UNIT 1: HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT (HRM)

Definition of HRM

• HRM is the process of managing people at work.

• Involves selecting the right people, training them, keeping them satisfied, and ensuring
their productivity to meet organizational goals (Jucius, 2024).

• Analogy: Like a cricket captain selecting, training, motivating players for teamwork.

Five Main Activities of HRM POLSC

1. Planning – Determining workforce needs (e.g., Infosys planning engineer hires).

2. Organizing – Defining roles clearly (e.g., Tata Steel task assignments). hierarchy

3. Staffing – Recruiting and hiring (e.g., Reliance hiring graduates).

4. Leading – Motivating employees (e.g., Flipkart team inspiration).

5. Controlling – Monitoring and evaluating work (e.g., Wipro reviews).

Balanced HRM Focus (Jucius, 2024; Flippo, 2024)

• Aligns company success, employee satisfaction, and societal welfare.

FEATURES OF HRM EURICCA-F

1. Employee-Centered and People-Oriented

o Focuses on employee well-being, emotions, and personal development.

o Examples: Tata Group and Infosys welfare initiatives.

2. Universal and Pervasive

o Applicable to all roles and types of organizations.

o Example: Grocery stores and Hindustan Unilever both require HRM.

3. Continuous and Goal-Oriented

o Ongoing process aligned with company and employee goals.

o Example: Wipro's continuous training.

4. Responsibility of All Managers

o Not limited to HR department; all managers play a role.

o Example: Amazon India trains all leaders in people management.

5. Integration-Oriented
 o Enhances coordination among departments.

o Example: Mahindra & Mahindra department collaboration.

6. Action-Oriented

o Solves real problems, not limited to policy-making.

o Example: Ola improved driver benefits, not just policy changes.

7. Future and Development-Oriented

o Prepares for future workforce needs through current development.

o Example: Reliance’s digital training during Jio launch.

8. Comprehensive and Holistic

o Manages employee lifecycle from entry to retirement.

o Example: TCS programs from hiring to retirement.

OBJECTIVES OF HRM (Wipro as Reference) B FEMM CAP

1. Efficient Workforce – Skilled and motivated employees. Create an efficient workforce

o Example: Wipro’s learning programs.

2. Good Relationships – Structured teamwork. Build Good Relationship

o Example: Collaborative projects at Wipro.

3. Goal Alignment – Synchronizing employee and company aims. Align employee & Company goal
o Example: Recognition of individual contributions at Wipro.

4. Growth Opportunities – Career advancement. Provide Growth opportunities

o Example: Training and leadership at Wipro.

5. Maximize Human Potential – Full utilization of employee capabilities.

o Example: Wipro’s workforce planning.

6. Employee Satisfaction – Fair pay, benefits, recognition.ensure employee satisfaction

o Example: Wipro’s recognition and compensation.

7. High Ethics – Fair and transparent HR practices. Maintaining high ethical standards
o Example: Emphasis on integrity at Wipro.

8. Customer Satisfaction – Employee contribution to customer happiness. Focus on customer

satisfaction
o Example: Service-oriented culture at Wipro.

FUNCTIONS OF HRM
I. MANAGERIAL FUNCTIONS

1. Planning

o Anticipates workforce requirements.

o Includes hiring forecasts and training plans.

o Example: Reliance hired staff months ahead of Jio’s launch.

2. Organizing

o Clarifies job roles and reporting lines.

o Prevents ambiguity in responsibilities.

o Example: Flipkart’s defined reporting structure.

3. Directing

o Guides and motivates employees.

o Involves communication, leadership, incentives.

o Example: Paytm's mentorship and incentive programs.

4. Controlling

o Monitors work performance and compliance.

o Includes appraisals, policy checks, KPI tracking.

o Example: Infosys’s appraisals and compliance audits.

II. OPERATIVE FUNCTIONS

Employment

• Job Analysis: Role specification (e.g., TCS developer requirements).

• HR Planning: Forecasting staff needs (e.g., Ola demand-based hiring).

• Recruitment: Attracting candidates (e.g., Zomato using portals and referrals).

• Selection: Screening and evaluating (e.g., Google India's multi-step process).

• Placement: Matching roles with employee skills (e.g., Wipro's proper placement).

• Induction: Orientation and onboarding (e.g., TCS’s thorough introduction program).

Human Resource Development

• Performance Appraisal: Regular feedback (e.g., Accenture’s quarterly reviews).

• Training: Job-relevant skills (e.g., HDFC Bank’s digital training).

• Management Development: Leadership growth (e.g., ITC’s programs).

• Career Planning: Long-term pathing (e.g., Hindustan Unilever's planning).

• Internal Mobility: Transfers and promotions (e.g., Godrej’s internal moves).

Compensation and Benefits

• Job Evaluation: Role-based pay levels (e.g., L&T pay scale hierarchy).

• Wage Administration: Market-aligned structures (e.g., Tech Mahindra benchmarking).

• Incentives and Bonuses: Performance-based rewards (e.g., Bajaj Auto).

• Fringe Benefits: Extra benefits (e.g., Microsoft India’s offerings).

• Social Security: Financial safeguards (e.g., PF and ESI contributions).

Employee Relations and Workplace Well-being

• Human Relations: Manager-employee engagement (e.g., Zoho’s town halls).

• Well-being Programs: Stress and health management (e.g., SAP India’s services).

Industrial Relations

• Trade Union Relations: Collective discussions (e.g., Maruti Suzuki negotiations).

• Collective Bargaining: Formal agreements (e.g., Indian Railways negotiations).

• Conflict Resolution: Dispute handling (e.g., Bajaj Auto strikes resolved).

• Worker Participation: Inclusion in decisions (e.g., Tata Steel committees).

III. EMERGING TRENDS IN HRM

• Quality of Work Life (QWL): Enhancing satisfaction (e.g., Netflix’s unlimited leave).

• Total Quality in HR: Quality principles in HR (e.g., Toyota Kirloskar’s Six Sigma hiring).

• HR Accounting and Audits: Measuring HR's ROI (e.g., Infosys’s training metrics).

• Technological Integration: Digital tools in HR (e.g., Swiggy’s AI and chatbots).\

STRATEGIC AND TRADITIONAL HRM

What is Strategic Human Resource Management (SHRM)?

• SHRM links HR activities with business goals to enhance organizational success

(Dessler, 2020).

• Ensures HR practices support strategic business objectives (Noe et al., 2019).

• Example: A company aiming to lead in customer service ensures HR hires empathetic

employees, provides customer-centric training, and rewards excellent service.

Key Point

• SHRM ensures every HR decision aligns with the overall company strategy.

• Employees understand how their roles directly contribute to organizational objectives.

How SHRM Works

• HR professionals must:
 o Understand company structure

o Align with company culture

o Monitor performance indicators

o Suggest strategic improvements

• Involves job design, recruitment, performance management, and compensation aligned

with business strategy.

