Training and Development

 

Training and Development

Employee training and development is an indispensable part of human resource function and management. Both the activities aim at improving the performance and productivity of the employees. Training is a program organized by the organization to develop knowledge and skills in the employees as per the requirement of the job. Conversely, Development is an organized activity in which the manpower of the organization learn and grow; it is a self-assessment act.

In training, the employees are imparted technical knowledge and skills related to the particular job and stresses on improving the abilities of each worker. In contrast, development is a sort of educational process which focuses on the growth and maturity of the managerial personnel. Check out the article given below, that elucidates the difference between training and development, in tabular form.

Comparison Chart

BASIS FOR COMPARISON	TRAINING	DEVELOPMENT
Meaning	Training is a learning process in which employees get an opportunity to develop skill, competency and knowledge as per the job requirement.	Development is an educational process which is concerned with the overall growth of the employees.
Term	Short Term	Long Term
Focus on	Present	Future
Orientation	Job oriented	Career oriented
Motivation	Trainer	Self
Objective	To improve the work performances of the employees.	To prepare employees for future challenges.
Number of Individuals	Many	Only one
Aim	Specific job related	Conceptual and general knowledge

 

Definition of Training

Training is a process in which the trainees get an opportunity to learn the key skills which are required to do the job. Learning with earning is known as training. It helps the employees to understand the complete job requirements.

Nowadays, many organisations organise a training program for the new recruits just after their selection and induction, to let them know about the rules, policies and procedures for directing their behaviour and attitude as per the organisational needs. Training also helps the employees to change the conduct towards their superior, subordinates and colleagues. It helps to groom them for their prospective jobs.

 

Training Process

Induction training, vestibule training, apprenticeship training, job training, promotional training, internship training are some of the major types of training. The merits of the training are given as under:

• It results in higher productivity both quantitatively and qualitatively.
• It develops a number of skills in the employees.
• Improved performances.
• The cooperative environment of the organisation.
• It builds confidence in the employees for doing a job.
• Decreased employee turnover.
• Lesser chances of accidents.

Definition of Development

The training for the top level employees is considered as development, also known as management or executive development. It is an on-going systematic procedure in which managerial staff learns to enhance their conceptual, theoretical knowledge. It helps the individual to bring efficiency and effectiveness in their work performances.

Development is not only limited to a particular task, but it aims to improve their personality and attitude for their all round growth which will help them to face future challenges. It changes the mindset of the employees and makes them more challenging or competing.

As the technology needs updating, the manpower of the organisation also needs to be updated, so the development is a must. Development is an educational process which is unending, as education has no visible end. It involves training a person for higher assignments. It digs out the talents of the managerial staff and helps in applying the new knowledge, which is a requirement of the organisation.

Coaching, mentoring, counselling, job-rotation, role playing, case study, conference training, special projects are some of the methods of development.

The performance of an organisation is based on the quality of its employees, and so the greater the quality of employees, the greater will be their performance. The primary purpose of development is that the second list of managers or executives is prepared for future replacement.

 

 

Key Differences Between Training and Development

The major differences between training and development are as under:

1.     Training is a learning process for new employees in which they get to know about the key skills required for the job. Development is the training process for the existing employees for their all round development.

2.     Training is a short-term process i.e. 3 to 6 months, but development is a continuous process, and so it is for the long term.

3.     Training focuses on developing skill and knowledge for the current job. Unlike, the development which focuses on the building knowledge, understanding and competencies for overcoming with future challenges.

4.     Training has a limited scope; it is specific job oriented. On the other hand, development is career oriented and hence its scope is comparatively wider than training.

5.     In training, the trainees get a trainer who instructs them at the time of training. In contrast to development, in which the manager self-directs himself for the future assignments.

6.     Many individuals collectively attend the training program. Development is a self-assessment procedure, and hence, one person himself is responsible for one’s development.

Recruitment and Selection , Difference between Recruitment and Selection

 

Recruitment

Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and on boarding employees. In other words, it involves everything from the identification of a staffing need to filling it.

Recruitment is the first step in building an organization's human capital. At a high level, the goals are to locate and hire the best candidates, on time, and on budget.

