The document discusses evaluating the effectiveness of human resource development (HRD) programs. It describes common purposes of evaluation such as determining if a program is meeting objectives and identifying strengths and weaknesses. Kirkpatrick's four-level model of evaluation involving reaction, learning, behavior, and results is discussed. Data collection methods that can be used for evaluation like interviews, questionnaires, and observations are also outlined.
HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, and job enrichment. These instruments lead to HRD processes like role clarity, development planning, development climate, and risk-taking in employees. Such HRD processes should result in more competent, satisfied, and dynamic employees, which is likely to make the organization more effective than those that do not emphasize HRD. Organizational effectiveness also depends on other factors like the environment, technology, and competitors. However, an organization with competent employees committed to HRD will be more effective, other things being equal.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
The document discusses the concepts of HRD audit and its importance for organizations. It defines HRD audit as a comprehensive evaluation of an organization's HRD structure, strategies, systems, styles, skills/competencies, and culture and their alignment with organizational goals. The key aspects of HRD audits include evaluating HRD systems maturity, employee competencies, organizational culture, and linkages between HRD and business goals. HRD audits help organizations identify areas for improvement, ensure the effective development of human resources, and promote strategic alignment of HRD with the business.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
This document defines and discusses fringe benefits provided to employees. It notes that fringe benefits are non-monetary benefits given to employees in addition to their salary, such as a company car or health insurance. The document outlines several examples of fringe benefits and discusses the objectives, needs, importance, principles, types, advantages, and disadvantages of providing fringe benefits to employees.
Human resource planning is the process by which an organization ensures it has the right number and kind of people at the right place and time to complete tasks and achieve objectives. It involves determining future personnel needs, both quantitatively and qualitatively, to balance the supply and demand of human resources. The key aspects of HR planning include analyzing jobs to understand skill requirements, forecasting demand and supply of personnel, developing HR programs to meet needs, implementing plans, and controlling and evaluating outcomes.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
Human resource accounting aims to identify and measure data about human resources and communicate this information to interested parties. It helps address drawbacks in traditional financial accounting and assists management with decision making, monitoring efficiency, and human resource planning. Various models have been proposed to account for human resources, including historical cost, replacement cost, and opportunity cost models which value human resources differently. More recent models aim to determine the present value of future earnings and services provided by human resources to value this important organizational asset. However, human resource accounting continues to face challenges in implementation due to difficulties in measurement and lack of standardization.
Strategic human resource management (SHRM) aligns a company's human resource strategies and policies with its business strategies and objectives. The document discusses key concepts in SHRM including determining strategic objectives, developing action plans, the four components of SHRM, and linking business and HR strategies. It also covers frameworks for SHRM such as strategic fit, distinctive HR practices, and theoretical perspectives including fit, functional, economic, and typological. Examples are provided of alternative HR strategies in different industries and contexts.
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
This document discusses the environment of human resource management (HRM) and analyzes various internal and external forces that impact HRM. It identifies key external forces like political-legal, technological, cultural, and economic factors. Important internal forces include unions, organizational strategy/tasks/leadership, and culture/conflicts. Analyzing these environmental forces helps HRM departments proactively adapt to changes in the competitive environment rather than reacting passively.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
This document outlines the key processes involved in human resource development (HRD), including performance appraisal, potential appraisal, career planning, an HR information system, training and development, and a reward system. It describes how each process is used to develop employees' personal skills, organizational skills, knowledge, and abilities.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
hrd systems, processes, outcomes and organizational effectiveness Vidhu Arora
This document discusses HRD systems, processes, outcomes, and organizational effectiveness. It outlines five major HRD systems - career, work, development, self-renewal, and culture systems. Each system has its own subsystems. HRD processes center around the individual, role, teams, and organization. Key HRD outcomes include increased competence, commitment, collaboration and change readiness. Organizational effectiveness is defined as how well an organization achieves its intended outcomes and is important for non-profits in particular. Effectiveness is measured by productivity, costs, profits, growth, and image.
