Training

Training is needed when a person is hired without the requisite skills, attitude or knowledge or after putting the person on the job, we are able to identify deficiencies that are possible to rectify through training.

Education

Educational experiences benefit those who are employed and who are required to be gradually equipped for other positions in the organization. Thus, the education component of Human Resource Development (HRD) is future-oriented for identifiable job positions.

Development

The development component of HRD is to conduct learning experiences for a future undefined job. The focus being on a future undefined job in before going ahead with employee development, the organization must be able to identify individuals who enjoy high risk and new undefined challenging jobs.

Objectives of Human Resource Development

1.                 To develop capabilities of all individuals working in an organization in relation to their present role.
2.                 To develop capabilities of all such individuals in relation to their future role.
3.                 To develop better interpersonal and employer-employee relationships in an organization.
4.                 To develop team spirit.
5.                 To develop coordination among different units of an organization.
6.                 To develop organizational health by continuous renewal of individual capabilities (averting manpower obsolescence) keeping pace with the technological changes.

Click here for government certification in Human Resources

The post Human Resource Development appeared first on Vskills Blog.

1.     Leaders are not born – had that been the case, every leader’s children would have been leaders. This theory was rejected in 1940s.

2.     Leaders are not made – there is no specific method of training which can be given to a person so that he becomes a leader.

3.     Situation doesn’t make a leader – it is not the situation that makes leaders because everybody who is affected by the situation doesn’t become a leader.

So what is leadership?

Leadership can be defined as the learnt ability of an individual to influence a team or a group of people towards the achievement of a goal or a set of goals. It is a process whereby one individual uses a non-coercive technique to other individuals or groups or teams towards attaining organizational goals. Therefore, leaders are neither born nor made nor does the situation make them such, it is just an ability to influence people to achieve a goal.

Leaders –

1.     Leaders exhibit leadership skills.

2.     Leaders influence others.

3.     The influence is non-coercive in nature.

4.     A leader and a manager can be the same person.

5.     Power is a function of resource dependency.

6.     Leadership and management are the two ends of the same continuum.

Click here for government certification in Human Resources

The post Are leaders born or made? appeared first on Vskills Blog.

Indian Labour Movement.

• Living conditions of workers – miserable.
• Establishment of Bombay Mill Hands Association – 1890 – president – N.M. Lokahnde .
• Objective –
  • Invite attention of government and public to many grievances of the textile workers of Bombay.
  • But they were not a trade union as they had no
    • Membership
    • Funds
    • Rules
    • No trade unions could grow – poverty and illiteracy.

1^st World War period

• 1^st World War – sparked off  trade union movement in India.
• Sharp rise in prices, cost of living => wage lag
• Indian workers launched a series of strikes from 1918 to 1920.
• >200 strikes in first 6 months of 1920.
• Rising cost of living, ruthless exploitation and suppression, political agitation against foreign rule, establishment of ILO in 1919 => AITUC in 1920.
• AITUC had 64 trade unions when it was formed in 1920.

1920-29

• Features :
  • Formation of AITUC
  • Expansion in the no. of trade unions and membership
  • Enactment of Indian Trade Unions Act, 1926
  • Increase in freq of industrial disputes => work stoppages
  • Split in AITUC

Formation of AITUC

• Direct result of establishment of ILO in 1919.
• Formed to represent Indian labour at International Labour Conference.
• British Trade Union Congress and American Federation of labour were setup – individual trade union operated in different contexts => felt the need to establish a central federation.
• Indian trade union => central came first, then individual trade unions in different industries.
• 1^st president of AITUC – Lala Lajpat Rai

Expansion of the no. of trade unions and membership

• No. of  trade unions continued to increase.
• Concentrated in the provinces of Bombay, Madras, Bengal.
• Considerable trade union activities – Railways, shipping, cotton, jute, mining, engineering, printing and paper.

