Human Resource Planning (HRP) and its process

Human Resource Planning – meaning, importance, benefits, stages of HRP, action plan in case of shortage and surplus of workforce, Recruitment – meaning, methods, sources, process & factors affecting recruitment, E-Recruitment – its process in IT & service sector. Selection – meaning, process, types of selection tests, types of interviews, emerging trends in recruitment & selection. Placement & Induction – meaning, benefits of induction, content of an induction program. Training – meaning and importance, stages, methods (New training techniques), developing competency.

1. Mr. T.SOMASUNDARAM
DEPARTMENT OF MANAGEMENT
KRISTU JAYANTI COLLEGE (AUTONOMOUS), BENGALURU
UNIT –2
HUMAN RESOURCE
PLANNING, RECRUITMENT,
SELECTION, INDUCTION
AND TRAINING

2. UNIT –2
HUMAN RESOURCE PLANNING, RECRUITMENT, SELECTION,
INDUCTION AND TRAINING
HumanResourcePlanning–meaning,importance,benefits,
stagesofHRP,actionplanincaseofshortageandsurplusof
workforce,Recruitment–meaning,methods,sources,process&
factorsaffectingrecruitment,E-Recruitment–itsprocessinIT&
servicesector.Selection–meaning,process,typesofselection
tests,typesofinterviews,emergingtrendsinrecruitment&
selection.Placement&Induction–meaning,benefitsof
induction,contentofaninductionprogram.Training–meaning
andimportance,stages,methods(Newtrainingtechniques),
developingcompetency.

3. HUMAN RESOURCE PLANNING (HRP)
Meaning:
HumanResourcePlanningistheprocessbywhichanorganisationensuresthat–
Ithastherightnumberandkindsofpeople.
Attherightplaces.
Attherighttime.
Capableofeffectivelyandefficientlycompletingthosetasksthatwillhelp
theorganisationachieveitsoverallstrategicobjectives.
Itistheprocessofassessingthefuturesupplyofanddemandforhuman
resources.
Italsoprovidesmechanismstoeliminateanygapsthatmayexistbetween
supplyanddemand.

4. HUMAN RESOURCE PLANNING (HRP)
Meaning:
Itisaprocessofdeterminingwhatpositionsinthefirmwillhave
tobefilledandwhen.
HumanResourceplanningtranslatestheorganization’soverallgoal
intothenumberandtypesofworkersneededtomeetthosegoals.
Withoutclear-cutplanning,estimationofanorganization’shuman
resourceneedisreducedtomereguesswork.
Thus,HRplanningdeterminesthenumberandtypesofemployees
toberecruitedintotheorganisationorphasedoutofit.

5. HUMAN RESOURCE PLANNING (HRP)
Definition:
AccordingtoEric.W.Vetter“Humanresourceplanningisa
processbywhichanorganisationshouldmovefromitscurrent
manpowerpositiontoitsdesiredmanpowerposition.
AccordingtoDaleS.Beach“Humanresourceplanningisa
processofdeterminingandassuringthattheorganisationwill
haveanadequatenumberofqualifiedpersonsavailableatthe
propertimes,performingjobswhichmeettheneedsofthe
enterpriseandwhichprovidesatisfactionfortheindividuals
involved.”

6. HUMAN RESOURCE PLANNING (HRP)
Importance(Purpose)ofHRP:
Shortageofqualifiedresourcestofilljobs.
Widerspanofretirementoptions.
Needforlife-longlearning.
Resistanceofemployeestochangeandorganizationaldemand
forit.
Reducepersonnelcostsbyanticipatingshortagesandsurpluses.
Provideinformedbaseforplanningemployeedevelopment.
Provideequalopportunities.

7. HUMAN RESOURCE PLANNING (HRP)
ObjectivesofHRP:
EnsureoptimumuseofHRcurrentlyemployed.
AvoidbalanceinthedistributionandallocationofHR.
Assessorforecastfutureskillrequirementsofthe
organisation’soverallobjectives.
Providecontrolmeasurestoensureavailabilityofnecessary
resourceswhenrequired.
ControlthecostaspectofHR.
Formulatetransferandpromotionpolicies.

8. HUMAN RESOURCE PLANNING (HRP)
BenefitsofHRP:
LowerHRcoststhroughbetterHRmanagement.
MoretimelyrecruitmentforanticipateHRneeds.
Betterdevelopmentofmanagerialtalent.
Improvetheutilizationofhumanresources.
Makesuccessfuldemandonlocallabormarket.
Co-ordinatedifferentHRprograms.

