CHALLENGES IN

TRAINING
 CONCEPT OF TRAINING
 Training is the process of increasing the knowledge and
skills for doing a particular job.
 It is an organized procedure by which people learn
knowledge and skill for a definite purpose.
 Aims at improving the behavior & performance of a
person.
CHALLENGES OF COMPREHENSIVE
MANAGEMENT TRAINING

 Funding
 Allocation of Time
 Training Newly Promoted Managers
 Peer Training and Job Shadowing
 PRINCIPLES OF TRAINING
1. Clear Objectives:

- Comparison of operational requirements and existing human resources skills.

2. Training Policy:

- Guide for implementing & designing programmes.

3. Motivation:

- Related to needs & problems (abilities & aptitudes).

4. Reinforcement:

- Form of rewards & punishments (positive & negative).

5. Organized Material:

- Complete outline should be distributed in advance.

CONTD………..
6. Learning Periods:
- Several short sessions spread over a long period.
7. Preparing the Instructor:
- Trainer is the key figure in a training program.
8. Feedback:
- Should be positive, fast and frequent.
9. Practice:
- Should be continuous.
10. Appropriate Techniques:
- Methods & techniques should relate to the needs & objectives.
HUMAN RESOURCE DEVELOPMENT

It is a System and process involving organized

series of learning activities designed to produce

behavioral changes in human in human beings

in such a way that they acquire desired level of

competence for present or future role

 QUALITIES OF AN HRD MANAGER

According to ROA, a successful HRD

Manager requires the following skills:
1. Essential Qualities:
 Positive thinking
 Helpful attitude
 Interest in learning
 Communication skill
2.Functional Competencies:
 Knowledge of various test, Questionnaires and other
measures of human and organizational process.
 Knowledge and skill of counseling.
 Ability to design and coordinate training programmes for
managers , supervisors and workers.
 Knowledge of appraisal systems .
3.Managerial Competencies:
 Organizing Ability.
 Leadership Abilities.
 Implementation Skills.
 System Design and development skills.
 PRINCIPLES

1. Commitment of Top Management:

Complete faith and support of top management is essential for success of HRD.

2. Sound Planning:

The HRD needs of the organization should be properly examined and

ascertained.

3. Conducive Climate:

It can be successful only when the climate in the organization is positive and
developmental.
4.Competent Functionaries:
Person with proven reputation and skills should be appointed as the
heads of the HRD department.
5. Sharing Experience:
The Professional should continuously exchange their experience for
professional development knowledge.
6.Regular Monitoring:
Necessary changes should be carried out on the basis of such
reviews.
RESISTANCE
TO
CHANGE
 INTRODUCTION 
 Resistance is an inevitable response to any major change.
 Folger&Skarlicki (1999) claim that "organizational change
can generate skepticism and resistance in employees,
making it sometimes difficult or impossible to implement
organizational improvements" .
 If management does not understand, accept and make an
effort to work with resistance, it can undermine even the
most well-intentioned and well-conceived change efforts.
 RESISTANCE TO
CHANGE
 “Resistance to change is the action taken by individuals and
groups when they perceive that a change that is occurring as a
threat to them”
 Resistance to change provides a degree of stability and
predictability to behavior.
 It does not allow immediate change.
ABILITY TO CHANGE
 EMPLOYEE RESISTANCE

 Lack of understanding around the vision and need for

change. 
 Comfort with the status quo and fear of the unknown. 
 Corporate history and culture.
 Opposition to the new technologies, requirements and
processes introduced by the change.
 Fear of job loss. 
 MANAGER RESISTANCE

 Loss of power and control. 

 Overload of current tasks, pressures of daily activities
and limited resources.
 Lack of skills and experience needed to manage the
change effectively. 
 Fear of job loss.
 Disagreement with the new way. 
 Skepticism about the need for change. 
 EXHIBITING RESISTANCE TO
CHANGE
There are three ways that employees may exhibit

resistance to change:
 Passive resistance: Negative feelings and opinions regarding the change.

Ex: Agreeing verbally but not following through, ignorance and withholding
information
 Active resistance: Actively opposing the change.

Ex: Strikes and Increased absenteeism.

 Aggressive resistance: Resistance that actually blocks the change.

Ex: Causing harm, Interrupting in the decisions of the managements.

 MAIN REASONS FOR
RESISTANCE TO CHANGE
There may be reasons for resistance to change for analytical

purpose, lets us categories the causes into the following:

1) Individual Resistance.

2) Group Resistance.

