BASICS OF HRM (BBA 203)

Learn with a smile J

Unit: 03 Training and Development

-Training and Development: Concept and Importance of Training

Concept of training & development: Training and development refers to educational
activities within a company created to enhance the knowledge and skills of employees while
providing information and instruction on how to better perform specific tasks.
Training is a short-term reactive process meant for operatives and process while development
is designed continuous pro-active process meant for executives. In training employees' aim is
to develop additional skills and in development, it is to develop a total personality.
In training, the initiative is taken by the management with the objective of meeting the present
need of an employee. In development, initiative is taken by the individual with the objective to
meet the future need of an employee.
Employee training and development is a set of activities and programs designed to enhance the
knowledge, skills and abilities of employees. It is a continuous process that aims to improve
individual and organizational performance, foster career growth and adapt to evolving business
needs.
Training focuses on teaching specific skills or knowledge to enhance job performance in the
short term. It involves structured programs that teach employees how to perform certain tasks,
use new tools or software or comply with company policies.
Development takes a broader approach, nurturing long-term growth and preparing employees
for future roles and responsibilities. It includes activities such as mentoring, coaching,
leadership development and personal employee growth initiatives.
According to Dale. S. Beach, “Training is a organised procedure in which people working for
any firm learn knowledge and skill for definite purpose”.
According to Jucius, “Training term used here indicates only process by which the abilities,
skills and aptitudes of employees are increased to perform specific jobs”.
According to Elppo, “Training is the act of increasing the knowledge and skill of an employee
for doing a particular job.

Importance of Training and Development:

1. Addressing Performance Gaps: It is common for individual employees to encounter
challenges in certain areas of their performance. Implementing training and development can
effectively address and iron out these shortcomings, leading to improved overall performance.
By identifying specific areas that need improvement, organizations can tailor training sessions
to meet employees‘ individual needs, resulting in a more skilled and competent workforce.
2. Optimizing Workforce Potential: Regular training and development programs empower
employees to strengthen their weaknesses and acquire new skills and knowledge. As a result,
their overall performance is optimized, benefiting both the employees and the organization.
Skill development not only enhances individual capabilities but also enhances the collective
proficiency of the entire workforce, leading to increased productivity and efficiency.
3. Ensure Employee Satisfaction: A strategic investment in employee development and
training fosters a sense of contentment among employees. When employees feel that their
organization is committed to their growth and professional development, they are more
engaged and motivated in their roles. However, for the program to be effective, it must be
tailored to the specific needs of the employees, ensuring that the gained knowledge can be
readily applied in the workplace.
4. Enhancing Organizational Productivity: In today’s rapidly changing marketplace, an
organization’s productivity heavily relies on the skillset of its employees. Training and
development programs enable employees to stay updated and acquire new competencies,
thereby positively impacting the organization’s productivity. By providing employees with the
necessary tools and knowledge, businesses can enhance their ability to adapt to evolving
challenges and demands in the marketplace, staying ahead of the competition.
5. Cultivating Self-Motivated Employees: Participating in comprehensive training and
development sessions empowers employees to handle workplace challenges independently,
reducing their reliance on constant supervision and guidance. This self-motivation cultivated
through training enhances individual and team performance, contributing to a more efficient
and self-sufficient workforce. Moreover, self-motivated employees often exhibit a proactive
approach toward their roles, seeking continuous improvement and taking the initiative to
contribute positively to the organization’s goals.

-Types of Training
(1) Induction or orientation training: Induction is concerned with introducing or orienting a
new employees to the organization and its procedures, rules and regulations. When a new
employee reports to work, he must be helped to get acquainted with the work environment and
fellow employees.it is very short informative training given after recruitment .It creates a
feeling of involvement in the minds of newly appointed employees.
(2) Job training: Job training relates to specific job which the worker has to handle .It gives
information about machines, process of production, instructions to be followed, methods to be
used and so on. It develops skills and confidence among the workers and enables them to
perform the job efficiently. Job training is the most common of formal in plant training
programmes. It is necessary for the new employees to acquaint them with the jobs they are
expected to perform.
(3) Refresher training or retraining: The refresher training is meant for the old employees of
the enterprises. The basic purpose of refresher training is to acquaint the existing workforce
with the latest methods of performing their jobs and improve their efficiency further. Retraining
programmes are designed to avoid personnel obsolescence.
(4) Internship training: Under this method, the educational or vocational institute enters into
arrangement with an industrial enterprise for providing practical knowledge ,to its students.
Internship training is usually meant for such vocations where advanced theoretical knowledge
is to be backed up by practical experience on the job. For example. Engineering students are
sent to big industrial enterprise for gaining practical work experience and medical students are
sent to big hospitals to get practical knowledge.
(5) Apprenticeship training: Apprenticeship training is a process by which people become
skilled workers, usually through a combination of formal learning and long term on the job
training, often under the tutelage of a master craftsmen. The apprentice learns the by observing
the manner of doing the job by the master craftsman or else he may be allowed to work on the
job under his supervision. The process continues till the new employee is able to do the job
independently. This type of training has traditionally been more appropriate for developing
skills of craftsmanship such as that of weaver, carpenter, plumber, machinist and fitter..