9. STAGES OF HUMAN RESOURCE PLANNING (HRP)

10. Action plans in case of shortage and surplus of workforce

11. Recruitment

12. RECRUITMENT
Meaning:
Recruitmentisapositiveprocessofsearchingforprospectiveemployeesand
stimulatingthemtoapplyforthejobsintheorganisation.Whenmorepersons
applyforjobsthentherewillbeascopeforrecruitingbetterpersons.
Insimplewords,thetermrecruitmentreferstodiscoveringthesourcefrom
wherepotentialemployeesmaybeselected.Itstimulatespeopletoapplyfor
jobs;henceitisapositiveprocess.
Recruitmentisconcernedwithreachingout,attracting,andensuringasupply
ofqualifiedpersonnelandmakingoutselectionofrequisitemanpowerbothin
theirquantitativeandqualitativeaspect.Itisthedevelopmentandmaintenance
ofadequateman-powerresources.Thisisthefirststageoftheprocessof
selectionandiscompletedwithplacement.

13. RECRUITMENT
Definition:
AccordingtoEdwinB.Flippo,‘Recruitmentistheprocess
ofsearchingthecandidatesforemploymentandstimulatingthem
toapplyforjobsintheorganisation’.
AccordingtoDaleS.Beach,‘Recruitmentisthe
developmentandmaintenanceofadequatemanpowerresources.
Itinvolvesthecreationofapoolofavailablelabouruponwhom
theorganisationcandrawwhenitneedsadditionalemployees.’

14. Sources of Recruitment
InternalSources:
Internalsourcesofrecruitmentrefertohiringemployeeswithintheorganization
internally.Inotherwords,applicantsseekingforthedifferentpositionsarethosewho
arecurrentlyemployedwiththesameorganization.Internalsourcesofrecruitment
arethebestandtheeasiestwayofselectingresourcesasperformanceoftheirworkis
alreadyknowntotheorganization.
Promotions
Transfers
RecruitingFormerEmployees
InternalAdvertisements
EmployeeReferrals
PreviousApplicants

15. ExternalSources:
Externalsourcesofrecruitmentrefertohiringemployeesoutsidetheorganization
externally.Inotherwords,theapplicantsseekingjobopportunitiesinthiscaseare
thosewhoareexternaltotheorganization.Externalemployeesbring
innovativenessandfreshthoughtstotheorganization.Althoughhiringthrough
externalsourcesisabitexpensiveandtough,ithastremendouspotentialof
drivingtheorganizationforwardinachievingitsgoals.
DirectRecruitment
EmploymentExchanges
EmploymentAgencies
Advertisements
ProfessionalAssociation
Sources of Recruitment
CampusRecruitment
WordofMouthAdvertising

16. What are the different methods of recruitment?
Therearethreemainmethodsofrecruitment:direct,indirect,andthird-party.
DirectRecruitment:
Directrecruitmentinvolvessendingsomeonetocontactthepotentialcandidate.
Thedirectmethodofrecruitmenteliminatestheneedformiddlemen,suchas
professorsorrecruiters.Directrecruitmentisthemostcommonlyusedon-campus
recruitment.Somemethodsofdirectrecruitmentincludejobfairsandinstitutional
visits.
Indirectrecruitment:
Indirectrecruitmentinvolvesinformingthepotentialcandidateaboutthejob
vacancythroughdifferentchannelsofadvertisement.
Third-partyrecruitment:
Third-partyrecruitmentmethodsinvolvehiringarecruiterwhowillcontactpotential
candidatesonbehalfoftheorganisation.

17. Combination of all three of these recruitment methods

18. RECRUITMENT PROCESS

19. Factors affecting recruitment
19
WehaveInternalFactorsaswellasExternalFactorsthatinfluencetherecruitment
process.
InternalFactors:
Organizationshavecontrolovertheinternalfactorsthataffecttheirrecruitment
functions.Theinternalfactorsare−
Sizeoforganization
Recruitingpolicy
Imageoforganization
Imageofjob

20. Factors affecting recruitment
20
ExternalFactors:
Externalfactorsarethosethatcannotbecontrolledbyanorganization.Theexternal
factorsthataffecttherecruitmentprocessincludethefollowing−
Demographicfactors
Labourmarket
Unemploymentrate
Labourlaws
Legalconsiderations
Competitors

21. E-Recruitment
E-Recruitment:
E-Recruitmentalsoknownasonlinerecruitment,isthepracticeof
usingtechnologyandinparticularweb-basedresourcesfortasksinvolved
withfinding,attracting,assessing,interviewingandhiringnewpersonnel.
Onlinerecruitmentcanreachalargerpoolofpotentialemployeesand
facilitatetheselectionprocess.

