HUMAN RESOURCE

DEVELOPMENT
PUB 212
BHRM II
SEMESTER TWO 2022
 Concept and Meaning of HRD
The active resource of an organization is
human resource.
Other resources remain inactive unless
there are competent people to utilize the
available resources for the production of
goods and services.
Human brain has a limitless energy to
think and act in a productive way.
 Concept and Meaning of HRD
Hence, competent and qualified
human resource is a key factor of
organizational success.
In this regard, the emergence of
human resource development (HRD)
plays a vital role in enhancing the
entrepreneurial skill of people.
 Concept and Meaning of HRD
Human Resource Development (HRD) is a
process of developing skills, competencies,
knowledge and attitudes of people in an
organization.
The people become human resource only
when they are competent to perform
organizational activities.
Therefore, HRD ensures that the organization
has such competent human resource to
achieve its desired goals and objectives.
 Concept and Meaning of HRD
Hence, HRD is a conscious and
proactive approach applied by
employers which seeks to capacitate
employees through training and
development to give their maximum
to the organization and to fully use
their potential to develop
themselves.
 NATURE OF HRD
1. HRD is a continuous process
2. HRD concerned with behavioral
knowledge.
3. HRD is a well integrated system
4. HRD provides better quality of life.
5. HRD focuses on all round
development of human resource
 Definition: Training and Development
Training and Development is a subsystem of
an organization which emphasize on the
improvement of the performance of
individuals and groups.
Training is an educational process which
involves the sharpening of skills, concepts,
changing of attitude and gaining more
knowledge to enhance the performance of
the employees.
 Definition: Training and Development
1. Armstrong
• “Training is the formal and systematic modification
of behavior through learning which occurs as a
result of education, instruction, development and
planned experience.
• Development is improving individual performance
in their present Roles and preparing them for
greater responsibilities in the future”.
 Definition: Training and Development
2. Kllatt, Murdick & Schuster
• “Training is a systematic way of altering
behavior to prepare an employee for a
job or to improve the employee’s
performance on the present job, and
development is preparing an employee
for improving the conceptual, decision-
making, and interpersonal skills in
complex, in structured situation
 Definition: Training and Development
3. Lussier
• “Training is a process of acquiring the skills
necessary to perform a job and
• Development is the ability to perform both present
and future jobs”. Skills,
4. McLagan
• “Training and development focuses on identifying,
assuring and helping develop, through planned
learning, the key competencies that enable
individuals to perform current or future jobs”.
 Definition: Training and Development

TRAINING DEVELOPMENT
1. Training is meant for 1. Development is meant for
operatives executives
2. It is reactive process 2. It is pro- active process
3. AIM: To develop additional 3. AIM: To develop the total
skill personality
4. It is short term process 4. It is continuous process
5. OBJECTIVE: To meet the 5. OBJECTIVE: To meet the future
present need of an employee need of an employee
6. Initiative is taken by the 6. Initiative is taken by an
management individual.
Importance of Training and Development:
Optimum utilization of
Human resources
 Development of skills
To increase the productivity
 To provide the zeal of team
spirit
Importance of Training and Development:
For improvement of
organization culture
To improve quality, safety
To increase profitability
Improve the morale and
corporate image
 Reasons to go for Training and
Development:
When management thinks that there is a
need to improve the performances of
employees
To set up the benchmark of improvement so
far in the performance improvement effort
To train about the specific job responsibility
To test the new methodology for increasing
the productivity
Reasons to go for Training and
Development:
 Objective and Purpose of Training &
Development
1. One of the most effective methods to
show your employees that you value
them is to provide them with training.
 It demonstrates that you care as much
about their well-being and development
as they do about your company's.
 Employees that are well taken care of
will never desire to work somewhere
else.
 Objective and Purpose of Training &
Development
2. Training can be used as a preventative measure to
prepare people for expected and unforeseen
changes and challenges in the workplace
3. There is no better way to produce future leaders
than to train the most talented individuals available
4. Employees are a significant and most important
component of a company's assets, and caring for
them entails caring for the firm as a whole.
 What are Benefits of Training and
Development in HRM?
1.Investing in staff training and
development boosts work
satisfaction and morale.
2.Employee turnover is
reduced.
3.Inspires employees to work
harder.
 What are Benefits of Training and
Development in HRM?
4. Improves process efficiency,
resulting in financial benefit.
5. Aids in the adoption of new
technology and processes.
6. Increases strategy and product
innovation
 Distinction between Training and
Education
TRAINING EDUCATION
1. Application oriented 1. Theoretical
Job experience Orientation Classroom
learning
2. Specific Task in mind
2. Covers general
3. Narrow Perspective concepts
4. Training is Job 3. Has Broad Perspective
Specific 4. Education is no bar
 Distinction between Training and
Education
Training:
Training refers to the process of imparting specific
skills.
An employee undergoing training is presumed to
have had some formal education.
No training program is complete without an
element of education.
Hence we can say that Training is offered to
operatives.
 Distinction between Training and
Education
Education:
It is a theoretical learning in classrooms.
The purpose of education is to teach
theoretical concepts and develop a sense of
reasoning and judgment.
That any training and development program
must contain an element of education is well
understood by HR Specialists.
 Development:

Development:
 Development means those learning
opportunities designed to help employees to
grow.
Development is not primarily skills oriented.
Instead it provides the general knowledge
and attitudes, which will be helpful to
employers in higher positions.
 Difference between Training and
Development
TRAINING DEVELOPMENT
1. Training is skills focused 1. Development is creating learning
2. Training is presumed to have a abilities
formal education 2. Development is not education
3. Training needs depend upon lack dependent
or deficiency in skills 3. Development depends on personal
drive and ambition
4. Trainings are generally need 4. Development is voluntary
based 5. Development is a broader concept
5. Training is a narrower concept focused on personality development
focused on job related skills
6. Training may not include 6. Development includes training
development wherever necessary
7. Training is aimed at improving job 7. Development aims at overall
related efficiency and personal effectiveness including job
performance efficiencies
 TYPES OF TRAINING TECHNIQUES
A. Classroom or Instructor-Led Training.
 Instructor-led training remains one of the
most popular training techniques for trainers.
There are many types including:
1.Blackboard or whiteboard.
This may be the most ―old-fashioned‖
method, but it can still be effective, especially if
you invite trainees to write on the board or ask
for feedback that you write on the board.
 TYPES OF TRAINING TECHNIQUES
2. Overhead projector.
 This method is increasingly being replaced with
PowerPoint presentations, which are less manually
demanding,
 But overheads do allow you to write on them and
customize presentations easily on the spot.
3. Video portion.
 Lectures can be broken up with video portions
that explain sections of the training topic or that
present case studies for discussion.
 TYPES OF TRAINING TECHNIQUES
4. PowerPoint presentation.
 Presentation software is used to create
customized group training sessions that are led
by an instructor.
Training materials are provided on CDROM and
displayed on a large screen for any number of
trainees.
This method is one of the most popular lecture
methods and can be combined with handouts
and other interactive methods.
 TYPES OF TRAINING TECHNIQUES
5. Storytelling.
Stories can be used as examples of
right and wrong ways to perform skills
with the outcome of each way
described.
This method is most effective with
debriefing questions, such as:
How does this story relate to training?
 TYPES OF TRAINING TECHNIQUES
1.How did the main character‘s
choices make you feel?
2.What assumptions did you make
throughout the story?
3.Were they correct?
4.What would you have done
differently?
 TYPES OF TRAINING TECHNIQUES
This technique makes communication
easier since it is nonthreatening with no
one right answer.
It is cost effective, especially if trainers
have their own stories to tell.
Stories can also make sessions more
personal if they involve people trainees
know.
 TYPES OF TRAINING TECHNIQUES
ADAVANTAGES OF CLASS ROOM TRAINING
1.Instructor-led classroom training is an
efficient method for presenting a large body
of material to large or small groups of
employees.
2.It is a personal, face-to-face type of training
as opposed to computer-based training and
other methods we will discuss later.
 TYPES OF TRAINING TECHNIQUES
ADAVANTAGES OF CLASS ROOM
TRAINING
3. It ensures that everyone gets the
same information at the same time.
4. it is cost-effective, especially when
not outsourced to guest speakers.
5. Storytelling grabs people‘s attention.
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF CLASS ROOM TRAINING.
1.Sometimes it is not interactive.
2.Too much of the success of the training
depends on the effectiveness of the lecturer.
3.Scheduling classroom sessions for large
numbers of trainees can be difficult—
especially when trainees are at multiple
locations.
 TYPES OF TRAINING TECHNIQUES
B. INTERACTIVE METHODS.
There are many ways that you can break up training
sessions and keep trainees attentive and involved,
including:
1.Quizzes.
For long, complicated training, stop periodically to
administer brief quizzes on information presented to
that point.
You can also begin sessions with a prequiz and let
participants know there will also be a follow-up quiz.
 TYPES OF TRAINING TECHNIQUES
Trainees will stay engaged in
order to improve their prequiz
scores on the final quiz.
Further motivate participants by
offering awards to the highest
scorers or the most improved
scores.
 TYPES OF TRAINING TECHNIQUES
2. Small group discussions.
 Break the participants down into small
groups and give them case studies or
work situations to discuss or solve.
This is a good way for knowledgeable
veteran employees to pass on their
experience to newer employees.
 TYPES OF TRAINING TECHNIQUES
3. Case studies.
 Adults tend to bring a problem-oriented way of
thinking to workplace training.
Case studies are an excellent way to capitalize on
this type of adult learning.
By analyzing real job-related situations, employees
can learn how to handle similar situations.
They can also see how various elements of a job
work together to create problems as well as
solutions.
 TYPES OF TRAINING TECHNIQUES
4. Active summaries.
 Create small groups and have them choose a
leader.
Ask them to summarize the lecture‘s major
points and have each team leader present the
summaries to the class.
Read aloud a prewritten summary and
compare this with participants‘ impressions.
 TYPES OF TRAINING TECHNIQUES
5. Q & A sessions.
 Informal question-and-answer sessions are
most effective with small groups and for
updating skills rather than teaching new skills.
For example, some changes in departmental
procedure might easily be handled by a short
explanation by the supervisor,
Followed by a question-and-answer period
and a discussion period.
 TYPES OF TRAINING TECHNIQUES
6. Role-playing.
 By assuming roles and acting out situations
that might occur in the workplace,
Employees learn how to handle various
situations before they face them on the job.
Role-playing is an excellent training technique
for many interpersonal skills, such as
customer service, interviewing, and
supervising.
 TYPES OF TRAINING TECHNIQUES
7. Question cards.
 During the lecture, ask participants to write
questions on the subject matter.
Collect them and conduct a quiz/review session.
8. Participant control.
Create a subject menu of what will be covered.
Ask participants to review it and pick items they want
to know more about.
Call on a participant to identify his or her choice.
Cover that topic and move on to the next participant.
 TYPES OF TRAINING TECHNIQUES
9. Demonstrations.
Whenever possible, bring tools or equipment
that are part of the training topic and
demonstrate the steps being taught or the
processes being adopted.
Other activities.
Create a personal action plan .
Raise arguments to issues in the lecture .
Paraphrase important or complex points in the
 TYPES OF TRAINING TECHNIQUES
ADVANTAGES OF INTERACTIVE TRAINING
1.Interactive sessions keep trainees engaged in the
training, which makes them more receptive to the
new information.
2.They make training more fun and enjoyable.
3.They provide ways for veteran employees to pass
on knowledge and experience to newer employees.
4.They can provide in-session feedback to trainers on
how well trainees are learning.
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF INTERACTIVE TRAINING
1.Interactive sessions can take longer
because activities, such as taking quizzes or
breaking into small groups, are time-
consuming.
2.Some methods, such as participant control,
can be less structured, and trainers will
need to make sure that all necessary
information is covered.
 TYPES OF TRAINING TECHNIQUES
C. HANDS-ON TRAINING
Experiential, or hands-on, training, offers several
more effective techniques for teaching
employees, including:
1.Cross-training.
This method allows employees to experience
other jobs, which not only enhances employee
skills but also gives companies the benefit of
having employees who can perform more than
one job.
 TYPES OF TRAINING TECHNIQUES
Cross-training also gives
employees a better appreciation
of what co-workers do and
How their own jobs fit in with the
work of others to achieve
company goals.
 TYPES OF TRAINING TECHNIQUES
2. Demonstrations.
Demonstrations are attention-grabbers.
They are an excellent way to teach employees
to use new equipment or to teach the steps in
a new process.
They are also effective in teaching safety skills.
Combined with the opportunity for questions
and answers, this is a powerful, engaging form
of training.
 TYPES OF TRAINING TECHNIQUES
3. Coaching.
 The goal of job coaching is to improve an
employee‘s performance.
Coaching focuses on the individual needs of
an employee and is generally less formal than
other kinds of training.
There are usually no set training sessions.
A manager, supervisor, or veteran employee
serves as the coach.
 TYPES OF TRAINING TECHNIQUES
4. Apprenticeships.
 Apprenticeships give employers the opportunity to
shape inexperienced workers to fit existing and
future jobs.
These programs give young workers the
opportunity to learn a trade or profession and earn
a modest income.
Apprenticeship combines supervised training on the
job with classroom instruction in a formal,
structured program that can last for a year or more.
 TYPES OF TRAINING TECHNIQUES
5. Drills.
 Drilling is a good way for
employees to practice skills.
Evacuation drills are effective
when training emergency
preparedness.
 TYPES OF TRAINING TECHNIQUES
ADVANTAGES OF HANDS ON TRAINING.
1.Hands-on training methods are effective for
training in new procedures and new
equipment.
2.They are immediately applicable to trainees‘
jobs.
3.They allow trainers to immediately determine
whether a trainee has learned the new skill or
procedure.
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF HANDS ON TRAINING.
1.They are not good for large groups if you do not
have enough equipment or machines for everyone
to use.
2.Personal coaching can be disruptive to the coach‘s
productivity.
3.Apprenticeship can be expensive for companies
paying for employees who are being trained on the
job and are not yet as productive as regular
employees.
 TYPES OF TRAINING TECHNIQUES
D. COMPUTER-BASED TRAINING (CBT)
Computer-based training is becoming increasingly
prevalent as technology becomes more widespread and
easy to use.
it is a good idea to look more closely at what training
technologies have to offer and how they might be used
to supplement existing training programs or used when
developing new ones.
Computer-based training formats vary from the simplest
text-only programs to highly sophisticated multimedia
programs to virtual reality.
 TYPES OF TRAINING TECHNIQUES
1. Text-only.
 The simplest computer-based training programs
offer self-paced training in a text-only format.
 These programs are similar to print-based,
individualized training modules with the addition,
in most cases, of interactive features.
 While simple in format, these programs can be
highly effective and present complicated
information and concepts in a comprehensible and
easily accessible way.
 TYPES OF TRAINING TECHNIQUES
2. CD-ROM.
A wide variety of off-the-shelf training
programs covering a broad range of
workplace topics are available on CD-
ROM.
Programs can also be created by training
consultants for the specific needs of the
particular organization or individual
 TYPES OF TRAINING TECHNIQUES
3. Multimedia.
These training materials are an advanced
form of computer-based training.
They are much more sophisticated than
the original text-only programs.
In addition to text, they provide
stimulating graphics, audio, animation,
and/or video.
 TYPES OF TRAINING TECHNIQUES
Multimedia tends to be more provocative
and challenging and, therefore, more
stimulating to the adult mind.
Although costs are higher than text-only
software,
The benefits in terms of employee learning
may well be worth it.
Multimedia training materials are typically
found in DVD format.
 TYPES OF TRAINING TECHNIQUES
4. Virtual reality.
Virtual reality is three-dimensional
and interactive, immersing the
trainee in a learning experience.
Most virtual reality training
programs take the form of
simulation, which is a highly effective
form of training.
 TYPES OF TRAINING TECHNIQUES
It is hands-on experience without the
risks of actual performance.
Flight simulators, for example, have
been used successfully for years to train
airline and military pilots in critical flying
skills,
As well as to prepare them for
emergency situations in a safe and
 TYPES OF TRAINING TECHNIQUES
ADVANTAGES OF COMPUTER BASED TRAINING.
1. Computer-based training programs are easy to use.
2. They can often be customized or custom designed.
3. They are good for helping employees develop and
practice new skills.
4. They are useful for refresher training. They are
applicable to self-directed learning.
5. They can be cost-effective because the same
equipment and program can be used by large
numbers of employees.
 TYPES OF TRAINING TECHNIQUES
ADVANTAGES OF COMPUTER BASED TRAINING
6. They are flexible because trainees can learn at their
own pace and at a time that‘s convenient for them.
Computer-based programs are available 24 hours a day,
7 days a week. No matter which shift an employee
works, training is always available.
7. Some programs are interactive, requiring trainees to
answer questions, make choices, and experience the
consequences of those choices. This interaction
generally results in greater comprehension and
retention.
 TYPES OF TRAINING TECHNIQUES
ADVANTAGES OF COMPUTER BASED TRAINING.
8. They are uniform, which makes it possible to
standardize training.
9. They are measurable. When computers are used for
training,
It is possible to track what each employee has
learned right on the computer.
Most programs have post-tests to determine
whether the employee has understood the training
Test scores give trainers statistics for training
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF COMPUTER BASED
TRAINING.
1.These programs require trainees to be computer
literate.
2.They require trainees to have computer access.
3.There is little or no interaction with a trainer; if
trainees have questions, there‘s no one to ask.
4.These programs are not effective at teaching
―soft-skills,‖ such as customer service, sales, or
sensitivity training.
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF COMPUTER BASED TRAINING.
5. They are not the best choice for new or one-time
training.
Trainers need live interaction to ensure new skills
or concepts are being communicated.
Trainees need to be able to ask questions and
receive feedback.
6. Some poorly designed programs are ―boring‖ and
result in trainees having a poor retention rate of the
material as well as a low finish rate.
 TYPES OF TRAINING TECHNIQUES
E. Online or E-Learning
In addition to computer-based training,
many companies with employees in a
variety of locations across the country
are relying on other technologies to
deliver training.
 According to the ASTD ―State of the
Industry‖ report, companies are using a
 TYPES OF TRAINING TECHNIQUES
1. Web-based training.
 This method puts computer-based training
modules onto the Web, which companies can then
make available to their employees either on the
company‘s intranet or on a section of the vendor‘s
website that is set up for your company.
 There are many courses available on the Internet
in many different topic areas.
 These courses provide a hands-on, interactive way
for employees to work through training
presentations that are similar to CD-ROM.
 TYPES OF TRAINING TECHNIQUES
Training materials are standardized because
all trainees will use the same program.
Materials are also easy to update, so your
training is always in step with your industry.
Web-based training programs are also often
linked with software (a learning management
system, or LMS) that makes trainees‘ progress
track able, which makes recordkeeping very
easy for the training administrator.
 TYPES OF TRAINING TECHNIQUES
2. Tele- or videoconferencing.
 These methods allow the trainer to be in one
location and trainees to be scattered in several
locations.
Participants are networked into the central
location and can usually ask questions of the
trainer via the telephone or by a webchat
feature.
Lectures and demonstrations can be effective
using this method.
 TYPES OF TRAINING TECHNIQUES
3. Audio conferencing.
This method is similar to videoconferencing
but involves audio only.
Participants dial in at the scheduled meeting
time and hear speakers present their training.
Question and answer sessions are frequently
held at the end of sessions in which
participants can email questions or call in and
talk to a presenter.
 TYPES OF TRAINING TECHNIQUES
4. Web meetings, or webinars.
This method contains audio and visual
components.
Participants dial in to receive live audio training
and also follow visual material that appears on
their computer screens.
These presentations are similar to CD-ROM or
PowerPoint presentations and sometimes offer
minimal online interactivity.
 Q & A sessions may also be held at the end.
 TYPES OF TRAINING TECHNIQUES
4. Online colleges and universities.
This method is also known as distance learning, and
many schools now offer certificates or degrees
through online programs that require only minimal
on-campus residency.
Collaborative document preparation.
This method requires participants to be linked on
the same network.
It can be used with coaches and trainees to teach
writing reports and technical documents.
 TYPES OF TRAINING TECHNIQUES
5.E-mail.
You can use e-mail to promote or
enhance training.
Send reminders for upcoming training.
Solicit follow-up questions for trainers
and/or managers.
Conduct training evaluations through e-
mail forms.
 TYPES OF TRAINING TECHNIQUES
ADVANTAGE OF E-LEARNING.
1.Online or e-learning programs are effective
for training across multiple locations.
2.They save the company money on travel
expenses.
3.They can be a less expensive way to get
training from expert industry professionals
and consultants from outside the company.
4.They are useful for refresher training.
 TYPES OF TRAINING TECHNIQUES
ADVANTAGE OF E-LEARNING.
5. They are good for self-directed learning.
6. They can be easy to update with new
company policies or procedures, federal
regulations, and compliance issues.
7. They offer trainers a growing array of
choices for matching training programs
to employee knowledge and skill levels.
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF E-LEARNING.
1.These programs require trainees to be computer
literate.
2.They are usually generic and not customized to your
company‘s needs.
3.Some employees may not like the impersonal
nature of this training.
4.Employees may be too intimidated by the
technology or the remoteness of the trainer to ask
questions
 TYPES OF TRAINING TECHNIQUES
DISADVANTAGES OF E-LEARNING
5. Lack of computer terminals or insufficient online time
may restrict or preclude access to training.
6. Inadequate or outdated hardware devices (e.g.,
sound cards, graphics accelerators, and local area
networks) can cause programs to malfunction.
7. Your company‘s Internet servers may not have
enough bandwidth to receive the materials.
8.Self-instruction offers limited opportunities to receive
context-specific expert advice or timely response to
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
Executive development or management
development is a systematic process of
learning and growth by which managerial
personnel gain and apply knowledge,
skills, attitudes and insights to manage
the work in their organization effectively
and efficiently.
The program of executive development
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
1. To sustain good performance of managers
throughout their careers by exploiting their full
potential.
2. To understand economic, technical, and
institutional forces in order to solve business
problems
3. To acquire knowledge about problems of human
resources.
4. To think through problems this may confront the
organization now or in the future.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
5. To develop responsible leaders.
6. To instill knowledge of human motivation and
human relationships.
7. To increase proficiency in management
techniques such as
Work study,
Inventory control,
Operations research and