-Methods of Training
On The Job Training Methods: On- the- job training is considered to be most effective
method of training the operative personnel. Under this method, the worker is given training at
the workplace by his immediate supervisor. In other words, the workers learns in the actual
work environment .It is based on the principle of ‘learning by doing’. On the job training
techniques are most appropriate for imparting knowledge and skills that can be learnt in a
relatively short time .The effectiveness of the method depends largely on the competency of
the trainer to teach. Notable on the job methods are explained below.
(1) Coaching: Under this method, the supervisor imparts job knowledge and skills to his
subordinate. The emphasis in coaching or instructing the subordinate is on feeling by doing.
This method is very effective if the superior has sufficient time to provide coaching to his
subordinates.
(2) Understudy: The superior gives training to a subordinate as his understudy or assistant.
The subordinate learns through experience and observation .It prepares the subordinate to
assume the responsibilities of the superior’s job in case the superior leaves the organization.
The purpose of understudy is to prepare someone to fill the vacancy caused by death,
retirement, promotion, or transfer of the superior.
(3) Position/job rotation: The purpose of position rotation is to broaden the background of the
trainee in various positions .the trainee is periodically rotated from job to job instead of sticking
to one job so that he/she acquires a general background of different jobs. However rotation of
an employee from one job to another should not be done frequently .he/she should be allowed
to stay on a job for a sufficient period so that he/ she may acquire the full knowledge of the
job. Job rotation is used by many organizations to develop all round workers. The employees
learn new skills and gain experience in handling different kinds of jobs .they also came to know
the interrelationship between different jobs. Job rotation is also used to place workers on the
right jobs and prepare them to handle other jobs in case of need.
(4) Apprenticeship training: Apprenticeship training is a process by which people become
skilled workers, usually through a combination of formal learning and long term on the job
training, often under the tutelage of a master craftsmen. The apprentice learns the by observing
the manner of doing the job by the master craftsman or else he may be allowed to work on the
job under his supervision. The process continues till the new employee is able to do the job
independently. This type of training has traditionally been more appropriate for developing
skills of craftsmanship such as that of weaver, carpenter, plumber, machinist and fitter.
(5) Informal learning: Surveys from the American society for training and development
estimate that as much as 80% of what employees learn on the job they learn through informal
means, including performing their jobs while interacting every day with their colleagues
.employers can facilitate informal learning .For example, a manufacturing company can place
tools in cafeteria areas to take advantage of work related discussions taking place.
(6) Job instructions training: Many jobs (or parts of job) consists of a sequence of steps that
can best learned step by step. Such step by step training is called job instructions training (JIT)
.First, list the job’s required steps (let’s say for using a mechanical paper cutter) each in its
proper sequence. Then the list a corresponding ‘’key point” (if any) besides each step. The
steps in such a job instruction training sheet show the trainees what to do, and the key point
show how it’s to be done and why.

