STEPS IN DEVELOPMENT

1. Analysis of Development Needs: First of all, the present and future
development needs of the organization are ascertained. It is necessary to determine
how many and what type of executives are required to meet the present and future
needs of the enterprise. A critical analysis of the Organization structure in the light of
future plans will reveal what the organization needs in terms of departments,
functions and key executive positions. Then job descriptions and specifications are
prepared for all executive positions to know the type of knowledge, skills, training and
experience required for each position.

2. Appraisal of Present Managerial Talent: A qualitative assessment of the
existing executives is made to determine the type of executives’ talent available
within the Organization. The performance of every executive is compared with the
standard expected of him. His personal traits are also analyzed to estimate his
potential for development.

3. Inventory of Executive Manpower. This inventory is prepared to obtain
complete information about each executive. Data on the age, education, experience,
health, test results and performance appraisal results are collected. This information is
maintained on cards or replacement tables for each executive. An analysis of this
information will show the strengths as well as deficiencies of executives in certain
functions related to the future needs of the Organization.

4. Establishing Training and Development programmes. The human resource
department prepares comprehensive and well conceived programmes. The
department identifies development needs and may launch specific courses in the
areas of leadership, decision-making, human relations, etc. It also recommends
specific executive development programmes organized by well known Institutes. On
the basis of recommendations, the top management nominates the executives to
participate in these programmes at the cost of the Company.

5. Evaluating Development Programmes: Considerable money, time and efforts
are spent on executive development programmes. It is therefore; natural to find out to
what extent the programmes objectives have been achieved. Programme evaluation
will reveal the relevance of the development programmes and the changes that should
be made to make these more useful to the Organization. Observation of the trainee’s
behaviour, rating of the training elements, opinion surveys, interviews, and changes in
productivity, quality, cost, etc. can be used to evaluate development programmes.

METHODS OF TRAINING

On-the-job Training: In this method, the trainee is placed on a regular job and
taught the skills necessary to perform it. The trainee learns under the guidance and
supervision of the instructor. The trainee learns by observing and handling the job.
Therefore, it is called learning by doing. The following techniques are used for on the
job training of the employees.

Coaching: This technique is used to train generally the manager level employees. It
is also applied to the other categories of employees. It is a person to person
interaction. The superior or expert in a particular area observe the performance of an
employee closely and initiates corrective action. This technique focuses identifying
weaknesses and finding the areas of improvement.

Mentoring: The junior employees are attached to seniors for training. . The seniors
will provide guidance and understanding of various issues related to the organization,
job performance techniques, culture and traditions, vision and mission, team work and
group behavior, etc to the juniors..

Committee assignments: The employees are nominated as a member of committee
to facilitate learning under this method. This method provides an opportunity for the
employee to participate in decision making process, observe the activities of other
members and investigate organizational problems.

Vestibule Training: In this method, a training centre called vestibule is set up and
actual job conditions are simulated in it. Expert trainers are employed to provide
training with the help of equipment and machines which are identical with those in use
at the workplace.

Apprenticeship Training: In this method, theoretical instruction and practical
training learning are provided to trainees in training institutes. In India, the
Government has established Industrial Training Institutes for this purpose. The main
aim is to develop all round craftsmen. Generally, a stipend is paid during the training
period. Thus it is also known as “earn when you learn” scheme.

Classroom Training: Under this method, training is provided in company
classrooms or in educational institutions. Lectures, Case studies, group discussions
and audio visual aids are used to explain knowledge and skills to the trainees.. SomeCompanies maintain their own training institutes or schools. Classroom training is
suitable for teaching concepts and problem solving skills.



Internship Training: It is basically a joint programme of training in which
educational institutions and business firms cooperate. Selected candidates carry on
regular studies for the prescribed period. They also work in some factory to acquire
practical knowledge and skills. This method helps to provide a good balance between
theory and practice. This method is used in professional work, i.e. MBBS, CA,
ICWA, etc.

IMPORTANCE OF TRAINING

:

Optimum utilization of human resources: Training and Development helps in
optimizing the utilization of human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.

