Employee Training &

Development
UNIT-3
 Training

• A learning process and task oriented activity .

• The process of teaching new employees the basic skills they need to
perform their jobs.
• Training is any attempt to improve employee performance on a currently
held job or one related to it.
• Training as the act of increasing the knowledge and skills of an employee
for doing a particular job.
 Objectives of Training

• To develop inter-personal relation.

• To reduce wastage & accident.
• To update knowledge and skills.
• To improve for higher responsibilities.
• To improve job related skills.
• To mould personnel to adopt to organizational changes.
• To train the employees in order to improve the work methods and
skills so as to increase quantity and quality.
 Role of training in organizations

• Improve labour-management relations.

• Help create a better corporate image.
• Less supervision.
• Preparation of future management.
• Higher productivity.
• Standardization of procedures.
• Higher morale.
 Benefits to employees

• Confidence.
• New skills.
• Promotion.
• Higher earnings.
• Adaptability.
• Less Accidents.
• Safety.
 Importance of Training

– Higher Productivity
– Better Quality of Work
– Less Learning Period
– Cost Reduction
– Reduced Importance
– Low Accident
– Rate High Morale
– Personal Growth
 Training Challenges or Limitations

• Training is a costly affair and expensive process.

• Training may result dislocation of work and loss of output because
regular office work is likely to be interrupted or delayed because of
the time spent in training.
• Sometimes, it is difficult to obtain good training instructors and
leaders.
• Self-reliance and capacity for new ideas might be stiffed.
 TYPES OF TRAINING

1. On the job-training
2. Off the job-training
 On the job-training

1. INDUCTION OR ORIENTATION TRAINING

• It is concerned with the problem of orienting a new employee and its
procedures, rules and regulations. When a newly appointed employee
reports for works, he must be helped to get acquainted with the work
environment and when he joins the organisation, get him introduced to the
organisation and help him to get a general idea the rules and regulations,
working conditions, etc. of the organisation.
 JOB INSTRUCTION TRAINING

• It is imparted directly on the job. It is used primarily to teach workers how

to do their current jobs. In this, the worker learns to master the operations
involved on the actual job situation under the supervision of his immediate
boss who has to carry the primarily burden of conducting this training.
Usually no special equipment or space is needed, since new employees are
trained at the actual job location.JIT is also known as training through step
by step learning ass it includes several steps.
 CONT..
ADVANTAGES
• It is easily organised
• It is realistic
• It stimulates high motivation
• It speeds up the worker’s adjustment to his superior and fellow workers
• It provides active practice and immediate knowledge of results.
DISADVANTAGES
• The assigned instructor may be a poor teacher
• The worker, in his haste for immediate production, may fail to learn the
best way of doing the job.
• It is often brief and poorly structured
•
 COACHING

• In this, the immediate superior guides the subordinate about various ways
and material and skills to do the job.
ADVANTAGE:
• Increased motivation
• Minimisation of the problems
DISAVANTAGES:
• This method is possible neglect by the guide or supervisor.
• Individuals grow with in the boundaries set by the their jobs and their
organisational units
 UNDERSTUDY

• In this trainee is prepared to perform he work or fill the position of his

superior. He is a trainee who at a future time will assume the duties and
responsibilities of the position currently held by his immediate superior
when the latter separates from the job because of transfer, promotion,
resignation, retirement, etc.
 ADVANTAGES

• It ensure the ready supply of competent people whenever the vacancy

arises due to promotion, transfer, retirement or resignation of the present
occupant of the position.
• This method has built-in motivation because it is considered a step towards
promotion of the trainee.
• It is advantageous for the boss and organisation also.
• To the organisation , it ensures that it will not be placed at a serious
disadvantage if the executive suddenly leaves the job.
 DISADVANTAGES

• Understudy is specifically designated, there is often the feeling that

competition is over.
• This reduces the motivation for both the one designated and the other
personnel
 JOB ROTATION

• It consists of systematic and co-oriented effort to transfer an executive

from job to job and plant to plant. it increases the knowledge and skills of
performing various jobs in organization and aids executive to gain in
experience.
 ADVANTAGES

• Increases experience
• Managing of functional fields
• Variety
• Improve self image
• Flexibility
• Beneficial for management
 DISADVANTAGES

• Increased costs
• Limited job knowledge
• Interruptions in work routine
• Limited impact on employee motivation
• Frustration
 VESTIBULE TRAINING

• This training is suitable where it is not desired to put the burden on training
on line supervisors and where special coaching is required.