Benefits of SHRM

• Improved financial performance

• Enhanced competitiveness

• Greater employee engagement and alignment

• Better adaptability to market changes

Functions of Human Resource Management (HRM)

• Helps both employees (e.g., frontline workers) and managers (leaders and supervisors).

• Supports business goals through staffing, training, motivation, and retention.

Differences Between Traditional HRM and Strategic HRM JACK FRRIT

Aspect Traditional HRM Strategic HRM

Responsibility for Managed by HR specialists only Shared by line managers and HR

HRM professionals

Focus Administrative tasks, conflict Business alignment,

resolution, and compliance internal/external partnerships

Role of HR Transactional: follows orders, Transformational: drives

handles paperwork organizational change and
innovation

Initiatives Reactive and fragmented Proactive and continuous

improvement

Time Horizon Short-term issues like Long-term strategic planning and

attendance, discipline workforce development

Control Bureaucratic, rigid rules Organic, adaptable systems based

on contribution

Job Design Rigid roles with little flexibility Flexible roles, job enrichment, and
cross-functional teams

Key Investments Capital and materials People and knowledge

Accountability Treated as a cost center Treated as an investment center

 Strategic Rare or informal alignment Formal and direct link between HRM
Alignment and corporate strategy

Decision HR has limited say in strategic HR is a strategic partner in decision-

Involvement decisions making

Examples Government HR departments Flipkart HR aligning talent strategy

focusing on records with e-commerce goals

Conclusion

• Strategic HRM is essential in today’s competitive environment.

• Organizations like TCS, Infosys, and Flipkart succeed by treating employees as strategic
assets.

• Aligning HRM with business strategy leads to sustainable growth, innovation, and
market leadership.

CHALLENGES OF HRM ROME GT WL C

Introduction: Understanding HRM Challenges in Today’s World

• HRM is increasingly complex due to globalization, technology, diversity, and evolving

employee expectations.

• HR professionals must manage both internal (e.g., company culture) and external (e.g.,
legal, demographic) factors (Dessler, 2021).

1. Globalization and Cultural Adaptability

• Companies operate in multiple countries with diverse work cultures.

• HR must train employees in cross-cultural awareness.

• Example: TCS trains staff to manage cultural differences in over 46 countries.

• In countries like France, seniority matters; in the U.S., achievement is key.

2. Technological Change and Digital Integration

• HR uses tools like HRIS, online portals (e.g., Naukri.com), and e-learning platforms.

• Raises privacy and ethical concerns over employee monitoring.

• Example: Oberoi Hotels uses e-learning; Wipro and Infosys maintain tech usage
policies.

3. Workforce Diversity and Inclusion

• Increasing diversity in age, gender, culture, and ability.

• HR must ensure inclusive policies and work culture.

• Example: Infosys and Wipro have diversity councils supporting women, LGBTQ+, and
disabled employees.
4. Labor Shortages and Talent Scarcity

• High demand in sectors like tech and healthcare; limited skilled workforce.

• HR uses referrals, internships, and skilling programs.

• Example: Infosys runs the "Springboard" program to upskill youth.

5. Recession and Workforce Downsizing

• Economic downturns lead to layoffs, affecting morale and trust.

• HR must communicate transparently and offer emotional support.

• Example: During COVID-19, Zomato supported laid-off employees emotionally and

career-wise.

6. Offshoring and Global Labor Allocation

• Jobs shifted to lower-cost regions (e.g., India for IT services).

• HR handles local integration, retraining, and cultural alignment.

• Example: General Motors retrained U.S. staff while training Indian teams.

7. Mergers and Acquisitions

• Lead to restructuring, layoffs, and cultural mismatches.

• HR must manage employee transition and system integration.

• Example: Vodafone-Idea merger required aligning pay, roles, and cultures.

8. Ethical Challenges

• Digital monitoring and communication raise ethical concerns.

• HR must define clear behavioral and digital use policies.

• Example: U.S. Chevron email lawsuit highlights the importance of guidelines; Indian IT
firms conduct ethics training.

9. Continuous Improvement and Employee Involvement

• Organizations aim for small, regular improvements.

• Involving employees increases morale and productivity.

• Example: Mahindra & Mahindra uses quality circles and team-based projects

INTERNATIONAL HUMAN RESOURCE MANAGEMENT (IHRM)

What is IHRM?

• IHRM is the process of managing human resources in multinational organizations.

 • Involves designing and implementing HR policies suited to different cultural, legal,
political, and economic environments (Dowling et al., 2020).

• Goes beyond domestic HRM by handling complex issues such as expatriate

management, international labor law, and cross-cultural training.

Stages of International Involvement

1. Domestic Operations – Company operates only in home country (e.g., Amul).

2. Export Operations – Products sold internationally, production remains local (e.g.,

FabIndia).

3. Subsidiaries and Joint Ventures – Operations in other countries, need to manage both
expatriates and local employees (e.g., Tata Starbucks).

4. Multinational Corporations (MNCs) – Decentralized units in various countries (e.g.,

Infosys).

5. Transnational Corporations – Integrated global operations with shared decision-

making (e.g., Unilever).

The Rise of Outsourcing

• MNCs outsource services to reduce costs and access talent.

• Example: Apple outsources to Foxconn; Infosys and TCS provide global IT outsourcing.

• HR must manage quality, ethics, training, and cultural gaps.

Falling Barriers

• Globalization reduces trade and labor movement barriers.

• HR must create flexible policies for virtual, cross-border teams (e.g., Amazon’s global
HR operations).

Small and Medium Enterprises (SMEs) Going Global

• Digital platforms help SMEs reach global markets.

• HR challenges include legal compliance and training for global customer service (e.g.,
Indian SMEs using Amazon or Etsy).

The Global Manager

• Must lead multicultural teams, understand local and global dynamics.

• Needs cultural awareness (e.g., Hofstede’s dimensions), global communication skills.

• Example: Sundar Pichai at Google leading diverse global teams.

Hofstede’s Cultural Dimensions and Their Impact on IHRM PLUMI

1. Power Distance – Acceptance of unequal power (High: India; Low: Denmark)

2. Individualism vs Collectivism – Focus on individual (U.S.) vs group goals (Japan, India)

3. Uncertainty Avoidance – Preference for structure and clarity (High: Japan; Low: India)
 4. Masculinity vs Femininity – Emphasis on competition vs cooperation (e.g., Japan vs
Sweden)

5. Long vs Short-Term Orientation – Future rewards vs quick results (e.g., China vs U.S.)

• Impacts leadership style, performance appraisals, motivation methods, and

communication.

Mix of Local and Expat Employees

• Ethnocentric: Key roles filled by home-country employees (e.g., Fluor Daniel).

