problem solving meaning in hrm

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Problem Solving

Identifies problems and uses logic, judgment, and data to evaluate alternatives and recommend solutions to achieve the desired organizational goal or outcome.

• Uses a logical method for organizing and analyzing information.
• Coordinates with others within his/her network, subject-matter experts and /or additional senior staff to interpret administrative policies, offer advice and solve related problems.
• Identifies and evaluates problems and possible causes to determine root causes and impacts.
• Generates solutions, taking into consideration political, organizational and individual realities.
• Identifies options for solving a problem and evaluates the relative strengths and weaknesses of each option.
• Uses expertise in policies and procedures to identify problems, and makes recommendations for addressing these via communication, job aids, training, etc.
• Researches issues thoroughly. Does not jump to quick conclusions or formulate opinions based on incorrect assumptions, or inaccurate/incomplete information.

Developmental opportunities for this competency are available from the NIH Training Center .

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How HR Leaders Can Adapt to Uncertain Times

• Sue Bingham

You’ll need a “complexity mindset” to address today’s unprecedented challenges.

Many HR leaders are addressing today’s greatest issues through a familiar process: defining the problem, addressing the variables that make it complicated, and agreeing on the best way forward.   But when we consider that the challenges we face in light of the pandemic are ones that many leaders have never faced before, it becomes clear that they are not just complicated (predictable) but complex (unknown). Traditional problem-solving, which is aimed at addressing the complicated as opposed to the complex, will not establish the most effective solutions. To be truly effective in this “new normal,” HR leaders need to adjust and develop a new core capability: a complexity mindset. In this framework, it’s crucial to tap into their organization’s collective intelligence, prioritize company values, and allow solutions to emerge.

In these difficult times, we’ve made a number of our coronavirus articles free for all readers. To get all of HBR’s content delivered to your inbox, sign up for the Daily Alert newsletter.

Human Resource departments had a difficult job prior to the pandemic. In 2019,  more than 50%  of HR leaders struggled to ensure that employees had the skills necessary to navigate an increasingly digitized workplace. But, admittedly, this “future of work” had always seemed a safe distance ahead — far enough, at least, to thoughtfully prepare for.

• Sue Bingham , founder and principal of HPWP Group , has been at the forefront of the positive business movement for 35 years. She’s driven to create high-performing workplaces by partnering with courageous leaders who value the contributions of team members. Bingham also wrote a bestselling Amazon book , Creating the High Performance Work Place: It’s Not Complicated to Develop a Culture of Commitment , and contributed to From Hierarchy to High Performance , an international bestseller .

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How to be viewed as a problem solver in HR

To be perceived as a problem-solver, these actions and behaviors are recommended with your client groups and leaders:

In meetings, transition from negative energy in discussions to positive, constructive forward-thinking problem-solving. Everyone likes to complain occasionally, venting is healthy and cathartic. However, if most of what coworkers hear from you is complaints, you’re likely to become known as a negative person instead of a problem solver.

Gather facts, data, and diverse views from team members; look for root causes of problems. Sometimes you have to go off a hunch, but when possible it’s best to bring data and research to the table. Get diverse views and back your position with data to show you’ve thoroughly considered the factors involved.

Encourage brainstorming to surface as many ideas as possible, even those ‘far out.’ The first idea isn’t always the best. If you just stop there you might miss out on some innovative solutions. Encourage brainstorming to see how many ideas you can come up with, then find the best solution. Perhaps each idea has some ups and downs that can be combined into a winning concept.

Help find “common ground” between team members who may be in conflict. Everyone (in theory) has the same goal – to find a solution that best serves the organization’s needs. However, when tensions get high it can be hard to remember that. Keep conflict productive and find the common ground in between to be seen as a facilitator and valuable team member.

Discuss how to blend ideas and find solutions that the whole group can buy into, and actually commit to implementing. You’ll never get a new initiative off the ground without buy-in, so it’s vital to highlight how each group involved will benefit and how this plan will be the best to achieve the goal.

Check to see that there is a solid agreement on how to move forward as a team. A long planning meeting is useless if you come out of it with halfhearted agreements and unclear next steps. Ensure there’s a clearly laid out plan.

Define roles, responsibilities, and both short and long-term actions. This is a vital step, each participant needs to be held accountable for the actions they’ll have to take.