• ADVANTAGES
• It gives more emphasis on teaching skills than on getting production.
• It avoids the inconvenience of on-the-job training method.

• DISADVANTAGES
• It is costlier as an additional investment in equipment is necessary.
• Since the responsibilities are distributed, it may lead to organisational
problems
• This method is of limited value for the jobs that utilize non-duplicate
equipment
• The training environment is mostly artificial.
OFF THE JOB-TRAINING

.
 LECTURE METHOD

• It is a popular form of instruction in educational institution. It is also used

in industry. Lecturers consist of meetings in which one or a small number
of those present actually play an active part. The lecturer may be a member
of the company or a guest speaker. Before preparing the lecturer, four
important points should be considered.
• Who is your audience?
• What is your audience?
• What is the time available?
• What is the subject matter?
• With the lecture method, large numbers of people can be trained/taught at
the same time.
• When one person conveys information to a group by talking to them, with
or without the use of visual aids, this is called a lecture.
 ADVANTAGES

• This method is quite cost-efficient and can be effective.

• It is effective for the acquisition of knowledge and has more participant
acceptability.
• Lectures are an efficient use of time.
• Lectures allow experts to share information with large groups.
• The material in a lecture is consistent, and listeners are not sidetracked
by comments/questions from the audience
 DISADVANTAGES
• It gives very little opportunity for active practice development, over
learning, knowledge of results.
• Trainees themselves have to understand and personalize the content of the
lecture.
• There little chance for questions, or discussion of the individuals problems
and special interests.
• This method involves one way communication, that is, no interaction
among the group members is encouraged.
 AUDIO-VISUAL TECHNIQUES

• It allows participants to see while listening and is usually quite good at

capturing their interests. These allow a trainer’s message to be uniformly
given to numerous organizational locations at one time and to be reused a
soften as required. It is worth remembering that people remember 20% of
what they hear, 30% of what they see, and 50% of what see and hear.
 ADVANTAGES

• Videotape is particularly useful in recording employee’s job behaviours.

• Performance of employees can be taped and then observed and evaluated
for ineffective behaviours.
• This method is excellent for providing feedback.
• Audio-visuals techniques save time as the copies of the same TV tapes or
films can be mailed to all the plants at one time.
 DISADVANTAGES

• Trainer cannot modify formal visuals in response to new situations and in

answering questions.
• If the training content changes, a whole new film has to be made.
 ROLE PLAYING

• Role playing may be described as a technique of creating a life situation,

usually one involving conflict between people, and then having persons in
a group play the parts or roles of specific personalities. In industry, it is
used primarily as a technique for modifying attitudes and interpersonal
skills. When participants and/or trainers act out parts in an open-ended
story intended to highlight conflicting viewpoints, this is called role
playing.
• Role playing is different from stage drama because the lines (scripts) are
not pre-determined, the players originate their dialogue in real time, and as
the scenario unfolds they interact to develop an outcome
 ADVANTAGES

• Role playing is an excellent forum for exploring the topics of ethics

and conflict resolution.
• Participants can “feel a new viewpoint” through dynamic role
playing.
• Individuals are often inclined to express true feelings when role
playing.
• The group listens better and learns more because they are seeing
and hearing the subject matter as it is acted out.
 DISADVANTAGES

• Role playing requires careful selection of situations to be effective.

• Role playing impedes free expression if participants are not volunteers.
• The themes for role playing exercises must avoid potential conflicts with
the principles of the Scout Oath/Law, religious teaching, or other groups
 SENSITIVITY TRAINING
• The main objective of sensitivity training is the development of awareness
and sensitivity to one’s behavioural pattern through interactions with
others. The sensitivity training program is absolutely unstructured. The
trainer initially explains the technique to the participants and informs them
that the purpose is to increase their awareness about themselves and others
and to know each other’s feelings and reactions in a group setting.
 ADVANTAGES

• Increased self-understanding and self-respect.

• Increased understanding of how people act as individuals.
• Knowledge of how they could work together as a team leading to increased
organisational effectiveness.
• Increased mutual understanding and trust among the participants.
 Career Planning
• Career Planning is a relatively new personnel function.
• Established programs on Career Planning are still rare except in larger
or more progressive organizations.
• Career Planning aims at identifying personal skills, interest, knowledge
and other features; and establishes specific plans to attain specific
goals.
• Aims and Objectives of Career Planning:
• Career Planning aims at matching individual potential for promotion
and individual aspirations with organizational needs and opportunities.
• Career Planning is making sure that the organization has the right
people with the right skills at the right time.
• In particular it indicates what training and development would be
necessary for advancing in the career altering the career path or
staying in the current position.
• Its focus is on future needs and opportunities and removal of
stagnation, obsolescence, dissatisfaction of the employee.
 CAREER PLANNING & DEVELOPMENT STAGES