The document discusses various human resource policies and practices related to selection, performance evaluation, training and development, diversity, and work-life balance. It describes different selection tools like interviews and tests that can be used in the hiring process. It also outlines different methods for performance evaluation, such as written essays, critical incidents, and behaviorally anchored rating scales. The document discusses the benefits of diversity training and various work-life initiatives organizations can implement, such as flexible work schedules, childcare services, and training for managers.
The document discusses key aspects of human resource management including human resource planning, employment laws, recruiting qualified employees, selection techniques, training methods, performance appraisal, compensation, and employee separation. It provides details on topics such as internal and external forecasting for human resource planning, federal employment laws, recruiting through job postings and external sources, selection tools like interviews and tests, common training methods, evaluating training programs, addressing errors in performance appraisal, types of compensation, and managing turnover.
Determine evaluation objectives
Design the evaluation
Collect data
Analyze and interpret data
Report and apply findings
The document discusses evaluating human resource development (HRD) programs. It defines effectiveness as the degree to which a training program achieves its intended purpose. Evaluation involves systematically collecting descriptive and judgmental information to make effective training decisions. Kirkpatrick's four-level model is commonly used to evaluate reaction, learning, behavior, and results. Proper evaluation requires determining objectives, designing the evaluation, collecting and analyzing data, and reporting findings. The benefits of evaluation include improving programs, demonstrating returns on investment, and increasing credibility.
This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
This document discusses validation, evaluation, and auditing of training programs. Validation ensures training outcomes match goals. Evaluation assesses effectiveness, efficiency, and outcomes through analysis and interpretation of program information. Evaluation should be planned, verifiable, continuous, quantitative, and cost-effective. Common evaluation tools include questionnaires, interviews, tests, and observations. Evaluation data can include individual, system-wide, economic, process, and organizational performance. A training auditor diagnoses training quality and identifies areas for improvement.
Pan eSeminar Two For One Using Assessments For Selection & Development 06...sarahklacey
In these tough economic times, it is critical to maximize the utility of all HR processes, as well as other programs throughout the organization.
In this eSeminar, you will learn how organizations are increasing their effectiveness by utilizing assessments for both employee selection and development.
An Industrial/Organizational Psychologist, Jocelyn Courtney-Hays, is going to be presenting how using assessment data pre- and post-hire not only gives an organization greater bang for their assessment buck, but it also enhances the selection system while facilitating the on-boarding and employee development processes.
This document discusses training evaluation and measurement. It defines key terms like training effectiveness, outcomes, and evaluation. It describes the reasons companies evaluate training, including demonstrating returns on investment. Formative evaluation involves collecting feedback during program development, while summative evaluation determines post-training changes. Common outcomes measured are reactions, learning, skills, attitudes, and results. Various evaluation designs aim to control for threats to validity like pre-post tests with comparison groups. Calculating return on investment involves determining costs, benefits, and the ratio of returns to costs. Practical challenges include isolating training impacts from other influences.
This document discusses various approaches to program evaluation including objective-oriented, expertise-oriented, participant-oriented, and consumer-oriented approaches. It provides examples of each approach and how they may be applied. Strengths and weaknesses of each approach are considered. The document also discusses evaluation methods such as surveys, interviews, and mixed methods. References are provided on related research and examples of evaluation studies.
The document provides an overview of HR management training topics including HR planning, recruitment, selection, training and development, performance management, and career management. It then discusses several HR processes in more detail, including manpower planning, recruitment sources and techniques, selection tests and their advantages/disadvantages, training need analysis, and evaluating training effectiveness.
Planning involves setting goals and determining how to accomplish them. Key terms in planning include goals, objectives, and strategies. The planning process involves establishing goals, defining the present situation, identifying factors that help or hinder goals, and developing plans of action. Managers use strategic plans for long-term needs and operational plans to implement strategies. Control involves measuring performance, comparing results to standards, and taking corrective action if needed. Control systems help ensure the right things happen at the right time through feedforward, concurrent, and feedback controls.