Recruitment is the process of actively seeking out, finding and hiring candidates for a specific position or job. The recruitment definition includes the entire hiring process, from inception to the individual recruit’s integration into the company.

Definition of Recruitment

Recruitment is a process of finding out the prospective applicants and stimulating them to apply for the vacancy. It is a long process which involves a series of activities that starts with analysing the job requirements and ends on the appointment of the employee. The activities involved in the recruitment of employees are as under:

·         Analysing job requirement

·         Advertising the vacancy

·         Attracting candidates to apply for the job

·         Managing response

·         Scrutiny of applications

·         Shortlisting candidates

The recruitment is done by the Human Resource managers either internally or externally. The sources of internal recruitment are promotion, transfers, retrenched employees, contact or references, ex-employees, retired employees, etc. On the other hand, sources of external recruitment are recruitment through advertisement, campus recruitment, recruitment by employment exchanges, recruitment by third parties (recruitment agencies), internet recruiting, unsolicited applicants, etc.

Definition of Selection

Selection is an activity in which the organisation selects a fixed number of candidates from a large number of applicants. It involves the actual appointment of the employee for filling up the vacancies of the enterprise. The term selection means the placement of the right man at the right job. We all know that a lot of people apply for a single job at the time of recruitment, in which the recruiters have to decide which candidate fits the best for the job.

The selection also involves a set of activities which are given as under:

·         Screening

·         Eliminating unsuitable candidates

·         Conducting the examination like aptitude test, intelligence test, performance test, personality test, etc.

·         Interview

·         Checking References

·         Medical Test

The process of selection is a time-consuming one because the HR managers have to identify the eligibility of every candidate for the post. Besides this, the educational qualification, background, age, etc. are also some of the most important factors in which they have to pay more attention. After this, the written examination and interview is also a very tough task.

BASIS FOR COMPARISON	RECRUITMENT	SELECTION
Meaning	Recruitment is an activity of searching candidates and encouraging them apply for it.	Selection refers to the process of selecting the best candidates and offering them job.
Approach	Positive	Negative
Objective	Inviting more and more candidates to apply for the vacant post.	Picking up the most suitable candidate and rejecting the rest.
Key Factor	Advertising the job	Appointment of the candidate
Sequence	First	Second
Process	Vacancies are notified by the firm through various sources and application form is made available to the candidate.	The firm makes applicant pass through various levels like submitting form, written test, interview, medical test and so on.
Contractual Relation	As recruitment only implies the communication of vacancies, no contractual relation is established.	Selection involves the creation of contractual relation between the employer and employee.
Method	Economical	Expensive

 

 

 

Directing- Principles of Directing

 

Directing

Directing is the process of instructing, guiding, motivating and leading the people in an organization to achieve its objectives.

Features:-

●       Directing is an executing function of mgt.

●       It is performed at every level of mgt.

●       It is a continuous process and it continues throughout the life of the organization.

●       It initiates at the top level and follows to bottom through the hierarchy.

 

Importance:-

●       Initiation of action.

●       Integration of employees efforts.

●       Getting max out of individual.

●       Facilitating change in the organization.

●       Providing stability and balance in the organization.

 

Principles of  Directing:-

Directing is one of the most complex function of mgt, as it deals with people whose nature itself is quite complex. Therefore effective directing is an art which can be learned through long  experience.

Principle of Directing is divided into two parts.

●       Principles related to purpose of Directing.

●       Principles related to directing process.

(a)  Principle related to purpose of directing:-

It’s basic purpose is to get organizational objectives fulfilled through the integrated efforts of the people.

1. Principle of maximum individual contribution:-

 Organization objective are achieved at maximum level when every individual contributes maximum towards this end. Management should adopt that directing techniques which enables subordinate to contribute maximum.

2. Principle of harmony of objectives:-

 Mgt should try to integrate both organizational and individual objectives through appropriate directing techniques. In general common interest must prevail over individual interest.