• Exploration: Almost all candidates who start working after college

education start around mid-twenties. Many a time they are not sure
about future prospects but take up a job in anticipation of rising higher
up in the career graph later. From the point of view of organization,
this stage is of no relevance because it happens prior to the
employment. Some candidates who come from better economic
background can wait and select a career of their choice under expert.
• Guidance from parents and well-wishers: Establishment this career
stage begins with the candidate getting the first job getting hold of the
right job is not an easy task. Candidates are likely to commit mistakes
and learn from their mistakes. Slowly and gradually they become
responsible towards the job. Ambitious candidates will keep looking
for more lucrative and challenging jobs elsewhere. This may either
result in migration to another job or he will remain with the same job
because of lack of opportunity.
 CONT..
• Mid-Career stage: This career stage represents fastest and gainful leap for
competent employees who are commonly called “climbers”. There is continuous
improvement in performance. On the other hand, employees who are unhappy and
frustrated with the job, there is marked deterioration in their performance. In other
to show their utility to the organization, employees must remain productive at this
stage. “climbers” must go on improving their own performance. Authority,
responsibility, rewards and incentives are highest at this stage. Employees tend to
settle down in their jobs and “job hopping” is not common.
• Late-Career stage: This career stage is pleasant for the senior employees who like to
survive on the past glory. There is no desire to improve performance and improve
past records. Such employees enjoy playing the role of elder statesperson. They are
expected to train younger employees and earn respect from them.
• Decline stage: This career stage represents the completion of one’s career usually
culminating in to retirement. After decades of hard work, such employees have to
retire. Employees who were climbers and achievers will find it hard to compromise
with the reality. Others may think of “life after retirement”
 Internal Mobility and Separation
• Promotion
• Transfer
• Demotion
• Separations
 Cont..
The lateral or vertical movement of employees
within the organization is called ‘internal
mobility’ .
Some employee separate themselves from
organization for reasons like better
prospectus, retirement, termination, etc. This
is called employee separation.
 Promotion
Promotion is vertical movement of an employee
within the organization. Refers to the upward
movement of an employee from one job to
another higher one, with increase with salary,
status and responsibilities.
 Types of promotion
1. Horizontal Promotion. When and employee
is shifted in the same category.
2. Vertical promotion. This is the kind of
promotion when an employee is promoted
from a lower to higher category. Generally,
promotion means ‘vertical promotion’.
3. Dry Promotion. when promotion is made
without increase in salary, it is called dry
promotion.
 Promotion Purpose
1. To recognize an employees skill and knowledge and utilize it to improve
the organizational effectiveness.
2. To reward and motivate employees to higher productivity
3. To develop competitive spirit and inculcate the zeal in the employees to
acquire skill knowledge etc.
4. To promote employees satisfaction and boost their morale.
5. To build loyalty among the employees toward organization.
6. To promote good human relation
7. To increase sense of belongingness.
8. To retain skilled and talented people.
9. To attract trained, competent and hard working people.
10. To impress the other employees that opportunities are available to them
too if they also perform well
 Promotion Policy
1. It must provide equal opportunity for promotion policy as sound and
good policy.
2. It must be applied uniformly to all employees irrespective of their
background.
3. It must be fair and impartial.
4. The basis of promotion must be clearly specified and made know to the
employees.
5. It must be correlated with career planning .
6. Appropriate authority must be entrusted with the task of making final
decision.
7. Promotion must be made on trail basis.
8. The policy must be good blending of promotions made from both inside
and out side.
 Promotion can be made in various bases.

• Seniority i.e., length of service

• Merit, i.e. performance
• Educational and technical qualification
• Potential for better performance
• Career and succession plan
• Vacancies based on organizational chart
• Motivational strategies like job enlargement
• Training
 Transfer
A transfer refers to lateral movement of
employee within the same grade, from one
job to another.
Flippo, “a transfer is a change in the job
accompanied by a change in the place of the
job of an employee without a change in
responsibilities or remuneration”
 Transfer Policy
Transfer involves cost as well.