Enactment of Indian Trade Union Act, 1926

• Need for nominating the workers’ representatives in ILO, Indian Trade Unions Act, 1926 was passed
• Provided protection against criminal liability under section 120(B) of Indian Penal Code to officers and members of the trade union registered under this act.
• Security against cases of civil damages arising out of trade disputes.

• Increase in frequency of Industrial Disputes
• Strikes and lockouts were very frequent.
• Crores of man days were lost.
• May 1, 1927 was celebrated at Bombay as the Labour Day – the symbol of opening of a new era of the Indian Labour movement as a conscious part of the International Labour Movement.

AITUC Split

• AITUC suffered three major splits dividing and weakening the trade union movement
• Happened at the Nagpur Session in 1929.
• 3 major parts
  • Truncated AITUC
  • Indian Trade Union Federation
  • Red Trade Union Congress

1930-39

• Great depression and its effects on trade union activities
• Reunification of trade union movement.

Great depression and its effects on Trade Union activities

• Economic activities came to a standstill, falling prices, wage cuts, mass unemployment, starvation
• Decline in membership of trade union.
• Truncated AITUC, Indian Trade Union Federation and Red Trade Union Congress were not in a position to offer any resistance to the onslaughts of employers and deteriorating labour standards.
• Employers resorted to wage cuts, retrenchment and schemes of rationalization.

Reunification of Trade Union Movement

• There was a split in the Red Trade Union Congress in 1931.
• Indian trade unions were divided into 4 groups –
  • Original AITUC – control of radicals
  • Indian Trade union Federation – control of moderates
  • Red Trade Union Congress – control of communists
  • Group of independent trade union not attached to any central organization.
  • Indian labour Movement was unified – 1940 – series of compromises – RR Gokhale, VV Giri, NM Joshi, Diwan Chamanlal.
  • Happened at Nagpur in 1940.

1940-49

• Two major events:
  • 2^nd World War
  • Indian independence

2^nd World War

• Effects:
  • Attitude towards the war and the split in the trade union movement.
  • force to trade union growth and increase in the number of industrial disputes.
  • beginning of the practice of paying DA and bonus.
  • Creation of tripartite bodies in the field of labour and industrial relations.

• Attitude towards the war and the split in the TU movement
• AITUC became a divided house.
• Nationalists + communists = attitude of neutrality towards the war.
• Radical democrats went in for all-out support to the war efforts.
• The radicals formed a IFL – Indian Federation of Labour in November 1941. Jamna Das Mehta was the president.
• At the end of the war, there were 2 central federations,
  • AITUC
  • Indian Federation of Labour.

Trade Union growth and rise in the number of industrial disputes

• Trade Union movement gained impetus during the war.
• Prices and profits soared up because of shortage in consumer goods.

Dearness Allowance and Bonus

• To neutralize the effects of rising prices on workers’ real earnings due to the war. It was to be abolished after the war was over. But this didn’t happen.
• There were controversies and the courts decided that workers have a right to claim bonus out of the profit of the industry.
• Dispute resolved with the payment of bonus act, 1965.

Post Independence Period 1947-66

• The expansion of employment-intensive public enterprises resulted in the rapid growth of trade unionism within them.
• The central Government at that time exerted a major role in determining wages and working conditions. Trade union structures were highly centralized.
• A series of labour movement splits occurred during this industrializing period.
• Division in the labour movement continued with the creation of :
  • Hind Mazdoor Sabha (HMS) in 1948
  • The United Trade Union Congress (UTUC), 1949
  • The Bharatiya Mazdoor Sangh (BMS) in 1955
  • The United Trade Union Congress-Lenin Sarani (UTUC-LS) in 1951
  • Various laws were introduced to regulate working and employment conditions and to systemize industrial relations.
    • Industrial Employment (Standing Orders) Act (1946)
    • The Industrial Disputes Act (1947)
    • The Indian Factories Act (1948)
    • The Minimum Wages Act (1948)
    • The Plantation Labour Act (1951)
    • The Employees’ Provident Fund and Miscellaneous Provisions Act (1952)
    • The Companies Act (1956)
    • The Maternity Benefit Act (1961)