22. E-Recruitment Process

23. E-Recruitment Channels

24. E-Recruitment Process in IT & Service Sector
ITSector:
•ITrecruitment,istheactofsecuringtalentforinformationtechnology
firms.
•Itevaluatesbusinessneeds,connectwiththerightcandidates,anddeliver
talent—allinatimelyfashion.
Therearetwobasictypesofrecruitingthatbothcandidatesandrecruiters
utilize.
a)Passiverecruitingisastyleofrecruitingwherecompaniesbroadcast
openpositions—onjobboards,theirwebsite,orotherwise—toattractnew
talent.
b)Activerecruitingusescontingencyfirms,networking,databasework,
directmailcampaigns,andmoretoreachouttothebestcandidates.

25. E-Recruitment Process in IT & Service Sector
ServiceSector:
Recruitmentprocessinservicesector:
Identifyingtheneeds
Planning
Searching
Identifyingviablecandidates
Telephonicscreening
Facetofaceinterview
Onboardingofcandidates

26. RecruitmentstrategiesinServiceIndustry:
Everyservicebusinessownerknowstheimportanceofrecruiting“thebestofthebest”.In
largeserviceindustries,recruitmentistheresponsibilityofPersonnelandHuman
Resources.
Itincludes–
Refinementofrecruitingadvertisementsandpromotions.
Comprehensivelytrainingrecruiters.
Incorporationofcompanypolicyintorecruitmentpractices.
Quantifyingandqualifyingprojectedrecruitmentneeds.
Designingandcreatingrecruitmentcyclesforstaffingbalance.
Identifyingexcellentrecruitmentcandidates.
Factoringrecruitmentcostswithlongtermbusinessbudgets.
Understandingelementsofmotivationduringrecruitmentphases•Determining“cutting
edge”hiringpractices.
Howsalaryaffectsqualityofrecruitment.

28. Selection
Introduction:
Afterreviewingtheapplicantsresumes,themanagerturnsto
selectingthebestcandidatesforthejob.
Selectioninvolvesaseriesofstepsbywhichthecandidatesare
screenedforchoosingthemostsuitablepersonsforvacant
posts.
Theprocessofselectionleadstoemploymentofpersonswho
possesstheabilityandqualificationtoperformthejobswhich
havefallenvacantinanorganization.

29. Selection
Definition:
“Selectionistheprocessbywhichcandidatesfor
employmentaredividedintoclass–thosewhowillbeoffered
employmentandthosewhowillnot” -Yoder
“Selectionistheprocessofchoosingfromamongthe
candidatesfromwithintheorganisationorfromtheoutside,the
mostsuitablepersonforthecurrentpositionorfutureposition”.
-Koontz

30. Recruitment Vs Selection
Recruitment Selection
Recruitment is the process of
advertising for vacancies, attracting,
interviewing, selecting and hiring
employees.
Selection is the process where a
company picksthe best candidates
out of the hundreds or applicants
received.
Involves everything from the
identificationof a hiring need to
filling.
Involves choosing the right candidate
from the applications received.
Occursfirst Followsrecruitment
The main objective is to encourage a
large numberof candidates to apply
for a post.
Themain objective of recruitment is
to select the right candidate for the
post.

31. SELECTION PROCESS

32. Types of Selection Tests

33. 1.AptitudeTests:
Thesetestsaimatmeasuringifanindividualhasthecapacityorlatentability
tolearnagivenjob,incaseheisgivenadequatetraining.
a)Intelligencetests–measureintelligencequotientofthecandidatein
comprehensionreasoning,wordfluency,verbal,numbers,memoryand
space.
b)Mechanicaltests–capacitiesofspatialvisualization,perceptualspeed
andknowledgeofmechanicalmatter.(E.g.)apprentices,skilled,mechanical
employees,technicians,etc.
c)Psychomotortests–measuresabilitieslikemanualdexteritymotor
abilityandmindandcoordinationofcandidates.(E.g.)Semi-skilledworkers.
d)ClericalTests–capacitiesthatareinvolvedinofficework.(E.g.)
spelling,computation,comprehension,copying,wordmeasuring,etc.