Planning involves setting goals and determining how to accomplish them. Key terms in planning include goals, objectives, and strategies. The planning process involves establishing goals, defining the present situation, identifying factors that help or hinder goals, and developing plans of action. Managers use strategic plans for long-term needs and operational plans to implement strategies. Control involves measuring performance, comparing results to standards, and taking corrective action if needed. Control systems help ensure the right things happen at the right time through feedforward, concurrent, and feedback controls.
Developing Talent Measurement Makes the Difference - Coaching Conference - Pl...Atria Group SEE
Measurement regarding the impact of coaching programs, while mainly coming from one stakeholder group (consumers) is especially critical for another stakeholder group (clients). Consumers of coaching programs are those who participate in the program. They can provide data about reactions to the program and satisfaction with the program. Base on their behavior in and after the program, they can provide data about learning (increments in skills, knowledge or attitude) or changes in behavior. Clients of coaching programs are those who approve, fund, and support the program. They are interested in how behavior has changed, as well in the financial utility (ROI) of the program. Ultimately, they will need to compare the monetary value of the business impact with that of the cost of the program.
The document discusses using analytics to improve organizational performance and learning design at an insurance company. It provides examples of the types of employee, performance, learning, and HR data that could be collected and analyzed, such as training hours, test scores, performance reviews, and customer satisfaction surveys. The goals of analytics include measuring the impact of learning on performance, analyzing influencers of performance changes, and predicting performance metrics like turnover. Implementing an effective analytics strategy would involve standardizing measures, identifying correlations between factors, and informing decisions about performance management and learning design.
Analytics for Proactive Performance and Learning DesignSean Lee
This deck shows how to design learning and performance based on the analytic approach on the correlation between learning, HR, and performance. It focuses on how to build a framework that predicts performance changes by learning and other HR inputs.
The document discusses training evaluation and outlines its importance, key concepts, and best practices. It explains that evaluation assesses the effectiveness of training programs and identifies outcomes to measure. A good evaluation involves planning measurable outcomes, choosing an appropriate design, conducting the evaluation, and analyzing results. Finally, the document discusses cost-benefit analysis to determine a training program's return on investment.
Training & development evaluation is a continual and systematic process of assessing the value or potential value of a training program, course, activity or event. Results of the evaluation are used to guide decision-making around various components of the training (e.g. delivery, results) and its overall continuation, modification, or elimination.
This document outlines the agenda and content for a training needs assessment seminar in Reykjavik. It discusses forces influencing today's workplace, defines training, and explains the systematic training design process. A key topic is training needs assessment, which is defined as a method to determine performance gaps and their causes in order to recommend training or other solutions. The document provides examples of competency definitions and describes different tools and sources used in training needs assessment, such as interviews, observations, and performance reviews.
Measuring Roi Of Training & Development Ravinder TulsianiRavinder Tulsiani
How to calcluate the return on learning investment (ROI). Companies allocate certain amount of funds and resources to the training budget, what they want to see is how the training impacts their core business objectives (eg. growth, reduce risk etc...) Learn how…
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2. Effectiveness The degree to which a training (or other HRD program) achieves its intended purpose Measures are relative to some starting point Measures how well the desired goal is achieved
4. HRD Evaluation Textbook definition: “ The systematic collection of descriptive and judgmental information necessary to make effective training decisions related to the selection, adoption, value, and modification of various instructional activities.”
5. In Other Words… Are we training: the right people the right “stuff” the right way with the right materials at the right time?
6. Evaluation Needs Descriptive and judgmental information needed Objective and subjective data Information gathered according to a plan and in a desired format Gathered to provide decision making information
7. Purposes of Evaluation Determine whether the program is meeting the intended objectives Identify strengths and weaknesses Determine cost-benefit ratio Identify who benefited most or least Determine future participants Provide information for improving HRD programs
8. Purposes of Evaluation – 2 Reinforce major points to be made Gather marketing information Determine if training program is appropriate Establish management database
9. Evaluation Bottom Line Is HRD a revenue contributor or a revenue user? Is HRD credible to line and upper-level managers? Are benefits of HRD readily evident to all?