• Polycentric: Local employees manage subsidiaries (e.g., GE in Hungary).

• Geocentric: Best talent selected regardless of nationality (e.g., Electrolux).

• Blended models often used for balance and cost-efficiency (e.g., McDonald’s).

Why International Assignments Fail

• Cultural shock, family issues, wrong fit, poor communication, unrealistic expectations.

• Example: Walmart in Germany failed due to cultural misalignment.

Difficulties in Return (Repatriation)

• Reverse culture shock, lack of recognition, stagnant career growth.

• HR must plan reintegration and utilize international experience effectively.

Managing Expatriate Assignments in HRM

• Key Practices:

o Selection for cultural fit

o Pre-departure training

o Clear career planning

o Fair compensation (housing, travel)

o Legal and logistical support (e.g., TCS’s cultural briefings and family relocation
help)

Women and International Assignments

• Underrepresentation due to stereotypes and family-related concerns.

• Programs supporting flexibility and mentorship help (e.g., PwC, EY).

Developing Global HRM Policies

• Must consider:

o National Culture (e.g., rewards in Japan = team-based)

o Organizational Needs

o Economic Context (developing nations = job security focus)

 o Legal/Ethical Norms (e.g., GDPR compliance)

HRM in Exporting Firms

• HR responsibilities:

o Sales training

o Cultural sensitivity

o Trade regulation compliance

o Example: Indian exporters training staff for EU market handling

Ethics and Social Responsibility

• Global businesses must promote:

o Fair labor

o Safe conditions

o Community support

o Sustainability (e.g., FabIndia’s ethical sourcing)

Dealing with Political Risks

• HR must:

o Protect employees

o Ensure continuity

o Engage locally

o Example: Mining firms investing in local education and health

Conclusion

• IHRM is critical in global strategy.

• Manages cross-cultural complexity, staffing, training, and global compliance.

• Builds strong, diverse, and adaptable international teams.

Comparative Table: HRM vs. IHRM

Dimension HRM (Human Resource IHRM (International Human

Management) Resource Management)
Scope Focused on managing people Involves managing human
within a single national resources across multiple
context countries and cultures
Complexity Less complex due to More complex due to cross-
homogeneous environment cultural, legal, and economic
variations
Functions Includes recruitment, selection, Includes all HRM functions plus
training, performance appraisal, expatriation, repatriation, global
etc., within a domestic training, and international
framework compensation
Cultural Influence Culture is relatively uniform Culture varies significantly; must
and predictable manage cultural diversity and
adjustment
Legal & Regulatory Governed by one country’s Must comply with multiple and
Framework laws and regulations sometimes conflicting
international laws
Employee Types Deals primarily with domestic Manages parent-country
Managed employees nationals (PCNs), host-country
nationals (HCNs), and third-
country nationals (TCNs)
Recruitment & Focuses on local talent pools Involves international staffing
Selection strategies (ethnocentric,
polycentric, geocentric)
Training & Domestic training focused on Training includes cross-cultural
Development national context and needs training, language skills, and
global leadership development
Compensation & Uniform pay structures, Complex compensation involving
Benefits generally based on local international pay scales,
standards expatriate allowances, and tax
equalization
Performance Based on domestic job criteria Must account for cultural
Appraisal and standards interpretations of performance,
local norms, and objectives
Communication & Easier due to same language, Challenging due to time zone
Coordination time zone, and work norms differences, multiple languages,
and cultural barriers
Risk Management Risks are local and limited Involves global risks, including
political instability, currency
fluctuation, and terrorism
Examples of Use HR policies in a national retail HR strategies for a multinational
chain corporation (MNC) operating in
10+ countries
UNIT 2: HUMAN RESOURCE MANAGEMENT

RECRUITMENT IN ORGANISATIONS

Introduction: What is Recruitment?

• Recruitment is a critical HRM function and gateway to talent acquisition.

• Defined as: "The process of discovering potential candidates for actual or anticipated
organizational vacancies" (Robbins, 2010, p. 134).

• It is a linking activity between employers and job seekers.

• HR departments spend 50–70% of their time on recruitment annually (Robbins, 2010, p.

134).

• Example: The Container Store receives 30,000 applications but hires only 6%.

• Entry-level HR role: Promotes the organization via job fairs, college visits, and industry
networking.

• Example: Amazon.com requires specific qualifications for roles like Principal Software
Development Engineer, emphasizing targeted recruiting.

Recruiting Goals

1. Generate a large, diverse, and qualified applicant pool – More applications improve
match chances (Robbins, 2010, p. 134).

2. Provide sufficient job information – Encourages unqualified applicants to self-select

out.

o Example: Ben & Jerry’s CEO role deters applicants misaligned with company
values (Robbins, 2010, p. 134).

Factors Affecting Recruiting Efforts

• Organization Size – Larger firms recruit continuously.

• Employment Conditions – High unemployment = many applications; low

unemployment = more effort needed.

• Past Recruiting Effectiveness – Companies like Google or Apple attract many

applicants.

• Working Conditions and Compensation – Competitive packages reduce turnover.

• Growth Trajectory – Fast-growing firms recruit more than downsizing ones.

Constraints on Recruiting Efforts

• Organizational Image – Reputation affects applicant interest (Robbins, 2010, p. 135).

o Example: McDonald’s EVP worked as a crew member to understand frontline

needs (Robbins, 2010, p. 137).
 • Job Attractiveness – Some roles are harder to fill (e.g., post-Katrina construction,
meatpacking).

• Internal Policies – “Promote from within” limits external recruitment.

o Example: 40% of McDonald’s top execs started in restaurants (Robbins, 2010, p.

137).

• Government Influence – Anti-discrimination laws guide fair practices.

o Example: Airlines can't hire only young females (Robbins, 2010, p. 136).

• Recruiting Costs – Recruiting may cost up to $10,500 per position (Robbins, 2010, p.
136).

Recruiting Sources

• Internal Search – Promotes morale, cost-effective, develops leadership.

• Employee Referrals – Cost-effective, reliable. Risk: Reduced diversity.

o Example: Principal Financial Group hires 40% through referrals; Wegmans has
high family referrals.

• Advertisements – Widely used; ad placement varies by position level.

• Employment Agencies – Includes public/state, private, and management consulting

firms.

• Schools and Colleges – Targeted recruitment by skill level.

• Job Fairs – Traditional and virtual. Attract tech-savvy candidates.

• Professional Organizations – Host job listings, meetings, and control labor supply.

• Unsolicited Applicants – Unexpected but potentially valuable candidates.

Online Recruiting

• Internet recruiting is replacing traditional methods (Robbins, 2010, p. 143).

• Pros: Efficient, wide reach. Cons: 80% of online résumés may be inappropriate
(Robbins, 2010, p. 144).

• Platforms: LinkedIn, Facebook, company websites, custom platforms.