 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
A. On the Job Techniques:
 It is delivered to employees while they perform
their regular jobs.
 In this way, they do not lose time while they are
learning.
 A plan is developed for what should be taught,
employees should be informed of the details.
 A time-table should be established with periodic
evaluations to inform employees about their
progress.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
1. Coaching
 Coaching is a one-to-one relationship between
trainees and supervisors which offers workers
continued guidance and feedback on how well they
are handling their tasks.
 The coach assigns the task, monitors the trainee
behavior, and provides reinforcement and feedback.
 Coaching is commonly used for all kinds of trainees,
from unskilled to managerial position.
 This method is critically depends on the quality of the
coach.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
2. Under Study
An understudy may be assistant to someone or
Special assistant to some supervisory or
Executive positions.
He learns by experience,
Observation,
Guidance and
Coaching.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
3. Position Rotation
This involves the movement of
the trainee from one job to
another.
This helps him to have a general
understanding of how the
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
 Apart from releasing boredom, Job rotation
allows workers to build rapport with a wide
range of individuals within the organization,
facilitating future cooperation among various
departments.
Such cross-trained personnel offer a great
deal of flexibility for organizations when
transfers, promotions or replacement become
inevitable.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
4. Multiple Management
It provides knowledge about the
organization to the junior and
middle managerial personnel.
Here the members are exposed
to all types of the decision taken
at higher level.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
B. Off-the-Job Technique:
1. Lectures
It is a traditional and direct method of
instruction.
The instructor organizes the material and
gives it to a group of trainees in the form of a
talk.
To be effective, the lecture must motivate
and create interest among the trainees.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
An advantage of this method is
that it is direct and can be used for
a large group of trainees.
The major limitation of this
method is that it does not provide
for the transfer of training
effectively.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
2. Case Studies
It presents the trainees with a written description of
a business or organizational problem.
The object of the case method is to teach the
trainees how to analyze information, generate
alternative decisions, and evaluate the alternatives.
Cases can be analyzed by individuals or small groups.
Feedback and reinforcement are provided through
oral discussion or written comments from the
instructor.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
3. Group Discussions
This method is a direct discussion on a specific topic
conducted with a relatively small group of trainees.
This method is useful for teaching and exploring
difficult conceptual materials, and for changing
attitudes and opinions.
It provides opportunity for feedback, reinforcement
practice, motivation, and transfer, largely due to
the active interchange of ideas between the
participants.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
4. Role Playing
In most of role-playing assignments
Each of the student takes the role of
a person affected by an issues on
human life and effect the human
activities all around us from the
perspective of that person.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
5. Management Games
Verities of business and management games
have been devised and are being used with
the varying degree of success in the
developing programmes.
A management game is classroom exercise in
which a number of team of trainees competes
against each other to achieve certain
objectives.
 TECHNIQUES OF EXECUTIVE
DEVELOPMENT.
6. Sensitivity Training
It has been successfully employed by behavioral
scientists over the past thirty years.
Sensitivity to the circumstances and feeling of
others is the cornerstone of human
relationships.
It is important to note that sensitivity is not just
an emotion; it must express itself in actions as
well, especially when people we know are
 METHODS OF EXECUTIVE
DEVELOPMENT
Management development programs help in
acquiring and developing managerial skill and
knowledge.
A Varity of methods of management
development have come into prominence
these days.
Different types of techniques are used to
acquire and develop various types of
managerial skill and knowledge.
 METHODS OF EXECUTIVE
DEVELOPMENT
Competency Development Area Methods
1. Decision-making skill 1. In-basket, Business games, Case
2. Interpersonal skill study
3. Job Knowledge 2. Role plying, Sensitivity Training
4. Organizational Knowledge 3. On-the-Job experiences,
Coaching, Understudy
5. General Knowledge
4. Job Rotation, Multiple
6. Specific Individual Needs,Role
Management
plying, Sensitivity Training
5. Special course, Special Meeting,
Specific Reading
6. Special Projects, Committee
Assignments
 METHODS OF EXECUTIVE
DEVELOPMENT
1. Decision making skills – ( strategic&
routine)
In basket methods- training method where
participants are given various business
papers so as to develop his ability to
Prioritize,
Delegate ,and
Working within given deadline
 METHODS OF EXECUTIVE
DEVELOPMENT
DISADVANTAGE OF DECISION MAKING SKILLS.