Off The Job Training Methods: Off the job training requires the workers, to undergo training
for a specific period away from the work place .off the job methods are concerned with both
knowledge and skills in doing certain jobs. The workers are free of tension of work when they
are learning. There are several off the job methods of training and development as described
below:
(1) Special lecture cum discussion: Lecturing is a quick and simple way to present knowledge
to large groups of trainees, as when the sales force needs to learn a new product’s features.
Training through special lectures is also known as ‘class –room training’ .It is more associated
with imparting knowledge than with skills. The special lectures may be delivered by some
executives of the organization or specialist from vocational and professional institutes. There
are certain aspects of nearly all jobs that can be learnt better in the classroom than on the job.
Orientation about organization and safety training can be accomplished more effectively in the
class room. Here the trainer possesses a considerable depth of knowledge of the subject at hand
.He/she seeks to communicate his thoughts in such a manner as to interest the class and causes
the trainees to retain what he /she has said. The trainees generally take notes as an aid to
learning.
(2) Programmed learning: Programmed learning is a step -by- step, self-learning methods
that consists of three parts: (a) Presenting questions, facts or problems to the learner. (b)
Allowing the person to respond. (c) Providing feedback on the accuracy of answers, with
instructions on what to do next. Programmed learning reduces training time. It also facilities
learning by letting trainees learn at their pace, get immediate feedback and reduce the risk of
error.
(3) Behaviour modelling: A training technique in which trainees are first shown good
management techniques in a film , are asked to play roles in a simulated situation and are then
given feedback and praise by their supervisor .
Behaviour modelling involves
(a) showing the trainees the right (or ‘model’) way of doing something
(b) letting trainees practice that way and then
(c)giving feedback on the trainee’s performance.
Behaviour modelling training is one of the most widely used well –researched and highly
regarded psychologically based training interventions.
The basic procedure is as follows :
(a) Modelling : First ,trainees watch live or video examples showing models behaving
effectively in a problem situation .Thus the video might show a supervisor effectively
disciplining a subordinate ,if teaching ‘’ how to discipline ‘’ is the aim of the training program.
(b) Role -playing: Next, the trainees get roles to play in a simulated situation; here they are to
practice the effective behaviors demonstrated by the models.
(c) Social reinforcement: The trainer provides reinforcement in the form of praise and
constructive feedback.
(d) Transfer of training: Finally, trainees are encouraged to apply their skills when they are
back on their jobs.
(4) Vestibule training: With vestibule training, trainees learn on the actual or simulated
equipment but are trained off the job (perhaps in a spate room or vestibule).vestibule training
is necessary when it is too costly or dangerous to train employees on the job and/or where the
job is difficult and complex. Putting new assembly-line workers right to work could slow down
production, for instance and when safety is concern – as with pilots –simulated training for
instance may be only practical alternative. Simulation is a form of vestibule training which is
imparted away from the location of the actual job. Under it, a replica representing the job
situation and the manner of doing it is created through the use of simulation devices .these
devices may be simple or complex. Use of computers and others software devices have been
of considerable help in the creation of situation identical to that of the actual job environment
.it is particularly useful in training technical personnel and mangers.
(5) Conference training: A conference is a group meeting conducted accordingly to an
organized plan in which the members seek to develop knowledge and understanding by oral
participation. These days , video conferencing is also gaining popularity under which people
can participate in the conference through via satellite.
(6) Workshops: A training workshop is a type of interactive training where participants carry
out a number of training activities rather than passively listen to a lecture or presentation.
-Management Development Programmes
Management development programme is an attempt to improve managerial effectiveness
through a planned and deliberate learning process. Unlike general purpose of training,
management development programme aims at developing conceptual and human skills of
managers and executives through organized and systematic procedures. In India, many
professional institutes like Administrative staff college of India, Management Development
Institute, Indian Institute of Management, Quality Management International, National
Institute of Personnel Management, Indian Society of Training and Development etc, conduct
different management development programmes to sensitize managers and executives to
various emerging problems of the corporate world.
The major components of Management Development Programme are:
Selection: To identify innate potentiality or managerial abilities of executives.
Intellectual conditioning: To educate executives and managers on different managerial tools
& techniques.
Supervised training: To guide executives and managers on application and use of knowledge
in the course of day to day activities.
Management Development Programme Objectives
For top management MDP intends to develop better comprehension & decision-making power,
while for middle level it is meant to develop their intellectual capability besides awareness of
managerial problems. For specialists MDP is to increase functional knowledge in specific fields
and proficiency in various management techniques.
1.As a device to engineer organisational change -particularly in cultural change
2.As a tool in pursuit of quality, cost reduction and profitability
3.To structure attitudes
4.To contribute to the development of learning in an organisation
5.To assist with self development
Characteristics of Management Development
1.Continuous Process: Management development is continuous process and required to look
after the entire professional career of managers and executives. In India management
development is considered as a sporadic activity, resulting in failure to meet the organisational
requirements.
2.Knowledge updating activity: The need of management development is imperative and
appreciated in filling up gap between actual and potential performance. Management
development provides scope for continuous improvement in all functional areas. It bridges the
gap by enriching the functional capacity of executives and managers by continuously updating
their knowledge and skill.
3.A vehicle for attitudinal activity: Human behavior is dynamic and complex. Management
development programmes attempt to understand the behavioral and attitudinal aspects of
human behavior through simulating sessions, ensure better interpersonal skill as an important
prerequisite for managerial success.
4.Stimulant to higher competence: Managers and executives are stimulated to bear the
intricacies of managerial stress and strain through different management development
programmes in order to exert their potential for the benefit of the organisation. Management
development programme must be designed considering issues like employees’ motivation,
habits, age mix, pattern of conflict and chaos. and this can enable elevation of managerial
functions of the executives during the post training phase.
5.Deficiency improver: Management development programmes are catered to the individual
requirements to improve functional as well as personal deficiencies of the individual managers,
thereby enabling the organisation to derive immediate benefit from such programmes.
6.A self-development process: Management development facilitates self development of
managers, as they learn many things through action learning methods, sharing the experience
of each other in a simulated classroom atmosphere.
Steps of Management Development Programme
1.To look at the Organization’s objective.
2.To ascertain the development needs.
3.To appraise the present performance of managerial staff.
4.To propose manpower Inventory.
5.To plan & establish training and development programme.
6.To evaluate different programmes.
Benefits of Management Development
1.An increased ability to develop individual performance
2.A reduction in stress about un-tackled gaps in personal performance requirements
3.An increased chance of holding on to a desired present job
4.An increased chance of developing potential for other job
5.A clearer process for establishing personal aspirations
6.A clearer process for establishing commitment of my manager and the organisation to my
development
Methods of Management Development Programme
The two categories of development methods are on-the-job development, and off-the-job
development. Some of the widely used on-the-job development methods are, coaching, job
rotation, under study assignments and multiple management. Off-the-job development
methods include simulation exercises, sensitivity training, transactional analysis, conferences
and lecturers. To ensure the success of the management development programs, they have to
be evaluated from time to time.