1967-79

• Industrial stagnation set in from 1967 to 1979 – made more acute by oil price shocks in 1973 and 1978 – triggered inflation.
• Railwaymen’s strike in May 1974 provoked Prime Minister Indira Gandhi to issue a State of Emergency in 1975.
• The national emergency lasted from 1975 to 1977; during that time, the right to strike was suspended and union activities were restricted.
• Labour militancy became a common phenomenon, particularly with the extremely high labour upsurge.
• During the 1967-79 period, there were 2,437 strikes on an average per year, involving average of 1.87 million workers annually and 12.39 million lost work days.
• The situation was further worsened by a severe drought in 1979.
• The number of registered trade unions more than doubled, from 15,314 in 1967 to 34,430 in 1979.

1980-91

• The economy suffered from severe internal and external aggravations, resulting in an industrial recession from 1980 through 1981.
• From the mid 1980s, the Government imposed an economic liberalization policy that offered
  • export incentives and
  • encouraged domestic market competitiveness
  • The labour market was made more flexible, making it easier for companies to subcontract and outsource their production of consumer nondurables to the unorganized sector.
  • Such a flexible labour market brought an adverse impact on trade union activities and reshaped the industrial relations system.
  • As a consequence of economic downturn and political suppression in 1981, the registered unions sharply declined from 34,430 in 1979 to 15,042.
  • In 1991, the number of registered trade unions drastically increased.

1992-present

• After borrowing a massive bailout loan of US$1.8 billion from the International Monetary Fund (IMF), the economy became more open, liberalized and privatized than ever before.
• During the Bharatiya Janata Party (BJP) regime, Bharatiya Mazdoor Sangh (BMS) and its affiliates grew – membership of 6.2 million  – the largest CTUO (central trade union organization).
• The 2004 election results required the formation of a coalition government – the United Progressive Alliance (UPA).
• The INTUC (Indian National Trade Union Congress), the second-largest CTUO (central trade union organization), wielded more political influence because it was aligned with the INC (Indian National Congress).
• The number of trade unions increased, but they became more divided at both the national and state levels.
• The number of CTUOs increased to 12 in 2008.

Click here for government certification in Human Resources

Click here for government certification in Law

The post Evolution of Trade Unions in India appeared first on Vskills Blog.

Whenever there is a conflict, 4 kinds of people emerge out:

1. Competitors – people whose primary motive is doing better than others; beating them in open competition.
2. Individualists – people who care almost exclusively about maximizing their own gain and they do not care whether others do better or worse than they do.
3. Co-operators – people who are concerned with maximizing combined outcomes, getting as much as possible for their team.
4. Equalizers – people who are primarily interested in minimizing the differences between themselves and others.

There are two kinds of conflicts:

1. Functional – positive conflict that allows people to think better; supports the goals of the group and improves its performance.
2. Dysfunctional – the conflict that hinders the group performance

The various stages of the conflict process are:

1. Potential opposition or incompatibility
2. Cognition and personalization
3. Intentions
4. Behavior
5. Outcomes

The graph for dimensions of conflict handling intentions can be plotted between assertiveness and cooperativeness.

The five behaviors that exist are:

1. Avoiding – assertiveness – low, cooperativeness – low
2. Accommodating – assertiveness – low, cooperativeness – high
3. Compromising – assertiveness – moderate, cooperativeness – moderate
4. Compelling – assertiveness – high, cooperativeness – low
5. Collaborating – assertiveness – high, cooperativeness – high

Conflict can occur within an organization if there are disagreement and inconsistency between the two parties involved in the conflict. Conflicts can be based on interpersonal relationships, on the processes that one follows to accomplish various tasks, etc. They can occur due to poor skills, weak relationships, frustrated needs, unequal power, disputed rights, conflicting interests, etc. Conflicts should be avoided as much as possible but if a conflict occurs, mediators, arbitrators, equalizers or healers are needed to resolve them. Negotiations and bargaining can also help to resolve them.