• Example: Cisco Systems recruits almost entirely online.

• Companies like Ernst & Young, Microsoft, and Johnson & Johnson use social media to
engage job seekers.

Effective Recruiting

• Top methods used:

o Company websites (87%)

o Internet job sites (82%)

 o In-house referrals (78%)

o Newspapers/magazines (73%)

o Colleges/high schools (60%) (Robbins, 2010, p. 145)

Recruitment Alternatives

• Temporary Help Services – Flexible hiring across skill levels.

• Employee Leasing – PEOs manage staff and offer cost savings.

• Independent Contractors – Provide specific services without becoming employees.

Recruiting: A Global Perspective

• Organizations have three major options for staffing international roles:

1. Sending home-country nationals abroad (expatriates) – Useful when

launching technical products or ensuring company control in foreign
subsidiaries.

2. Hiring host-country nationals – Eliminates language and cultural barriers,

lowers relocation costs.

3. Conducting global searches regardless of nationality – Seeks the best talent

anywhere in the world.

• Example: Multinational corporations like Unilever and Microsoft adopt flexible hiring
models depending on local market demands.

• Legal Constraints: Some countries impose limits on foreign workers. For example,
many African nations enforce ratios (e.g., 20 local hires per American expatriate)
(Robbins, 2010, p. 147).

• HR must manage cultural differences, labor laws, and cost considerations while
ensuring operational efficiency.

YOUR OWN JOB SEARCH

Job Search as a Process

• Job searching is likened to a marathon rather than a sprint—requires preparation,

patience, and commitment (Robbins, 2010, p. 147).

• College seniors are advised to begin their search early, especially if graduating in May.

Effective Résumé Writing

• A résumé is a concise representation of one’s professional qualifications.

• Despite being standard practice, résumés may have limited predictive value.

• Studies show that résumé fraud is common—about 25% include false information
(Aamodt & Williams, 2005).
 • Reading a résumé prior to interviewing can reduce objectivity (Dipboye et al., 1984;
Phillips & Dipboye, 1989).

Two Views on Résumé Writing

1. Life History Approach – Lengthy, comprehensive, includes personal details (e.g.,

hobbies, marital status).

2. Skills-Based Advertisement – Concise, tailored to the job, highlights strengths. This

format is preferred today.

Characteristics of Effective Résumés

1. Visually Appealing – Neatly formatted with white space and 1-inch margins.

2. Error-Free – Spelling and grammatical mistakes disqualify candidates.

3. Strategically Highlighted – Includes only job-relevant information that strengthens the

application.

Types of Résumés

• Chronological – Lists work experience in reverse order; best for stable job histories.

• Functional – Organizes by skill area; useful for career changers or those with gaps.

• Psychological – Uses psychological principles (e.g., priming); begins with a strengths

summary and arranges info to enhance memory and appeal.

Impression Management Tips

• Focus on relevant, unique, and positive information.

• Avoid divisive or controversial details (e.g., politics, religion).

• Highlight quality over quantity in accomplishments (Spock & Stevens, 1985; Anderson,
1965).

Networking

• Still among the best ways to find job opportunities (Robbins, 2010, p. 149).

• Use professional networks, alumni connections, and industry associations.

• Example: Platforms like LinkedIn, alumni events, and mentorship programs.

SELECTION

Definition and Importance

• Selection is the process of choosing employees to fill specific jobs within an

organization.

• It involves reviewing applications or résumés, interviewing candidates, and making a

final hiring decision.
 • An effective selection system ensures better job fit, improves organizational
performance, and reduces turnover.

Three Key Characteristics of Effective Selection Systems Tests

1. Validity

o Based on job analysis (content validity).

o Predicts work-related behavior (criterion validity).

o Measures what it claims to measure (construct validity).

2. Legal Defensibility

o Job-related appearance (face validity).

o Avoids discriminatory or privacy-invading content.

o Minimizes adverse impact.

3. Cost-Effectiveness

o Selection tests must be affordable to create, administer, and score.

Employee Selection through Interviews

• The most commonly used selection method.

• Interviews vary by structure, style, and medium.

Structure:

• Structured Interviews: Job-related questions, consistent format, standardized scoring;

high validity and legal defensibility.

• Unstructured Interviews: Informal, inconsistent, less predictive.

Style:

• One-on-One: One interviewer, one candidate.

• Serial Interviews: Candidate meets different interviewers sequentially.

• Return Interviews: Multiple rounds over several days.

• Panel Interviews: Multiple interviewers question a single candidate.

• Group Interviews: Multiple candidates interviewed simultaneously.

Medium:

• Face-to-Face: Allows full observation.

• Telephone: Efficient for screening.

• Videoconference: Simulates in-person interaction.

• Written: Conducted via email/forms; may reduce social pressure.

Advantages of Structured Interviews:
easily scored
• Greater validity/reliability.

• Legal defensibility due to job-related content.

• Reduced adverse impact.

• High job knowledge focus.

Challenges in Interviews:

1. Similarity Bias more liekly to hire someone cause they are similar to you

2. Interview Difficulty

3. Poor Intuition hiring people based on gut feelings

4. Lack of Job Relevance unstructured - may not have relevant questions

5. Primacy Effect form opinions in the first few minutes (first impressions)

6. Contrast Effect the performance of a prior candidate can influence the current candidate

7. Negative Information Bias more focus on negative information of the client

8. Appearance and Nonverbal Cues Influence how well dressed, or the way they talk can have
an influence, over powering their capabilities.
Improvement Methods:

• Use structured formats.

• Ask job-related questions.

• Train interviewers.

• Use written/computerized interviews to reduce bias.

Creating a Structured Interview

1. Conduct Job Analysis – Understand job tasks, skills, and environment.

2. Develop Job-Relevant Questions – Assess alignment between applicant skills and job
needs.

3. Standardize Interview Form – Use uniform questions for all candidates.

4. Provide Benchmarks – Include examples of good and poor responses for consistent
scoring.

Determining the KSAOs (Knowledge, Skills, Abilities, and Other Characteristics)

• Conduct detailed job analysis to identify KSAOs.

• Decide which KSAOs are best assessed through interviews (e.g., interpersonal skills),
and which through other methods (e.g., typing speed).
Types of Interview Questions

1. Clarifiers – Clarify application details (e.g., gaps).

2. Disqualifiers – Mandatory questions (e.g., weekend availability).

3. Skill-Level Determiners – Assess specific abilities.

4. Past-Focused (Behavioral) – Patterned Behavior Description Interviews (PBDIs); best

for higher-level jobs.

5. Future-Focused (Situational) – Hypothetical scenarios.

6. Organizational Fit Questions – Gauge alignment with company culture or leadership

style.

