for the current situation and in preparation for the future.

20FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENTStep 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES.

"If it ain't broke, don't fix it." But if our people ARE NOT doing their jobs effectively: TRAINING may be the solution, if there is a knowledge problem. Organizational Development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building.

CAVEATFiguring out what is really neededNot always an easy taskNeeds lots of inputTakes a lot of workDo it now or do lots more laterFirst step in both the ISD and HRD process models

Phase Two: Designing the Training or HRD Intervention Key activities include:Setting objectivesSelecting the trainer or vendorDeveloping lesson plansSelecting methods and techniquesPreparing materialsScheduling training

Phase Two: Design

Werner & DeSimone (2006)25ObjectivesPerformanceConditionsCriteriasPERFORMANCE: Increase upper body strength Assemble a chair Catch a football pass Graduate from collegeWerner & DeSimone (2006)26ConditionsConditions under which performance is done e.g., using standard conditioning equipment using a screwdriver and hammer at a full run under man-to-man coverage without cheating or outside helpWerner & DeSimone (2006)27CriteriaThe level of acceptable performance e.g., by 25 percent within one year within one hour without mistakes at least 80% of the time without penalties within 5 years and with a B averageWerner & DeSimone (2006)28Make or Buy DecisionsYou cannot be an expert on everythingYou cant afford to maintain a full-time staff for once-a-year trainingYou cant afford the time or money to build all of your own training programsImplication: Much training is purchased, rather than self-producedWerner & DeSimone (2006)29Factors to Consider Before Purchasing an HRD ProgramLevel of expertise available/requiredTimelinessNumber of traineesSubject matterCostSize of HRD organizationX Factor (other conditions)Werner & DeSimone (2006)30Other Factors to ConsiderVendor credentials Vendor backgroundVendor experiencePhilosophical match (between vendor and organization)Delivery methodEIGHT POINT STRATEGY FOR HRD PROGRAMSJerry Gillet and Seteven Eggland (2002) identified for managers of HRD an eight-point strategy for designing cost-effective, reputable HRD programs that can survive economic crises and internal/external changes affecting the organization. Establish a written HRD philosophy.Establish HRD policy.Obtain support of top management.Integrate HRD into the long-range organizational plan.Conduct extensive needs assessments.Encourage collaboration.Establish criteria for participation in HRD programs.Be introspective but focus on results.The Learning Pyramid

By Permission: Yin (2004)33Training Delivery MethodsThree basic categories:On-the-Job TrainingOff- the- Job TrainingClassroom TrainingSelf-Paced TrainingNote: Computer-based training can be in a classroom, or individual/self-paced.34On-the-Job Training (OJT)Job instruction training (JIT) Prepare the worker , Present the task, Practice the task, Follow up.Job rotation Train on different task/ positions, often used to train entry level managers, To provide back up in production position.Coaching Between worker and supervisor. Can provide specific performance improvement and correction.Mentoring senior employee paired with a junior employee (protg), Helps to learn the ropes, Prepares protg for future advancement

35OFF-the-Job Training This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:

Day releaseDistance learning / evening classesBlock release coursesSandwich coursesSponsored courses in higher education

Classroom Training ApproachesFive basic types:Lecture - Oral presentation of material ,Some visual aids can be added, Remains a very popular training method, Interesting lectures can work well, Good to supplement with other materials.Discussion - Two-way communication,Use questions to control lesson, Direct: produce narrow responses, Reflective: mirror what was said, Open-Ended: challenge learners to increase understanding

37Classroom Training ApproachesExperimental Methods - Case studies, Business game simulations, Role Playing, Behavior Modeling, Outdoor trainingSelf-Paced or Computer-Based Training

Audiovisual MediaBrings visual senses (seeing) into play, along with audio senses (hearing)Types:STATIC MEDIA- Printed materials, Lecture notes, Work aids, Handouts

DYNAMIC MEDIA- Audio cassettes, CDs, Film, Videotape, Video disc

TELECOMMUNICATIONS- Instructional TV, Teleconferencing, Videoconferencing

39Computer-Based Training (CBT)Interactive with userTraining when and where user wants itTrainee has greater control over progressCBT can provide progress reports and be tailored to specific instructional objectivesTrainee works on own with minimal facilitation by instructor who is elsewhere40E-learningIntranetInternal to site/organizationInternetGeneral communicationsOnline referenceNeeds assessment, administration, testingDistribution of CBTDelivery of multimedia41

EVALUATION OF Training

Evaluation of HRD Program helps in gauging the degree to which a training (or other HRD program) achieves its intended purpose.In other words it measures the effectiveness of the HRD program.EVALUATION OF TrainingTextbook definition:The systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value, and modification of various instructional activities.Any attempt to obtain information (feedback) on the effect of training program and to assess the value of training in the light of that information for improving further training.