1. Negotiation – it is a process in which two or more parties attempt to resolve a specific issue.
2. Bargaining – it is an integral part of the negotiation. Terms and conditions are negotiated.

Click here for government certification in Life Skills

The post CONFLICT HANDLING appeared first on Vskills Blog.

Approaches in decision making

1. Rationality Approach – Logical, rational, Consistent with objectives, value maximizing.
2. Bounded Rationality: Decision making that’s rational but limited (bounded) by an individual’s ability to process information. They are rational within limits.

Satisfying – making a decision, which is `good enough’ not necessarily the best.

Escalation of commitment: High commitment to a previous decision despite evidence it may be a poor decision.

1. Intuitive Decision Making: A survey (Miller and Ireland) that half of the executives used intuition more often than formal analysis to run their companies. A study (Seo and Barrett) show that managers who experienced intense feelings and emotions achieved higher decision- making performance.

Types of Decisions

1. Structured or programmed decision (generally if the problem is easily defined and complete)
   1. Repetitive in nature, Developing alternative generally not possible.
   2. Procedures, rules and policies to handle.
2. Unstructured problems and non-programmed decisions.
   1. New type
   2. Ambiguous information
   3. Non-recurring
   4. Custom made solutions

Twelve Decision Making Errors/Biases

1. Over Confidence  (When they hold unrealistically + positive views
2. Immediate gratification (They want immediate rewards)
3. Anchoring effect (When they fixate on initial information and are unable to adjust or change)
4. Selective Perception (When they selectively interpret data events)
5. Confirmation (Base their decision on past decision)
6. Framing (Decision by drawing attention to specific information)
7. Availability (Considering information which they remember or more recent)
8. Representation (Consider analogies and identical situations)
9. Randomness (Create meaning out of random events)
10. Sunk costs (forget that current choices cannot correct the past)
11. Self serving (To take credit for their successes)
12. Hind sight (Decision to say that they could have accurately predicted the outcomes).

The post Decision Making appeared first on Vskills Blog.

MANAGEMENT

What is management?

It is the process of coordinating work activities so that these are completed efficiently and effectively with and through other people. It is the process of planning, organizing, leading and controlling the work of organization members and of using all available organization resources to reach stated organizational goals.

Who is a Manager?

 A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. The Manager is responsible for directing the efforts aimed at helping organizations achieve their goals.

Where do you find managers?

• Large Corporations
• Entrepreneurial Organizations
• Government Departments
• Hospitals
• Small Business
• NGOs
• Schools
• Museums
• Cooperative Organizations
• Political parties

Management Functions

• Planning: Defining goals, establishing strategy, and developing sub-plans to coordinate activities.
• Organizing (including staffing): Determining what needs to be done, how it will be done and who is to do it.
• Leading (including directing): Directing and motivating all involved parties and resolving conflicts.
• Controlling: Monitoring activities to ensure that they are accomplished as planned.

Some other Functions

• Coordinating
• Motivating

Manager’s Skills

• Technical skills: Knowledge of and proficiency in a specialized field.
• Human skills: The ability to work well with other people individually and in a group.
• Conceptual skills: The ability to think and to conceptualize about abstract and complex situations.

Managerial Roles

1.       Interpersonal

• Figurehead: Symbolic head: Obliged to perform a number of routine duties of legal or social nature.
• Leader: Responsible for the motivation and subordinates; responsible for staffing, training and associated duties.
• Liaison: Maintains a self-developed network of outside contacts and informers who provide favors and information.