10. How Often are HRD Evaluations Conducted? Not often enough!!! Frequently, only end-of-course participant reactions are collected Transfer to the workplace is evaluated less frequently
11. Why HRD Evaluations are Rare Reluctance to having HRD programs evaluated Evaluation needs expertise and resources Factors other than HRD cause performance improvements – e.g., Economy Equipment Policies, etc.
12. Need for HRD Evaluation Shows the value of HRD Provides metrics for HRD efficiency Demonstrates value-added approach for HRD Demonstrates accountability for HRD activities Everyone else has it… why not HRD?
13. Make or Buy Evaluation “ I bought it, therefore it is good.” “ Since it’s good, I don’t need to post-test.” Who says it’s: Appropriate? Effective? Timely? Transferable to the workplace?
14. Evolution of Evaluation Efforts Anecdotal approach – talk to other users Try before buy – borrow and use samples Analytical approach – match research data to training needs Holistic approach – look at overall HRD process, as well as individual training
15. Models and Frameworks of Evaluation Table 7-1 lists six frameworks for evaluation The most popular is that of D. Kirkpatrick: Reaction Learning Job Behavior Results
16. Kirkpatrick’s Four Levels Reaction Focus on trainee’s reactions Learning Did they learn what they were supposed to? Job Behavior Was it used on job? Results Did it improve the organization’s effectiveness?
17. Issues Concerning Kirkpatrick’s Framework Most organizations don’t evaluate at all four levels Focuses only on post-training Doesn’t treat inter-stage improvements WHAT ARE YOUR THOUGHTS?
18. A Suggested Framework – 1 Reaction Did trainees like the training? Did the training seem useful? Learning How much did they learn? Behavior What behavior change occurred?
19. Suggested Framework – 2 Results What were the tangible outcomes? What was the return on investment (ROI)? What was the contribution to the organization?
20. Data Collection for HRD Evaluation Possible methods: Interviews Questionnaires Direct observation Written tests Simulation/Performance tests Archival performance information
21. Interviews Advantages : Flexible Opportunity for clarification Depth possible Personal contact Limitations: High reactive effects High cost Face-to-face threat potential Labor intensive Trained observers needed
22. Questionnaires Advantages : Low cost to administer Honesty increased Anonymity possible Respondent sets the pace Variety of options Limitations : Possible inaccurate data Response conditions not controlled Respondents set varying paces Uncontrolled return rate
23. Direct Observation Advantages : Nonthreatening Excellent way to measure behavior change Limitations : Possibly disruptive Reactive effects are possible May be unreliable Need trained observers
24. Written Tests Advantages : Low purchase cost Readily scored Quickly processed Easily administered Wide sampling possible Limitations : May be threatening Possibly no relation to job performance Measures only cognitive learning Relies on norms Concern for racial/ ethnic bias
25. Simulation/Performance Tests Advantages : Reliable Objective Close relation to job performance Includes cognitive, psychomotor and affective domains Limitations : Time consuming Simulations often difficult to create High costs to development and use
26. Archival Performance Data Advantages : Reliable Objective Job-based Easy to review Minimal reactive effects Limitations : Criteria for keeping/ discarding records Information system discrepancies Indirect Not always usable Records prepared for other purposes
27. Choosing Data Collection Methods Reliability Consistency of results, and freedom from collection method bias and error Validity Does the device measure what we want to measure? Practicality Does it make sense in terms of the resources used to get the data?
