GROUP 5

HUMAN
RESOURCE
MANAGEMENT
Lecturer: DANG THANH THUY, MBA
 MEMBERS OF GROUP 5

Huynh Thi Ngoc Tram Vo Thai Thanh Bui Ngoc Linh Dao Nguyen Nhat Vy

Nguyen Thi Minh Nguyet Le Minh Tien Nguyen Quang Tien

 PRESENTATION
CONTENT
Describes the effectiveness of training and developing employees

The importance of training in organizations

Explain what Organizational Development (OD)

Describe the (OD) is importance

Human process & Techno-structural

Human resource management & Strategic applications

“After completing the training programs, HR managers should measure them to

identify if they are success of failure”. Explain why you agree or disagree with this
statement.
 DESCRIBES THE
EFFECTIVENESS OF
1 TRAINING AND
DEVELOPMENT
EMPLOYEES
 WHAT IS THE TRAINING
The Training is the process of teaching new
employees the basic skills they need to do their job.
Training provides employees with the skills they
need to do their jobs. Having high-potential
employees does not guarantee they will succeed.

• They must know “What to do and

“How" to do it.
Today, in addition to technical
skills, employees need:
- skills in team building
- decision-making
- communication.
 5 steps of The Training Process
Step 1: Need Analysis ( Training proposal) Step 3: Validation (Authorized person)
• Identify the specific job skills • Validate the training program by presenting it to
• Analyze the needs of trainees a small representative audience.
• Develop specific, measurable knowledge
and performance objectives
Step 4: implementation
Step 2: Instructional Design (Learning • Train the targeted employee group.
materials)
• Compile and produce the training program
content, including workbooks, exercises, Step 5: Evaluation and follow-up
• Assess the program’s success or failure
and activities.
• Use techniques such as on-the-job training
and computer-assisted learning.
 TRAINING METHODS
There are two types of trained subjects: staff and managers, each subject
will have two forms of training:

OFF – THE –
ON – THE –
JOB
JOB TRAINING
TRAINING
 ON – THE – JOB TRAINING
ADVANTAGES DISADVANTES
• It is a relatively cheap form of training as • As the training is usually provided by other
there are no travel costs and training is done employees, it may mean that more people are
by another employee, not as expensive unavailable to work, lowering productivity
external trainer levels
• It can be tailored to the needs of the business, • It is unlikely to bring new ideas and skills into
such as using the specific machinery that the the business
business uses • The employee providing the training may be
• Easy to organise and can be completed at ineffective
short notice
 OFF – THE – JOB TRAINING
ADVANTAGES DISADVANTAGES
• Off-the-job training can bring new ideas • It can be expensive
into a business • There is a risk that the newly trained
• As off-the-job training is expensive, employee will leave the business
employees who receive it may feel more • Training might not be tailored to the
valued by the company and therefore business and the employee is spending
more motivated and loyal time away from the workplace to complete
• The trainer is more likely to provide high the training
quality training, as they will be a skilled • Lost productivity whilst the trainee is
expert in this specific area away from their role
• There are many options available
 DEVELOPMENT EMPLOYEES
(MANAGEMENT DEVELOPMENT)
• The aim of management development is to improve
performance of managers by providing knowledge,
changing attitudes, or increasing skills, thereby
improving the performance of the company as a whole.

• The process consists of the following Assess the

company's strategic needs (for instance, to fill future
executive openings, or to boost competitiveness).
Appraise the managers' performance. Develop the
managers (and future managers).
 DEVELOPING METHODS
ON – THE – JOB TRAINING is not just for non-managers Managerial on-the-job
training methods include job rotation, mentoring, and action learning.
 Job rotation: Moving a trainee from department to department to broaden his or her
experience and identify strong and weak points
 Mentoring/Coaching/Understudy approach: The trainee works directly with a
senior manager or with the person he or she is to replace; the latter is responsible for
the trainee’s coaching
 Action learning: Management trainees are allowed to work full-time analyzing and
solving problems in other departments.
 There are numerous OFF – THE – JOB training methods used for Development Techniques.
 Role playing: Creating a realistic situation in which  Social reinforcement: giving feedback on the
trainees assume the roles of persons in that situation trainees’ performance