1. Specify the circumstance under which transfer will be made.

2. Specify the basis for transfer.
3. Decide the authority which would handle transfer.
4. Intimate the fact of transfer to the person concerned well in advance.
5. Specify the job to which transfer will be made and duties and salary on
assumption of new jobs should also be clarified.
6. Clarify whether transfer is permanent or temporary.
7. Indicate whether transfer can be made within a department or between
different department or between unit.
8. Not to be made frequent and not for the shake of transfer only.
 Need
1. To meet organizational needs.
2. To satisfy employee need
3. To better utilize employee
4. To make the employee more versatile
5. To adjust the work force
6. To provide relief
7. To punish employee
 Types of Transfer
1. Production Transfer
2. Remedial Transfer
3. Replacement Transfer
4. Versatility Transfer
5. Shift Transfers
6. Penalty Transfer
 Demotion
Demotion is just the opposite of promotion. It is
downward movement of an employee in the
organizational hierarchy with lower
rank/status and pay.
According to D.S. Beach,
“demotion is the assignment of an individual to
a job of lower rank and pay usually involving
lower level of difficulty and responsibility”
 Causes
1. Incompetence: when a promotee is found unable to meet
the challenges posed by the new higher job, he may be
demoted to jobs suitable to hi, to correct errors in
promotion.
2. Adverse Business Conditions: at times, circumstance
and condition like recession and other crisis may necessitate
a business to combine departments and eliminate jobs.
3. Disciplinary Measures. Used as a disciplinary measure
against erring employee. Its is a penalty imposed on
employee for violation of company rules of conduct.
 Demotion Policy
1. A clear and reasonable list of rules should be framed, violation of which
would subject and employee to demotion.
2. This information should be clearly communicated to employees.
3. There should be a competent investigation of any allege violation.
4. Once violations are proved, there should be a consistent and equitable
application of the penalty, preferable by the immediate supervisor.
5. There should be provision for review.
 Separations
Separation is a situation when the service
agreement of an employee with his/her
organization comes to an end and employee
leave the organization.
 Cont..
• Retirement :
– it’s a major cause of cause of separation of
employees from the organization. It can be define
as the termination of service of an employee on
reaching the age of superannuation.
 Cont..
1. Compulsory Retirement: This is the retirement
when employee retire compulsorily from service
on attaining the age of superannuation.
2. Voluntary Retirement: when organization give
option to its employees to retire even before
superannuation its called voluntary retirement.
VRS (Voluntary Retirement Scheme) or Golden
Hand Shake
 Cont..
• Resignation
– Resignation is termination of service by an
employee by serving a notice called resignation on
employer.
• Layoff
– Layoff implies denial of employment to the
employees for reason beyond the control of
employer.
 Cont..
• Retrenchment
– Means permanent termination of an employee’s
services for economic reason. Retrenchment
occurs on account of surplus staff, poor demand
for products, general economic slow down etc.
• Dismissal
– Is termination of services of an employee as a
punitive. This may occur either on account of
unsatisfactory performance or misconduct.
 Performance Appraisal
• A performance appraisal is a systematic and periodic process that asses
an individual employee's job performance and productivity in relation
to certain pre-established criteria and organizational objectives.
• It is a systematic and objective way of evaluating both work related
behaviour and potential of employees
 Evaluates against predetermined standards
 Offers objective description of X’s job related strengths and
weaknesses
 Shows how well X is doing on job and shows a plan for improvement
 It is undertaken periodically and is not a shot deal. It is not job
evaluation. Its aim is to find out how X is doing an assigned job –
according to predetermined standards
 It can be undertaken in a formal or informal way.
 Purpose of performance appraisal
• To review the performance of the employees.
• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• To diagnose the training and development needs of the future.
• Provide information to assist in the HR decisions like promotions, transfers
etc.
• To reduce the grievances of the employees
• To judge the effectiveness of the other human resource functions.
• Provide clarity the expectations and responsibilities of the functions to be
performed by the employees.
 Objectives of performance appraisal
• To provide a control for work done
• To improve efficiency
• To help in assigning work and plan future work assignment
• To carry out job evaluation
• To plan career goals
• To determine career potential
• To encourage strong and weak points aand encourage findings remedies
for weak points through training.
WHO WILL APPRAISE PERFORMANCE?
 Supervisors
 Peers
 Subordinates
 Self appraisal
 Users of services
 External consultants
 Process of Performance appraisal
• 1. Establishing Performance Standards
In this we use as the base to compare the actual performance of the
employees. In this step it requires to set the criteria to judge the
performance of the employees as successful or unsuccessful and the
degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in measurable
terms. If employee doesn't come up to expectance, then it should be taken
extra care for it.
• 2. Communicating the standards
It is the responsibility of the management to communicate the standards to
all the employees of the organization. The employees should be informed
and the standards should be clearly explained. This will help them to
understand their roles and to know what exactly is expected from them.
 CONT..
• 3. Measuring he actual Performance
The most difficult part of the performance appraisal process is
measuring the actual performance of the employees that is the
work done by the employees during the specified period of time.
It is a nonstop process which involves monitors the performance
all over the year. This stage requires the watchful selection of the
suitable techniques of measurement, taking care that individual
bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.
• 4. Comparing the Actual with the Desired Performance
In this the actual performance is compared with the desired or the
standard performance. The comparison tells the deviations in the
performance of the employees from the standards set. The result
can show the actual performance being more than the desired
performance or, the actual performance being less than the
desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating and
analysis of data related to the employees' performance.
 CONT..
• 5. Discussing Results
The result of the appraisal is communicated and discussed with the
employees on one-to-one basis. The focus of this discussion is on
communication and listening. The results, the problems and the possible
solutions are discussed with the aim of problem solving and reaching
consensus. The feedback should be given with a positive attitude as this
can have an effect on the employees' future performance. The purpose of
the meeting should be to solve the problems faced and motivate the
employees to perform better.
• 6. Decision Making
The last step of the process is to take decisions which can be taken either
to improve the performance of the employees, take the required
corrective actions, or the related HR decisions like rewards, promotions,
demotions, transfers etc.
 Techniques of performance appraisal
• Broadly all methods of appraisals can be
divided into two different categories.
• Past Oriented Methods
• Future Oriented Methods
 Past Oriented Methods
• Rating Scales: Rating scales consists of several numerical scales
representing job related performance criterions such as dependability,
initiative, output, attendance, attitude etc. Each scales ranges from
excellent to poor. The total numerical scores are computed and final
conclusions are derived.
Advantages – Adaptability, easy to use, low cost, every type of job can be
evaluated, large number of employees covered, no formal training
required.
Disadvantages – Rater’s biases
 CONT..
• Checklist: Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is prepared.
Here the rater only does the reporting or checking and HR
department does the actual evaluation.
Advantages – economy, ease of administration, limited training
required, standardization.
Disadvantages – Raters biases, use of improper weighs by HR,
does not allow rater to give relative ratings
• Performance Tests & Observations: This is based on the test of
knowledge or skills. The tests may be written or an actual
presentation of skills. Tests must be reliable and validated to be
useful.
Advantage – Tests may be apt to measure potential more than
actual performance.
Disadvantages – Tests may suffer if costs of test development or
administration are high.
 CONT..
• Forced Distribution method
This is a ranking technique where raters are required to allocate a
certain percentage of rates to certain categories (eg: superior,
above average, average) or percentiles (eg: top 10 percent,
bottom 20 percent etc). Both the number of categories and
percentage of employees to be allotted to each category are a
function of performance appraisal design and format. The
workers of outstanding merit may be placed at top 10 percent of
the scale, the rest may be placed as 20 % good, 40 %
outstanding, 20 % fair and 10 % fair.
 CONT..
• Advantages of Forced Distribution
– This method tends to eliminate raters bias
– By forcing the distribution according to pre-determined
percentages, the problem of making use of different raters with
different scales is avoided.
• Limitations of Forced Distribution
– The limitation of using this method in salary administration,
however, is that it may lead low morale, low productivity and
high absenteeism.
– Employees who feel that they are productive, but find
themselves in lower grade(than expected) feel frustrated and
exhibit over a period of time reluctance to work.
• Critical Incident techniques
Under this method, the manager prepares lists of statements of very
effective and ineffective behaviour of an employee. These critical incidents
or events represent the outstanding or poor behaviour of employees or the
job. The manager maintains logs of each employee, whereby he
periodically records critical incidents of the workers behaviour. At the end
of the rating period, these recorded critical incidents are used in the
evaluation of the worker’s performance.
• Advantages of Critical Incident techniques
– This method provides an objective basis for conducting a thorough discussion
of an employees performance.
