CBM 0005-3

HUMAN RESOURCE
MANAGEMENT
GROUP 5
 OBJECTIVES
1.To trace the historical evolution of employee training and understand its importance from early
vocational practices to modern organizational contexts.
2.To differentiate between training and experience in terms of efficiency, predictability, and cost-
effectiveness in skill acquisition.
3.To explain the systematic approach to training (SAT) by outlining its five key phases: Analysis,
Design, Development, Implementation, and Evaluation.
4.To analyze the process and importance of Training Needs Analysis (TNA) in identifying
performance gaps and aligning training with organizational goals.
5.To identify and apply key criteria for evaluating training programs, such as relevance,
engagement, retention, and ROI.
6.To distinguish between Human Resource Management (HRM) and Human Resource
Development (HRD)and explain how each contributes to organizational performance.
7.To describe the learning and development process, including its key components: learning,
education, development, and training.
8.To explore strategies and models for planning and delivering HRD initiatives within an
organization.
9.To examine the case study of Inter IKEA as a real-world example of how digital transformation
and HR technology can enhance human resource development.
10.To promote informed decision-making and reflection in the context of employee development,
organizational strategy, and personal growth.
 THE BEGINNING OF
TRAINING
Training dates back to the Stone Age, when humans
began to impart information to others by signs and
deeds. Vocational training began during the
Industrial Revolution, when apprentices were given
direct instructions on how to operate machinery.

01
ADVANTAGES OF TRAINING OVER
EXPERIENCE
Training, unlike experience, can reduce the time required to
1. achieve peak efficiency.

The cost of training is far less than the expense of getting

2. expertise.

3. Experience can produce unexpected effects.

When compared to the outcome of a well-conceived and

4. executed training program, the element of predictability is
significantly reduced.

02
TRAINING ORIENTATION
- is the process by which - training for new
people gain talents that employees is a planned
will help them achieve introduction to their jobs,
organizational goals. It is coworkers, and the
the company's intended organization.
endeavor to enhance
learning about job-
related competencies.

03
SYSTEMATIC APPROACH TO
TRAINING
The SAT approach provides a logical progression from identifying
the tasks required to accomplish a job to implementing and
evaluating training.

- Basic Skills

- Advanced Skills

- Understanding of Customer Needs

04
 SAT CONSISTS OF 5
INTERRELATED PHASES
• Analysis
• Design
• Development
• Implementation
• Evaluation

05
 SAT CASE STUDY:
A Private Corporation, A leading manufacturing firm
CHALLENGES SOLUTIONS

- Declining productivity - Implement the 5 Phases of SAT

- Inconsistent product quality - Training Program

- Low employee morale - Providing Materials such as

Manuals, Videos and etc..

Training was implemented over four weeks using both classroom instruction and hands-on
workshops. Evaluation showed a 30% increase in productivity, a 25% reduction in errors,
and a 40% improvement in employee satisfaction. The systematic approach proved highly
effective in enhancing skills and boosting overall performance.
06
 ANALYZING
TRAINING NEEDS
Training is essential for improving employee
performance and achieving organizational goals.
However, before implementing a training program, it is
important to conduct a Training Needs Analysis (TNA) to
identify skill gaps and areas for improvement. This
process ensures that training is relevant, cost-effective,
and beneficial to both employees and the organization.

07
 UNDERSTANDING
TRAINING NEEDS
ANALYSIS
Training Needs Analysis is the process of assessing
employees’ current skills, knowledge, and abilities to
determine what training is necessary. It helps
organizations identify weaknesses, improve
productivity, and align training programs with
business objectives.

08
STEPS IN ANALYZING
TRAINING NEEDS
Identifying Performance Gaps
Assessing Organizational Goals
Gathering Employee Feedback
Prioritizing Training Areas
Developing a Training Plan

09
 CRITERIA FOR
EVALUATION OF TRAINING
Evaluating training programs is essential to
determine their effectiveness and impact on
employee performance. Without proper evaluation,
organizations may invest in training that does not
lead to meaningful improvements. By setting clear
evaluation criteria, businesses can measure training
success and make necessary adjustments for future
programs.

10
 KEY CRITERIA FOR
EVALUATING TRAINING
Relevance
Engagement
Knowledge Retention
Skill Improvement
Performance Impact
Employee Feedback
Return on Investment

11
 CASE STUDY
Bachibanga Company, a manufacturing firm in
Botswana, recognized the necessity to enhance
employee performance to maintain its competitive
edge. To achieve this, the company initiated a
comprehensive Training Needs Analysis (TNA) to
identify performance gaps and determine
appropriate interventions.
 CASE STUDY
CHALLENGES SOLUTIONS
Targeted Training Programs: Develop
Skill Gaps: Employees lacked
and implement training sessions
proficiency in certain technical skills
focusing on the identified technical
essential for their roles. skill gaps.
Knowledge Deficiencies: There was Continuous Education: Introduce
a noticeable gap in understanding workshops and seminars to keep
updated manufacturing processes employees abreast of the latest
and technologies. manufacturing technologies and
Attitudinal Challenges: Some processes.
Employee Engagement Initiatives:
employees exhibited low motivation
Establish programs aimed at boosting
and engagement, impacting overall
morale, motivation, and overall job
productivity.
satisfaction.
 CASE STUDY
RESULT

The TNA provided Bachibanga Company with a clear

roadmap to enhance employee performance through
tailored training and development initiatives. By
systematically addressing the identified gaps, the
company aimed to improve productivity and maintain
its competitive position in the market.
 HUMAN RESOURCE
DEVELOPMENT
Human resource development (HRD) is the
organization's strategy for supporting employees in
improving their skills, knowledge, and abilities,
ultimately boosting overall efficiency (Workhuman
Editorial Team, 2025).