-Job Evaluation
Job evaluation is the systematic process of determining the relative value of different jobs in
an organization. The goal of job evaluation is to compare jobs with each other in order to create
a pay structure that is fair, equitable, and consistent for everyone. This ensures that everyone
is paid their worth and that different jobs have different entry and performance requirements.
Job evaluations are developed by HR, often together with workers unions and other social
partners and commercial consultancy companies.
The relative worth corresponds to a ranking, which in turn corresponds to basic pay brackets
or scales (called wage grids). Personal qualities of the job holder (including seniority, education
level, tenure) are rewarded by an entitlement to higher steps within the applicable pay bracket.
Job evaluation requires some basic job analysis to provide factual information about the jobs
concerned. The starting point is often the job analysis and its resulting job description. Based
on this, the job is evaluated. One of the key criteria in the evaluation is the added value of the
job to the organization. Based on this evaluation, the job is added to the job structure. The
resulting structure ensures pay transparency and equity between gender and minorities.

Job evaluation methods

There are different methods that can be used for job evaluation. The easiest way to split these
up is to make a distinction between qualitative and quantitative methods.
Four common job evaluation methods
 Qualitative Quantitative

Ranking method/ pair comparison

Job to job comparison Factor-comparison method
ranking

Job to pre-determined grade

Job classification Point-factor method
comparison
Each of these methods has its own advantages and disadvantages. The qualitative methods are
usually faster while the quantitative methods are more objective and take into account required
skills and responsibilities. The best approach is always a combination of methods. We will give
a brief explanation of each of the methods.
Evaluation method Description

Ranking Jobs are paired and for each pair the most impactful job is chosen. This results
method/ Paired in a forced ranking of different jobs based on their seniority. This approach is
comparison only recommended for smaller organizations with fewer than 100 jobs

Jobs are ranked based on a pre-determined grade comparison. An example

classification is a CEO, vice president, director, manager, and operator. This is
Job classification a pre-determined ranking that many US-based organizations use. Grades are
created among job families (e.g., marketing, HR, sales). For more information,
see our full article on job classification.

Jobs are ranked on a series of factors, the most frequently used factors being
knowledge & skills, communication & contacts, decision making, impact,
Factor-comparison
people management, freedom to act, working environment and responsibility for
method
financial resources. Each factor is assigned points and the total number of points
indicate the job’s ranking

Jobs are assessed on required know-how, problem-solving abilities, and

Point-factor
accountability. Each factor is assigned points and the total number of points
method
indicates the job’s ranking.