Creating a Scoring Key

1. Right/Wrong Approach – Used for factual questions.

2. Typical-Answer Approach – Use SME ratings for benchmark scoring (1–5 scale).

3. Key-Issues Approach – Award points based on presence of expected answer

components, with weighted scores.

Conducting the Structured Interview

• Build Rapport – Put the applicant at ease.

• Set the Agenda – Clarify format and note-taking.

• Ask Standardized Questions – Score immediately after each response.

• Provide Job Information – Discuss role, salary, benefits.

• Encourage Questions – Let the applicant engage.

• Close Positively – Outline next steps.

• Compile Scores – Tally to assess overall fit.

SELECTION TESTS

Ability Tests

• Measure an applicant's capacity to learn or perform specific tasks.

• Especially useful when direct experience is not expected (e.g., police, military).

Types:

1. Cognitive Ability
 o Includes reasoning, memory, verbal/numerical aptitude.

o High validity across many jobs (Schmidt & Hunter, 1998).

o Example: Wonderlic, Raven’s Progressive Matrices.

o Criticism: High adverse impact against minority groups (Roth et al., 2001).

2. Perceptual Ability

o Sensory accuracy (vision, hearing, etc.).

o Important in jobs like machinist, cabinetmaker.

3. Psychomotor Ability

o Coordination, dexterity, reaction time.

o Roles: sewing machine operator, police, carpenter.

4. Physical Ability

o Strength, stamina, agility.

o Crucial for physically demanding jobs (e.g., firefighting).

o Legal concern: gender-based adverse impact.

Situational Judgment Tests (SJTs)

• Assess hypothetical behavior in job-relevant situations.

• Moderate correlation with job performance (r = .34) and cognitive ability (r = .46).

Personality Inventories

• Assess stable traits related to job performance.

• Less adverse impact than cognitive tests.

Types:

1. Normal Personality

o Based on Big Five traits (e.g., conscientiousness).

o High predictive validity for job performance (Barrick & Mount, 1991).

o Concern: Possible faking, but minimal effect on validity (Morgeson et al., 2007).

2. Psychopathology Tests

o Assess mental health; used post-offer (ADA requirement).

o Tools: MMPI-2, PAI.

Interest Inventories

• Match job roles with individual preferences.

 • Useful in career counseling, less predictive of performance.

• Example: Strong Interest Inventory (SII).

Integrity Tests

• Predict likelihood of dishonest behavior.

• Alternative to polygraph (banned under Employee Polygraph Protection Act, 1988).

• Types:

1. Overt Tests – Ask directly about theft history.

2. Personality-Based – Assess traits linked to counterproductive behavior.

Conditional Reasoning Tests

• Designed to reduce faking.

• Present ambiguous scenarios to infer traits like hostility or aggression (LeBreton et al.,
2007).

• Developed by James (1998) to identify deviant tendencies.

PERFORMANCE APPRAISAL

Definition and Purpose

• A performance appraisal system is not limited to assessing past work; it

encompasses a series of structured activities aimed at improving overall employee
and organizational performance.

• Serves various functions:

o Establishing expectations

o Offering constructive feedback

o Fostering professional development

• Effectiveness may be hindered by:

o Ambiguous evaluation criteria

o Biases

o Poor communication

Performance appraisals help determine how well employees meet predefined objectives.
These standards should be jointly developed by employees and supervisors for better
alignment and motivation.

• Continuous feedback is essential for:

o Understanding contributions

o Sustaining motivation
 • Growth-focused evaluations identify:

o Skill enhancement areas

o Improved work methods

o Example: A knowledgeable professor may improve engagement via real-world

case studies and experiential learning.

Challenges in Performance Appraisal

Focus on the Individual

• Emotional and subjective nature:

o Individuals may perceive discrepancies between self-evaluation and supervisor

feedback.

o Appraisal can trigger defensiveness and affect future interactions.

• Supervisor apprehension:

o Fear of negative reactions

o Risk of deteriorated trust and collaboration

• Solution: Maintain emotional balance and constructive communication to strengthen

job performance and satisfaction.

Focus on the Process

• Structured systems introduce rigidity and conflict:

o Performance evaluations may be tied to limited salary increase budgets (e.g., a

6% raise to one employee forces lower raises for others).

• Poorly defined performance measures:

o Lack of clarity on what to evaluate and how

o Many appraisers are not trained, leading to errors and bias

• Need for:

o Clear performance criteria

o Job-aligned standards

o Comprehensive appraiser training

Legal Considerations and EEO Compliance

• Must meet Equal Employment Opportunity (EEO) standards:

o Appraisals must be job-related, objective, and valid

• Americans with Disabilities Act (ADA) requires:

o “Reasonable” performance measurement

 • Legal compliance requires:

1. Regularly conducted appraisals

2. Proper appraiser training

Example: If an employee is terminated for poor performance despite prior satisfactory

appraisals, without recent documentation, legal credibility is compromised.

• Documentation is vital for:

o Justifying personnel decisions

o Protecting employee rights (e.g., retaliation claims in harassment cases)

PERFORMANCE MANAGEMENT SYSTEMS

Purposes

• Feedback:

o Informs employees about performance on mutually set goals

o Ensures employees recognize how their efforts contribute to organizational

success

• Development:

o Identifies deficiencies or growth areas

o Example: Faculty development through new teaching methods

• Documentation:

o Supports HR decisions and legal defense

o Example: Documented poor performance justifies corrective actions or

termination

Without credible documentation, HR decisions are vulnerable to legal challenges and

employee disputes.

Difficulties

Individual Challenges

• Emotional responses and perception biases

• Supervisor discomfort in delivering critical feedback

• Solution: Keep evaluations calm, constructive, and ongoing

Process Challenges

• Evaluation tied to financial constraints

o E.g., Limited salary increase budget distorts evaluation integrity

 • Undefined performance measures and untrained appraisers

o Results in subjective or unfair ratings

• Required: Clear, job-specific criteria and evaluator training

THE APPRAISAL PROCESS

1. Establish Performance Standards

• Derived from job analysis and descriptions

• Standards must be specific and measurable

• Avoid vague criteria like “a good job”

2. Communicate Expectations

• Two-way communication is essential

• Employees must understand expectations fully

• Encourages engagement and reduces uncertainty

3. Measure Actual Performance

• Collect data from:

o Personal observation

o Statistical reports

o Oral and written feedback

• Use of multiple sources improves reliability

• What to measure is as crucial as how to measure

4. Compare Actual Performance with Standards

• Align collected data with previously established criteria

• Identify areas that:

o Meet

o Exceed

o Fall short of expectations

• Appraisal forms should:

o List performance criteria

o Define rating levels

o Clarify what constitutes acceptable performance

5. Discuss the Appraisal with the Employee

 • Most emotionally sensitive part

• Requires balance between honesty and tact

• Constructive conversations maintain:

o Motivation

o Mutual respect

o Engagement

6. Initiate Corrective Action if Necessary

• Immediate corrective actions: Address short-term errors

• Basic corrective actions: Address root causes (e.g., retraining)

