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Training and Development

The document discusses training and development in human resource management. It defines training as attempting to enhance specific employee skills, behaviors, and knowledge to perform jobs effectively. Development is defined as enabling managers to attain sustained growth by imparting theoretical and conceptual knowledge. The purpose of training is to increase efficiency, upgrade skills, avoid obsolescence, and prepare employees for higher positions. The purpose of development is to train top, middle, and functional/specialist management. The document outlines competencies for accounting positions and individuals. It identifies gaps between required and possessed competencies to diagnose training needs, such as accuracy and analytics skills or software knowledge.

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Soundarya .A
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112 views14 pages

Training and Development

The document discusses training and development in human resource management. It defines training as attempting to enhance specific employee skills, behaviors, and knowledge to perform jobs effectively. Development is defined as enabling managers to attain sustained growth by imparting theoretical and conceptual knowledge. The purpose of training is to increase efficiency, upgrade skills, avoid obsolescence, and prepare employees for higher positions. The purpose of development is to train top, middle, and functional/specialist management. The document outlines competencies for accounting positions and individuals. It identifies gaps between required and possessed competencies to diagnose training needs, such as accuracy and analytics skills or software knowledge.

Uploaded by

Soundarya .A
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Training and development

By Nisarga.v
Divya.R
Soundarya A
Training
Human resource management has various functions such as man power planning, recruitment,
selection, compensation etc. but training is one of the most important functions of human resource
management. Training can be defined as the systematic attempt to enhance the specific skills,
desired behaviour, and knowledge of employees which are necessary for performing a job
effectively. Employee training begins soon after the orientation process. It is for a short time period
and it is for non-managerial personnel. It is essential for the growth of the organization as well as
for the employees.
Definition

According to planty, cord and efferson


“ Training is the continuous systematic development among all levels of employees of that
knowledge and their skills and attitude which contribute to their welfare and that of the
company”.
Purpose of training

 To increase employee efficiency


 To upgrade employees skill
 To avoid or delay material obsolescence
 To prepare employees for undertaking higher position
 To achieve organizational excellence
Development

Management development is defined as a systematic process that enable the managers to


develop their ebilities in order to attain sustained development and growth. Management
development is an educational process with the long term objectives of imparting theoretical
and conceptual knowledge to managerial staff. It is not concerned with developing operational
skills and technical know-how. Thus, it focuses on a broader educational canvas and is long
term outcomes as goals
Definition

According to Dale S. beach, “ management development is a systematic process of training


and growth by which individual gain and apply knowledge, skills, insights and attitudes to
manage orientation efficiency”
Purpose of development

 Top management
 Middle line management
 Middle functional executives and specialists
Competency for training and development

 Determine the competencies for particular position.


 Identify the competencies of the person holding that job.
 By mapping competencies, identify the gap of role and person doing that role to diagnose
the training and development needs.
 Identify the training and development methodology.
Step 1- Determine the competencies for particular position.

Accounting Competencies
1)Risk Assessment, Analysis and Management
2)Measurement Analysis and Interpretation
3)Reporting
4)Research
5)Systems and Process Management
6)Technology and Tools 
step 2 - Identify the competencies of the person holding that job.

ACCOUNTANT COMPETENCIES
1. Numerical Skill
2. Eye for Detail
3. Time Management and Organizational Skill
4. Computer Skill
5. Communication Skill
6. Business Awareness
7. Integrity
8. Resilience and Adaptability
9. Leadership
Step 3 - By mapping competencies, identify the gap of role and person
doing that role to diagnose the training and development needs.

 the daily duties of an accountant will vary by position and


organization, some of the most common tasks and
responsibilities of accountants include:
 Accountants have a legal obligation to act honestly and
avoid negligence in their practices. As such, they are also
responsible for ensuring that their clients’ financial records
are compliant with the relevant laws and regulations.
Prepare financial and other statements and accounts for external purposes

Prepare financial information for management

Financial Advise and support clients/management in meeting their regulatory


Information obligations

Assist in the development and implementation of accounting systems

Assist in the planning and monitoring of business performance


Business Analysis and
Measurement Identify and analyse the costs associated with products and services

Accountant Control expenditure and monitor budgets

Compute the tax payable


Taxation
Advise on taxation legislation

Develop plans for tax liabilities

Statutory Audit Screen, evaluate, and accept clients for services

Prepare for and control the statutory audit process

Collect evidence and evaluate risk for a statutory audit

Report on the findings of the audit


Identify the gap

 Skill gap
accuracy – 61% to 42%
analytics – 41% to 37%
 knowledge gap
in case of promotion or shift of job
 Software gap
Entry-level job requirement
whereas the skills possessed by workforce entrants match more traditional expectations.
The survey reveals that the following competencies have the largest gaps:
 ◆ Leadership
 ◆ Planning, budgeting, and forecasting
 ◆ Strategic thinking and execution
 ◆ Cost management
 ◆ Internal financial reporting/performance management
 ◆ Change management

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