Assessing rates of pay by reference to market rates for comparable jobs leading
to pricing the job based on what it is worth. Does not take internal equity into
Market pricing account, nor the fact that the internal value of a job may differ from their market
value. Market pricing can perpetuate marketplace inequalities, defeating the
purpose of the job evaluation.
Depending on the organizational size and complexity, different methods are chosen. The paired
comparison method (as displayed below) works well for smaller organizations, while a factor-
comparison or a point-factor method works better for larger organizations.

The job evaluation process: 4 steps

The job evaluation process involves four steps. These steps are planning and diagnosis, design
& development, validation & modeling, and communication & roll-out.
Armstrong et al., 2003
Phase 1. Planning & diagnosis: In this phase, the job evaluation project is started with an
initial workshop. During this workshop, the evaluation is scoped and approaches for evaluation
are decided on.
In terms of scope, decisions need to be made on cost, time constraints, the degree of rigor
applied, administration, tooling & software, how much external help is required, how to build
on previous projects, and how job evaluation will be used to support equal pay.
The organization also needs to decide on their job evaluation scheme. There are multiple
schemes with different degrees of customization.
Proprietary. This is an existing framework, created by consultants. It has been tried and tested,
is easy to implement, and requires low internal effort. The con is that it may not suit every
organization and creates dependence on the supplier.
Customized. This builds upon an existing framework like an (outdated) job framework that is
already in place and builds on top of that. This provides a good starting point, leads to faster
implementation, and helps to create employee buy-in. Its biggest con is that the framework
needs to be sufficiently revised as it may otherwise not suit the organization.
Tailor-made. This is a fully customized scheme, developed in-house with the help of external
advisors. It leads to a great fit with the organization, the participatory process leads to buy-in
and enables alignment with a competency framework. The drawback is that the process will
take longer and is a costly exercise.
Next, benchmark jobs are identified, data collection is planned, and a communication plan is
created.

Phase 2. Design & development: In the next phase, the evaluation elements and levels are
determined. This often happens through a workshop. In this phase, it is important to identify
elements that are relatively timeless. Keep in mind: the job scheme is relevant for as long as
the elements it is based on are relevant.
Because of the cost and effort to create a job scheme, they could stay relevant for well over 25
years. Once this is all done, data on the different roles in the organization is collected.

Phase 3. Validation & modelling: In the third phase, the results from the data collection are
analyzed and the weightings of the different elements are discussed. This may require some
fine-tuning as initial definitions may skew the results.
Next, a pay grade structure is drafted, and jobs are categorized. There will always be a set of
jobs that do not match the pay grade structure. An example could be specialist roles in artificial
intelligence and machine learning that are very scarce while crucial for the company’s future.
These may have to be put on a different salary scale. The risk here is that these jobs may be
much more abundant in say 10 years, so by then they may be overcompensated so this may
have to be revised later.

Phase 4. Communication & roll-out: In the final phase of the job evaluation process, the
structure is implemented. Best practices are to explain everyone affected why their pay grade
structure may have changed. There should also be an opportunity to appeal decisions that are
perceived as unfair. Here it is important to hear and investigate what employees have to say.
This phase will be easier if there is buy-in from the organization. Also note, lowering salaries
for workers may not be possible as wages could be protected under national labor laws or it
may prompt people to leave the organization. Taking all of this into account will be an
administrative challenge.

-ESOP
An ESOP is an employee benefit plan that enables employees to own part or all of the company
they work for. ESOPs are most commonly used to facilitate succession planning, allowing a
company owner to sell his or her shares and transition flexibly out of the business.
An employee stock ownership plan (ESOP) is an employee benefit plan that gives workers
ownership interest in the company in the form of shares of stock. ESOPs give the sponsoring
company—the selling shareholder—and participants various tax benefits, making them
qualified plans, and are often used by employers as a corporate finance strategy to align the
interests of their employees with those of their shareholders.
The full form of ESOP is "Employee Stock Ownership Plan". Employee compensation has
progressed beyond the basic wage package provided by businesses. Employees are now given
much more than just pay stubs; one such benefit is the Employee Stock Ownership Plan
(ESOP).
What is ESOP?
An ESOP (Employee stock ownership plan) refers to an employee benefit plan which offers
employees an ownership interest in the organisation. Employee stock ownership plans are
issued as direct stock, profit-sharing plans or bonuses, and the employer has the sole discretion
in deciding who could avail of these options. However, employee stock ownership plans are
just options that could be purchased at a specified price before the exercise date. There are
defined rules and regulations laid out in the Companies Rules that employers need to follow
for granting employee stock ownership plans to their employees.
How does an Employee Stock Ownership Plan (ESOP) work?
An organisation grants ESOPs to its employees for buying a specified number of shares of the
company at a defined price after the option period (a certain number of years). Before an
employee could exercise his option, he needs to go through the pre-defined vesting period
which implies that the employee has to work for the organisation until a part or the entire stock
options could be exercised.
Employees can use their ESOPs to purchase business stock at allowed prices that are lower
than the market value. Employees can also sell shares purchased through ESOPs and profit
from their investments.
If an employee leaves or retires before the vesting term, the corporation must purchase back
the ESOP at fair market value within 60 days.