Development of human resources: It helps to provide an opportunity and broad
structure for the development of human resources’ technical and behavioral skills in
an Organization. It also helps the employees in attaining personal growth.

Development of skills of employees: It helps in increasing the job knowledge and
skills of employees at each level. It helps to expand the horizons of human intellect
and an overall personality of the employees.

Productivity: It helps in increasing the productivity of the employees that helps the
Organization further to achieve its long-term goal.

Team spirit: It helps in inculcating the sense of teamwork, team spirit, and inter-team
collaborations. It helps in inculcating the zeal to learn within the employees.

Organization Culture: It helps to develop and improve the organizational health,
culture and effectiveness. It helps in creating the learning culture within the
Organization.


Organization Climate: It helps building the positive perception and feeling about the
Organization. The employees get these feelings from leaders, subordinates, and
peers.

Quality: It helps in improving upon the quality of work and work-life.
Healthy work-environment: It helps in creating the healthy working environment. It
helps to build good employee relationship so that the individual goal aligns with
organizational goal.

Health and Safety: It helps in improving the health and safety of the Organization
thus preventing obsolescence.

Morale: It helps in improving the morale of the work force.

Image: It helps in creating a better corporate image.

Profitability: It leads to improved profitability and more positive attitudes towards
profit orientation.

Organizational overall development: Employees become more effective in
decision-making and problem solving. It helps in understanding and carrying out
organizational policies

Developing leadership skills: Training and development helps in developing
leadership skills among employees.

STEPS IN INDUCTION PROCESS

● Welcome to the Organization
● Explain about the Company.
● Show the location, department where the new recruit will work. .
● Give the Company’s manual to the new recruit.
● Provide details about various work groups and the extent of unionism within the
Company.
● Give details about pay, benefits, holidays, leave, etc. Emphasize the importance
of attendance or punctuality.
● Explain about future training opportunities and career prospects.
● Clarify doubts, by encouraging the employee to come out with questions.
● Take the employee on a guided tour of buildings, facilities, etc. Hand him over to
his supervisor.

INDUCTION

  Induction or orientation is the process
through which a new employee is introduced to the job and the Organization. In the
words of Armstrong, induction is “the process of receiving and welcoming an
employee when he first joins a Company and giving him the basic information he
needs to settle down quickly and start work.

Good induction training ensures new starters are retained, and then settled quickly
and happily into a productive role. New employees also need to understand the
Organisation’s mission, goals, values and philosophy; personnel practices, health and
safety rules, and of course the job they are required to do, with clear methods,
timescales and expectations.


Induction serves the following purposes:

1. Removes fears: A newcomer steps into an Organization as a stranger. He is
   new to the people, workplace and work environment. He is not very sure about
   what is he supposed to do. Induction helps a new employee overcome such
   fears and perform better on the job.
2. Creates a good impression: Another purpose of induction is to make the
   newcomer feel at home and develop a sense of pride in the Organization.
   Induction helps him to:
   ● Adjust and adapt to new demands of the job.
   ● Get along with people.
   ● Get off to a good start.
3. Act as a valuable source of information: Induction serves as a valuable
   source of information to new recruits. It clarifies many things through employee
   manuals/handbook. Informal discussions with colleagues may also clear the fog
   surrounding certain issues. The basic purpose of induction is to communicate
   specific job requirements to the employees, put them at ease and make them
   feel confident about their abilities.

STEPS IN SELECTION PROCESS

Reception: A Company is known by the people it employs. In order to attract people
with talents, skills and experience a Company has to create a favorable impression on
the applicants’ right from the stage of reception. Whoever meets the applicant initially
should be tactful and able to extend help in a friendly and courteous way.

Screening interview: A preliminary interview is generally planned by large
organizations to cut the cost of selection by allowing only eligible candidates to go
through the further stages in selection. A junior executive from the Personnel
Department may elicit responses from the applicants on important items determining
the suitability of an applicant for a job such as age, education, experience, pay
expectations, aptitude, location choice etc.

Application blank: Application blank or form is one of the most common methods
used to collect information on the various aspects of the applicants’ academic, social,
demographic, work related background and references. It is a brief history sheet of a
candidate’s background.