– This method avoids regency bias (most recent incidents are too much
emphasized)
• Limitations of Critical Incident techniques
– Negative incidents may be more noticeable than positive incidents.
– The supervisors have a tendency to unload a series of complaints about the
incidents during an annual performance review sessions.
– It results in very close supervision which may not be liked by an employee.
– The recording of incidents may be a chore for the manager concerned, who
may be too busy or may forget to do it.
 FUTURE OREIENTED METHODS
• Management By Objectives: It means management by objectives and the
performance is rated against the achievement of objectives stated by the
management. MBO process goes as under.
• Establish goals and desired outcomes for each subordinate
• Setting performance standards
• Comparison of actual goals with goals attained by the employee
• Establish new goals and new strategies for goals not achieved in previous
year.
Advantage – It is more useful for managerial positions.
Disadvantages – Not applicable to all jobs, allocation of merit pay may
result in setting short-term goals rather than important and long-term goals
etc.
• Psychological Appraisals: These appraisals are more directed to assess
employees potential for future performance rather than the past one. It is
done in the form of in-depth interviews, psychological tests, and discussion
with supervisors and review of other evaluations. It is more focused on
employees emotional, intellectual, and motivational and other personal
characteristics affecting his performance. This approach is slow and costly
and may be useful for bright young members who may have considerable
potential.
• 360-Degree Feedback: It is a technique which is systematic collection of
performance data on an individual group, derived from a number of
stakeholders like immediate supervisors, team members, customers, peers
and self. In fact anyone who has useful information on how an employee
does a job may be one of the appraisers. This technique is highly useful in
terms of broader perspective, greater self-development and multi-source
feedback is useful. 360-degree appraisals are useful to measure inter-
personal skills, customer satisfaction and team building skills. However on
the negative side, receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple raters may be less adept at providing
balanced and objective feedback.
 Advantages
• Individuals get a broader perspective as to how they are perceived by
others
• The feedback provides a more rounded view of their performance
• Enhanced awareness and relevance of competencies
• Awareness for senior management too, as they will get to know their need
for development
• Feedback is perceived more valid and objective as it’s collected from
varied sources.
 Disadvantages
• Frank and honest opinion may not be received
• Stress might be put on individuals for giving feedback
• Lack of action following feedback
• Over reliance (Official Procedure might slow the process) on technology
• Too much bureaucracy
 job evaluation
• A job evaluation is a systematic way of determining the value/worth of
a job in relation to other jobs in an organization. It tries to make a
systematic comparison between jobs to assess their relative worth for the
purpose of establishing a rational pay structure.
 objectives of job evaluation
• To establish an orderly, rational, systematic structure of jobs
based on their worth to the organization.
• To justify an existing pay rate structure or to develop one that
provides for internal equity.
• To assist in setting pay rates that are comparable to those of in
similar jobs in other organizations to compete in market place for
best talent.
• To provide a rational basis for negotiating pay rates when
bargaining collectively with a recognized union.
• To ensure the fair and equitable compensation of employees in
relation to their duties.
• To ensure equity in pay for jobs of similar skill, effort,
responsibility and working conditions by using a system that
consistently and accurately assesses differences in relative value
among jobs and
• To develop a base for merit or pay-for-performance.
 Process of job evaluation
• 1. Job Analysis
• It is a process through which required information about various aspects of
jobs can be obtained. Job analysis involves two dimensions:
• i. Job description
• Under job description, a profile of job information is prepared indicating
the duties, responsibilities and working condition of work. It explains
about what the job entails.
• ii. Job specification
• Job specification indicates preparation of a specification statement which
explains the necessary skills, knowledge and abilities required to perform
the job.
 Cont….
• 2. Job Rating
• Job rating includes the process of using same methods to study job
descriptions and specifications in order to assign a relative worth for each
job. Some of job rating methods are: ranking, point rating factor
comparison, and so on.
• 3. Money Allocation
• After rating the worthiness of each job, a pay structure is determined and
the money for each job is allocated. It means, it is the arrangement of
paying rewards/compensation for each job according to its worth or value.
• 4. Job Classification
• Job classification is the last step of job evaluation which is concerned with
the categorization of jobs according to their pay scale. For example, high
paying jobs are represented at the top of the hierarchy.
 Methods of job evaluation.
• JOB EVALUATION METHODS