1.Not real situation

involved
2.The level of participants
commitments may be low
 METHODS OF EXECUTIVE
DEVELOPMENT
2. Case study
Simulated business problems for trainees to solve
Develops ones analytical and
Conceptual skills and
Problem solving skills
DISADVANTAGES
Not easy to build a real case study and also
Not so useful to immature participants
 METHODS OF EXECUTIVE
DEVELOPMENT
3. Business games
Simulation that represent actual business situation..
Participant have assigned roles
They make decisions that affect
Price levels,
Production,
Inventory etc.
Computerized system are used to show the end
result of these decisions
 METHODS OF EXECUTIVE
DEVELOPMENT
ADVANTAGES
1.One can easily learn from mistakes
2.Increase the understanding of trainees
understanding of complex situations among the
organisation
3.Enhance problem solving skills.
DISADVANTAGES
1.It is also expensive to develop useful businness
Goals
 METHODS OF EXECUTIVE
DEVELOPMENT
4. Interpersonal skills.
Interpersonal skills – relationship among
individuals and groups within the organisation
Role play- acting out various scenarios.
Resemble business games but different in
some way
Enhance interpersonal role, there is
immediate feedback so corrections is easily
done
 METHODS OF EXECUTIVE
DEVELOPMENT
DISADVANTAGES
No reality,
Not easy to duplicate the reality
pressures from the work situation
and
There for the learning is
diminished
 METHODS OF EXECUTIVE
DEVELOPMENT
5. Sensitivity training / T- group
 This is the method of changing
behaviours through unstructured
group interactions aimed at reducing
relation frictions.
It is sometimes called leaderless,
agenda free training
 METHODS OF EXECUTIVE
DEVELOPMENT
6. Interpersonal skills
It promotes realism and honest discussion on
various matters in the organisation
LIMITATIONS
It is associated with time wastage because even the
participant fail to identify the benefit since no
formal structure involved
May kill the creativity of newly people because it
may cause emotional damage among some people
within the organisation
 METHODS OF EXECUTIVE
DEVELOPMENT
7. Job knowledge skill
Job knowledge skill- a skill a
manager needs to know his
activities effectively
Coaching, on job experience and
understudy methods may be
suitable for developing this skill
 METHODS OF EXECUTIVE
DEVELOPMENT
8. On job experience
 Job rotations it provide the wide knowledge about
the organisation functions.
The level of understanding is influenced by
immediate supervisor and his teaching abilities
Strong relationship is required for this method to
be effective.
The prior knowledge from the trainees also
contribute to the effectiveness of the method
 METHODS OF EXECUTIVE
DEVELOPMENT
LIMITATIONS
The method may fail when
the coach himself is not good
on what he is doing,
Or when he do not want the
trainee to perform above him
 METHODS OF EXECUTIVE
DEVELOPMENT
8. Behaviour modelling
Trainee learn the desired behaviour from
model manager and receives the feedback.
9. Coaching
Learn by doing and receive immediate
feedback.
Supervisors acts as facilitators and trainee
receive instructions on what to be done.
 METHODS OF EXECUTIVE
DEVELOPMENT
10. Understudy
Is a person selected and being trained
apparent to assume responsibility/ a certain
position in the future
Trainee in this situation are allowed to
participate in problem solving meetings,
decision making, attend executive meetings
There is continuous guidance, workload
sharing, help in the replacement
 METHODS OF EXECUTIVE
DEVELOPMENT
LIMITATIONS
It affects managerial
creativity,
Affect the motivation of
other employees in a unit.
 METHODS OF
EXECUTIVEDEVELOPMENT
11. Multiple management
 Junior managers meets and discuss about various
organisation problems with their solutions before it
is taken to the higher management level.
It is sometimes call junior- board of executives.
Multiple management helps junior managers to
develop their problem skills,
Analytical skills and also
It helps to identify the executive talents.
 METHODS OF
EXECUTIVEDEVELOPMENT
12. General knowledge
Additional knowledge which managers needs to
work effectively
Good example is the knowledge about the external
environment which helps individuals in business
competition
Methods such as special courses, special meetings
and specific reading can be the good for this
purpose
TOPIC TWO-TNA
TRAINING
NEEDS
ASSESSMENT
 TNA DEFINITION.
1. Training needs analysis is a process
that a business goes through in
order to determine all the training
that needs to be completed in a
certain period to allow their team to
complete their job as effectively as
possible, as well as progress and
grow.
 TNA DEFINITION.
2. Training needs analysis is a systematic
process of identifying which kind of
training is required and provide the
details related to training
implementation.
It is also known as a tool to identify the
new skills, knowledge and attitudes
which employees need to acquire in
order to improve performance.
 TNA DEFINITION.
The Training Needs Analysis (TNA) helps
organization to find out the gap in terms of skills
and training in their existing employees to perform
the current and upcoming Jobs efficiently.
The Training Manager uses the Analysis very
carefully to design the right Training program to
meet the skill and training requirement of the
employees to enhance productively and ultimately
to achieve the goals and objectives set by the
organization
 TNA DEFINITION.
4. The term training needs analysis is often
referred as learning needs analysis in human
resource department.
The training needs reflect that there are lots
of ways to perform a job and thus a huge
opportunity of learning to work.
The analysis is all about the gap in the skills
and knowledge and how the HRM
department can help to bridge the gap.
 ROLE OF TRAINING NEEDS ANALYSIS
Fundamentally the role of training needs analysis in
HRM is to understand the difference between the
current and desired performance of the employee
and provide information about-
Which employee needs training?
What kind of training is required?
What will be the impact of this training on the
performance of the employee?
What will be the cost and resources requirement of
these training programs?
 REQUIREMENT OF TNA
The requirement of training needs analysis is to
1. Understand the performance improvement
needed by the organization
2. To relate this performance improvement with
required skills, capabilities and competencies
3. To figure out exact course work or skill
4. Set training program employees need to attend
5. To design the appropriate training program to
bridge the gap between the present productivity
of organization and desired output.
 PURPOSE OF TNA
1) It helps the organization to identify the gap in the
current knowledge , skills and attitudes
2) Helps to identify the general content of the training
programme
3) Will build good foundation for training programme
4) Will be used to asses the effectiveness of the
training programme after implementation
5) It ensures the efficiency and effective use of
organisational scarce resources
6) Helps to know various causes of poor performance
 What is Training Needs Analysis
Methods
The method of training needs
analysis is selected based on the job
type of the employee and the
analysis that has to be carried out to
understand the skill gaps.
Here are a few popular training need
analysis methods used in the
 What is Training Needs Analysis
Methods
1. Direct observation
 In different working situations the training
managers observe the working style of the
employees.
 With the help of this observation the managers get
information about the performance gaps.
 The observation includes watching over the
technical methodology followed to perform the
job,
 What is Training Needs Analysis
Methods
The functional aspects of the job
and behavioral aspects of the
employee.
It is provides both qualitative and
quantitative feedback about the
current performance of the
employee.
 What is Training Needs Analysis
Methods
2. Interviews
It is a face to face conversation about the way
employee performs the job.
It is an effective way to collect information about
output gaps by talking with each employee or a
team.
It can be a formal or informal setting of the
interview.
The interview can be conducted in person or
through virtual means.
 What is Training Needs Analysis
Methods
3. Focus groups
It is a brainstorming process to understand the skill
gaps among the employee.
The employees working in the organization are
encouraged to talk and discuss about the ways to
improve the work performance.
This conversation is closely observed and analyzed
by the training manager to understand the training
requirement in the organization.
 What is Training Needs Analysis
Methods
4. Assessments/surveys
Surveys are effective and simple way to
identify the performance deficiencies in
particular department.
A well designed questionnaire is
circulated among employees to
understand the training needs of the
employees.
 What is Training Needs Analysis
Methods and Process
The questionnaire can consist of
combination of open-ended and
closed ended question along with
some ranking and projective
questions.
To improve the credibility of the
survey the employees are allowed to
submit the answers anonymously.
 What is Training Needs Analysis
Methods
5. Customer Feedback
In most of the service industry the performance
deficiencies are identified using customer feedback
The direct feedback from the customer indicates the
specific work area which needs improvement
6. Others:
There are few other methods of training need analysis
such as consolation with the persons working in key
position in the organization, by reviewing relevant
literature of the work area, with the use of reports,
records and work samples.
 What is Training Needs Analysis
Process
There are different stages of training
needs analysis which are used by
organization based on the job profile of
the employees.
However there is fixed process which is
followed in all types of training needs
analysis.
Here is 4 steps process of training needs
analysis:
 What is Training Needs Analysis
Process
Step 1- Performance Gap Analysis:
Here the current and desired operation
results of the employee performance are
compared to identify the performance
gaps.
This performance gaps can also be
termed as the difference between the
required and actual productivity of the
 What is Training Needs Analysis
Process
Step 2- Root Cause Analysis:
Root cause analysis is a way to determine the basic issue
behind the performance gaps.
The issues are classified into 5 categories as
1. Skill resources,
2. Incentives,
3. motivation and
4. Information such as feedback.
Using rood cause analysis it is identified that which area is
leading to lack of performance and which area need
 What is Training Needs Analysis
Process
Step 3- Needs Analysis:
A detailed analyses is carried out to design and
implement the appropriate intervention to resolve
the performance issues.
Based on the categories identified in the root cause
analysis a specific need of improvement is address
in this step.
This analysis includes analysis of audience of
training, job analysis, task analysis, environment
analysis and cost-benefit analysis.
 What is Training Needs Analysis
Process
Step 4- Recommendations:
In this step an appropriate training
solution is proposed.
It identifies the right kind of training
program which organization should
run to improve the overall work
productivity.
What are the Objectives of Training
Needs Analysis
The important objectives of training
need analysis are :
1. To ensure that the product/service
requirement of customer have been
met with the help of skilled
employees
2. To help the organization to set
appropriate goals and achieve them
 What are the Objectives of Training
Needs Analysis
3. To create a appropriate performance benchmark
which can be used to judge the employee
productivity
4. To enable employees to evaluate their current skill
sets and continuously upgrade their knowledge to
improve their performance levels
5. To highlight the work quality issues in the
organization and identify focus area which need
improvement.
 COMPONENTS OF TNA
McGhee and Thayer’s Three Level
Analysis is popularly used in the
organization to understand the big
picture of learning and development.
This model of training needs analysis
three components at different levels
which need analysis to identify the
training needs in the organization.
 COMPONENTS OF TNA
1. Organizational Level
Providing training to employee which are
not aligned with the business goals is
considered as wastage of resources.
It is very vital that training programs
conducted in the organization would help
the employees to achieve the strategic
business goals of the organization.
 COMPONENTS OF TNA
The organizational level of training need
analysis provide answers to the questions
such as-
1.Which department needs training the most?
2.Which training program will act as a solution
to resolve the business issues?
At organizational level analysis of a clear and
measurable outcomes of training is identified
to improve the success of training program.
 COMPONENTS OF TNA
2. Operational Level
It is a job level analysis which is used to
determine what kind of training is
needed by the employee in order to
achieve desired level of work proficiency.
It identifies the knowledge and skill
required to execute a specific job in the
organization.
 COMPONENTS OF TNA
The operational level training need
analysis used data sources such as
1.Work performance standards
2.Job description
3. Job specifications and
4.Analysis of operational problems
To determine the training needs of the
employee.
 COMPONENTS OF TNA
The operational level of training need analysis
provide answers to the questions such as:
1.What is the standard performance expected
for the job?
2.How employee should execute the task to
need the set performance standards?
3.What training program is appropriate to
improve skills, abilities and knowledge of the
employee to complete the job successfully?
 COMPONENTS OF TNA
3. Individual Level
At individual level the training need
analysis verify the way employee
performs their job.
The difference between the
expected and actual performance of
the employee is analyzed to arrive at
the training need of the employee.
 COMPONENTS OF TNA
The individual level training need
analysis used data sources such as
1.Performance appraisals,
2.Assessment of employee skills,
3.Interviews and questionnaires
4.Customer surveys and work samples
To determine the training needs of the
 COMPONENTS OF TNA
The individual level of training need analysis
provide answers to the questions such as-
1.Whether the employees have the essential
skills and knowledge?
2.What are the barriers to proficient
performance?
3.What is the appropriate training program to
help the employee to meet desired
performance standards?
 TYPES OF TNA
Many needs assessments are
available for use in different
employment contexts.
Sources that can help you
determine which needs analysis is
appropriate for your situation are
described below.
 TYPES OF TNA
1. Organizational Analysis.
 An analysis of the business needs or other
reasons the training is desired.
 An analysis of the organizations strategies,
goals, and objectives.
 What is the organization overall trying to
accomplish?
 why a training program is seen as the
recommended solution to a business problem.
 TYPES OF TNA
2. Person Analysis.
 Analysis dealing with potential participants and
instructors involved in the process.
The important questions being answered by this
analysis are who will receive the training and their level
of existing knowledge on the subject
What is their learning style, and who will conduct the
training.
Do the employees have required skills?
Are there changes to policies, procedures, software, or
equipment that require or necessitate training?
 TYPES OF TNA
3. Work analysis / Task Analysis.
Analysis of the tasks being performed.
This is an analysis of the job and the requirements
for performing the work.
Also known as a task analysis or job analysis,
This analysis seeks to specify the main duties and
skill level required.
This helps ensure that the training which is
developed will include relevant links to the content
of the job.
 TYPES OF TNA
4. Performance Analysis.
Are the employees performing up
to the established standard?
If performance is below
expectations, can training help to
improve this performance?
Is there a Performance Gap?
 TYPES OF TNA
5. Performance Analysis..
Analysis of documents, laws, procedures used on the
job.
This analysis answers questions about what knowledge
or information is used on this job.
This information comes from manuals, documents, or
regulations.
It is important that the content of the training does not
conflict or contradict job requirements.
An experienced worker can assist (as a subject matter
expert) in determining the appropriate content.
 TYPES OF TNA
6.Training Suitability Analysis.
 Analysis of whether training is the desired
solution
Training is one of several solutions to
employment problems.
However, it may not always be the best
solution.
It is important to determine if training will be
effective in its usage.
 TYPES OF TNA
7. Cost-Benefit Analysis.
Analysis of the return on investment
(ROI) of training.
Effective training results in a return
of value to the organization that is
greater than the initial investment to
produce or administer the training.
Advantages of Training Needs Analysis
3. It helps the management to direct
resources to regions of greatest
priority of training.
4. It helps employee and organization
to improve work productivity
5. It helps the company to improve
their quality of services and thus
helps in customer retention.
 Disadvantages of Training Needs
Analysis
1. Training need analysis can be a time
consuming process as it includes a
lot of assessments and surveys.
2. Training need analysis can be a
costly affair for the company as
often tired party is hired to conduct
the training need analysis
 Disadvantages of Training Needs
Analysis
3. The low response rate of the employees to the
internal surveys can have negative impact on
effectiveness of the training need analysis
4. Many times when the long process of training
needs analysis is completed the management is no
longer looking to fulfill the same business goals.
5. Employees often hesitate to provide the honest
response on self assessment which can affect the
result of training needs analysis
 TOPIC THREE
CAREER
DEVELOPMENT AND
SUCCESSION
PLANNING PUB 212
 CAREER CONCEPTS.
Number of meaning can be advancement in
career
(moving up) or profession ( taken a certain
specialization) or
It may mean stability over time.
Means advancement in life specifically in a
profession
Most related with work and may mean
upward movement
 CAREER CONCEPTS.
When is related with work career
is defined as a sequence of
positions occupied by a person
during the course of his life time
It represents an organized path
taken by an individual across time
and space
 CAREER STAGES.
Employees progresses
through career stages that are
called career cycles
Progression from the
beginning points through
growth and declines phases
 CAREER STAGES.
1.Exploration stage
2.Establishment stage
3.Mid career stage
4.Late career stage
5.Decline stage
 CAREER STAGES.
1. Exploration stage.
 Ends in mid twenties where one make transition from
education to work
 At this stage people have had made various choices of whom
they want to become
These decisions are affected by number of factors
I. Parents interests and specialization
II. Influence from parents teachers and friends
III.Financial resources of the family
IV.Social influence
V. Media influences
VI.Career counselors 1.
 CAREER STAGES.
1.Exploration stage.
At the exploration stage one form
attitudes toward the work
Perceptions shapes employee
thinking at this stage
Many of the perception formed at
this stage may be not relevant
 CAREER STAGES.
3. Establishment stage
Job searching period
Employees pass through organization employment
processes
Here he/ she develops a sense of likely future with
the organization
It is learning period so not so much exposed to
career growth at this stage
It ends when an employee has made a mark in the
org
 CAREER STAGES.
4. Mid – career stage
Continuous improvement in performance
Or deterioration of performance depending on
individual / org.
Severe career dilemma may happen at this stage
With the high flying type – reach the goals and go
to the greater heights
Bedrock type – maintenance of performance
Maladjusted type – decline in performance
 CAREER STAGES.
5. Late career stage
Here individuals are no longer learning
For the ones who performed well
previously then this time is for relaxing
and playing the part of elders
Valuable to organization and fellows
What happens to those who did not do
well in mid career
 CAREER STAGES.
6. Decline stages
Last phase , retirement stage
It involves psychological withdraw from the
organization even before it has happened
Reduced roles with less responsibilities
It is a difficult stage especially for high performers
For lower performance the stage is relief as they
see it as an opportunity to overcome frustrations
 CAREER STAGES.
The career stages can not
generalized
It does not happen the same way to
every individuals
It is just for point of reference
The duration may differ
Some go back and forth within the
 CAREER PLANNING-MEANING.
It is the systematic process through
which one select career goals and path to
these goals
From the organization it means – helping
employees to plan
Involves the process of matching career
goals and individual capabilities with
opportunities
CAREER PLANNING TERMINOLOGIES.
1. Career goals: future positions on strives
for
2. Career path: sequential patterns of jobs
that form a career
3. Career progression: advancement in
career through promotions
4. Career counseling :guiding and advising
people on possible career paths
CAREER PLANNING TERMINOLOGIES.