Effectiveness of HRD Program:The degree to which a training (or other HRD program) achieves its intended purposeMeasures are relative to some starting pointMeasures how well the desired goal is achievedIn other words: Are we training: the right peoplethe right stuffthe right waywith the right materialsat the right timeBefore Training:The learner's skills and knowledge are assessed before thetraining program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals

After Training:It is the phase when learnersskills and knowledgeare assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase.Purposes of Evaluation:

Determine whether the program is meeting the intended objectivesIdentify strengths and weaknessesDetermine cost-benefit ratioIdentify who benefited most or leastDetermine future participantsProvide information for improving HRD programsReinforce major points to be madeGather marketing informationDetermine if training program is appropriateEstablish management database

The Training Evaluation should involve:senior managementthe trainerline managementthe training managerthe trainee

Models and Frameworks of Evaluation

There are six frameworks for evaluationKirkpatrickCIPPBrinkerhoffKraiger, Ford & SalasHoltonPhilips

The most popular is that of D. Kirkpatrick:ReactionLearningJob BehaviorResults

KIRKPATRIKS Four Levels

A Suggested Framework

ReactionDid trainees like the training?Did the training seem useful?LearningHow much did they learn?BehaviorWhat behavior change occurred?ResultsWhat were the tangible outcomes?What was the return on investment (ROI)?What was the contribution to the organization?

Advantages and Disadvantages of TechniquesMethodsAdvantagesDisadvantagesInterviewFlexibleOpportunity for clarificationDepth PossiblePersonal ContactHigh Reactive effectsHigh costFace-to-Face Threat PotentialTrained Observers Needed2. QuestionnaireLow costAnonymity PossibleRespondent Sets PaceVariety Of OptionsPossibly Inaccurate DataReturn Rate Beyond Control3. ObservationNon- ThreateningExcellent way to Measure Behavior ChangePossibly DisruptiveReactive Effect ProbableTrained Observers Needed4. Written TestLow Purchase CostReadily Scored and Quickly ProcessedEasily AdministeredWide Sampling PossiblePossible low Relation to Job PerformanceReliance on Norms May Distort Individual PerformanceCultural Bias5. Simulation/ Performance TestReliableObjectiveClose Relation to Job PerformanceTime consumingSimulation often Difficult and CostlyEthical Issues Concerning Evaluation Research

ConfidentialityInformed consentWithholding training from control groupsUse of deceptionPressure to produce positive results

Evaluation of Training Costs

Cost-benefit analysisCompares cost of training to benefits gained such as attitudes, reduction in accidents, reduction in employee sick-days, etc.Cost-effectiveness analysisFocuses on increases in quality, reduction in scrap/rework, productivity, etc.

Types of Training Costs

Direct costsIndirect costsDevelopment costsOverhead costsCompensation for participants

Problems with the Traditional ViewMisuse of the terms evaluation and evaluating effectiveness Failure to explicitly address the different purposes for evaluating HRD activitiesNarrow view of stakeholders and their agendasOutdated range of subjects for HRD evaluationInsufficient research methods (definition of units of analysis and tools for understanding them)

HRD Evaluation Steps

Analyze needs.Determine explicit evaluation strategy.Insist on specific and measurable training objectives.Obtain participant reactions.Develop criterion measures/instruments to measure results.Plan and execute evaluation strategy.

Benefits of Evaluation

Improved quality of training activitiesImproved ability of the trainers to relate inputs to outputsBetter discrimination of training activities between those that are worthy of support and those that should be droppedBetter integration of training offered and on-the job developmentBetter co-operation between trainers and line-managers in the development of staffEvidence of the contribution that training and development are making to the organizationReduction in preventable accidents measuredReduction in scrap/rework measured in cost of labor and materials

BibliographyGent, Michael J. and Gregory G. Dell'Omo. "The Needs Assessment Solution." Personnel Administrator, July 1989: 82-84. McGehee, W. and P-W. Thayer. Training in Business and Industry. New York: Wiley, 1961. Werner and DeSimone ,Human Resource Development: Foundation. Framework and Application , 2006 edition[Reprint 2008]

Brinkerhoff, R.O., Achieving Results from Training, Jossey-Bass Inc., San Francisco, 1987, p. 39. Zemke, R., & Gunkler, J., "Using Small Group Techniques for Needs Assessment, Data Gathering, and other Heinous Acts", seminar notes, American Society for Training and Development Southern Minnesota Chapter, Minneapolis, July 9, 1985. Margolis, F.H., and Bell, C.R., Understanding Training: Perspectives & Practices, University Associates, San Diego, 1989, pp 13-15.

http://en.wikipedia.org/Human_resource_development.html[Accessed on 10th July,2011]http://www.helium.com/items/1800411-needs-analysis-training [Accessed on 10th July, 2011]http://www.eolss.net/EolssSampleChapters/C11/E1-10-02/E1-10-02-TXT-02.aspx[Accessed on 11th July, 2011]