 Seminar and conference: Many training companies  Transfer of learning: Encouraging trainees apply
and universities offer Web-based and traditional their skills on the job
management development seminars and conferences
 In-house development centers: A company-based
 University-related programs: Provides a means for method for exposing prospective managers to
conveniently coordinating all the company’s training realistic exercises to develop improved
efforts and delivering Web-based modules that cover management skills
topics from strategic management to mentoring
 Executive coaches: An outside consultant who
 Behavior modeling: the basic behavior modeling questions the executive’s boss, peers, subordinates,
procedure is as follows: and (sometimes) family in order to identify the
executive’s strengths and weaknesses.
 Modeling: showing trainees the right (or “model”)
way of doing something  Management game: Teams of managers compete
by making computerized decisions regarding
realistic but simulated situations/games.
 THE IMPORTANCE
OF TRAINING AND
2 DEVELOPMENT IN
AN
ORGANIZATIONS
 THE IMPORTANCE
Training and development is one of the
lowest things on the priority list of most
companies. When it's organized, it is often
at the persistence of the human resources
department.
Here are a few reasons that demonstrate the
importance of training and development.
• New Hire Orientation
• Tackle shortcomings
• Improvement in performance
• Employee satisfaction
• Increased productivity
• Self driven
New Hire Orientation: Training is particularly important for new employees.

Tackle shortcomings: Every individual has some shortcomings and training and
development helps employees iron them out.
Improvement in performance: If shortcomings and weaknesses are addressed, it is obvious that
an employee's performance improves.

Employee satisfaction: A company that invests in training and development generally tends
to have satisfied employees.
Increased productivity: In a rapidly evolving landscape, productivity is not only dependent on
employees, but also on the technology they use.

Self driven: Employees who have attended the right trainings need lesser supervision and guidance.
 EXLAIN WHAT

3 ORGANIZATION
DEVELOPMENT
IS?
WHAT (OD) IS?
Organizational Development (OD) is a special
approach in which the employees themselves
formulate the change and implement it, often
with the assistance of a consultant. In large
companies, the OD process is always handled
through the HR Department.

There are four basic types of OD applications:

1. Human process

2. Techno- structural

3. Human resource management

4. Strategic applications.
 Organizational Development
several special characteristics

 It involves action research, which means collecting data about the unit
and giving the information to the employees so that they can analyze and
know the problems in their unit.

 It applies behavioral science knowledge to change attitudes, values, and

beliefs of employees so that the employees themselves can identify and
implement the changes to improve the company’s operation.
 Key concepts of Organizational Development
theory include:
1. Organizational Culture: deeply-seated values, norms and
behaviors that employees or members have.

2. Organizational Strategies: how a company or any organization

identifies issues, puts plans into actions, negotiates changes, and
assesses progress.

3. Organization Climate: an organization’s unique ‘personality’ or

mood, which includes the beliefs and attitudes that influence the
collective behavior of the workforce or members.
4 DESCRIBE THE (OD)
IMPORTANCE
ORGANIZATIONAL DEVELOPMENT
MEANS TAKING ACTION
• Organizational development is action-oriented. . It starts with a careful analysis
of the whole organization, focusing on its current situation and future
requirements, and then employs behavioral science techniques including
transactional analysis, sensitivity training and behavior modelling.

