Training, HR Audit

Training:

Training is the process of transmitting & receiving information related to problem solving.
Training is the act of increasing the knowledge & skill of an employee for doing a particular job concerned with imparting specific skills for particular purpose.
Training in industry has been defined as “the formal procedures, which a company utilizes to facilitate learning so that the resultant behavior contributes to the attachment of the company goal & objective. This definition has four components:
Formal Procedures
Facilitate Learning
Resultant behavior means that training is designed to alter behavior directly or indirectly.
Attachment of goal & objective refer to training is conducted in the
Best way.

In industry training enhances three broad classes of skills:

Motor skills- it refers to the manipulation of physical environment based on certain patterns of bodily movement.

Cognitive skill- it relate to the acquisition of mental or attitudinal factor.

Interpersonal skills- it refers to the enhancing interaction with the people.

Following characteristics can be listed as keen element for Effective Training:

E.T is a learning experience/activity
E.T is a planned organizational activity.
E.T is a response to identified needs.
E.T is an attempt to further goals of an organization while simultaneously providing an opportunity for individual employees to learn & grow.

Development of training program must deal with organizational & human realities. As organization does not possess unlimited resources, they must take training decisions based on the identified resources.

Phases of Training process

Pre-Training- Process begin with clear understanding of the situation that calls for a more effective behavior. It involves a detail analysis of the job, which should be laid down clearly & properly.

Training- when process begins the candidate selected with what he wants to learn from the programmed, having explored he tries new behavior. Then either of two sequences takes over. If he find new behavioral unequal he tries it again. Checks it for effectiveness & satisfaction & tries repeatedly & gets better at it & incorporates new item. If he does not find it useful he discards it.

Post-Training- the situation now changes with the subject, well trained & more confident with the job he try to do. He goes prepared with some anticipation of those encounters when he actually arrive, there are lot of adjustments made from both sides. Participant may found organizations encouraging, helping then in his training & offering him the additional support of containing contract with training instruction.

Functions of training

Maintenance Function- making sure that new employee knows how to do his or her new job. The way organizations expand it to be done is a means for manufacturing overall performance within the limits required for the organization to meet its objectives.

Motivational Function- Motivation may be increased if training serves to interest in the job that will be performed.

Socialization Function: As both training & socialization are interested processes.

Benefits Of Training Employees

Confidence
New skills
Promotion
Higher earnings
Adoptability
Increased safety

Training v/s Development

Training increases job skills whole development shapes attitudes.
Training for specific skills whole development for overall growth.
Training short-term perspective whole development is long term perspective.
Training job centered, development career centered.

Type Of Training

Induction or Orientation training
Apprenticeship training
Job training
Internship training
Refresher training
Training for promotion

Designing a Training Program

1. Identification of training needs
-Organizational Analysis’s
-Task Analysis
-Human Resource Analysis

2. Setting Training Objectives

3. Organization Of Training Program
-Trainee& Instructor
-Period Of Training
-Training method & Material

4. Evaluation Of Training Result

Methods of training

On the job training techniques
1)job instruction training
2)job rotation
3)apprenticeship
4)coaching
5)vestibule training

Off the job training techniques
1)lecture method
2)audio-visual techniques

Available devices
a) Blackboard
b) Flip charts
c) Overhead projectors

3)conference methods
4)role playing
5)case study
6)simulation

A)in-basket exercise
B)business games

7)programmed instruction
8)computer assisted instruction
9)syndicate method
10)behavior modeling
11)sensitivity training
a) T-groups
b) Transactional analysis

12)fish bowl exercise







Human Resource Audit


Nature of Human Resource Audit
An HR audit is a tool for evaluating the personnel activities of an organisation. The audit may include one division or an entire company. It gives feedback about the HR functions to operating managers and HR specialists. It also provides feedback about how well managers are meeting their HR duties. In short, the audit is an overall quality control check on HR activities in a division or company and an evaluation of how these activities
support the organisation’s strategy

Benefits of Human Resource Audit:

Several benefits that result from an HR audit are:
1· Identification of the contributions of the HR department to the organisation,
2· Improvement of the professional image of the HR department,
3· Encouragement of greater responsibility and professionalism among members of the HR department
4· Clarification of the HR department’s duties and responsibilities,
5· Stimulation of uniformity of HR policies and practices,
6· Finding critical personnel problems,
7· Ensuring timely compliance with legal requirements,
8· Reduction of HR costs through more effective personnel procedures,
9· Creation of increased acceptance of the necessary changes in the HR department and
10· A thorough review of the department’s information system.