Selection testing: Selection test attempts to assess intelligence, abilities, personality
trait and performance through simulation tests including work sampling and the tests
administered at assessment centers. A test is a standardized, objective measure of a
person’s behaviour, performance or attitude. It tries to measure individual differences
in a scientific way giving very little room for individual bias and interpretation. Some
of the commonly used employment tests are:

Intelligence Tests: These are mental ability tests. They measure the incumbent’s
learning ability and the ability to understand instructions and make judgments.

Aptitude Test: Aptitude test measures an individual’s potential to learn certain skillsclerical,
mechanical, mathematical, etc.

Personality Test: It refers to methods of measuring personality factors and the
relationship between personality factors and actual job criteria.

Selection interview: Interview is the oral examination of candidates for
employment. This is the most essential step in the selection process. In this step the
interviewer matches the information obtained about the candidates through various
means to the job requirements and to the information obtained through his own
observations during the interview. Interview gives the recruiter an opportunity to
examine the personality of the candidate.
Interview is an art. It demands a positive frame of mind on part of the interviewers.
Interviewees must be treated properly so as to leave a good impression about the
Company in their minds.

Medical Test: Certain jobs require physical qualities like clear vision, perfect
hearing, unusual stamina, tolerance of hard working conditions, clear tone, etc.
Medical examination reveals whether or not a candidate possesses these qualities.

Reference checks: Once the interview and medical examination of the candidate is
over, the personnel department will engage in checking references. Candidates are
required to give 2 or 3 names for references in their application forms. These
references may be from the individuals who are familiar with the candidate’s
academic achievements or from the applicant’s previous employer, who is well versed
with the applicant’s job performance and sometimes from the co-workers. In case the
reference check is from the previous employer, information in the areas such as job
title, job description, period of employment, pay and allowances, gross emoluments,
benefits provided, rate of absence, candidate’s regularity at work, character, progress,
etc can also be obtained. Reference checks are taken as a matter of routine and
treated casually or omitted entirely in many Organizations. But a good reference
check, when used sincerely, will fetch useful and reliable information to the
Organization.

Hiring decision: The interviewer has to make the final decision – whether to select
or reject a candidate after soliciting the required information through different
techniques. A careless decision of rejecting a candidate would impair the morale of
the people and they may suspect the selection procedure.

MEANING AND IMPORTANCE OF SELECTION

The Business Dictionary defines employee selection as the “process of interviewing
and evaluating candidates for a specific job and selecting an individual for
employment based on certain criteria.”
 
The purpose of selection is to pick up the most suitable candidate who would meet
the requirements of the job in an Organization to the best possible way. To meet this
goal, the Company obtains and assesses information about the applicants in terms of
age, qualifications, skills and experience. The needs of the job are matched with the
profile of candidates. How well an employee is matched to a job is very important
because it affects directly the amount and quality of employee’s work. Any mismatch
in this regard can cost an Organization a great deal of money, time and trouble,
especially, in terms of training and operating costs. In course of time, the employee
may find the job distasteful and leave in frustration. The size of the labour market, the
image of the Company, the place of posting, the nature of job and compensation
package may influence the aspirants who are likely to respond to the recruiting
efforts of the Company. Through the process of recruitment the Company tries to
locate prospective employees and encourages them to apply for vacancies at various
levels. Recruiting, thus, provides a pool of applicants for selection.
 
   Selecting the wrong employees can lead to all sorts of problems down the line. For
instance, employees may fail to perform their jobs satisfactorily, they may leave soon
after being hired because they are simply not suitable for the Company, or they may
require extensive training and mentoring, which you may not have the time to provide.
Employees who are suitable for your Company, and have the skills and expertise
required to do the job for which they are hired, are much more likely to meet
expectations and stay in the position for a considerable time. On the other hand,
employees who are chosen poorly and lack the previously mentioned qualities will
likely be terminated or leave on their own, often soon after hiring. Your Company will
then be back to square one, trying to fill the empty position, which can be a costly
endeavor. Meanwhile, other good employees often suffer because they must take on
the duties of the empty position until it is filled once again.