34. 2.AchievementTests:
Thesetestsclaimedbytheapplicantsthattheyknowsomethingas
extraordinarytomeasurethevalueofspecificachievementor
accomplishment.
a)JobKnowledgetests–candidateisputundertestintheknowledgeof
aparticularjob.(E.g.)Juniorlecturerappliesforaseniorlecturerin
commerce,heisaskedquestionsaboutaccountancyprinciples,business
management,etc.
b)WorkSampletests–aportionoftheactualworkisgiventothe
candidateandaskedtodoitorillustrate.(E.g.)candidateappliesforapost
oflecturerinmanagement,hemaybeaskedtodeliveralectureonhuman
resourcemanagement.

35. 3.SituationalTests:
Thesetestsmakesevaluationofacandidateinasimilarreallifesituation.
a)GroupDiscussion–testisadministeredthroughagroupdiscussion
approachtosolveaproblemunderwhichcandidatesareobservedinareasof
initiating,leading,valuableideas,oralcommunicatingskills,etc.
b)In-Basket–candidatesisaskedtotakedecisionsonvariousitemsbased
onthein-basketinformationregardingrequirementsinthememoranda.
c)AssessmentCentres–provideswiderangingholisticassessmentofeach
participantasitisaprocessthatmakesevaluationofacandidate’spotential
formanagementonthebasisofthreesourceslikemultipleassessment
techniquesuchassituationaltests,standardizedmethodsandpooled
judgements.

36. 4.JudgementTests:Asituationaljudgementtest(SJT)isatestusedto
assesssomeone'sdecisionmakingandjudgement.Thecandidatewillbe
presentedwithawork-likesituationandanumberofpossible
actions/responsestheycouldtake.Thecandidatemustthenchoosetheir
mostlikelyandleastlikelyresponseiffacedwiththissituation.
5.InterestTests:Likesanddislikesofcandidatesinrelationtowork,
job,occupations,hobbiesandrecreationalactivitiesaredetermined
throughthistest.
6.ProjectiveTests:Aprojectivetestisapersonalitytestinwhich
subjectsareshownambiguousimagesorgivensituationsandaskedto
interpretthem.Thesubjectsaretoprojecttheirownemotions,attitudes,
andimpulsesontothestimulusgiven.

37. 7.PersonalityTests:
Theseteststoevaluatethewholepersonalityofthecandidatesuch
ashisemotionalreactionsandmaturityandcharacteristicmood.
(E.g.)Self-confidence,optimism,sociability,initiative,
dominance,sympathy,integrity,stability,etc.
a)ObjectiveTests–thistestaresuitableforgrouptestingand
canbescoredobjectively.
8.AttitudeTests:Thesetestsisdonetomeasurepeople's
attitudes.Thepurposeistoquantifypeoples'beliefsand
behaviourstoinformdecisions,understandhumandifferences,
andgainknowledgeaboutpersonalitytypes.

38. Interview:
Aninterviewisaconversationbetweentheintervieweeand
interviewerwhereinformationissortformtheintervieweeby
theinterviewerthroughaseriesofquestions.
‘Interview’referstoaone-on-one
conversationbetweenan
interviewerandaninterviewee.
Interview

39. Types of Interview
Screening / Telephonic
Interview
Selection Interview
Traditional Interview
Video Conferencing
Interview
Case Interview
Informational Interview
Personal Interview
Structured Interview
Unstructured Interview
Group Interview
Working Interview
Panel Interview
Situational Interview
Behavioural Interview
Stress Interview
Off-site Interview
On-site Interview
Task Oriented / Testing
Interview

40. 1.Screening/TelephonicInterview:Itisaninitialconversationthatinterviewers
havewithcandidatesinthejobselectionprocessandthesetypesofinterviewsare
provingtobeamorecosteffectivewaytoscreencandidatesinpersonorphonecall.
2.SelectionInterview:Itisafree-flowingandopen-endedprocessusedto
determineifyouaresuitableforaspecificjobopening.
3.TraditionalInterview:Youmeettheintervieweratthebusinessandhavean
interviewinanofficeoraconferenceroom.
4.VideoConferencingInterview:Itisajobinterviewthattakesplaceremotely
andusesvideotechnologyasthecommunicationmediumwithface-to-face
interviews.
5.CaseInterview:Theinterviewergivesyouasituationandtheassociated
problem,whichisanimaginaryorreal-lifeproblemandaskingforasolutiontothe
problem.
Types of Interview

41. 6.InformationalInterview:Thisinterviewsaremeantforlearningthereal-
lifeexperienceofanexpertworkinginthefieldoftheinterviewer’sinterest.
7.Personal/IndividualInterview:Itisusuallyaface-to-facemeetingor
two-waycommunicationbetweentherecruiterandthecandidate.
8.StructuredInterview:Interviewersaskthesamesetofquestionsfromall
candidates,whichcanbeaopen-endedorclose-endedquestionsand
comparescandidatesbasedontheirresponsestothesequestions.
9.UnstructuredInterview:Interviewerschangequestionsbasedonthe
candidate’sresponsetothepreviousquestionsandnosetofformatquestions.
10.GroupInterview:Whenanemployeeorteamofemployeesinterviews
multiplecandidatessimultaneouslyorwhenateamofemployeesformsa
paneltointerviewonecandidate.