• Though time-consuming, basic interventions prevent recurring issues

APPRAISAL METHODS ARO

Three major approaches to performance appraisal:

1. Absolute Standards Approach CCGFB

Employees are evaluated against fixed benchmarks, not relative to others.

i. Critical Incident Appraisal

• Tracks impactful behaviors (positive or negative)

• Offers qualitative insights

• Requires detailed documentation (time-intensive)

ii. Checklist Appraisal

• Uses a structured list of behaviors

• Evaluator checks applicable items

• Lacks performance depth

iii. Graphic Rating Scale

• Numerical ratings for traits like reliability, teamwork

• Easy comparison

• Susceptible to bias if criteria are vague

iv. Forced-Choice Appraisal

• Evaluator selects from descriptive statements without knowing their weights

• Promotes fairness

• May restrict nuanced evaluation

v. Behaviourally Anchored Rating Scales (BARS)

• Combines critical incident and graphic scale

• Specific behavioral examples anchor ratings

• Reduces subjectivity

• Requires considerable resources to develop

2. Relative Standards Approach GIP

Ranks employees in relation to peers, not absolute performance.

i. Group Order Ranking

• Classifies into tiers (e.g., top 20%)

• Prevents rating inflation

• May demotivate small, high-performing teams

ii. Individual Ranking

• Orders employees from top to bottom

• Assumes uniform performance gaps (not always realistic)

iii. Paired Comparison

• Employees compared one-on-one

• Each “win” earns a point

• Cumbersome in large teams

Challenges

• Rankings depend on peer performance

• May reward mediocrity or penalize high performers in strong teams

• Can foster competition and stress

3. Outcomes-Based Approach (Management by Objectives - MBO)

Focuses on achieving predefined goals.

Key Components

• Specific Goals: Clear and measurable (e.g., “Reduce response time by 20%”)

• Participative Decision-Making: Goals are set jointly by employee and manager

• Defined Time Frames: Deadlines create focus and urgency

• Regular Performance Feedback: Ongoing reviews guide course correction

Effectiveness

• Enhances motivation and productivity

 • “Stretch goals” encourage higher performance

• Top management support is crucial

Limitations

• Needs consistent goal alignment across hierarchy

• Risk of unethical behavior to meet targets

Conclusion

• Performance appraisal systems are central to:

o Feedback

o Development

o Legal documentation

• Challenges stem from individual emotions and process rigidity

• A combination of absolute, relative, and outcomes-based methods can provide a

fair, comprehensive, and strategic evaluation system

• Alignment with organizational goals and proper training is key for success
UNIT 3 - HUMAN RESOURCE MANAGEMENT

IDENTIFICATION OF TRAINING NEEDS (TRAINING NEED ANALYSIS)

Definition and Purpose of Training

• Training: The systematic acquisition of skills, rules, concepts, or attitudes resulting in

improved performance (Goldstein & Ford, 2002).

• Training is a key human resource management function focused on ensuring

employees can perform their jobs effectively in line with organizational goals.

• Serves both current deficiencies and future challenges.

• Aim: Improve both individual performance and organizational outcomes.

Organizational Investment

• Over $58.5 billion spent annually on training.

• Major organizations allocate about 2.3% of payroll per employee to training.

• Example: The Palace Hotel (Inverness, Scotland) incorporates training in its mission
statement, highlighting its strategic value.

Training Needs Analysis (TNA)

• TNA determines if training is necessary and identifies specific training areas.

• It is the foundational step in designing any training program.

• Ensures training is:

o Practical

o Targeted

o Efficient

o Aligned with strategic goals

• Programs are significantly more effective when preceded by a TNA (Arthur, Bennett,
Edens, & Bell, 2003).

Three Types of TNA (Goldstein & Ford, 2002) OTP

1. Organizational Analysis

• Purpose: Evaluates contextual factors that affect training success.

• Assesses:

o Alignment with strategic goals

 o Availability of:

▪ Financial resources

▪ Physical infrastructure

▪ Scheduling flexibility

▪ Employee attitudes

Examples:

• AT&T Business Center: Training identified for new tech and customer service focus;
however, management refusal to allow work-time training led to underutilization.

• Case of layoffs and salary freezes: Employees were demotivated and distrustful,
leading to a failed training initiative.

Key Components:

• Establishment of goals and objectives

• Economic analysis

• Personpower planning

• Climate and attitude surveys

• Resource assessments

2. Task Analysis

• Conducted after organizational analysis supports the training initiative.

• Identifies:

o Tasks employees must perform

o Conditions of task performance

o Required Knowledge, Skills, and Abilities (KSAs)

Tools Used:

• Job analysis techniques:

o Interviews

o Observations

o Task inventories

• Use of job descriptions (if available) simplifies the process.

Example – Bank:

• Basic teller training sufficient for tasks like:

o Answering questions
 o Processing transactions

• Training gaps: Tasks such as calming irate customers or cross-selling not covered by
current training or selection processes.

Example – Secretary:

• Competencies for typing internal memos include:

o Typing speed

o Word processing software familiarity

o Office system understanding

o Knowledge of formatting standards

• Typing skills may be preconditions for hiring—not a training need.

• Training might be needed for specific software or formatting rules.

3. Person Analysis TIPSC

• Determines which individuals require training and in which areas.

• Recognizes variability in individual performance levels.

Methods:

a. Performance Appraisal Scores

• Low scores across many employees → possible domain-wide training need

• Low scores in few → targeted individual training

Example – Banking:

• Employees perform well in loan processing and data input, poorly in cross-selling.

• Individual cases:

o Fernandez may need training in loan processing.

o Abbott and Harrigan may not need training in teller drawer accuracy.

Limitations:

• Susceptible to rating errors (leniency, strictness)

• Must be detailed and specific for accurate diagnosis

b. Surveys

• Allow self-reported training needs.

• Can be open-ended or structured.

• Responses reviewed by supervisors for prioritization.

Limitations:

• Dishonest responses

• Requests may exceed organizational resources

c. Interviews

• Offer in-depth understanding

• Allow discussion of skills gaps and learning preferences

• Capture attitudes and emotions

Limitations:

• Data is qualitative and difficult to quantify at scale

d. Skill and Knowledge Tests

• Provide objective data on competencies.

• Example: Test a loan officer’s knowledge of lending laws.

Limitations:

• Few standardized tests exist

• Custom test development is costly and time-intensive

e. Critical Incident Technique

• Analyzes real-life examples of exceptional or poor performance.

• Identifies relevant performance dimensions for training focus.

Note: Particularly effective when job analysis data is available, though not commonly used.

Conclusion

• TNA is critical for developing effective training.