14
THE PROCESS OF LEARNING
AND DEVELOPMENT
An organizational process that integrates learning, development
activities, and relationships to enhance both business effectiveness
and sustainability.

The key elements of this process include:

Learning
Education
Development
Training
15
 PLANNING AND CHOOSING A
DEVELOPMENT APPROACH
STRATEGIES FOR HUMAN RESOURCE DEVELOPMENT

Strategic Priorities Development Steps

Promote a learning culture 1.Form a strategy-making team.
Equip managers with the skills 2.Define the organization’s mission.
Expand learning capacity 3.Establish core values.
Focus on all knowledge workers 4.Identify key strategic challenges.
Leverage e-learning 5.Develop and finalize the strategic plan.
16
MODELS FOR DELIVERING
HRD STRATEGY
Centralized
Key Account Holder
Devolved
Business Partner
Shared Service
Outsourced
Stakeholder Model

17
 APPROACHES TO HRD
Strategic HR Framework Approach - Aligns HRD programs with the
organization's long-term strategic goals and vision.
Integrative Framework - Combines various HRD functions into a cohesive
system to enhance overall employee and organizational performance.
Human Capital Appraisal Approach - Assesses the value, skills, and potential
of employees as measurable business assets.
PCMM (People Capability Maturity Model) Approach - Uses a maturity model
to gradually improve workforce capabilities and HR processes.
Integrated System Approach - Connects HRD with other organizational
systems to ensure coordination and consistency in development efforts.
HRD Scorecard Approach - Measures the effectiveness of HRD initiatives
using key performance indicators and outcomes.

18
 CASE STUDY
Inter IKEA, the company behind the globally recognized IKEA brand, faced
significant challenges in managing a workforce of over 100,000 employees
across 62 countries. The fragmented HR systems hindered talent
acquisition, career development, and overall employee engagement.
Recognizing the importance of a unified and strategic Human Resource
Development (HRD) approach, Inter IKEA partnered with Workday Human
Capital Management (HCM) to transform its global workforce
management. This case study examines how Inter IKEA leveraged HR
technology to enhance employee experience, improve HR processes, and
foster a culture of lifelong learning.

19
 CASE STUDY
HR Challenges Faced Implementation of
by Inter IKEA Workday HCM
Centralized HR
Talent Acquisition and
Management
Retention
Real-Time Workforce
Employee Growth and
Insights
Development
Self-Service HR Tools
Operational Efficiency
Automated Talent Mapping

20
 CONCLUSION
• Decision-making is a vital life skill that learners should develop early to make
responsible and informed choices.
• Choices have consequences, both positive and negative, which affect oneself and
others.
• Self-awareness and understanding of values (e.g., honesty, respect, responsibility)
guide better decision-making.
• Peer influence and emotions can affect decisions; thus, learners must be mindful of
these factors.
• Using decision-making steps or strategies (like identifying the problem, listing options,
weighing consequences, and making a choice) helps learners make sound judgments.
• Reflection on past experiences is important for improving future decisions.
• Support from family, teachers, and friends plays a crucial role in helping learners
make good decisions.
21
 REFERENCES
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and
teams, organizations, and society. Annual Review of Psychology, 60(1), 451–474.
https://doi.org/10.1146/annurev.psych.60.110707.163505
Armstrong, M., & Taylor, S. (2023). Armstrong’s handbook of human resource management
practice (16th ed.). https://www.scribd.com/embeds/672104533/content?
start_page=1&view_mode=scroll&access_key=key-
fFexxf7r1bzEfWu3HKwf&fbclid=IwY2xjawJLgmRleHRuA2FlbQIxMAABHXiopZ6JB4qJLhUDkKh
mRZW5mm2ZHdo0RoG5L7_kqXmmx6myPyE3VbiK6g_aem_xDkkayJKaNJFYdR1jJkYaA
Durai, P. (2011). Human Resource Management. Pearson Education India.
Inter IKEA. (2024, May 3). How Inter IKEA transformed its global employee experience to
build a future-proof workforce - HRD. HRD. https://www.hrdconnect.com/casestudy/how-
inter-ikea-transformed-its-global-employee-experience-to-build-a-future-proof-workforce/
Pathak, M. (n.d.). FRAMEWORK OF HUMAN RESOURCE DEVELOPMENT.
https://www.ddegjust.ac.in/Portal/Upload/obh-414.pdf

22
 REFERENCES
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of
training and development in organizations: What matters in practice. Psychological
Science in the Public Interest, 13(2), 74–101.
https://doi.org/10.1177/1529100612436661
Sangeetha, N. (2018). INTORDUCTION OF HRM. In Human Resource Management.
https://www.sscasc.in/wp-content/uploads/downloads/BBM/Human-Resource-
Management.pdf
SYSTEMATIC APPROACH TO TRAINING. (n.d.).
https://www.euterp.eu/Cyprus_Workshop_2011/documents/oral_presentations/20_Koz
elj.pdf
The beginning of training. (2021). KidRoseNarwhal11. Retrieved March 12, 2025, from
https://www.coursehero.com/file/97072798/HRM-Ch5docx/
Workhuman Editorial Team. (2025, January 22). What is Human Resource Development
(HRD)? 2025 Complete Guide. Workhuman. https://www.workhuman.com/blog/human-
resource-development-hrd/
23
THANK YOU
GROUP 5

Ashley Ysabel A. Pilarta

Cassandra Louise G. Flores
John Ronniel A. Beltran

24