6. Career Anchor – the basic drive that

give the urge to take certain career
Example.
I. Technical competence
II.Managerial competence
III.Autonomy
IV.Creativity
 RATIONALE FOR CAREER PLANNING-
EMPLOYEES
1. Helps the employees to know the
opportunities available and grab it
2. Enables someone to know and select
suitable career path for focused self
development
3. May be used for enhancing employees
morale and satisfactions
4. Has positive financial implications to
employees
 RATIONALE FOR CAREER
PLANNING-ORGANIZATION.
1. Enhance better organizational image
2. Helps in retaining the hardworking
environment
3. Anticipates the future vacancies that
may arise
4. It facilitates expansions and growth of
the organizations
5. Assured availability of talents
 CAREER PLANNING PROCESS.
1. Identifying individual needs and aspiration
it involves analyzing employees hopes and
aspirations
Communicate employees career anchors, hopes
and aspirations
Developing HR inventories helps in achieving
this
Appraisal done to identify if employees have
necessary capabilities to grow and if they are
willing
 CAREER PLANNING PROCESS.
2. Analysing Career Opportunities
Organization future plans and career system
analyzed to see the opportunities
Career paths for each positions can be
determined
Career demands in terms of knowledge, skills,
experience and aptitude
Defining the long term and short term career
goals
 CAREER PLANNING PROCESS.
3. Identifying Match and Mismatch
• A mechanism of finding the matches & gaps
between the two ( individual aspirations and
organizational career opportunities
• Specific jobs are related with career
opportunities
• Matching facilitates the dev. Of realistic
career goals both long-term and short term
 CAREER PLANNING PROCESS.