42. 11.WorkingInterview:Itisahands-oninterviewwhereemployerscansee
acandidate’sabilitytoperformaspecificjobortask.
12.PanelInterview:Itisainterviewwhentwoormorepeopleinterviewthe
candidateatthesametimetoassessthecandidateondifferentgrounds.
13.SituationalInterview:Thisinterviewsaresimilartobehavioural
interviewquestions–buttheyfocusedonthefutureandaskhypothetical
questions.
14.BehaviouralInterview:Itfocusonacandidate’spastexperiencesto
assesshowtheyhavenavigatedspecificsituationsandutilizedskillsrelevant
totheposition.ItisalsoknownasCriticalBehaviouralInterview(CBI).
15.StressInterview:Thisinterviewassessthecandidatebasedonthe
responsetothestressfulsituationsandtoseehowcandidatereactunder
pressure.

43. 16.Off-siteInterview:Theseareinformalinterviewswherethe
candidateandinterviewermeetataplaceotherthantheoffice.
Interviewermayinvitethecandidateoverlunchandaimistoassessyour
personalityoutsidetheworkplace.
17.On-SiteInterview:Itreferstoaninterviewontheemployer’ssite.
(i.e.)conductinterviewsoncampusthroughOn-Campusintervieworas
partofOn-campusjobfairs.
18.TaskOriented/TestingInterview:Thistypesofinterviewsare
structuredinawaythatallowsyoutodemonstratethecreativeand
analyticalabilitiesinproblemsolvingthroughvariedtasksorexercises.It
mayincludeshorttesttoevaluatethetechnicalknowledgeandskills.

44. Internal Interviews
Promotional Interview
Appraisal Interview
Exit Interview
Problem Interview

45. Recent Trends in Recruitment and Selection
Fromreactivetoproactive:
Itrequiressomelevelofworkforceplanning.
WithcurrentlevelofHRanalytics,itisrelativelyeasytoincreasethequalityof
workforceplanning.
Fromrecruitingforjobtorecruitingforassignments:
Organizationsaremorecreativelyusingtheopportunitiesofamoreflexible
workforce.
Ithelpstothinklessintermsofjobsandmoreintermsofassignments.
Fromselectingonskillstoselectingonvaluesandpersonality:
Coreorganizationsarelookingfortalentwherethereisgoodfitbetweenthevalues
andthepersonalityoforganizationandvaluesandpersonalityofcandidates.
Communitymanagementasarecruitmenttool:-practicetocreatecommunities
aroundorganizations,akindof‘fanclub’isgrowing.

46. Recent Trends in Recruitment and Selection
Gamificationinrecruitment:
Recruitmentcanbefunandpeoplewanttoworkfororganizationswherework
andfunarecloselyconnected.
GamificationinSelection:
Companiesbehindthegamesclaimtheycanmakeavaluableprofileofthe
candidatebasedonhisorhergamebehaviourandresults.
Playingagameisalotmorefunthanbeinginterviewedbypeoplewhomallask
moreorlessthesamequestions.
TheEndoftrainee-ships:
Planningthecareersofpeopleyearsaheaddoesnotfitinatimewherespeedof
changeiscontinuouslyincreasing.
Itneedstreetwiseentrepreneurswhohavelearnedtooperateclosetoclientsand
markets.

47. Introduction-Placement:
Placementisaprocessofassigninga
specificjobtoeachoftheselectedcandidates.
Itinvolvesassigningaspecificrankand
responsibilitytoanindividual.
Itimpliesmatchingtherequirementsofajobwiththequalificationsofthe
candidate.
Placementisunderstoodassigningjobstotheselectedcandidates.
Assigningjobstoemployeesmayinvolvesanewjobordifferentjobs.
Thus,placementmayincludeinitialassignmentofjobtonewemployee,on
transfer,promotionordemotionofthepresentemployees.