•
After job analysis preparations of job descriptions comes the essential stage of
job evaluation, namely, the systematic comparison of jobs in order to establish
a job hierarchy. The techniques which have been commonly used tend to fall
into one of the two main categories:
Non-analytical or Non-quantitative or summary methods
Analytical or quantitative methods.
• Quantitative methods are:
Job Ranking
• Job Classification or grading
• Qualitative methods are:
Factor Comparison
• Point rating or assessment
.
 Ranking method:
The job at the top of the
Jobs are arranged from
list has the highest value
highest to lowest, in
and obviously the job at
order of their value or the bottom of the list will
merit to the organization. have the lowest value.

Jobs are usually ranked in The variation in payment

each department and then of salaries depends on the
the department rankings variation of the nature of
are combined to develop the job performed by the
an organizational ranking. employees.

Its have disadvantage in big organizations

because rankings are difficult to develop
in a large, complex organization.
Moreover, this kind of ranking is highly
 Classification method:
According to this method, a Class I - Executives: Further
predetermined number of job classification under this category
groups or job classes are established may be
and jobs are assigned to these
Office Manager, Deputy office
classifications. Following is a brief
description of such a classification in manager, Office superintendent,
an office. Departmental supervisor, etc.

Class II - Skilled workers: Class III - Semiskilled

Under this category may workers: Under this
come the Purchasing category may come Steno
assistant, Cashier, Receipts typists, Machine-operators,
clerk, etc. Switchboard operator etc.

Class IV - Unskilled
 Factor comparison method:
• it is the most complex method of all, it is consistent and
appreciable.
• Under this method, instead of ranking complete jobs, each job is
ranked according to a series of factors. These factors include mental
effort, physical effort, skill needed, responsibility, supervisory
responsibility, working conditions and other such factors (for
instance, know-how, problem solving abilities, accountability, etc.).
• Pay will be assigned in this method by comparing the weights of the
factors required for each job, i.e., the present wages paid for key
jobs may be divided among the factors weighted by importance
 Point method:

The point method is widely

used. It requires identifying
several compensable Here are steps
factors (like skills and • Determine Clusters of
responsibility) each with jobs to be evaluated:
several degrees and also • Collect job
the degree to which each Information:.
of these factors is present • Define Compensable
in the job. So once you factors:
determine the degree to • Define Compensable
which each factor is factors:
present in the job, you • Define factor degrees:
need only add up the • Determine relative
corresponding number of values of factors:
points for each factor and
arrive at an overall point
value for the job.
 Errors in Performance appraisal
1. Halo Effect( evaluation based on some good or bad traits of a person partial in
nature)
• Halo Effect is when a rater’s overall positive or negative impression of an individual
employee leads to rating him or her the same across all rating dimensions.
• This is when a manager really likes or dislikes an employee and allows their personal
feelings about this employee to influence their performance ratings of them.
2. Leniency Error
• Leniency error is when a raters’ tendency is to rate all employees at the positive end
of the scale (positive leniency) or at the low end of the scale (negative leniency).
• This can happen when a manager over-emphasizes either positive or negative
behaviors.
3. Central Tendency Error (Tendency to rate average marks always)
• Central tendency error is the raters’ tendency to avoid making “extreme” judgments
of employee performance resulting in rating all employees in the middle part of a
scale.
• This can happen either when a manager is not comfortable with conflict and avoids
low marks to avoid dealing with behavioral issues or when a manager intentionally
forces all employees to the middle of the scale.
 Contd..
4. First Impression Error
• First impression error is the rater’s tendency to let their first impression of an employee’s
performance carry too much weight in evaluation of performance over an entire rating
period.
• An example of this would be a new employee joining the organization and performing at
high levels during their “honeymoon” period and then possibly losing some of that initial
momentum.
5. Similar-to-me Error
• Similar-to-me error is when the rater’s tendency is biased in performance evaluation
toward those employees seen as similar to the raters themselves. We can all relate to
people who are like us but cannot let our ability to relate to someone influence our rating
of their employee performance.
• Since human biases can easily influence the rating process, it is important to create
objective measures for rating performance. Observing behaviors and using available
technology to help track performance can take some of the biases out of the rating process.
6. Recency
• Focusing only on recent performance within the evaluation period is a common error in
performance evaluations. For example, a manager should not consider only an employee's
performance within the last three months during an annual evaluation. The entire period of
employee performance must be evaluated or the evaluation risks inaccuracy.
 Difference between training and development
.
Meaning Training is a learning process Development is an
in which employees get an educational process which is
opportunity to develop skill, concerned with the overall
competency and knowledge as growth of the employees
per the job requirement.

Term Short Term Long Term

Focus on Present Future
Orientation Job Oriented Career Oriented
Motivation Trainer Self
Objective To improve the work To prepare employees for
performances of the future challenges
employees