4. Formulating and implementing strategies

 Alternative strategies and action plans for dealing
with mismatch are formulated and implemented .
Some can be :
I. Creating new career paths
II.Helping the employees to scale down unrealistic
goals
III.Seeking new basis for integration
IV.Training and development of suitable people
 CAREER PLANNING PROCESS.
5. Reviewing career plans
• Period review of career plan is necessary
to know whether the plans were effective
• Review will also indicate to employees in
which directions the organization is
moving,
• What changes are likely to take place and
• What skills will be needed to suit org
 Issues to consider in ensuring
effective career planning
1. Top management support
2. Expansion
3. Clear goals
4. Motivated and hardworking staff
5. Proper selection
6. Proper age balance
7. Fair promotion policy
8. Management of career stress
 Limitations for career planning
1. Not suitable for small organization
2. Nature of environmental factors that
surrounds the organizations
3. Not covering the shop floor employees
4. In the family businesses, may upset the
career planning process
5. Systematic career planning becomes difficult
due to favoritism and nepotism
 Limitations for career planning
There are several other that
hamper CP
1.Absence of adequate
opportunities for growth
2.Opposition of trade unions
3.Dual career couples
 Career Development
It involves activities
undertaken by individual
employees and the
organization to meet career
aspirations and job
requirement
 Responsibility for employee
development
•Employee self
development
•Organizational
through planning
 Organizational career development
1. Initial challenging tasks
2. Information dissemination
3. Mentoring and coaching for employee continuous
improvement
4. Training and development related to career
5. Job rotation
6. Allowing employees sabbatical leaves
7. Career counseling
 Employees self development

1. Individual employees have responsibility

to develop their own career
2. Employees take various courses of
actions to develop their own career
3. Self development involves setting goals
on what to be achieved, and taking
these actions to proceed to the right
direction
 Conditions for self development
1. The individuals must be proactive
agent for change
2. External stimuli, cognitive processes
must be brought under the control
of the individual
3. Individual must measure the
progression using the goals set
 Model for self development
1.Development of self awareness

2.Awareness of the skills required

3. Adopting the methods of skills

development
 1. Development of self awareness
1. Knowing who you are
2. Increase the ability of open self for personal
development
3. Employee should do self analysis for scanning
weakness and strengths
4. Self acceptance of the mistakes
5. Right attitudes to develop the positive mindset
 2. Awareness of the skills required
A. Skills required for the success in career
B. Both job related and behavioral skills
C. Job related are technical skills
D.Behavioral needed for various career
E. Such skills are like self esteem ,
positive altitude , creativity, emotional
maturity, interpersonal skills
 3. Adopting method of skill
development
A. Self behavior management –involves in
engaging constructive behavior and
abandoning the non- constructive
behavior
B. Self study- it involves studying the
relevant studies in your field
C. Continuous practice- developing skill is
an art and is developed through art
 SUCCESSION PLAN-DEFINITION
 Succession planning is a strategy for identifying
and developing future leaders at your company —
not just at the top but for major roles at all levels.
 It helps your business prepare for all
contingencies by preparing high-potential workers
for advancement.