• A combination of:

o Organizational analysis

o Task analysis

o Person analysis

• Ensures training is:

o Relevant

o Targeted

o Strategically aligned
 • Outcome: Enhances employee performance and contributes to organizational
success.

TECHNIQUES OF TRAINING

Introduction

• Training is not simply the act of imparting knowledge—it is a strategic process that
enhances:

o Employee capabilities

o Organizational growth

o Workforce engagement

• According to Raymond A. Noe, training techniques can be divided into two major
categories:

o Traditional Methods

o Technology-Based Methods

• Selection of techniques should consider:

o Nature of the job

o Learner characteristics

o Learning objectives

o Desired outcomes

Part I: Traditional Training Methods

Traditional methods rely on human interaction and direct engagement. They vary in structure
and effectiveness but remain foundational in many organizations.

Presentation Methods

Passive, but foundational for consistent knowledge transfer

Lectures

• Instructor-led, structured delivery of content.

• Suitable for large groups and situations requiring uniform information.

• Example: Alamo Pharma Services

o Uses lectures to train on pharmaceutical products, sales, and compliance.

o Gains include instructor enthusiasm and structured dissemination.

 • Effectiveness enhanced through:

o Q&A

o Discussion

o Multimedia aids

Audiovisual Techniques

• Use of videos, animations, and images to enhance understanding.

• Demonstrate procedures or illustrate concepts visually.

• Example: Farmers Insurance

o Uses short videos to train customer service reps in real-world best practices.

• Benefits:

o Makes content engaging

o Bridges theory-practice gap

Hands-On Methods OSCAR BBS

Active learning through real or simulated experiences

On-the-Job Training (OJT)

• Learning by doing in real job settings

• Supervised task execution

• Example: Sweet Candy Company tata steal

o Mentors guide new hires through safety and operational procedures.

• High transfer of learning

• Needs structured oversight to prevent bad habit formation

Self-Directed Learning

• Learner takes control over content, pace, and strategy

• Example: Hilton Worldwide infosys - learning portal

o Revenue professionals use modular tutorials on demand

• Increases ownership and engagement

• Requires discipline and motivation

Apprenticeships

• Combine classroom instruction with job experience

• Common in trades (e.g., electrical, machining)

 • Duration: Several years

• Culminate in industry-recognized certification

• Example: Siemens maruti suzuki

o Partners with community colleges to train advanced manufacturing
professionals

Simulations

• Replicate job environments or decision-making contexts

• Safe space to practice complex scenarios

• Example: Alive Hospice AIIMS Delhi, patients simulators, for CPR Practice, etc

o Uses simulations to train doctors on delivering terminal diagnoses

• Develops both technical and emotional intelligence

Case Studies

• Narrative scenarios describing complex business issues

• Encourage:

o Analysis

o Application of theory

o Strategic decision-making

• Widely used in MBA programs

Business Games & Role Plays

• Business Games:

o Simulate organizational dynamics

o Promote team decision-making

o Example: Simulating market-entry strategies launching a new product, understadning

cost, launch, brnading etc
• Role Plays:

o Used for interpersonal skills like conflict resolution or sales

o Practice + feedback loop acting out situations that may occur in real world
Behaviour Modelling

• Based on observational learning

jet airways - air hosts, watch, disucss behaviour and
• Components: practice

o Observe a model (live/video)

o Discuss performance
 o Practice via role-play

• Useful for:

o Leadership

o Communication

o Customer service

Group Building Methods

Enhance team collaboration and performance

Adventure Learning

• Outdoor, physical challenges to build:

o Trust

o Team cohesion

• Example: Corporate retreats with rock climbing, group problem-solving

Team Training

• Teaches team coordination and cooperation

• Critical in high-risk environments

• Example: Crew Resource Management (CRM) in aviation

o Improves collaboration between pilots and cabin crew under pressure

Action Learning

• Cross-functional teams work on real business problems

• Receive coaching while solving challenges

• Example: General Electric

o Uses action learning to build skills and solve strategic issues simultaneously

Choosing a Training Method

Selection depends on:

• Learning outcomes

• Nature of content

• Learner characteristics

• Resources and organizational culture

Examples:
 • To build interpersonal skills → use simulations or behaviour modelling

• To deliver foundational knowledge quickly → lectures or e-learning

• To develop procedural expertise → OJT or apprenticeships

A blended approach often yields the best outcomes.

Part II: Technology-Based Training Methods

Technology has transformed training delivery—enabling:

• Scalability

• Personalization

• Cost-efficiency

• Self-paced learning

Influence of Technology

• Supports:

o Collaborative learning

o Learner autonomy

o Interactive environments

• Aligns with trends in lifelong learning and upskilling

Computer-Based Training / Online Learning / E-Learning

• Delivered via:

o Computers

o Internet

• Contains:

o Modules

o Assessments

o Discussion forums

• Example: IBM’s cybersecurity training

o Uses gamified content for engagement and effectiveness

• Platforms:

o Coursera
 o edX

Developing Effective Online Training Coursera, Career Launcher

Key Elements:

• Needs-based design

• Interactive content

• Clear objectives

• Real-world relevance

• Include:

o Feedback tools

o Peer collaboration

o Self-assessment

• Ensure:

o Access to technology

o Time to complete content

MOOCs and Social Media Tools

• Massive Open Online Courses (MOOCs): SWAYAM - govt initiative

o Provided by companies like Google

o High-quality, accessible content

• Social Media Platforms:

o Wikis, blogs, internal networks

o Facilitate peer-to-peer learning

o Example: Employees share tips and troubleshoot via Slack or internal wikis

Blended Learning & Simulations

• Combines online and face-to-face components

• Allows flexibility and direct interaction

• Example: Health Decisions

o Trained staff on women’s health using e-learning + classroom instruction

• Digital Simulations:
 o Create virtual business environments

o Practice strategy and problem-solving safely

AR, Mobile Learning & Adaptive Systems

Augmented Reality (AR)

• Overlays digital data on physical environments

• Example: AR glasses for field technicians with step-by-step instructions

Mobile Learning BYJUs

• Access via smartphones and tablets

• Example: Capital One

o Delivers mobile-based content in a radio-style format

Adaptive Training

• Adjusts training content based on:

o Pace

o Performance

• Example: LearnSmart

o Redirects learners to weak areas dynamically

Distance Learning especially during COVID -19

• Remote access to training via platforms like:

o Zoom

o Microsoft Teams

• Must include:

o Visual aids

o Interactive activities

o Breakout groups to mimic classroom dynamics

Support Technologies in Training

Artificial Intelligence (AI) Chat gpt

• Personalizes content based on learner data

• Example: IBM Watson

 o Recommends learning resources based on role and goals

Expert Systems

• Simulate expert decision-making for complex tasks

Electronic Performance Support Systems (EPSS)

• Provide real-time assistance

• Example: Help prompts within software applications Excel, when performing a new code

Learning Management Systems (LMS)

• Manage training content and progress

• Examples: Career launcher- website

o Moodle

o SAP SuccessFactors

• Centralize:

o Content storage

o Tracking

o Reporting

o Compliance management

Conclusion

• Training techniques must match:

o Learning objectives

o Context

o Learner needs

• Traditional methods offer interpersonal interaction and structure.