28. Type of Data Used/Needed Individual performance Systemwide performance Economic
29. Individual Performance Data Individual knowledge Individual behaviors Examples: Test scores Performance quantity, quality, and timeliness Attendance records Attitudes
30. Systemwide Performance Data Productivity Scrap/rework rates Customer satisfaction levels On-time performance levels Quality rates and improvement rates
31. Economic Data Profits Product liability claims Avoidance of penalties Market share Competitive position Return on investment (ROI) Financial utility calculations
32. Use of Self-Report Data Most common method Pre-training and post-training data Problems: Mono-method bias Desire to be consistent between tests Socially desirable responses Response Shift Bias: Trainees adjust expectations to training
33. Research Design Specifies in advance: the expected results of the study the methods of data collection to be used how the data will be analyzed
34. Research Design Issues Pretest and Posttest Shows trainee what training has accomplished Helps eliminate pretest knowledge bias Control Group Compares performance of group with training against the performance of a similar group without training
35. Recommended Research Design Pretest and posttest with control group Whenever possible: Randomly assign individuals to the test group and the control group to minimize bias Use “time-series” approach to data collection to verify performance improvement is due to training
36. Ethical Issues Concerning Evaluation Research Confidentiality Informed consent Withholding training from control groups Use of deception Pressure to produce positive results
37. Assessing the Impact of HRD Money is the language of business. You MUST talk dollars, not HRD jargon. No one (except maybe you) cares about “the effectiveness of training interventions as measured by and analysis of formal pretest, posttest control group data.”
38. HRD Program Assessment HRD programs and training are investments Line managers often see HR and HRD as costs – i.e., revenue users, not revenue producers You must prove your worth to the organization Or you’ll have to find another organization…
39. Evaluation of Training Costs Cost-benefit analysis Compares cost of training to benefits gained such as attitudes, reduction in accidents, reduction in employee sick-days, etc. Cost-effectiveness analysis Focuses on increases in quality, reduction in scrap/rework, productivity, etc.
41. Calculating Training Return On Investment Results Results Operational How Before After Differences Expressed Results Area Measured Training Training (+ or –) in $ Quality of panels % rejected 2% rejected 1.5% rejected .5% $720 per day 1,440 panels 1,080 panels 360 panels $172,800 per day per day per year Housekeeping Visual 10 defects 2 defects 8 defects Not measur- inspection (average) (average) able in $ using 20-item checklist Preventable Number of 24 per year 16 per year 8 per year accidents accidents Direct cost $144,000 $96,000 per $48,000 $48,000 per of each per year year year accident Return Investment Total savings: $220,800.00 ROI = = SOURCE: From D. G. Robinson & J. Robinson (1989). Training for impact. Training and Development Journal, 43 (8), 41. Printed by permission. Operational Results Training Costs = $220,800 $32,564 = 6.8
42. Types of Training Costs Direct costs Indirect costs Development costs Overhead costs Compensation for participants
43. Direct Costs Instructor Base pay Fringe benefits Travel and per diem Materials Classroom and audiovisual equipment Travel Food and refreshments
44. Indirect Costs Training management Clerical/Administrative Postal/shipping, telephone, computers, etc. Pre- and post-learning materials Other overhead costs
45. Development Costs Fee to purchase program Costs to tailor program to organization Instructor training costs
46. Overhead Costs General organization support Top management participation Utilities, facilities General and administrative costs, such as HRM
47. Compensation for Participants Participants’ salary and benefits for time away from job Travel, lodging, and per-diem costs
48. Measuring Benefits Change in quality per unit measured in dollars Reduction in scrap/rework measured in dollar cost of labor and materials Reduction in preventable accidents measured in dollars ROI = Benefits/Training costs
49. Utility Analysis Uses a statistical approach to support claims of training effectiveness: N = Number of trainees T = Length of time benefits are expected to last d t = True performance difference resulting from training SD y = Dollar value of untrained job performance (in standard deviation units) C = Cost of training U = (N)(T)(d t )(Sd y ) – C
50. Critical Information for Utility Analysis d t = difference in units between trained/untrained, divided by standard deviation in units produced by trained SD y = standard deviation in dollars, or overall productivity of organization
51. Ways to Improve HRD Assessment Walk the walk, talk the talk: MONEY Involve HRD in strategic planning Involve management in HRD planning and estimation efforts Gain mutual ownership Use credible and conservative estimates Share credit for successes and blame for failures
52. HRD Evaluation Steps Analyze needs. Determine explicit evaluation strategy. Insist on specific and measurable training objectives. Obtain participant reactions. Develop criterion measures/instruments to measure results. Plan and execute evaluation strategy.
53. Summary Training results must be measured against costs Training must contribute to the “bottom line” HRD must justify itself repeatedly as a revenue enhancer, not a revenue waster