Consider obstacles and specific approaches to overcome pitfalls. You must think forward and critically to be a valuable asset. Don’t assume things will go perfectly smooth. Consider what likely obstacles are and plan how to overcome them. Others are likely to come up also, but at least you’ll have addressed some of the more likely obstacles.

Facilitate agreement on timelines and checkpoints. Setting a tight deadline is no good if the employees responsible don’t agree to it. Consider in-put and ensure that timelines are reasonable and attainable, even if they are sometimes tight.

To be perceived as an HR innovator, these actions and behaviors are recommended with client groups and leaders:

Encourage ‘out of the box’ thinking when issues or work problems arise. If the same-old solution was working, then you probably wouldn’t be in the position you’re in. Don’t shoot down off-the-wall ideas or creative solutions, a new idea only seems crazy until it succeeds.

Regularly solicit organizational needs from client group leaders and individual contributors. There are always ongoing problems, but department and team leaders don’t often bring them up until they peak. By regularly reaching out to identify concerns and problems, you get ahead of issues and can head them off before they become too serious. Management will appreciate the initiative.

Resist a rush to solution; instead, foster open dialogue (‘peel the onion’). Sometimes you need a quick solution, but that doesn’t mean you need to jump on the first solution available. Spend at least an hour to think deeply on a concept — you can usually afford to spend a little more time before you jump to a conclusion.

WHAT TO READ NEXT

What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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Human Resource (HR) analytics

Ivan Andreev

Demand Generation & Capture Strategist, Valamis

December 20, 2021 · updated April 2, 2024

13 minute read

What is HR analytics?

Why is hr analytics needed, examples in hr analytics, how does hr analytics work, examples of hr analytics metrics, pros and cons of hr analytics, predictive hr analytics.

HR analytics is the process of collecting and analyzing Human Resource ( HR ) data in order to improve an organization’s workforce performance. The process can also be referred to as talent analytics, people analytics, or even workforce analytics.

This method of data analysis takes data that is routinely collected by HR and correlates it to HR and organizational objectives. Doing so provides measured evidence of how HR initiatives are contributing to the organization’s goals and strategies.

For example, if a software engineering firm has high employee turnover, the company is not operating at a fully productive level.

It takes time and investment to bring employees up to a fully productive level.

HR analytics provides data-backed insight on what is working well and what is not so that organizations can make improvements and plan more effectively for the future.

As in the example above, knowing the cause of the firm’s high turnover can provide valuable insight into how it might be reduced. By reducing the turnover, the company can increase its revenue and productivity.

Read: How to Successfully Implement Learning Analytics in Your company

Most organizations already have data that is routinely collected, so why the need for a specialized form of analytics? Can HR not simply look at the data they already have?

Unfortunately, raw data on its own cannot actually provide any useful insight. It would be like looking at a large spreadsheet full of numbers and words.

Without organization or direction, the data appears meaningless.

Once organized, compared and analyzed, this raw data provides useful insight.

They can help answer questions like:

• What patterns can be revealed in employee turnover?
• How long does it take to hire employees?
• What amount of investment is needed to get employees up to a fully productive speed?
• Which of our employees are most likely to leave within the year?
• Are learning and development initiatives having an impact on employee performance ?

Having data-backed evidence means that organizations can focus on making the necessary improvements and plan for future initiatives.

With the ability to answer important organizational questions without any guesswork, it is not surprising that many businesses using HR analytics are attributing performance improvement to HR initiatives.

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How can HR Analytics be used by organizations?

Let’s take a look at a few examples using common organizational issues:

1. Turnover

When employees quit, there is often no real understanding of why.

There may be collected reports or data on individual situations, but no way of knowing whether there is an overarching reason or trend for the turnover.

With turnover being costly in terms of lost time and profit, organizations need this insight to prevent turnover from becoming an on-going problem.

HR Analytics can:

• Collect and analyze past data on turnover to identify trends and patterns indicating why employees quit.
• Collect data on employee behavior, such as productivity and engagement, to better understand the status of current employees.
• Correlate both types of data to understand the factors that lead to turnover.
• Help create a predictive model to better track and flag employees who may fall into the identified pattern associated with employees that have quit.
• Develop strategies and make decisions that will improve the work environment and engagement levels.
• Identify patterns of employee engagement , employee satisfaction and performance.