 2. Succession planning is a process whereby an

organization ensures that employees are recruited
and developed to fill each key role within the
 NEED FOR SUCCESSION PLAN.
1. Ensures Business Continuity:
Succession planning ensures
business continuity.
It means the organization does not
cease to exist when the key
positions become vacant due to
sudden death, resignation or
retirement.
 NEED FOR SUCCESSION PLAN.
2. Develops Potential Employees:
Succession planning is important for grooming
and developing competency of the next possible
successor.
The right training helps the potential successor
to improve his strengths and overcome
weaknesses.
It also prepares him for various duties,
challenges that he might face in future if he fills
up the position.
 NEED FOR SUCCESSION PLAN.
3. Identifies Next Successor:
The process helps to identify next possible
successor in advance.
Identification of successor in advance (before
retirement/resignation/death of person on the
key position) helps the organization to plan for
future.
Every business organization must invest in
identifying the next successor for the
organization.
 NEED FOR SUCCESSION PLAN.
4. Smooth Functioning:
Succession planning ensures smooth
functioning of the organization.
There is supply of competent and skilled
employees to take up the role or
responsibility of key manager whenever the
need arises.
Hence, temporary or sudden absence of key
manager does not halt the activities of the
 NEED FOR SUCCESSION PLAN.
5. Reduces Cost of the Organization:
With succession planning, the
demand for human resources is met
within the organization.
It lowers the cost of organization as
the time, money, energy required to
recruit employee from external
source is saved.
 NEED FOR SUCCESSION PLAN.
6. Developing Career Paths:
Succession planning helps the HR
department to set up career advancement
plans for competent employees.
The assessment of skills and interest helps
in providing right training to employees.
It also helps to select suitable employee
for specific job roles.
 NEED FOR SUCCESSION PLAN.
7. Corporate Image:
Organization invests in identifying and grooming
employees.
It also provides varied growth opportunities within
the organization.
This increases job satisfaction of employees, which
results in increased performance and productivity.
This ultimately improves image of the organization
in market and attracts competent workforce
towards the organization.
 NEED FOR SUCCESSION PLAN.
8. Reduces Employee Turnover:
Succession planning provides growth opportunities
to employees within the organization itself.
It offers varied job roles to prepare employees to
take up higher roles in future.
The employees feel important and valuable as the
organization takes interest in their career and
personal development.
Thus, it reduces rate of employee turnover and
helps to retain competent workforce.
 NATURE OF SUCCESSION PLAN.
(i) Senior leaders are personally
involved.
(ii) Senior leaders hold themselves
responsible for growing leaders.
(iii) Employees are committed to
their own self development.
 NATURE OF SUCCESSION PLAN.
(iv) Success is based on a business
case for long term needs.
(v) Succession is linked to strategic
planning and investment in the
future.
(vi) Workforce data and analysis
inform the process.
 NATURE OF SUCCESSION PLAN.
(vii) Leadership competencies are
identified and used for the selection
and development.
(viii) A pool of talent is identified and
developed early for long term needs.
(ix) Development is based on
challenging and varied job based
experience.
 NATURE OF SUCCESSION PLAN.
(x) Senior leaders form a
partnership with human
resources.
(xi) Succession planning addresses
challenges such as diversity,
recruitment and retention.
 PURPOSE OF SUCCESSION PLAN.
The purpose of succession planning is to
identify, develop, and make the people
ready to occupy higher level jobs as and
when they fall vacant higher level jobs
fall vacant due to various reasons like
retirement, resignation, promotion,
death, creation of new position and new
assignments.
 PURPOSE OF SUCCESSION PLAN.
Succession may be from internal employees or
external people.
Succession from internal employees is
advantageous to the organisation as well as to
the internal employees.
Organisation can buy the employees loyalty
and commitment, belongingness, shared
feeling of development along with the
organisation by promoting the internal
employees.
 PURPOSE OF SUCCESSION PLAN.
Employees get the benefits of growth in the
organisation.
The organisation mostly prefers to encourage
the growth and development of its employees
and as such tend to prefer succession from
within.
Organisations appraise employees’
potentialities, identify training gaps for future
vacancies, develop them for higher and varied
jobs.
 FEATURE OF SUCCESSION PLAN.
1. Systematic Process:
Succession planning is the systematic process of
defining future management requirements and
identifying candidates who best meet the
requirements.
2. Supply of Labour:
Succession planning ensures supply of labour within
the organization for future staffing needs.
With succession planning the skills and abilities of
current manpower are assessed to see which future
positions they may take within the organization when
other employees leave their positions.
 FEATURE OF SUCCESSION PLAN.
3. Used for Higher Level Organizational
Positions:
Succession planning is typically used for higher
level organizational positions such as executive
level positions.
Like if a company predicts that its CEO will
retire in near future, the organization may
begin looking months or even years in advance
to determine which current employee might be
capable of taking over the position of CEO.
 FEATURE OF SUCCESSION PLAN.
4. Internal Selection:
Succession planning makes use of
internal selection as opposed to hiring
employees from outside the organization.
With internal selection, the organization
becomes aware of current employee skills
and abilities and therefore is often better
able to predict future performance than
when hiring from outside.
 FEATURE OF SUCCESSION PLAN.
5. Key Succession Plan:
The key to succession planning is preparing a
written succession plan.
This document provides for the continued
operation of a business in the event that the
owner or a key member of the management
team – leaves the company, is terminated,
retires, or dies.
It details the change that will take place as
leadership is transferred from one generation to
 ELEMENTS OF SUCCESSION PLAN.
1. Positions for which Successors are Needed
 The first element of succession planning is to
determine the positions for which successors
are needed.
 Some organizations prepare succession plan
for key positions which play strategic role in
organizations.
 Sometimes these positions are separated
from top management to be known as
strategic management group.
 ELEMENTS OF SUCCESSION PLAN.
2. Identification of Successors
The second element of succession
planning is the determination of likely
successors for different positions that
are likely to fall vacant in future.
Depending on the organizational
practice, such successors may be from
the organization itself or from outside.
 ELEMENTS OF SUCCESSION PLAN.
3. Grooming of Successors
When successors are identified by key
positions attempts are made to groom
them so that they are fully equipped to
take the positions ear marked when
these fall vacant.
In the case of internal successors, this
exercise brings much ahead of the likely
vacancy.
 DETAILS OF SUCCESSION PLAN.
i. Planning changes and habituating the
same amongst the people
ii. Identify the potential of the existing
employees and managers and utilizing
the same for their further growth and
development
iii. Ensuring continuity of leadership and
executive positions
iv. Identifying gaps in existing talent pool
 GUIDE LINE OF SUCCESSION PLAN.
1. Capacity and Needs Assessment:
a)Identify Key Positions for the Organization:
These include the executive directors, senior
management and other staff members, who
would, for their specialized skills or level of
experience, be hard to replace.
Ask which positions would need to be filled
almost immediately to ensure that
organization continues to function effectively.
 GUIDE LINE OF SUCCESSION PLAN.
b). Review and Prioritize Current and Emerging
Needs:
This will involve examining strategic and
operational plans to clearly articulate priorities.
c). Prepare Charts Identifying Key Position and
Individuals:
Prepare a chart that identifies the key positions and
individuals in the organization.
The positions might include those listed in step 1
and/or others that are pertinent to an organization.
 GUIDE LINE OF SUCCESSION PLAN.
d). Identify and List Gaps:
Identify and list the gaps by asking questions such as:
i. Which individuals are slated to or likely to leave
(through retirement, project completion, etc.,) and
when?
ii. Which new positions will be required to support the
strategic plan?
iii.Which positions have become or will become obsolete
(for example, those related to a programme that has
been terminated)?
iv.What skills and knowledge will need to be developed
 GUIDE LINE OF SUCCESSION PLAN.
e). Evaluate and Assess Staff Members for Goal
Identification:
Evaluate/assess all staff members with the goal of
identifying those who have the skills and knowledge
or the potential along with the desire to be
promoted to existing and new positions.
i. The evaluation can be formal or informal and can
include, but is not limited to, performance reviews,
360 degree assessments and informal conversations
with the individuals under consideration.
 GUIDE LINE OF SUCCESSION PLAN.
ii). Every employee has aspirations to and the capacity
to move up. This may be an opportunity to
recognise this goal and support it.
iii).Take this opportunity to give younger workers a
chance.
Many young people enthusiastically enter the
sector and then, finding few opportunities for
advancement.
Younger workers can remain engaged if you help to
match their interests to opportunities provided
through effective succession planning.
 GUIDE LINE OF SUCCESSION PLAN.
2. Development and Implementation of
Succession Plan:
i. Develop and Nurture Key People for Future:
Based on the evaluation and on the
requirements of strategic plan,
Identify the key person, one would like to
develop and nurture for the future,
The position we would like to groom them for,
and
The time frame required to prepare them.
 GUIDE LINE OF SUCCESSION PLAN.
ii. Identify Career Paths for Key Talent:
Identify the career paths that the selected
individuals should be following.
Customise the path to fit the individual’s abilities
and talents by developing an action plan.
The plan must be dynamic — able to be changed as
the individual’s and the organization’s needs
change.
It must also consider the specific needs, learning
style and personality of the individuals involved in
order to be effective.
 GUIDE LINE OF SUCCESSION PLAN.
iii. Formalize Coaching and Mentoring Actions:
Formalise education,
Training,
Coaching,
Mentoring and
Assessment activities.
The mix of activities included within the
action plan should be linked to timeliness and
Specific outcomes.
 GUIDE LINE OF SUCCESSION PLAN.
iv. Formalise Aggressive Job Rotation:
If possible, move people into different areas for
experience and training before they are needed in
critical positions.
Have individuals job-shadow for an agreed upon
period of time to give the successor a real sense of
the responsibilities and
To allow the organization the chance to determine
whether, the individual really is suited for the new
position.
 GUIDE LINE OF SUCCESSION PLAN.
3. Monitor and Manage the Plan:
i. Always Update Grooming Plans:
As people leave and new people assume their
responsibilities, the plan will have to be updated to
identify the next person to be groomed for
promotion and the requirements of his or her
individual action plan.
For organizations that engage in an annual (or
regular) strategic planning process, the succession
plan should be included in that discussion.
 GUIDE LINE OF SUCCESSION PLAN.
ii. Address Concerns of Staff not Selected in
Career Advancement or Succession Plans:
Be prepared to address issues such as
concerns of staff who have not been selected
for career advancement.
Ensure alternative paths are identified to
allow all employees who are interested in
career enhancement to be given some type of
professional development opportunity.
 GUIDE LINE OF SUCCESSION PLAN.
Professional development can include
such wide ranging activities as formal
education and
Training,
Workshops and seminars as well as
Less formal learning opportunities such as
The chance to represent the organization
at a consultation.
 GUIDE LINE OF SUCCESSION PLAN.
iii. Address Contingencies – Events which may or
may not Happen:
Recognise that no matter how well you plan,
something can still happen which the succession
plan doesn’t address.
For example, you may have dutifully trained a
“second” only to have that person leave.
Even though, there may be no one able to fill the
breach immediately, the succession plan will ensure
that there is a process to follow in filling the
position.
 PROCESS OF SUCCESSION PLAN.
1. Planning:
The first step is to develop a strategic plan that will
provide a blueprint of how the succession plan is to
be implemented.
The long-term vision and goals of the organization
are identified and the current personnel policies
and procedures are studied.
For a succession plan to be successful, it is vital to
integrate the plan with the interests and aspirations
of the senior employees who are being groomed for
succession.
 PROCESS OF SUCCESSION PLAN.
2. Analysis:
In this step, the various challenges the
company is likely to face in the future
and the skills and competencies the CEO
would need to meet them are analyzed.
The future CEO would need a variety of
managerial and technical skills to be able
to fulfil his responsibilities effectively.
 PROCESS OF SUCCESSION PLAN.
The current supply of manpower in the
organization should be studied in relation to
the anticipated demand.
Efforts should be made to determine the