3) Organizational Resistance.
 1. INDIVIDUAL RESISTANCE
Individual-level resistance includes resistance to
change due to:
a) Economic Factors:
 Habit
 Insecurity
 Lack of Communication
 Extent of Change
 Technological unemployment
 Fear of demotion
 High standards reduce the opportunities for bonus or
incentive pay.
b) Psychological Factors:
 Boredom and monotony
 Trouble in learning new things
 Incapable of understanding the implications of new ideas and
method
 Reduction of the personal pride of the workers
 Selective Perception and Retention 

c) Social Factors:
 Breaking present social relationship reduce social relationship.
 Feeling of outside interference in the form change agent.
 2. GROUP RESISTANCE

Group-level resistance includes resistance to change due to:

 Group Norms : When change alters interactions between group
members due to changes in task and role relationships within a
group.
 Group Cohesiveness: Occurs when members of a cohesive group
wish to keep things within the group.
 Groupthink and Escalation of Commitment : Occurs because
members ignore negative information, even when they realize that
their decisions are wrong.
 3. ORGANIZATIONAL RESISTANCE

Organizational resistance means that the change is resisted at the level of the
organizational itself. It arises due to the following :
 Power and Conflict : Change may benefit one department while harming
another department .
 Functional Orientation : Because employees of
different functions will see problems and issues differently.
 Mechanistic Structure : Employees are expected to act
in certain ways.

 Organizational Culture : organizational change disrupts the values and

norms within the organizational culture.
 THREE LAWS OF CHANGE
MANAGEMENT
 

First Law

Overcoming the natural inertia in organizations requires the constant

application of the forces for change.
Second Law

The greater the inertia or resistance to change, the greater the

required forces for change.
Third Law

The way that change agents treat resisters is the way that resisters
will treat change agents.
 IMPACT OF NOT CHANGING

 Loss of market share

 Fines or jail sentences for non-compliance or
personal injury
 Tarnished business reputation
 Increased rate of customer complaints
 Loss of key staff
CHANGE MANAGEMENT MODEL
THE CHANGE APPROACH ©

•Is there a clear and compelling reason

for adopting this change program?
•Is it clear how, when and where this
change will happen?
•What is required to keep the initiative
moving forward?
•Is the objective data needed to convince
the skeptics available?
•Do people feel the urgency to change?
 Who are the stakeholders in this change?
 What are the motivators for each
stakeholder?
 Does the senior executive team support
this change?
 Has a communication plan been
developed?
 Are all stakeholders engaged in the
change process?
 Do stakeholders take ownership of the
vision and goals?
 Are program goals SMART goals?
 Are people involved in devolving the
goals to lower levels of the
organization?
 Are implementation plans in place
supporting attainment of goals?
 Are performance measurement and
reporting systems set up?
 Are change management and new
operational accountabilities clear?
 Are the right people selected for the right
roles?
 Do people with responsibilities have the
necessary skills?
 Are project management principles and
methods being used?
 Is the proportion of goal and task
assignment appropriate?
 Is the training plan sufficiently scoped
and adequately resourced?
 Are teams being developed and
supported for high performance?
 Is support in place ensuring transfer of
training to the workplace?
 Is there a focus on soft skills as well as
technical skills?
 Do information, human resource and
other systems support the new
operational environment?
 Are performance results reported and
successes celebrated?
 Is planning sufficient to ensure some
quick wins?
 Are remuneration, rewards and
recruitment systems aligned with the
change objectives?
 Are new meanings provided through
creating workplace symbols?
 Do managers and supervisors lead by
example?
ORGANIZATIONAL CHANGE
DEVELOPMENT
 OVERCOMING RESISTANCE TO
CHANGE CAN BE HANDLED AT TWO
LEVELS:-
 At the individual level.
 At the group level through group dynamics.
Efforts at the Individual Level:
 Participation and Involvement:
 Effective Communication:
 Facilitation and support:
 Leadership:
 Negotiation and Agreement:
 Manipulation and Co-optation:
 Coercion:
 Timing of Change
 Individual Level 
 Efforts at the Group Level

Organizational Level:

 Overcoming Undefined Goals and Objectives

 Overcoming Financial and Environmental Issues 

 Overcoming Structural Problems and Insufficient

Communication 

 Overcoming Lack of or Bad Leadership

 Overcoming Lack of Preparation for New Roles 

 Overcoming Cultural Issues 

 TWELVE PRINCIPLES FOR
MANAGING CHANGE
 These principles provide the cause and effect of managing change
strategically:
 Thought processes and relationship dynamics are fundamental if
change is to be successful.
 Change only happens when each person makes a decision to
implement the change.
 People fear change it "happens" to them.
 Given the freedom to do so, people will build quality into their work
as a matter of personal pride.
 Traditional organizational systems treat people like children and
expect them to act like adults.
 "
 Truth" is more important during periods of change and
uncertainty than "good news.“
 Trust is earned by those who demonstrate consistent behavior
and clearly defined values.
 People who work are capable of doing much more than they are
doing.
 The intrinsic rewards of a project are often more important than
the material rewards and recognition.
 A clearly defined vision of the end result enables all the people to
define the most efficient path for accomplishing the results.
 The more input people have into defining the changes that will
affect their work, the more they will take ownership for the
results.
 To change the individual, change the system.
CHANGE PROGRAM STAKEHOLDERS
CHANGE PROGRAM ROLES
 THE KEY DRIVER ROLES FOR
ORGANIZATIONAL CHANGE ARE
 Change Leader
 Program Sponsor
 Steering Committee