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2. Recruitment

Organizations are seeking candidates that not only have the right skills, but also the right attributes that match with the organization’s work culture and performance needs.

Sifting through hundreds or thousands of resumes and basing a recruitment decision on basic information is limiting, more so when potential candidates can be overlooked. For example, one company may discover that creativity is a better indicator of success than related work experience.

• Enable fast, automated collection of candidate data from multiple sources.
• Gain deep insight into candidates by considering extensive variables, like developmental opportunities and cultural fit.
• Identify candidates with attributes that are comparable to the top-performing employees in the organization.
• Avoid habitual bias and ensure equal opportunity for all candidates; with a data-driven approach to recruiting, the viewpoint and opinion of one person can no longer impact the consideration of applicants.
• Provide metrics on how long it takes to hire for specific roles within the organization, enabling departments to be more prepared and informed when the need to hire arises.
• Provide historical data pertaining to periods of over-hiring and under-hiring, enabling organizations to develop better long-term hiring plans.

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Understanding the process of HR analytics

HR Analytics is made up of several components that feed into each other.

• To gain the problem-solving insights that HR Analytics promises, data must first be collected .
• The data then needs to be monitored and measured against other data, such as historical information, norms or averages.
• This helps identify trends or patterns. It is at this point that the results can be analyzed at the analytical stage.
• The final step is to apply insight to organizational decisions.

Let’s take a closer look at how the process works:

1. Collecting data

Big data refers to the large quantity of information that is collected and aggregated by HR for the purpose of analyzing and evaluating key HR practices, including recruitment, talent management , training, and performance.

Collecting and tracking high-quality data is the first vital component of HR analytics.

The data needs to be easily obtainable and capable of being integrated into a reporting system. The data can come from HR systems already in place, learning & development systems, or from new data-collecting methods like cloud-based systems, mobile devices and even wearable technology.

The system that collects the data also needs to be able to aggregate it, meaning that it should offer the ability to sort and organize the data for future analysis.

What kind of data is collected?

• employee profiles
• performance
• data on high-performers
• data on low-performers
• salary and promotion history
• demographic data
• on-boarding
• absenteeism

2. Measurement

At the measurement stage, the data begins a process of continuous measurement and comparison, also known as HR metrics.

HR analytics compares collected data against historical norms and organizational standards. The process cannot rely on a single snapshot of data, but instead requires a continuous feed of data over time.

The data also needs a comparison baseline. For example, how does an organization know what is an acceptable absentee range if it is not first defined?

In HR analytics, key metrics that are monitored are:

Organizational performance Data is collected and compared to better understand turnover, absenteeism, and recruitment outcomes.

Operations Data is monitored to determine the effectiveness and efficiency of HR day-to-day procedures and initiatives.

Process optimization This area combines data from both organizational performance and operations metrics in order to identify where improvements in process can be made.

Here are some examples of specific metrics that can be measured by HR:

• Time to hire – The number of days that it takes to post jobs and finalize the hiring of candidates. This metric is monitored over time and is compared to the desired organizational rate.
• Recruitment cost to hire – The total cost involved with recruiting and hiring candidates. This metric is monitored over time to track the typical costs involved with recruiting specific types of candidates.
• Turnover – The rate at which employees quit their jobs after a given year of employment within the organization. This metric is monitored over time and is compared to the organization’s acceptable rate or goal.
• Absenteeism – The number of days and frequency that employees are away from their jobs. This metric is monitored over time and is compared to the organization’s acceptable rate or goal.
• Engagement rating – The measurement of employee productivity and employee satisfaction to gauge the level of engagement employees have in their job. This can be measured through surveys, performance assessments or productivity measures.

3. Analysis

The analytical stage reviews the results from metric reporting to identify trends and patterns that may have an organizational impact.

There are different analytical methods used, depending on the outcome desired. These include: descriptive analytics , prescriptive analytics , and predictive analytics .

Descriptive Analytics is focused solely on understanding historical data and what can be improved.

Predictive Analytics uses statistical models to analyze historical data in order to forecast future risks or opportunities.

Prescriptive Analytics takes Predictive Analytics a step further and predicts consequences for forecasted outcomes.