2.       Informational

• Monitor: Receives a wide variety of internal and external information to develop a thorough an understanding of organization and environment.
• Disseminator: Transmits and transfers information received from outsiders or from subordinates to members of the organization.
• Spokesperson: Transmits and transfers information outside on an organization’s plans, policies, actions, results, etc.

3.       Decisional

• Entrepreneur: Search an organization and its environment for opportunities. Also initiates “improvement projects” to bring about changes.
• Disturbance handler: Responsible for corrective action when the organizations face important, unexpected disturbances.
• Resource allocator: Responsible for allocation of organizational resources of all kinds – making or approving all significant organizational decisions.
• Negotiator: Responsible for representing the organization at major negotiations/talks.

The post MANAGEMENT appeared first on Vskills Blog.

EMPLOYEE COMPENSATION TRENDS IN INDIA TODAY

• Substantial differentials in gross compensation of the managerial level to the next lower level are practiced.
• Differentials in gross compensation and sometimes compensation structure are being practiced between the project and support functions.
• Personalized salaries out of a basket of options for individuals at senior levels.
• Significant increase in basic salary and hence in deferred benefits.
• Restriction of non-tax perks in the form of reimbursement under various heads to only certain top levels of management.
• Higher annual increments, the average increments varying from 50 to 100% for different levels of management.
• Shift in incentives to group / team incentives rather than individual based. Different kinds of incentive like Performance Incentive, Commission, Performance Payment, and Performance Bonus etc. are not always individual specific. They are usually team or level based. Individual based cash incentives are on the downslide except at very senior levels.
• Soft furnishing allowance is being provided towards purchase of curtains, carpets, cutlery and crockery etc., and this is usually paid as an annual, non-taxable allowance.
• Conveyance is an area, which provides a lot of scope for variations. Practices with regard to provision of car, driver and reimbursement of expenses on car, parking, cleaning, petrol, and maintenance are covered under this category.
• Companies encourages the employees to buy cars through hire purchase schemes and the installments are paid by the company. This also helps combat the problem of accumulation of used cars by the company cars with the high employee turnover.
• Two and Four wheeler loans are common practice. Interest rates may vary from 0% to 5% with the repayment period varying from 3 to 5 years.
• Medical benefits are liberally available with tie-ups with insurance companies and hospitals in many cases.
• Some companies assist employees in their higher education by sponsoring evening classes or providing sabbatical leave at company cost.
• Reimbursement of books, periodicals, newspapers, journals etc against a pre-determined limit is common. Membership subscription to professional bodies is also reimbursed.
• Club membership in form of reimbursement of one-time joining fee for one club plus the monthly/ annual subscription to one more clubs is an attractive perk for senior management. Companies also go for bulk corporate club memberships.
• Soft loans for purchase of furniture, appliances and computers are also extended.
• Housing loans or interest subsidy is also provided
• Reimbursement for travel for a holiday including accommodation in guesthouses, transit flats etc, is practiced. In most cases, this is used as a discretionary reward for exemplary performance rather than as a perk.
• Pre-employment benefits for attracting good people include the company picking up of all relocation expenses for the family, transport of personal goods, assistance in locating housing, schooling etc.
• Some trendy components like long-term paternity or maternity leave, part and flexi-time employment options are also available.
• The trend has shifted to make components direct and taxable. There is a distinct shift towards schemes for asset creation.
• The senior executives share introduction of profit sharing schemes whereby when the company earns profits beyond a certain fixed level, the profit accrued, the average norm being 20 to 25% of the excess profit.
• Stock options are also a rage in the market.

The post EMPLOYEE COMPENSATION TRENDS IN INDIA TODAY appeared first on Vskills Blog.

IMPACT OF HRIS

Initially conceived to man administrative tasks and expedite the internal office process, the HRIS has now assumed strategic significance. The HRIS today is capable of providing information about the firm and the potential it needs to develop.  In internal recruitment the HRIS has expedited the process by providing companies better visibility in the group. For example in Aditya Birla Group(ABG), the corporate Human Resource System  which is called  Poornata, has made internal recruitment better visible because vacancies in one of the group companies are advertized on the HRIS and are accessible to all the employees in the group . Thus the internal advertizing of the vacancy ensures that people with similar values are selected by the company.