knowledge, talents, skills and capabilities that
would be required in the organization in the
future.
It is necessary to identify the overall long
term talent needs of the company and not
just of a particular position.
 PROCESS OF SUCCESSION PLAN.
3. Identification of Talent Pools:
The competencies and skill levels of the
current workers need to be assessed in order
to identify the available pool of talent.
These may be measured by the use of
performance evaluation tools like 360°
Feedback,
Critical incident methods and
Rating scales.
 PROCESS OF SUCCESSION PLAN.
It is also necessary to evaluate the employee’s
capacity to perform in more responsible jobs in
future through potential appraisal techniques and
psychological appraisal.
Factors like the employee’s educational
background, time spent with the company, his
behaviour and attitude should also be taken into
account.
The skill sets of the employees should be compared
with the skills needed for the key leadership roles
and any gaps between the two should be identified
 PROCESS OF SUCCESSION PLAN.
4. Development Planning:
The development plan includes the formal
development procedures, coaching and mentoring,
special job assignments, learning projects, etc.
Which will help the employees to gain the
necessary skills and experiences.
The employee’s progress will be monitored against
the plan.
The duration of the development plan would
depend upon the succession plan strategy of the
organization.
 PROCESS OF SUCCESSION PLAN.
5. Implementing the Succession Plan:
The succession plan should be linked to the HR
processes like compensation, recruitment,
performance planning, workforce planning, etc.
It is a long-term plan, and sometimes the
succession planning process is started from the
time a brilliantly outstanding employee begins his
career (Jack Welch, the highly successful former
CEO of GE was being groomed for senior positions
from the time he started his career as a junior
chemical engineer in the same company).
 PROCESS OF SUCCESSION PLAN.
Implementing the succession plan includes the
retention strategies like retention bonuses,
promotions, challenging work, etc.
It is essential to compare the progress of the
succession plan with the upcoming personnel
requirements of the organization so that a capable
employee is available to fill a prestigious post
should it fall vacant either expectedly (due to
planned retirement), or unexpectedly (due to
death, disability, illness, etc. of the position holder
 ADVANTAGES OF SUCCESSION PLAN.
1. Fulfillment of Leadership Gaps:
Succession planning identifies the
needs of future employees and
develops key skills and competencies
among them for effective current and
future leaders in the organization.
These persons may replace the
persons leaving the organization.
 ADVANTAGES OF SUCCESSION PLAN.
2. Handle Attrition:
Every organization will have some form of job vacancy due to
attrition of people retiring from their jobs.
But it is important for organizations to continue to function
smoothly irrespective of loosing such key employees when
organization have a succession plan,
iIt makes it easier for them to handle any unforeseen attrition
and prevent the organization from being greatly imparted by
such attrition.
Succession management identifies and monitors various talent
pools within the organization to match the future needs of the
organization with the bench strength of available talent. Thus
succession planning plays very important roles to fill the positions
that arise due to forthcoming retirement of key workers.
 ADVANTAGES OF SUCCESSION PLAN.
3. Avoid Uninspiring Results in Executive
Recruitment:
Succession planning helps to avoid
uninspiring results in executive recruitment
from external sources as they are
inexperienced and less effective
In succession planning, we recruit internally
groomed successors who understand the
unique organizational agenda and
environment.
 ADVANTAGES OF SUCCESSION PLAN.
4. Economy:
Dedicating time to plan the future of the
organization saves the company’s time and
money
Plans to promote and train people within the
company means less time spent on recruitment
of external candidates, interviewing them and
checking their references.
Money allotted to those efforts will also
decrease with a solid succession plan in place.
 ADVANTAGES OF SUCCESSION PLAN.
5. Uncovering the Weaknesses:
Finding future leaders reveals the
strengths within the workforce, but it also
uncovers the weaknesses that your
organization must work on to secure
business and financial growth.
Succession planning helps the company to
discover weaker areas so that it could
timely take action for the improvement of
 ADVANTAGES OF SUCCESSION PLAN.
6. Rapid Recruitment to Meet Growth Needs:
Succession planning recognizes that some
jobs are the lifeblood of the organisation and
too critical to be left vacant or filled by any
but the best qualified persons.
Effectively done, succession planning is
critical to mission success and creates an
effective process for recognizing, developing
and retaining top leadership.
 ADVANTAGES OF SUCCESSION PLAN.
7. Planning for the Disaster:
No matter how good the organization and its
staff are at revenue projections or economic
predictions
No one can truly plan for the disaster whether it’s
an unforeseen illness, a natural disaster or a CEOs
decision to suddenly retire, the reasons for
having the succession planning in place before it
is needed are endless.
So one cannot plan for disaster, but can put into
place a series of contingencies.
ADVANTAGES OF SUCCESSION PLAN.
8. Motivates the Employees:
Succession planning motivates the
employees to do their best for the
accomplishment of the predetermined
objectives of the organization.
Employees are motivated and engaged
when they can see a career path for their
continued growth and development.
 ADVANTAGES OF SUCCESSION PLAN.
When an effective succession planning is
done in an organization, the managers are
required to identify the organization’s long
term goals and recruit or hire superior staff
for the purpose.
Through succession planning process,
organization also retains superior employees
because they appreciate the time, attention
and development that firms are investing in
them.
 ADVANTAGES OF SUCCESSION PLAN.
9. Strengthens Departmental Relationships:
When regular communication occurs between
departments, the organization more likely to
experience synergy, which breeds a culture of
strength.
The succession planning activities are linked with
human resource.
By including HR in succession planning, one can
incorporate elements like the employee evaluation
process, which can help when deciding whether to
fill vacancies with internal candidates.
ADVANTAGES OF SUCCESSION PLAN.
10. Development of New Skills and
Adjusting Development Programs
Accordingly:
Development of learning ability plus other
future oriented competencies as part of a
flexible development planning process.
Regular review of the process allows it to
remain current and meaningful and always
anticipatory of future business needs.
ADVANTAGES OF SUCCESSION PLAN.
Succession management identifies and
monitors various talent pools within the
organization to match the future needs
of the organization with the bench
strength of available talent.
Not having the right talent in the place is
often a growth limiting factor in achieving
business potential.
 LIMITATIONS OF SUCCESSION PLAN.
The human resource professionals face
numerous obstacles when attempting to
implement a succession planning in an
organisation.
1. Narrow Focus:
Succession planning allows leaders to focus
on potential new managers who are
employed by the organization but does not
allow for candidates outside the company.
 LIMITATIONS OF SUCCESSION PLAN.
In many cases, managers will consider only their
direct reports as potential successors.
This is good in terms of career development for
those inside the organization but it does not
necessarily meet the company’s best interests.
In some situations it is better to replace a
manager with an external candidate to bring
new skills to the team.
Other times there simply may not be a suitable
candidate within the organization.
 LIMITATIONS OF SUCCESSION PLAN.
2. Changes in Organizational Structure:
Succession planning sometimes takes place
even though an organization’s structure may
not be completely stable.
There is a need to develop leaders so that
they can change the organization to meet the
new business challenges.
Sometimes a person may be developed for a
role in the organization that may not exist in
the future.
 LIMITATIONS OF SUCCESSION PLAN.
This can have negative impact on
motivation of the earmarked
individual.
In addition to this the money
spent on the training of the
employee also gets wasted if the
role for which he was developed
no longer exists.
 LIMITATIONS OF SUCCESSION PLAN.
3. Managing HR Information:
The problem that can occur in
succession planning is the concern with
managing large amounts of HR
information.
Because succession planning requires
retention of a great deal of information,
It is typically best to store and manage it
on a computer.
 LIMITATIONS OF SUCCESSION PLAN.
Attempting to maintain such
records by hand may prove
daunting.
Even on the computer it is very
difficult to identify and evaluate
the many years’ worth of
information about employees’
performance.
 LIMITATIONS OF SUCCESSION PLAN.
4. Crowned Prince Syndrome:
Another problem with the succession
planning occurs when upper management
only considers for advancement, those
employees who have become visible to them.
In other words, rather than looking at a wider
array of individual employees and their
capabilities, upper management focuses only
on one person – the crowned prince.
 LIMITATIONS OF SUCCESSION PLAN.
This person is often one who has been involved
in high profile projects, has a powerful and
prominent mentor who has networked well
with the organization leaders.
There are often employees throughout the
organisation who are capable of and interested
in promotion who may be overlooked because
of the more visible and obvious ‘crowned
prince’, who is likely to be promoted even if
these other employees are available.
 LIMITATIONS OF SUCCESSION PLAN.
Further not only the performance
problems are the outcome of this
syndrome,
But also the motivation of current
employees may suffer if they feel
that this high performance has
been overlooked.
 LIMITATIONS OF SUCCESSION PLAN.
5. Talent Drain:
Talent drain is also one of the problems of
succession planning.
Because upper management identifies small group
of managers to receive training and development
for promotion.
Thus not all employees can be identified as
successors.
Consequently, there is the potential for some
employees to feel left out, passed over and
underappreciated.
 LIMITATIONS OF SUCCESSION PLAN.
So those managers who are not assigned to
development activities may feel overlooked and
therefore leave the organization.
This turnover may reduce the number of talented
managers that the organisation has at the lower
and middle levels of the hierarchy.
Due to this the talented managers may work for a
competing firm or start their own business, thus
creating increased competition for their former
company.
 LIMITATIONS OF SUCCESSION PLAN.
6. Negative Effects on Motivation:
It is not always totally clear cut that to which
employee a manager should prime for future
leadership.
In some cases there may be two or more
strong candidates for the role.
If leaders do not handle succession plan
carefully and objectively other may see the
person being trained for leadership as
favoured.
 LIMITATIONS OF SUCCESSION PLAN.
This can lead to motivated
individuals losing interest and not
trying as hard in the workplace.
It may have the effect of making
those employees think it is not
worth their effort if there are no
progression possibilities.
 CHALLENGES OF SUCCESSION PLAN.
1. Size of the Organization
 Some organizations have so few
positions that they may not have the
ability to offer opportunities for
advancement;
Employees with the potential and
the desire to advance their careers
may move to larger organizations .
 CHALLENGES OF SUCCESSION PLAN.
2. Lack of Financial Resources
 Employees may leave for better salaries
and benefits offered in other workplaces.
3. The Nature of Funding
As more and more organizations depend
on funding as opposed to core funding,
there are fewer core staff members
available to take up positions in the
organizations.
 CHALLENGES OF SUCCESSION PLAN.
4. Attrition
Staff come and go and may not be seen to be
part of the talent pool available to
organizations.
5. Absence of Young Talent
 In some cases, senior managers are staying
on in their positions, despite the fact that the
skills needed for the job may have changed or
they are no longer making a meaningful and
productive contribution to the organization.
 CHALLENGES OF SUCCESSION PLAN.
6. Bad Succession Plan
Indiscriminate inclusion of employees in
the succession plan including those who
are disinterested, demotivated or lack
capacity to advance in their profession.
7. Inadequate Training and Development
 This results in an employee getting
promoted but is not prepared for a
higher job.
 CHALLENGES OF SUCCESSION PLAN.
8. Plan without Promotional Avenues
A plan that does not promote people in time,
leading potential successors to leave the
organization to seek new opportunities.
9. Poor Communication
This results in confusion and turmoil within
the organization as staff members
speculate about what the succession plan
really is?
 CHALLENGES OF SUCCESSION PLAN.
10. Essence of Time and Organisational Needs

Potential candidates for

promotion cannot be
guaranteed that they will be
promoted;
A lot depends on timing and
need of the organization.
 CHALLENGES OF SUCCESSION PLAN.
If these challenges glare at the chances for
implementing succession plan in an
organisation and many a times we find that
these challenges become barriers and control
the entire process of succession plan,
Then what is the way out?
The way out is to develop a roadmap for
developing succession plan and implementing
it without hiccups