Examples of analytics:

Here are some examples of metrics at the analytics stage:

• Time to hire – The amount of time between a job posting and the actual hire is a metric that enables HR to gain insight into the efficiency of the hiring process; it prompts investigation into what is working and what is not working. Does it take too long to find the right candidate? What factors could be impacting the result?
• Turnover – Turnover metrics that indicate the rate at which employees leave the organization after hire can be analyzed to determine what specific departments within the organization are struggling with retention and the possible factors involved, such as work environment dissatisfaction or lack of training support.
• Absenteeism – The metric indicating how often and how long employees are away from their jobs as compared to the organization’s established norm could be an indicator of employee engagement. As absenteeism can be costly to the productivity of an organization, the metric enables HR to investigate the possible reasons for high absence rates.

4. Application

Once metrics are analyzed, the findings are used as actionable insight for organizational decision-making.

Examples of how to apply HR analytics insights:

Here are some examples of how to apply the analysis gained from HR analytics to decision-making:

• Time to hire – If findings determine that the time to hire is taking too long and the job application itself is discovered to be the barrier, organizations can make an informed decision about how to improve the effectiveness and accessibility of the job application procedure.
• Turnover – Understanding why employees leave the organization means that decisions can be made to prevent or reduce turnover from happening in the first place. If lack of training support was identified as a contributing factor, then initiatives to improve on-going training can be put together.
• Absenteeism – Understanding the reasons for employee long-term absence enables organizations to develop strategies to improve the factors in the work environment impacting employee engagement.

HR analytics is fast becoming a desired addition to HR practices.

Data that is routinely collected across the organization offers no value without aggregation and analysis, making HR analytics a valuable tool for measured insight that previously did not exist.

But while HR analytics offers to move HR practice from the operational level to the strategic level, it is not without its challenges.

Here are the pros and cons of implementing HR analytics:

• More accurate decision-making can be had thanks to a data-driven approach, which reduces the need for organizations to rely on intuition or guess-work in decision-making.
• Strategies to improve retention can be developed thanks to a deeper understanding of the reasons employees leave or stay with an organization.
• Employee engagement can be improved by analyzing data about employee behavior, such as how they work with co-workers and customers, and determining how processes and environment can be fine-tuned.
• Recruitment and hiring can be better tailored to the organization’s actual skillset needs by analyzing and comparing the data of current employees and potential candidates.
• Trends and patterns in HR data can lend itself to forecasting via predictive analytics, enabling organizations to be proactive in maintaining a productive workforce.
• Many HR departments lack the statistical and analytical skillset to work with large datasets.
• Different management and reporting systems within the organization can make it difficult to aggregate and compare data.
• Access to quality data can be an issue for some organizations who do not have up-to-date systems.
• Organizations need access to good quality analytical and reporting software that can utilize the data collected.
• Monitoring and collecting a greater amount of data with new technologies (eg. cloud-based systems, wearable devices), as well as basing predictions on data, can create ethical issues.

Predictive Analytics analyzes historical data in order to forecast the future. The differentiator is the way data is used.

In standard HR analytics, data is collected and analyzed to report on what is working and what needs improvement. In predictive analytics, data is also collected but is used to make future predictions about employees or HR initiatives.

This can include anything from predicting which candidates would be more successful in the organization, to who is at risk of quitting within a year.

How does it work?

Advanced statistical techniques are used to create algorithmic models capable of identifying trends and future behaviors. These future trends can describe possible risks or opportunities that organizations can leverage in long-term decision-making.

Predictive HR examples

Let’s take a look at how predictive analytics can be used:

Turnover With predictive analytics, an algorithm can be devised to predict the likelihood of employees quitting within a given timeframe. Being able to flag which employees are at risk enables organizations to step in with preventative measures and avoid the cost of losing productivity and the cost of re-hiring.

Organizational Performance Historical data can pinpoint reasons for poor performance, but predictive analytics can make predictions about what initiatives are most likely to improve performance. If engagement levels are identified as being correlated with performance, then organizations can implement specific initiatives that boost employee engagement.

The benefits and challenges of predictive HR analytics

Benefits: Predictive HR analytics enables organizations to become proactive in their use of data.

Instead of fixing past problems, organizations can create a future that prevents problems and solves future challenges before they even happen. This can save on future costs, both in revenue, goals, and productivity.