The values of ABG group are common across various group companies. This example shows that the HRIS has eliminated the narrow vista of internal recruitment. In earlier days internal recruitment implied that people from within the company will be considered for the position. This also implied a very parochial vista of choice available for the stakeholder.  By making the job visible to a variety of eligible candidates, the HRIS has overcome the limitations that plagued job recruitment scenario.

Intra-group transfer of employees also implies that conflict of interest does not arise within an organization, that the employees are exposed to various working atmospheres within a group of companies. The intra allocation of employees precludes the possibility of cultural shock, and longer periods of head hunting.  The recruitment process warrants updated information about the employees of the firm; this is where the HRIS comes to the aide of the firm. At a click of the button, the entire updated information of the employees is present. Thus access to real time information about the firm is another impact of the HRIS.

The study found that two-thirds of the firms use manual HRIS, perhaps due to the lower cost and ease of handling. Barely half of the firms use computer based HRIS, but this is more than a similar research carried out (in 2004). The reason is that with organizations becoming more complex, the situation warrants computerization for better and effective management. The study has empirical evidence that every stage of recruitment namely: data storage, data retrieval, processing benefits from the implementation of HRIS. The empirical data favors the implementation of HRIS in the firms and the evidence that HRIS expedites the process of recruitment besides making it efficient and effective is conclusive.

Firms are rapidly replacing legacy process of payroll management, personnel benefits with an all integrated HRIS.  The implementation of HRIS impacts the company more deeply. It challenges the operating principles of work, the core concept of a centralized data store inherent with an HRIS demands integrated work processes for consistently managing that store.

The two attributes – centralized data storage and integrated work processes – will affect the company in ways most managers don’t expect. The employees gain a tremendous insight into the work of the company, how the various processes are integrated.

The Impact of HRIS on the Performance of HR Department

The implementation of HRIS gives the HR department an opportunity to participate strategically and administratively in the functions of the organization.

The efficient database created and managed by HRIS imparts to the organization the capability to measure its health at any given time. Firms today are able to examine costs which are central to the organization’s survival and excellence.  Such calculations include health-care costs per employee, pay benefits as a percentage of operating expense, cost per hire, return on training, turnover rates and costs, time required to fill certain jobs, return on human capital invested, and human value added.

Health care costs per employee endow us with the relevant data to design our employee engagement activities with a view to mitigate major health problems prevailing in the organization.

Pay benefits as a percentage of operating expense endows the company to calculate ROI on employee investment. Thus the important data, which forms the input for HR metrics can be readily obtained from HRIS.  It must be noted that none of these calculations results in cost reduction in the HR function.

Most notably, it supports the provision of executive reports and summaries for senior management and is crucial for learning organizations that see their human resources as providing a major competitive advantage. HRIS is therefore, a medium that helps HR professionals perform their job roles more effectively.

In today’s competitive environment we cannot undertake to be competitive sans the knowledge of its human resource, their qualification, the average tenure of service that people have in the organization, training needed for skills development, inter and intra migration of workforce.

There are two aspects to an HRIS implementation namely:

1)     The benefits that accrue to a firm.

2)     The benefits that accrue to a society.

The fundamental question that this article solves is about eliminating a parochial view towards the HR function. “How big a stakeholder the HR department is “, the more mature is the answer to the above question, the more beneficial is the existence of the HR department in the progress of the corporation.

HRIS is not only the need of the business but also the need of a nation. The nation needs to know the status of qualified manpower in various functions and various geographical locations of the country.  The Uganda case study demonstrates the practical implications of deploying HRIS in a particular sector.  The initiative by the Indian government to have unique identification scheme is also a pan India HRIS initiative for population information.