3. Principle of efficiency of Directing:-

an effective directing tries to get work accomplished by individuals without affecting their need satisfaction adversely. To provide adequate satisfaction to individuals, it is necessary to develop relevant directing techniques like effective incentive system, appropriate leadership styles, and communication system.

 

(b)  Principles related to directing process:-

1. Principle of unity of command.

2. Principle of appropriateness of directing techniques:-

There are three directing techniques

• authoritarian
• consultative
• Free-rein

Each techniques has its own relative strength. In order to make directing effective,  these techniques should be used which is the most appropriate for the given situation, Depending on the nature of superior and subordinates and variables.

3. Principle of Managerial Communication:-

The success of organization depends on effective communication between superior and his subordinates. There should be effective communication system to ensure communication flow in both the direction (i.e. upward and downward).

4. Principle of comprehension:-

 It states that subordinate should know about what they have to do, how to do, and when it do comprehensively. There should be proper understanding of what has been conveyed by the superior to subordinates to get clear situation and avoid necessary essence and explanation.

  5. Principle to use of informal organization:-

In informal organization, information travels very quickly, though sometimes the information may be wrong. Mgt should try to understand, spot and make use of such informal organization for making directly more effective.

6. Principle of leadership:-

 Leadership is the process of influencing individual to work enthusiastically to achieve organizational goals. Thus; mangers need to become effective leaders so that they can influence the activities of their subordinates without dissatisfying them.

  7. Principle of follow through:-

Directing is a continuous managerial process. Mere giving an order is not sufficient but management should find out whether the subordinates are working accordingly,  what difficulties they are facing, and in the light of these, the order can be modified or replaced, if needed.

Fundamentals of Staffing

 

Staffing

Meaning:-

Staffing is the process of acquiring, employing, developing, remunerating and appraising people so that right people are available and are put on right job in the organization.

●       It is related to employment of personal of all types.

●       It includes a variety of activities through which the organization tries to insure that various Position remain filed by the most suitable personnel.

●       Staffing function is performed by every manager in the organization.

Importance:-

●       Filling organization positions.

●       Developing competencies

●       Retaining Personnel.

●       Optimum use of human resources

●       Efficient use of other resource.

●       Employee satisfaction

●       Improved organization performance.

SPAN OF CONTROL

 

SPAN OF CONTROL:-

The number of subordinates that a manager or supervisor can directly control.

 

The span of control depends upon various factors.

1. Nature of organization

• Tall organisational structure .
• Flat organisational structure.

 

2.  Nature of job.
3. Skills and competencies of managers.
4. Employees skills and abilities.
5. The kind of interaction that takes or happens between superior and subordinates etc.

 

Types of span of control

1. Narrow span of control :-

A single manager or supervisor oversees few subordinates. This give rise to tall organizational structure.

2. Wide span of control :-

A single manager or supervisor oversees a large number of subordinates. This give rise to a Flat organizational structure.

Authority-Delegation of authority, Resposbility- Need of delegation of Responsibility, Centralization and decentralization

 

Authority

Authority is the legitimate right of position holder to give orders to other and get those order obeyed. This right regulates the behavior of subordinate to act or not to act in uncertain ways.

 Delegation of authority

It involves giving authority to various organisational position to get things done. It is one of important factors in process of organizing and it is essentials to the existence of formal organization.

 

Features of delegation of authority :-

1. It is authorization to manager to act in certain manners.
2. A manager delegates authority out of the authority vesting in him and cannot delegate authority which he doesn't possess.
3. Authority once delegated can be enhanced, reduced or withdrawn depending on situation and requirements.
4. Delegation of authority is always to the position created through the process of organising. The individual occupying a position may exercise the authority so long as he holds the position.
5. It may be specific or general.

 

Resposbility

It is the obligation of position holder to carryout assigned activities to the best of his ability. Thus it is in the form of duty of position holder.

Responsibilities arises because of superior -subordinate relationship in which superior assigns activities to his subordinates as he is not in a position to carryout all activities assigned to him by his superior. In turn, a subordinate does the same thing, he assign some of activities to his subordinates. For getting things done by his subordinate, he needs authority which is delegated to him by his superior.