48. Placement
Definition:
“Placementisthedeterminationofthejobtowhichanacceptedcandidateisto
beassignedandhisassignmenttothatjob.Itisamatchingofwhatthesupervisorhas
reasontothinkhecandowiththejobdemands(jobrequirements)anditismatching
ofwhatheimposes(instrain,workingconditionsetc.)andwhatheoffers(inthe
formofpayrollcompanionshipwithothers,promotionalpossibilitiesetc.).’’
-Pigors&Myres
Rightplacementofworkerscanhavefollowingadvantages–
Reducedlaborturnoverrate.
Reducedabsenteeismrate.
Increasedsafetyofworkersandloweraccidents.
Increasedmoraleofworkers.
Betterhumanrelationsintheorganizations.

49. Induction
Introduction:
Thenewemployee,onhisjoiningtheorganisation,mustbehelpedtoget
adjustedandacquaintedwiththefellowemployeesandthework
environment.
Ratherthanleavinghimtomakehisownwaythroughtheorganisation.
Itismuchbettertoproperlyandsystematicallyintroducehimtothe
company,itsphilosophy,itsplaceintheindustryoreconomy,itsmajor
policiesetc.
Definition:
“Inductionisconcernedwithintroducingororientinganewemployeeto
theorganisation.Itisthewelcomingprocesstomakethenewemployeefeelat
homeandgenerateinhimafeelingofbelongingnesstotheorganisation”
-EdwinB.Flippo

50. Contents of Induction Programme
Contents:
Company’shistory,mission,visionandphilosophy.
Productsandservicesofthecompany.
Company’sorganisationstructure.
Locationofdepartmentsandemployeeservices.
Employee’sactivitieslikeclubs,creditsociety.
Personnelpoliciesandprocedures.
Standingorders.
RulesandRegulations.
Termsandconditionsofservices.
Grievanceprocedures.
Safetymeasures.
Benefitsandservicesforemployees.
Training,promotionsandtransferfacility.
Careeradvancementschemes.
Counsellingfacility

51. Induction Process
Thefollowingarethestepsininductionprocess:
Step1:Welcomingthenewemployees.
Step2:Inductionwithimmediatesuperior.
Step3:Toimpartdetailinstructions.
BenefitsofEffectiveInductiontotheorganization:
Savesalotofmoneyandtime.
Reducesemployeeturnover.
Ensuresoperationalefficiency.
Advantages:
Makesthenewemployeefeelrespectedandvalued.
Providesthenecessaryinformation.
Helpsinestablishinggoodcommunication.

52. Training
Introduction:
Trainingofemployeestakesplaceafterorientationtakesplace.
Trainingistheprocessofenhancingtheskills,capabilitiesandknowledge
ofemployeesfordoingaparticularjob.
Trainingprocessmoldsthethinkingofemployeesandleadstoquality
performanceofemployees.
Itiscontinuousandneverendinginnature.
Definition:
“Training is the act of increasing the knowledge and skill of an employee
for doing a particular job.” -Edwin B.Flippo
“Training is a learning process whereby people acquire skills, concepts,
attitudes or knowledge to aid in the achievement of goals.” -Mathis & Jackson

53. Training
ImportanceofTraining:
Increasedproductivity.
LessSupervision.
Savesalotofmoneyandtime.
Reducesemployeeturnoverandabsenteeism.
Ensuresoperationalefficiency.
Makesthenewemployeefeelrespectedandvalued.
Providesthenecessaryinformation.
Helpsinestablishinggoodcommunication.
EmployeeDevelopment.

54. Stages (Or) Process of Training

55. Methods of Training

56. Employee Competency Development
Introduction:
Employeecompetenciesarealistofskillsandbehaviorsthatare
specificandwelldefinedandareusedtolayoutanorganization's
performanceexpectationsforajobortheorganization'sculture.
Developingcompetenceisidentifyingtheskills,talents,characteristics
andknowledgeyourequiretoperformyourjobeffectivelyandtraining
orpracticingtoimprovethem.Takingtimetoenhancecompetence
helpsyouimproveyourjobperformance,allowingyoutoadvanceyour
career.

57. Employee Competency Development
Benefits:
Improvedcompetitiveness.
RecruitmentandRetentionbecomeeasier.
Preparedforthefuture.
FrameworkforCompetencydevelopment:
Step1:Preparation.
Step2:CollectingInformation.
Step3:BuildingtheFramework.
Step4:ImplementingtheFramework.
Improveddecision-making.
ImprovedService.
Employeegrowth.