Challenges: Predictive HR analytics requires a level of skill, technology and investment that many organizations do not yet have.

Many factors also need to be taken into consideration in order to make predictions about employees or potential candidates.

Human beings can be unpredictable and have different personalities, backgrounds and experiences. Slotting people into a black and white algorithm in order to make predictions about their job performance or future poses not just a risk, but an ethical question.

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• Recognize how systems thinking differs from linear thinking.
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Creativity in HR

As HR professionals, we must consider our own creativity and understand how this creativity might be blocked. A search for the one right answer will stifle creativity. We must be open to a wide variety of alternatives and the recognition that there are usually multiple ways of achieving the results we seek.

We defeat ourselves if we always attempt to be structured, rational, and logical. We are often better served by “winging it” or letting go. Trying to be too controlled in our approach to problem-solving can restrict the flow of those creative juices as we lock into the old ways of doing things. If we stay too regimented, we miss the opportunity to have fun—and to be more creative.

But perhaps the greatest block to creativity is our own self-limiting beliefs. This is essentially the belief that we are not creative and cannot be innovative. In essence, we fail to push boundaries.

Are We Pushing Boundaries?

Innovative individuals (and innovative organizations) are always seeking to push the boundaries. They are energized at the thought of going where they have not been before. Innovators are not shackled to the old ways of doing things. They are flexible and open-minded. However, there must be some reins on their creativity. They want to be flexible but grounded at the same time. They must be creative without losing their sense of reality. As HR professionals, we certainly need to work within specific parameters such as legal requirements to keep us grounded in reality. Yet we can still innovate within those contexts.

Are We Open-Minded and Comfortable with Change?

Today’s environment requires that all of us be more flexible and comfortable with change. The very nature of our world is dynamic and constantly changing. Those who are wed to the past and want things to remain the same quickly find themselves falling behind as the world around them changes.

Those who are fearless are more comfortable with ambiguity. This receptive mindset enables them to take more risks without knowing things with certainty. Decisions are made in three environments: certainty, risk, and uncertainty. Environments of certainty require perfect information. Yet seldom do people have perfect information when making decisions. Even the decision of which car to purchase is usually not made in an environment of complete certainty. Having done our homework, we make our decision only to have a friend ask, “Why didn’t you buy a _____ ?” And of course, we never considered that car (or researched it).

Some people fail to make decisions (or procrastinate) while seeking that information. In academia, students who are in an endless quest for the most complete, up-to-date information for their literature reviews in the dissertation process (constantly adding the latest information) usually end up with the designation ABD—all but dissertation—never finishing their programs. These are the individuals who are not comfortable with ambiguity. Paralysis by analysis closes the door to action.

In a rapidly changing, dynamic world it behooves us to become more tolerant of ambiguity. Ironically enough, as formal education prepares students in the “correct” answer, we may not be as open to ambiguous situations and the possibility that there is more than one right answer. Innovative individuals are noted to have a high tolerance for ambiguity.

Today’s world calls for innovation and creative problem-solving. Even the paradigm of education has shifted in the last few decades. Once professors were guided by the idea of viewing students’ minds as empty vials to be filled with facts and knowledge. That no longer works. Today, professors must teach students how to think. The problems around us are constantly changing, so providing the students with all the answers will serve no useful purpose because the questions and problems will change. The most valuable approach, then, is to teach students how to think (versus what to think). And a large part of teaching students how to think is to focus on creative problem-solving. With more ambiguity and uncertainty, the rational problem-solving approach does not fit most situations. Creative approaches are needed. This, though, requires that people be more fearless as they move out of their comfort zones and chart new territory. To lead the way in fostering an innovative culture, we must move out of our comfort zones.

Are We Taking Risks?

Moving out of one’s comfort zone requires a willingness to take risks. Oftentimes, we know what we are good at and do not want to move beyond that for fear that we will not be as good at something else (or heaven forbid, fail at it). This fear of failure holds us back from achieving our full potential. It prevents us from knowing what those boundaries are and what “could have been.” We really do not know what we can do until we have tried.

3M has carefully nurtured an innovative organizational culture. Although this has paid off on the bottom line of the corporation, it has not happened by accident. This focus on innovation requires a culture that accepts (and certainly does not punish) failure. If a risk is taken within the organization and it fails, punishment will reinforce that individuals no longer want to take any risks.