The HR manager himself or herself is interested in knowing his or her department’ s effectiveness. It is not that the department is infallible. Errors do happen. Policies and practices become outdated. By auditing itself, the department finds problems before they become serious. Done correctly, the evaluation process can build a strong rapport between the department and operating managers, and it can reveal outdated
assumptions that can be changed to meet the department’s objectives and future challenges. Systematic assessment instills discipline in the personnel staff and encourages them to move away from intuitive techniques to more rigorous assessment of the likely benefits to be achieved. Further, a personnel function must establish credibility with the management by justifying its programmes and clearly demonstrating how it contributed to the attainment of organisational goals.

Scope of Audit
An HR audit must cover the activities of the department and extend beyond, because the people’s problems are not confined to the HR department alone. Thus, the audit should be broad in its scope. It must evaluate the personnel function, the use of its procedures by the managers and the impact of these activities on the employees.
Specifically, an HR audit covers the following areas:
1. Audit of human resource function,
2. Audit of managerial compliance,
3. Audit of the human resource climate, and
4. Audit of corporate strategy.

Audit of Human Resource Function
This involves audit of all HR activities discussed till now in this book. For each activity, the auditors must
(i) determine the objective of each activity,
(ii) identify who is responsible for its performance,
(iii) review the performance,
(iv) develop an action plan to correct deviations, if any, between results and goals, and
(v) follow up the action plan.

The following 20 criteria would help measure effectiveness of the HR function of an organization. Each statement has a four-point rating scale varying from ‘very true’ to ‘not true’.
1. In your company, all issues are closely linked to every other business process.
2. The HR department is represented in strategy-building sessions of the top management.
3. HR issues are discussed explicitly when strategic plans are formulated.
4. The performance of the HR department and of the organization are linked.
5. The HR function is given as much, or more significance, as other functions.
6. HR managers have sufficient power to suggest strategic initiative to the top management.
7. The HR department can easily compete for funds and management involvement.
8. The structure of the HR department is effective in delivering competent services.
9. Line managers are recruited along with trained specialists in the HR department.
10.The services of the HR department are equally available to everyone.
11.The head of the HR department is always accessible to all employees.
12.The HR department plans the company’s manpower needs proactively.
13.The HR department conveys organisational goal to everyone.
14.The HR department links appraisal and compensation to corporate objectives.
15.The HR department meets the company’s and individual’s training needs.
16.The HR department disseminates information down the ranks.
17.The HR department does not handle staff-welfare, canteens, or payrolls management.
18. The HR department has knowledge qfbehavioura1 sciences and industrial psychology
19.The HR department gets feedback on its performance from other employees.
20.HR practices are audited, their costs computed, and then effectiveness evaluated.

This HR management audit allows to rate the extent to which an organisation has basic HR activities in place and how well they are being performed. In deciding upon rating, consider also how other managers and employees would rate the activities like

I. Legal Compliance
1. Equal employment opportunity requirements
2. Immigration reform
3. Health and safety
4. Wage and hour laws
5. Employment-at-will statements
6. Privacy protection
8. Family/medical leave

II. Obtaining Human Resources
9. Current job descriptions and specifications
10.HR supply-and-demand estimates (for 3 years)
11.Recruiting process and procedures
12.Job-related selection interviews
13.Physical exam procedures

III. Maintaining Human Resources
14.Formal wage/salary system
15.Current benefits programs/options
16.Employee recognition programs
17.Employee handbook/personnel policy manual
18.Absenteeism and turnover control
19.Grievance resolution process
20.HR record-keeping/information systems

IV. Developing Human Resources
21.New employee orientation program
22.Job skills training programs
23.Employee development programs
24.Job-related performance appraisal
25.Appraisarfeedback training of managers