• The aim is to help the organization

adapt more successfully to the rapidly-
changing, complex environment of the
marketplace with all its new regulations,
rivals, fast-changing consumer
preferences and lifestyles, and
technologies.
 (OD) IS IMPORTANT
• Organization Development is important because
organizations are increasingly challenged by
change. The world is moving faster and faster.
• Competitive pressures are becoming more and
more demanding. Rapid technological change and
the globalizing economy both confuse us and open
new doors.
• In the midst of this, employees seek more
satisfaction and meaning from their work lives,
and more balance in their lives as a whole.
 IN CONCLUSION
 In conclusion, whether the organizations are private, public or
non-profit, they must adapt to this new world if they are to
survive and thrive.
 They need to become more nimble, more customer-driven,
more innovative, and more effective. They need to attract and
retain competent and committed employees.
 This will require more flexible organizational structures, new
types of leadership, and new ways of managing.
 Organization Development can help organizations navigate
this difficult terrain.
 HUMAN PROCESS
5 &
TECHNO - STRUCTURAL
 HUMAN PROCESS
The aim of human process OD techniques is to improve human relations skills.
Employees are given the skills to analyze their own and other’s behavior so that
they can then solve interpersonal and inter-group problems.

Techniques include:
• Sensitivity training
• Team building
• Survey research.
 Sensitivity, laboratory, or T-group training (the
"t" is for "training") was one of the earliest OD
techniques.

 The aim of sensitivity training is to increase the

participants insight into their own behavior and the
behavior of others by encouraging them to openly
express their feelings in the trainer-guided group.
 The consultant interviews each  The group ranks the themes in
of the group members and the terms of importance, and the
leader before the meeting. most important ones become the
agenda for the meeting.
 They are all asked what their
problems are how they think  The group then explores and
the group functions, and what discusses the issues, examines
obstacles are keeping the the underlying causes of the
group from performing better. problems, and begins finding
solutions.
 The consultant categorizes the
interview data into themes  Team building involves
(such as inadequate interviewing group members to
communications") and establish the themes and agenda
presents the themes to the for the meeting where the group
group at the start of the then discusses the issues and
meeting. begins finding solutions.
• Survey research requires employees
throughout the organization to fill out
attitude surveys.

• The facilitator then uses that data as a

basis for problem analysis and action
planning.
 TECH - STRUCTURAL
 OD practitioners are also involved in changing
company structures, methods and job designs using
various techno-structural interventions.

 These interventions focus directly on improving

productivity and efficiency. Techno-structural
interventions concerned with restructuring
organizations.
 3 TYPES OF TECHNO – STRUCTURAL INTERVENTIONS

1. Structural design: Interventions aimed at structural design include moving from

traditional organizational design to more integrative and flexible design.

2. Downsizing: Refers to interventions that are aimed at reducing the size of the
organization.

3. Reengineering : A radical redesign of core business processes in order to achieve

dramatic improvements in performance.
 HUMAN RESOURCE
6 MANAGEMENT
&
STRATEGIC APPLICATIONS
 HUMAN RESOURCE
MANAGEMENT
 OD practitioners use action research to enable
employees to analyze and change their
company's personnel practices.

 Targets of change may include the performance

appraisal and reward systems, as well as
introducing diversity programs.
 STRATEGIC
APPLICATIONS
 Strategic interventions are organization-
wide OD programs aimed at achieving a
fit among a company's strategy,
structure, culture, and external
environment.

 Integrated strategic management is one

example of how to use OD to create or
change a strategy
 CONSISTS OF 4 STEPS
 Step 1: Managers and employees analyze current strategy and
organizational design

 Step 2: Choose a desired strategy and organizational design

 Step 3: Design a strategic change plan

 Step 4: The team implements the strategic change plan,

measures and reviews the results to ensure that they are
progressing as planned.
 “After completing the training
programs, HR managers should

7 measure them to identify if they

are success of failure”. Explain
why you agree or disagree with
this statement.
 What is measure in
training programs?

 The result of the measurement is to

give evidence and numbers. It can be
conducted through 1:1 discussions,
surveys and questionnaires, post-
training quizzes, assessments, and
examinations.
 How to Measure Training Effectiveness

1. Reaction 2. Learning

3. Behavior 4. Result
Why do organizations should measure training
effectiveness?

To determine if the training

benefits employees

To see the effect on business

performance

To uncover issues in the training

process and improve it
WE AGREE WITH
THE STATEMENT
THANK YOU FOR LISTENING