The same condition can result from our own self-imposed punishment. If we take a risk and then punish ourselves for failing (by belittling ourselves or hammering our self-esteem), we will no longer take those risks. Robert F. Kennedy once said that “only those who dare to fail greatly can ever achieve greatly.” To be fearless, we must give ourselves permission to fail!

Are We Conquering Fear?

Sometimes we just need to ask what we really fear. What are we truly afraid of? Articulating this fear can make it more manageable and therefore easier to overcome. Dale Carnegie said, “Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit at home and think about it. Go out and get busy.” Carnegie further recommended that we go out and keep doing the thing we fear! It is human to have fears. Letting them multiply and drive our life, though, is self-limiting. The difference between successful people and those who are not successful is in the response to their fears. Successful people face their fears—yes, they have them! Those who are not successful let their fears hold them back.

Fear can be perceived or real. Either is equally debilitating. Subconscious fear is just as powerful in eroding our self-confidence as real fear. Furthermore, this fear prohibits us from taking the first step to realize our dreams. When people are asked what their greatest fears are, it is always amazing to see results that indicate a fear of public speaking is ranked higher by most people than a fear of dying! Perhaps this gives credence to the idea that somehow many of our fears are unreasonable and not grounded in reality.

We can see, then, why fear is the antidote to the innovation we seek. Fear holds us back from taking risks, from experimenting—and ultimately, from innovating. Fear drives out innovation. Fear of evaluation closes down the pipeline of new ideas and opens us up to killing ideas with skepticism. With fear, there is no supportive environment to nurture our ideas and receive constructive feedback. Fear of giving up control crushes the spirit of those who are innovators and crave that freedom.

As HR professionals, we need to expect to do the heavy lifting. We must consider taking that all-important first step. We cannot wait for a critical mass to get behind our effort. We may need to be that lone voice at the front leading the way. By taking the temperature of our organizational cultures and assessing our own readiness to stimulate innovation, we are better positioned to lead the charge in accepting the challenge to foster an innovative culture!

Excerpted from Patricia M. Buhler, Destination Innovation: HR’s Role in Charting the Course (SHRM, 2015).

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7 common HR problems in companies (and how to solve them)

If you've ever worked in HR, you know it requires you to juggle many tasks and responsibilities. This can sometimes overwhelm smaller teams or companies with limited resources and manpower.

The good news is that many of companies' most prevalent HR problems are common across industries and companies. As such, there's a wealth of information about how to solve them.

This article will focus on 7 of the most common HR problems in companies and provide a solution for each one.

But first, let's back up to look at what an HR department, or HR Management, actually does.

What does HR Management involve?

HR managers may be responsible for a wide range of activities related to hiring and managing employees at a company.

Responsibilities found under the HR umbrella might include:

• Job design ( job descriptions , recruitment ads , strategic prioritization)
• Workforce planning
• Training and development of existing employees
• Performance management
• Compensation and benefits management
• Navigating legal requirements
• Health and safety

In the largest organizations, these responsibilities are usually split across an HR organization. Smaller companies, however, often don't have that luxury, and one or two people may have to juggle these priorities.

This lack of resources or manpower is at the core of many HR problems companies face. There are many jobs to be done - all of which are important - but it may not be possible to do all of them with the limited resources available.

The rest of this article will focus on these challenges and offer possible solutions.

Common HR problems in companies and their solutions

HR problems in companies come in many shapes and forms. They also vary in seriousness and complexity, depending on the challenge and where the company is located and operates.

Consider the solutions to these problems to be guidelines. It might be necessary to seek outside help, depending on the resources available to you at your company.

1. Compliance with laws and regulations

The first common HR problem in companies is a big one: ensuring you adhere to all relevant laws in your operation area. This can be a huge challenge for small HR organizations, especially if no one on the team has experience dealing with local labor laws and regulations.

Key challenges that arise include:

• The tediousness of keeping track of all employment laws in all areas in which the company operates
• Ensuring that all operations, recruiting, and employment processes adhere to local laws
• A lack of time and expertise to understand the issues and nuances of the laws

Failure to fully comply with laws and regulations can lead to serious consequences for a small company, including audits, lawsuits, and even bankruptcy.