• Technology-based methods provide:

o Scalability

o Interactivity

o Personalization

• Blended learning often yields superior outcomes.

• A strategic, learner-focused approach is essential to maximize training effectiveness

and organizational ROI.
EVALUATION OF TRAINING – KIRKPATRICK’S MODEL

Purpose of Evaluation

• Evaluating training effectiveness is essential to ensure that:

o The time, effort, and resources invested in training translate to real workplace
improvements.

• Some training outcomes (e.g., sales increases, cost reductions) are quantifiable,
while others (e.g., communication skills, language proficiency) are harder to measure
via Return on Investment (ROI).

• Kirkpatrick’s Four-Level Model provides a comprehensive framework for evaluating

training, especially for qualitative outcomes.

Overview: Kirkpatrick’s Four Levels

Level Focus Key Questions Measurement Methods

Level Reaction Did participants like the training? Was Surveys, feedback forms
1 it engaging?

Level Learning What did participants learn? Tests, demonstrations, control

2 groups

Level Behaviour Are new skills applied on the job? Observation, feedback,
3 appraisals

Level Results What is the impact on business Productivity, sales, ROI,

4 outcomes? retention

Level 1: Reaction

• Measures how participants feel about the training experience.

• Key questions:

o Was the material engaging?

o Was it useful?

o Were the trainers effective?

• Tools: Surveys or feedback forms completed immediately after training.

• Limitation:

o Reaction data is easy to collect but least reliable in determining actual training
effectiveness.

o Can be influenced by irrelevant factors (e.g., trainer’s personality, entertainment

value).
 • Value: Provides a general sense of learner satisfaction and perceived relevance.

Level 2: Learning

• Focus: Evaluates what knowledge, skills, or attitudes participants gained.

• Key question: Did learning occur?

• Measurement methods:

o Pre- and post-tests

o Skill demonstrations

o Control group comparisons (those who did vs. didn’t receive training)

• Importance:

o Confirms that training achieved its learning objectives.

o Demonstrates that participants gained relevant knowledge and not just

enjoyed the session.

Level 3: Behaviour

• Focus: Evaluates whether learning is transferred to the workplace.

• Key question: Are employees applying new skills and behaviours on the job?

• Methods:

o Performance appraisals

o Supervisor feedback

o Workplace observations

o Follow-up interviews

• Important because:

o Behaviour change is often the real goal of training.

o Indicates whether the training impacted job performance.

• Influencing factors:

o Organizational environment

o Managerial support

o Opportunities for reinforcement and practice

Level 4: Results
 • Measures the organizational impact of training.

• Focus: Has training improved business outcomes such as:

o Productivity

o Sales

o Customer satisfaction

o Employee retention

o Operational efficiency

• Evaluation tools:

o Business performance metrics

o Cost-benefit analyses

o ROI calculations

• Example ROI calculation:

o If a delivery driver makes 5 extra deliveries/day post-training

o Each delivery = $10 in value → $50 daily benefit

o Total benefit ÷ Training cost = ROI

• Limitation: Most valuable but also most difficult level to evaluate, as it requires linking
training directly to performance outcomes.

Conclusion

• Kirkpatrick’s model offers a comprehensive and practical evaluation strategy.

• Many organizations only measure Level 1 (Reaction), which offers limited insights.

• A complete evaluation involves all four levels:

1. Reaction

2. Learning

3. Behaviour

4. Results

• Only by assessing all levels can organizations:

o Determine training effectiveness

o Align development programs with strategic goals

o Maximize returns on training investment

 o Foster a learning culture that supports long-term organizational performance

Training Need Analysis (TNA)

Definition and Purpose

• Conducting a needs analysis is the foundational step in developing an effective

employee training system (Noe, 2007).

• Purpose of Needs Analysis:

o Determine what types of training (if any) are required.

o Assess the extent to which training is a practical method to meet organizational

goals.

o Align training with organizational strategy and performance outcomes.

Importance of Needs Assessment

• Supported by empirical evidence:

o A meta-analysis showed significantly better training effectiveness when a

needs assessment had been conducted before the training program was
designed (Arthur, Bennett, Edens, & Bell, 2003).

• Reinforces that TNA contributes to:

o Targeted program development

o Efficient use of training resources

o Higher ROI

ADDIE Model

Source: Gary Dessler (2020)

• ADDIE is a five-step instructional design model used as a “gold standard” for

developing structured, goal-aligned training programs.

• The model ensures:

o Diagnostic clarity on performance gaps

o Continuous improvement of training interventions

• Acronym: Analyze, Design, Develop, Implement, Evaluate

1. Analyze

• Purpose: Identify training needs.

• Activities:
 o Assess skill deficits

o Understand learning constraints

o Determine who needs training and why

o Align needs with organizational objectives

Outcome: A precise understanding of where training is needed and what competencies must
be developed.

2. Design

• Purpose: Translate training needs into a structured plan.

• Activities:

o Set learning objectives

o Define content scope

o Choose delivery formats (e.g., classroom, online, hybrid)

o Design assessment criteria and feedback mechanisms

Outcome: A blueprint that links training goals with instructional strategy.

3. Develop

• Purpose: Create training materials and activities.

• Activities:

o Develop curriculum

o Create learning modules, case studies, simulations, or interactive content

o Pilot test materials to ensure accuracy and engagement

Outcome: Instructional content and resources ready for delivery.

4. Implement

• Purpose: Deliver the training program.

• Activities:

o Conduct sessions, whether in-person or online

o Coordinate logistics, such as scheduling and facilitator assignments

o Provide on-the-job coaching, e-learning modules, or mentoring

Outcome: Learners engage with the training in a structured, accessible environment.

5. Evaluate

• Purpose: Assess training effectiveness.

• Activities:

o Use both formative evaluation (ongoing feedback during training) and

summative evaluation (end-of-training assessment)

o Often involves Kirkpatrick’s Four Levels:

1. Reaction – Did learners find the training engaging and relevant?

2. Learning – Did they acquire the intended knowledge or skills?

3. Behaviour – Are they applying it on the job?

4. Results – Did the training improve performance or ROI?

Outcome: Data-driven insights used to refine and improve future training efforts.

Conclusion

• The ADDIE model provides a systematic and iterative framework for designing and
delivering effective training.

• When applied properly, it ensures that:

o Training is aligned with goals

o Learning is measurable

o Outcomes are sustainable

o Programs are adaptive to feedback and changing organizational needs