The key implementer roles include

 Project Manager
 Project Team Members

The key enabler roles include

 Middle Managers
 Supervisors
 TEAM TYPES IN CHANGE PROGRAMS

Team goals in change development

 Which of the following kinds of teams are you currently involved with?
 Management decision-making
 Cross-functional or functional improvement teams
 Autonomous work teams
 Project teams
Team setup
 The two most popular instruments for balancing teams are
 The Margerison-McCann Team Management Profile and
 The Belbin Team-Roles Profile.
As an example, Belbin uses nine team roles in three
categories
Team development
CHANGE PROGRAM TRAINING PLAN

 Right Learners
 Right Learning
 Right Time
 Right Method
 Right Environment
 TRAINING TIPS

 Initial training needs analysis.

 Alert learners of the behavioral objectives of the
program.
 Make the training very practical.
 Ensure that you build back-in-the-workplace coaching
into the training program.
 TRAINING TIPS

 Bring the training room into the workplace through

developing and installing on-the-job aids.
 Ensure that learners’ managers and supervisors actively
support the program.
 Integrate the training with workplace practice by getting
managers and supervisors to brief learners before the
program starts and to debrief each learner at the conclusion of
the program.
 Think about what soft skills are needed for your change
initiative to succeed.
REASONS FOR THE RESISTANCE
TOWARDS CHANGE

• Fear of being Redundant

• Fear of failure

• Fear of future
 EMPLOYEE RESISTANCE TO CHANGE —
WHY?
Some of these reasons for employee
resistance may include:

 belief that the change initiative is a temporary fad

 belief that fellow employees or managers are incompetent
 loss of authority or control
 loss of status or social standing
 lack of faith in their ability to learn new skills
 feeling of change overload (too much too soon)
 lack of trust in or dislike of managers
 loss of job security
 loss of family or personal time
 feeling that the organization is not entitled to the extra effort
REACTIONS TO ORGANIZATIONAL
CHANGE
 Enthusiasts

 Followers

 Objectors

 Underground
KURT LEWIN’S FORCE FIELD ANALYSIS
TECHNIQUE

EXAMPLE OF A FORCE FIELD ANALYSIS DIAGRAM

TIPS FOR OVERCOMING RESISTANCE TO
CHANGE

 Treating the forces against change is a more productive use of

resources than simply reinforcing the forces for change.

 Think of how you could apply the drivers for change you
identified in your analysis to either weakening or eliminating
an opposing force.

 Show the fiercest resisters what’s in it for them. Appeal to

them either in terms of personal gain (such as status, salary
bonus, recognition, and so on) or loss avoided (such as
financial loss or job outplacement prevented).
 Get customers or suppliers to explain to change resisters face to
face how the current situation disadvantages them in concrete
terms.

 Put resisters on teams that allow them to play some decision-

making part in the change process, however small.

 Defuse political power plays amongst managers and other

employees.

 Endeavor to look at the world through the eyes of the change

resister. Listen openly and honestly to what they are trying to
say. Examine your own basic beliefs and assumptions. Through
engaging resisters, be prepared to change yourself.
• Communicate openly and often with employees and other
stakeholders, and without using commercial confidence as an excuse to
not communicate.
• Meet resisters face to face whenever possible.
• Point out unacceptable behavior without resorting to character
assassination, sarcasm and other methods that serve to attack people’s
sense of self-esteem.
• Keep your commitments in order to build trust and respect. Trust can
be lost in an instant and take years to regain.
• Don’t shy away from bad news. Tell people candidly but sensitively.
• Choose people for key positions that have well developed
interpersonal skills.
EMPLOYEE OWNED CHANGE

This type of organization exhibits independence,

optimism, interdependence, and a high degree of
responsibility and results
Employee Owned Change Development Phases
PHASE I - Needs Assessment

PHASE II - Synthesize Information

PHASE III - Planning Meeting

PHASE IV - Research and Development

PHASE V - Presentation of Materials for Final

Approval

PHASE VI - Team Building Day

PHASE VII – Debriefing

PHASE VIII - Troubleshooting

CONCLUSION
Change Agent 

Change within an organization can be achieved by a change agent (an outsider)

someone who is not affected by the cultural drawback of the organization. However
there are pros and cons:
Pros:
•Change Agent is unaffected by the organization's cultural drawbacks
•Employees might listen to someone who is an outsider simply because he
or she is not management.
Cons
•On the other hand employees may reject the new comer as they are not
familiar with that particular person. So they may become suspicious as
to what his or hers real agenda is.
CHANGE MANAGEMENT MATRIX
DONE BY:

 09/CM/101
 09/CM/110
 09/CM/113
 09/CM/120
 09/CM/122
 09/CM/127