The post Impact Of HRIS appeared first on Vskills Blog.

Campus recruitment is a commonly used R&S procedure. Companies visit eminent academic or professional institutes for recruiting candidates. It is beneficial for both students and companies. Companies get to choose the best from a large pool of young talent. Also, students get a job offer while still in college.

Effective Campus Recruitment Programs

Campus selection – the initial step

• Curriculum/ranking – Is the school accredited: Is the curriculum relevant to the needs of your organization?
• Location – Will the distance to campus justify the time and money it takes to recruit there? Will the distance create relocation and retention issues?
• Graduation dates – When will candidates be available for work?
• Competitive environment – Are the student’s expectations in line with what the organization can offer?
• Potential recruiters/team leaders – Does the company have enough alumni to create a recruiting team?
• Internal opinion of the school – What is the general opinion of the school within the company? Would the school be accepted as part of the campus recruiting program?

Effective Campus Recruiter

• Recruiter should be selected and trained cautiously.
• Recruiter represents the company and he reflects the company’s culture and image to the students and faculty.

Establishing a Presence on Campus

• Good relationships with the placement cell
• Career fairs in the campus, campus competitions etc.

Recruiting Methods to take College Graduates

• On-campus recruiting
• Summer Internship Programs
• Campus Competitions

A Typical Campus Recruitment Process

Identification of Campus

• Different companies take on different strategies to identify and rank the campuses.
• The ranking is mostly done by the top HR team or strategic team.
• Few companies visit the top premier campuses only where as others prefer to visit lower rung colleges based on their compensation and talent retention strategies.

 Employer Branding

• Due to the furious war for talent and attracting the cream of candidates, companies look forward to Employer Branding. It aims at creating a favorable image for the organization and makes it sought after among them.

Logistics Planning

• Companies prepare their recruitment calendar ,i.e., when they will be coming and recruiting at the particular campus
• Then the companies visit the campus and start different activities to promote their brand and create a positive image of the company among the participants in order to attract more and more high potential candidates

 Campus Interview and Offer Management

• Companies start their recruitment process which is usually a  multi tier process and includes Personality test ,Group Discussion and Personal Interviews
• Companies makes on spot offer

The post Best Practices in Campus Recruitment and Selection appeared first on Vskills Blog.

The features of effective learning and development programs are:

Strategy driven

• The training and development programs must align with overall strategic goals of the organization and yield business results as expected.

ROI

• The training program must show a ROI (return on investment) either on short term or long term. It should be measured as every other business activity.

Methodologies

• Learning & Development methodologies can be identified from amongst CBTs, Class room training, eLearning, knowledge sharing sessions & continuous educational program in reputed organizations based on the type of business the organization is engaged in.

Driven through many channels

• Organizations explore and utilize multiple methods to ensure that people get the right skills at the right time, at the right cost and in the right way. Modalities such as classroom lectures and role plays, blended learning, eLearning, on-the-job application, use of technology support tools and coaching by co-workers are selected to match specific learning styles, budgets, business issues and cultures.
  cialis best prices

Learning by doing

• Best companies train their employees by making them perform “real” tasks and projects in both on-the-job and in a training environment.

Continuous learning process

• The process of learning never stops, the companies must ensure that learning occurs before, during and after the learning events.

Relevance

• Knowledge and skills that are acquired through training and development programs must be useful and relevant, both to the individual’s work requirements and to the organization. Employees should only participate in programs that will add to their current or future work effectiveness along with contributing to organizational success.

Ownership

• Employees must be encouraged to identify their needs to create individual learning plans and to seek learning opportunities. This makes every employee accountable for the training he/she has identified and the responsibility that falls on that individual, his supervisor and the organization.

The post FEATURES OF EFFECTIVE LEARNING AND DEVELOPMENT PROGRAMS appeared first on Vskills Blog.