Potential solutions to this challenge include:

• Ensuring that at least one person on your management team is in charge of understanding local employment laws and regulations
• Giving that person the time and resources needed to study and understand those laws and regulations
• Consulting a legal expert with questions about the laws and regulations
• Auditing your existing processes to ensure that everything is above board

While these solutions will require more time and money, getting them right is critical to ensure your company's health and future success.

2. Health and safety

Like with laws and regulations, HR organizations often ensure all health and safety requirements are being met at the company.

• Creating and enforcing health and safety processes at the company
• Providing employee training and documentation of course completion to prove compliance with health and safety measures
• Monitoring and adapting to local health and safety laws
• Tracking instances of workplace injuries or safety violations to protect against potential workplace compensation lawsuits

Like with employment laws and regulations, failure to execute a thorough health and safety program can expose the company to costly lawsuits and injury claims.

• Designating a health and safety person or committee at your organization
• Giving them the tools and training needed to study and understand local health and safety laws
• Empowering them with absolute control over health and safety at the organization, including the power to make changes, upgrades, or even shut down operations temporarily if needed

Health and safety should be a top priority for any company. As such, this challenge should be on your shortlist to tackle as soon as possible.

3. Change management

Managing change can be a big headache for HR departments and their employees. This is especially true for fast-growing organizations experiencing rapid evolution in their processes or onboarding new employees at a high clip. Unfortunately, HR often bears the brunt of this frustration.

• Adapting HR processes and policies to match the company's growth and ambitions
• Balancing the needs and wants of legacy employees with those of new employees and management
• Ensuring open communication before, during, and after changes are made
• Dealing with negative feedback or frustrations from employees

When done poorly, change management can have an adverse effect on performance, staff engagement , and morale. It often falls on the HR department to find ways to ensure people-centric change doesn't affect productivity and output.

• Clearly communicating the benefits of change to all employees
• Implementing a change management process that outlines how, when, and where employees are informed of process changes
• Encouraging open and honest feedback from employees when a change is made
• Making it crystal clear why you are making a change and what the benefits are to the company and employees

It's not possible to please everyone all the time. But a few simple change management best practices can make your life much easier when scaling or altering your processes.

4. Compensation management

Compensation and benefits are one issue that no HR organization can get around. This is the core concern for all employees and has an immense impact on everything from performance to engagement to productivity.

• Knowing how to structure compensation packages to stay competitive in your industry
• Monitoring the recruitment landscape to see what others are offering
• Matching compensation demand in the market, especially if you're trying to compete against larger competitors
• Providing competitive perks, employee benefits , and bonuses that align with what your ideal candidates want

It takes a lot of time and money to ensure that your total compensation packages are appealing and competitive. In reality, small companies will struggle to compete against large corporations and their limitless budgets.

• Looking for free tools like Payscale and Glassdoor to create benchmark salaries that are based on aggregated real data
• Shortlisting competitors to watch and analyze what they promote on their careers sites in terms of perks, benefits, and compensation
• Focusing on employer branding and culture messaging to create intangible benefits for candidates
• Being creative with compensation to make up for less-than-competitive salaries

The bottom line is that larger companies can and likely will outspend smaller ones to land the best talent. To combat that reality, smaller companies should look to pitch what's unique and appealing about their company.

5. Landing top talent

Like with compensation, smaller HR organizations often get muscled out in the fight for top talent. This is another major HR problem in companies that don't have the resources to aggressively go after the best candidates.

• Being overtaken by a large amount of competition for top talent in skilled roles
• Having to spend lots of time, money, and effort to find top talent, all of which are in short supply
• Devoting the time that's needed to hire top talent while also juggling all of the other requirements of an HR manager
• Spending lots of resources to court a top candidate, only to have them leave early in their term with you or get scooped up by a competitor during the hiring process

Competition for top talent is fierce. Large organizations use every resource at their disposal to find and hire the best in the industry. Unfortunately, that means smaller organizations are often financially disadvantaged when hiring.

• Getting creative with how and who you hire
• Beefing up your employer brand to stand out from other companies
• Recruiting directly from colleges and universities to give new and hungry employees a chance to shine
• Leveraging networks and social channels to directly pitch candidates at no cost
• Hiring the best recruiter possible and letting them do their jobs

Smaller organizations will need to pick and choose their battles when competing for top talent. If budget and resources are limited, then it might make sense to only go after the best candidates for strategically critical roles or ones that will drive long-term success.

