Page 125 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Human Resource Management

Notes (ii) Resource Utilisation Analysis: How the various organisational resources (human,
physical and financial) are put to use is the main focus of this study. The contributions
of various departments are also examined by establishing efficiency indices for each
unit. This is done to find out comparative labour costs, whether a unit is undermanned
or over-manned.
(iii) Environmental Scanning: Here the economic, political, socio-cultural and technological
environment of the organisation is examined.

(iv) Organisational Climate Analysis: The climate of an organisation speaks about the attitudes
of members towards work, company policies, supervisors, etc. Absenteeism, turnover
ratios generally reflect the prevailing employee attitudes. These can be used to find out
whether training efforts have improved the overall climate within the company or not.
2. Task or Role Analysis: This is a detailed examination of a job, its components, its various
operations and conditions under which it has to be performed. The focus here is on the roles
played by an individual and the training needed to perform such roles. After collecting the
information, an appropriate training programme may be designed, paying attention to
(i) performance standards required of employees, (ii) the tasks they have to discharge,
(iii) the methods they will employ on the job, and (iv) how they have learned such methods,
etc.

3. Person Analysis: Here the focus is on the individual in a given job. There are three issues
to be resolved through manpower analysis. First, we try to find out whether performance
is satisfactory and training is required. Second, whether the employee is capable of being
trained and the specific areas in which training is needed. Finally, we need to state whether
poor performers (who can improve with requisite training inputs) on the job need to be
replaced by those who can do the job.

7.10.3 Identify Training Objectives

Once training needs are identified, objectives should be set to begin meeting these needs.

7.10.4 Determining Content and Schedule of Training

According to the nature of the training, contents and schedule of training are specified. Generally,
training cover two aspects: technical and behavioural. As per requirement of the training
participants, facilities, instructors and aids are decided on.

7.10.5 Coordination of Training Programme

Very often HR department coordinates the training programme. It involves preparing the list of
participants, schedules, programmes, etc. and arranging faculty and support services like
refreshment, training aids and documentation of programmes.
7.10.6 Evaluating the Training Programme

It is for knowing whether training programme has been able to achieve its objectives. Various
methods of evaluation can be used to determine the effectiveness of training.

Companies nowadays, are designing career programmes with a view to increase employee
productivity, prevent job "burn out" and obsolescence, and improve the quality of employees'
work lives. Thanks to the LPG era (liberalisation, privatisation and globalisation) individuals,
too, are expected to develop new and better personal skills of self-assessment and career planning

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