Number of Individuals Many Only One

Aim Specific job related Conceptual and general

knowledge
 How training program be evaluated?
• Evaluation involves the assessment of the effectiveness of the training programs. This
assessment is done by collecting data on whether the participants were satisfied with the
deliverables of the training program, whether they learned something from the training and
are able to apply those skills at their workplace.
• There are different tools for assessment of a training program depending upon the kind of
training conducted.
• Since organisations spend a large amount of money, it is therefore important for them to
understand the usefulness of the same.
• For example, if a certain technical training was conducted, the organisation would be
interested in knowing whether the new skills are being put to use at the workplace or in other
words whether the effectiveness of the worker is enhanced. Similarly in case of behavioural
training, the same would be evaluated on whether there is change in the behaviour, attitude
and learning ability of the participants.
• There are many methods and tools available for evaluating the effectiveness of training
programs. Their usability depends on the kind of training program that is under evaluation.
Generally most of the organisations use the Kirk Patrick model for training evaluations which
evaluates training at four levels - reactions, learning, behaviour and results.
• the fifth level for training evaluation was added to the training evaluation model by Kirk
Patrick which is called as the ROI.
Donald Kirkpatrick Model for training
evaluation.
 Donald Kirkpatrick Model for training evaluation.
• The Four Levels
• Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president
of the American Society for Training and Development (ASTD), first published his Four-
Level Training Evaluation Model in 1959, in the US Training and Development Journal.
• The model was then updated in 1975, and again in 1994, when he published his best-
known work, "Evaluating Training Programs."
• The four levels are:
• Reaction.
• Learning.
• Behavior.
• Results.
Level 1: Reaction
• This level measures how your trainees (the people being trained), reacted to the training.
Obviously, you want them to feel that the training was a valuable experience, and you
want them to feel good about the instructor, the topic, the material, its presentation, and
the venue.
• It's important to measure reaction, because it helps you understand how well the training
was received by your audience. It also helps you improve the training for future trainees,
including identifying important areas or topics that are missing from the training.
 Contd..
• Level 2: Learning
• At level 2, you measure what your trainees have learned. How much has their knowledge increased
as a result of the training?
• When you planned the training session, you hopefully started with a list of specific learning
objectives: these should be the starting point for your measurement. Keep in mind that you can
measure learning in different ways depending on these objectives, and depending on whether you're
interested in changes to knowledge, skills, or attitude.
• It's important to measure this, because knowing what your trainees are learning and what they aren't
will help you improve future training.
• Level 3: Behavior
• At this level, you evaluate how far your trainees have changed their behavior, based on the training
they received. Specifically, this looks at how trainees apply the information.
• It's important to realize that behavior can only change if conditions are favorable. For instance,
imagine you've skipped measurement at the first two Kirkpatrick levels and, when looking at your
group's behavior, you determine that no behavior change has taken place. Therefore, you assume
that your trainees haven't learned anything and that the training was ineffective.
• However, just because behavior hasn't changed, it doesn't mean that trainees haven't learned
anything. Perhaps their boss won't let them apply new knowledge. Or, maybe they've learned
everything you taught, but they have no desire to apply the knowledge themselves.
• Level 4: Results
• At this level, you analyze the final results of your training. This includes outcomes that you or your
organization have determined to be good for business, good for the employees, or good for the
bottom line.
 180 degree performance appraisal
• 180 Degree is one of the method by which feedback of an
employee can be judged and measured.
• Here two people are involved in the feedback process; one is the
employee himself and his immediate boss.
• The employee share his work experiences including good and bad
with the hr people, and the boss gives the feedback of the skills and
attitude the employee carry.
• And then the data collected is matched with the competency norms
of the organization and a feedback is prepared about that particular
employee.
• And with this feedback the management takes further actions for
better performance of that employee.
• This performance appraisal form is used in all big and small scale
industries and organization.
 Steps involved in designing a training programme
• Identify goals:- It’s hard to be successful without knowing exactly what you’re trying to achieve.
Acquire training resources :- Unless there is immediate access to all training materials, you will need to purchase them
from the appropriate vendors. This might include computer software, an online course, or books. In some cases, the
provided materials will cover every aspect of the training process where no customization is necessary.
• Create a schedule.
Depending on the length and complexity of a training program, it might take a few days to several weeks to complete.
Figure out roughly how long it will take and create a schedule. You may want to have employees attend the program
together to streamline it, or break it down into smaller groups if necessary.
• Find a trainer.
Recruit an experienced professional to guide team members throughout their orientation to keep things running smoothly.
You may want to use an in-house manager who has direct experience in your business, or you can hire a professional
trainer.
• Communicate effectively.
It’s smart to hold a meeting before beginning where you can provide a brief rundown on what the program will entail and
what employees can expect. You should also explain what the expectations of everyone are and that the course should
be taken seriously.
• Track progress.
Have metrics in place to monitor what’s been completed. Break the program down into sections so you will know how far
employees have come and what’s left.
• Encourage feedback.
• Upon completion, you should have your HR department meet with employees to obtain feedback. This is the time when
employees can discuss the strengths and weaknesses of the program, what they learned, and their overall experience.