Responsibility flows UPWARD in the form of obligation of subordinates to his superior for performance of assigned duties.

Authority and responsibility :-

Principles of authority and responsibility suggests that authority of person  should match his responsibilities. Since authority is the right to carry out assignment and responsibility is obligations to accomplish these assignments. The responsibility for actions cannot be greater than that implied by the authority  delegated nor it should be less.

Need of delegation of Responsibility

1. Detemination Of results expected.
2. Authorization of action
3. Developing appropriate control techniques.
4. Effective management.
5. Employees development.
6. Motivation of employees.
7. Facilitates organisational growth.
8. Basis of management hierarchy.
9. Better coordination.
10. Reduce the work load of managers.
11. Basis of superior -subordinate relationship.

 

Centralization and decentralization

Centralization :-

Concentration of authority at top level of organization.

 

Advantages :-

1.  It provides Opportunity for personal leadership.
2. It facilitate integration of efforts.
3. Quick decisions are possible, hence emergencies can be handled very easily.
4. It makes communication and control easier in the organization.
5. It helps in reducing wastages of efforts by avoiding duplication.
6. There is uniformity in action throughout the organization and thus coordination can be achieved easily.

 

Disadvantage :-

1. It is suitable only for smaller organisation.
2. Encessive certilization of authority becomes demotivating factors for organisational member.
3. It tends to result in autocratic leadership style which is injuries in many cases.
4. There is lack of development of Decision Making skill of organizational members as they are not involved in Decision Making process.

 

Decentralisation :-

Systematic delegation of authority in the organization.

 

Advantages =

1. Reduction of workload of  higher management.
2. Quick Decision Making.
3. Better coordination.
4. Developing initiative among subordinates.
5. Developing managerial talent.
6. Team work.
7. Better control.

 

Disadvantages :-

1. If not followed properly, it tends to create chaos in organization due to lack of control.
2. It tends to increase costs by making most units autonomous for facilities.
3. Good managers are needed unless these managers are available, decentralization cannot be effective.
4. It requires high degree of self motivation and self control.

ORGANISING- Organising process , Types of organization- Formal organization AND Informal organization

 

ORGANISING

Concept-

Organising is the process of initiating plan implementation by clarifying jobs & working relationships among organizational members to achieve organizational objective.

Organising process has following steps:-

1.     Identification and division of work:-  It involves  identification of work considered to be necessary for implementing a plan thereby achieving desired objectives.  Since each work is quite broad in a large organization, it is divided into relevant activities. These activities may be further divided into sub-activities. Therefore Division of work enhances work efficiency.

2.     Departmentalisation:-It involves creating various departments, division and section by grouping similar activities together.

3.     Assigning duties:- It involves giving responsibility to various organizational position for performing the activities relevant to position. Based on this, job satisfaction for each position is prepared which shows the type of competence (education, experience, skills) which the position holder must posses along with this authority is delegated to each position.

4.     Creating Hierarchy :- Hierarchy is a system in which organizational members are ranked according to their relative status/authority . This creates superior- subordinate relationship among organizational members. Thus in an organization there is chain of superior-subordinate relationship in single chain of command because everyone is both superior and subordinate, except the person at the top and person at the bottom.

 

Types of organization

1. Formal organization:-

Formal organization is consciously and deliberately designed systems of well defined jobs, each bearing a definite authority, responsibility and accountability.

• It is designed by top management to fulfill certain requirements necessary activities to achieve organizational objective.

•It is based on principle of division of workers and efficiency in operation.

•It concentrates more on this performance of jobs.

• The authority and responsibility assigned to each job by the job holder's.

•Based on the degree of authority and responsibility people and placed in hierarchy.

•Coordination among members their control are well specified through organizational processes, produces, rules etc.

2. Informal organization:-

Informal organization or group is the pattern of social interaction of people at work which is not prescribed formally.

• It is natural outcome at the workout. It is not designed and planned.

• It is created on the basis of some similarity among it's members.

• Membership in an informal organization is voluntary.

• Behaviour of members of informal organization is coordinated and controlled by group norms and not by Norms of formal organization.