-Career Planning and Development

Career planning and development is a continuous process of learning from your experiences
and moving forward in your life. It assists you in determining who you are and where you want
to go in life. Consider where you want to be at the conclusion of the year. Do you enjoy the
industry in which you work? What are you interested in learning more about? In order to
analyze your status and goals, career planning and development is a vital procedure for
continuous growth and learning. Knowing your objective is vital, but knowing how to get there
is even better. If you are looking for assistance with career planning and development, here are
some important insights and recommendations to keep in mind.
Career Planning: A career is defined as a sequence of jobs in a person’s life. Career planning
is defined as the process of extensively planning your career goals, your abilities, and assessing
your opportunities. For instance, if your career goal is to become a scientist in NASA you will
have to map out a plan to get there. Career planning and development is an important part of
growing professionally and in a systematic manner. In other words, it can be said that career
planning is the process of determining which professional route is most suited to your
personality, interests, and goals. If you currently have a job that you enjoy, you may utilize the
career planning process to create short- and long-term objectives for what you want to
accomplish in the next five, ten, or twenty years. You might also consider your alternatives and
decide to change careers.
Career Development: Career development is an ongoing process. Once you have set certain
goals for yourself you can start working on career management. Career development can help
you keep track of where you see yourself in your career trajectory in order to achieve growth,
sustainability, new skills, constant learning in your career, career planning, and development.
Note: Career management includes all aspects of development and planning. Make no mistake
about it: you are in command of your professional and personal growth.

Objectives of Career Planning and Development

1.Employees’ favorable attributes must be identified.
2.To raise awareness of each employee’s uniqueness.
3.Recruiting skilled personnel for the company.
4.Employees should be trained in team-building skills.
5.To develop appropriate coping mechanisms for dealing with disputes, emotions, and stress.
6.To respect the feelings of other employees.
Steps Involved In Career Planning?
1. Conduct a Self-Evaluation: The first, and sometimes hardest, step in career planning is to
make an informed judgment about yourself and your goals. You must examine your
personality, strengths, limitations, values, interests, abilities, aptitude, and objectives in order
to do so. You can find out by making a self-evaluation list that contains the following questions:
What are the things that keep me going?
What are some of my pet peeves?
What are my strong points?
What kind of life do I want?
What type of work-life balance am I looking for?
Is it better for me to work in an office or outside?
What are my weak points?
Do I have the traits of a leader?
Do I have the ability to be innovative and enterprising?
Is it possible for me to bear responsibilities?
Is it possible for me to recover from failures and setbacks?
Is it possible for me to remain calm and attentive in difficult situations?
Is it possible for me to relocate for the job?
2. Carry Out Career Research: Conducting career research is the next stage in your career
planning and growth. After you’ve determined your interests, aptitude, and capabilities, look
into several sorts of occupations that could be a good fit for you. You may do this by
researching the many industries that interest you and compiling a list of the jobs that are
available in each. You may then study each job individually to learn about the educational
requirements, skills, training, and experience required for that position. You can learn about
the work duties, the work environment, and the advancement chances accessible. You may also
learn about the compensation levels and benefits of the employment. It can also assist in
determining the benefits and drawbacks of that career.
3. Categorize your Career Planning and Development: You need to prioritize your skills,
your interests, your flexibility, your challenges, and your expectations from the job. If you can
see yourself achieving your long-term career goals in your current job then this is a part of
career planning and development. Once you are done sorting out all these things you will be
able to manage and analyze your career wisely.
4. Analyze Your Options for Career Planning and Development: You can start by exploring
your interests, career skills, ambitions, and abilities. Try figuring out what job role will be best
suited for you. Start looking for opportunities that can help you grow. Research well about the
companies to find out what they are expecting from their employees so that you can curate an
effective resume and application. You can start by doing internships and part-time jobs to get
an idea of the work environment.
5. Analyse Your Current Status: Is your current job giving you satisfaction and peace of
mind? Career planning and development does not mean mapping out your current career. It
also means exploring other fields that will provide you with better opportunities.
6. Developing New Skills: This is one of the most important aspects of career planning and
development, if you have a deep understanding of a particular field you should probably
develop new skills that will accentuate your profile.
7. Channel Other Factors in your Career Planning and Development: An important part
of career planning and development is to consider other factors which are beyond your personal
preferences. Other factors may include the demands of a particular field, how comfortable you
are in managing yourself with the context of that demand, does it require additional education
or training, and what are the challenges.

Importance of Career Planning

1.Career planning guarantees that there is a steady supply of promotable personnel.
2.It contributes to increasing employee loyalty.
3.It ensures that top management is aware of the caliber and capacity of personnel with the
potential to advance.
4.It can always put together a team of employees that are ready to handle any situation that
arises.
5.Career planning helps to prevent labor turnover.
6.Every business plans for succession, with career planning as the initial stage.
7.Career planning promotes the growth and development of employees.
8.It inhibits seniors’ unfavourable attitudes toward subordinates’ progress.

-Work Life Balance

Work-life balance is an aspect of employee well-being related to the employee's ability to
manage both personal and professional responsibilities with adequate time for rest and leisure.
Each individual may define his or her ideal work-life balance differently.
Work life balance is a method which helps employees of an organization to balance their
personal and professional lives. Work life balance encourages employees to divide their time
on the basis on priorities and maintain a balance by devoting time to family, health, vacations
etc. along with making a career, business travel etc.
It is an important concept in the world of business as it helps to motivate the employees and
increases their loyalty towards the company.

Importance of work life balance

Working on a job for a company and making a career can be an extremely time consuming
duty for any employee. Employees are busy at their offices throughout the day and sometimes
even on weekends. This gives them very little time to interact with their family. Because of
high pressure of work, often family members get neglected.
Also, stressful jobs cause the health of employees to deteriorate. This is where work life balance
come into the picture. Work life balance concept allows an employee to maintain a fine balance
in the time he or she gives to work as well as to personal matters. By having a good balance,
people can have a quality of work life.
This helps to increase productivity at workplace as the employee is relaxed about his personal
commitments. It also allows the employee to give quality time with family to spend vacations,
leisure time, work on his/her health etc. Hence work life balance is extremely important for
employees and increases their motivation to work for the company.
The below image depicts a work life balance scenario, where an employee has to balance
his/her life between personal (family, friends & self) and professional (job, career)
commitments.

5 Steps to improve work life balance

1. Creating a work leisure plan: Where an individual has to schedule his tasks, and divide
time appropriately so that he has allocated appropriate time to his work and his career
development goals and at the same time allotted time for leisure and personal development.
Employees also use a compressed work week plan to build a balance.
2. Leaving out activities that waste time and energy: Individual should judiciously avoid
wasteful activities which demand large time and energy and in return not produce output for
either the work life or the leisure life.
Effective time management can help an employee be less stressed.
3. Outsourcing and Delegating work: Delegate or outsource time consuming work to other
individuals. It serves two purposes, first the work gets done and the other is person can focus
on other things which may align more with skills and knowledge and may be less stressful.
It also helps grooming the other employees.
4. Set enough time for relaxation: Relaxation provides better work life balance, and tends to
improve productivity on the professional or the work front along with providing ample scope
to develop the life part of the balance.
5. Prioritizing work: Often employees do not give priority to work and end up doing a lot of
work at the last minute. Better planning can help employees save unnecessary time delays,
which can be utilized by employees for personal work.

Benefits of work life balance

There are several advantages of work life balance. Some of them are listed below:
1. Work life balance increases the motivation of employees and helps them perform better at
job
2. It helps people to relieve their stress as they can spend leisure time with their near and dear
ones
3. Companies can maximise productivity from an employee who is rejuvenated and refreshed
as compared to a over worked employee
4. Healthy lifestyles can be maintained by having a work life balance. This includes a good
diet, regular exercises etc.
5. Employees who are highly motivated can help the business grow as they are more attached
to their job and careers

Happy Learning J