6. Retention

Landing top talent is one thing, but retaining them long term comes with a new set of HR challenges for companies.

• Focussing the bulk of your time and energy on employee retention
• Balancing the cost of hiring top talent, with the risk of them leaving prematurely
• Accounting for the variety of factors that might cause retention issues, including:
• External poaching
• Lack of engagement
• Lack of career development
• Lack of growth opportunities
• Non-competitive salaries or benefits
• Monitoring and adapting to issues that are leading to increased employee departures
• Maintaining productivity levels while balancing all of the above
• Finding a fine balance between culture, compensation, and incentives that boosts loyalty and retention: this will require some experimentation and lots of honest feedback
• Continuously monitoring employee sentiment via pulse surveys, 1:1 meetings, anonymous surveys , town halls, etc.
• Keeping an eye on the market to ensure that your compensation packages are competitive
• Monitoring employee churn rates and retention rates and adapting to what the data is telling you
• Addressing red flags before they become major issues

If you break down a month-to-month workload for most HR managers, employee retention is likely one of, if not their most important, priority.

Keeping employees happy and performing at a high level is incredibly important for a company's success and comes with many challenges for HR professionals.

7. Monitoring productivity and performance

Productivity and performance is a shared responsibilities between managers and the HR department. Managers are ultimately responsible for their team's performance, but it will fall on the HR department to make tough decisions if certain departments or teams aren't performing at the level they need to be.

• Monitoring performance and productivity levels to ensure that the business is operating efficiently and hitting output goals
• Identifying problems areas and taking necessary actions to turn things around
• Working cross-functionally to find root causes for low performance and identifying potential solutions
• Reporting human resource issues back to the executive team, who will then make strategic decisions

Keeping an eye on productivity and performance involves monitoring key indicators, engaging in candid conversations with managers and employees, and generally acting like a detective to find problems. While part of the job, it's a time-consuming responsibility and a common HR problem in companies.

• Using HR platforms that integrate performance management, goal management, and engagement tracking
• Looking for teams who are hitting their goals, studying what they do right, and presenting those processes as potential changes to the executive team
• Keeping clear lines of communication open with all managers to ensure that issues are addressed before they snowball

The HR department is often one of the busiest in most companies. That becomes even more apparent in smaller companies with fewer employees dedicated to these mission-critical tasks. This is a very multifaceted role that brings with it many unique problems and challenges.

Like with most business challenges, focusing on strong communication, technology, processes, and goal tracking can help you overcome these common HR problems in companies.

Brendan is an established writer, content marketer and SEO manager with extensive experience writing about HR tech, information visualization, mind mapping, and all things B2B and SaaS. As a former journalist, he's always looking for new topics and industries to write about and explore.

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• Hiring Resources

10 Biggest HR Challenges in The Workplace And Their Solutions

• October 19, 2023
• | 10min Read
• | Mayank Pratap

Table of content

In the ever-evolving landscape of the modern workplace, Human Resources (HR) professionals play a pivotal role in shaping an organization’s success. Their responsibilities extend far beyond recruitment and payroll management; they are the custodians of an organization’s most valuable asset—its people. As businesses navigate through a rapidly changing world, HR professionals face a multitude of HR challenges. From attracting and retaining top talent to adapting to a diverse workforce, and from ensuring compliance with evolving regulations to harnessing the power of technology, the role of HR has never been more demanding.

In this comprehensive blog, we will delve into the Biggest HR Challenges in The Workplace and Their Solutions. Each challenge represents a critical puzzle piece in the intricate HR landscape, and the solutions provided here aim to empower HR professionals and organizations to overcome these hurdles effectively. By the end of this blog, you’ll have a deeper understanding of the challenges that HR faces today and the strategies to conquer them, ensuring a thriving and prosperous workforce.

Human Resources departments play a pivotal role in shaping an organization’s success. They are responsible for recruiting, retaining, and managing the workforce, among other critical functions. However, HR professionals often encounter various challenges in today’s dynamic work environment. Now let’s explore the ten biggest HR challenges and provide solutions to address them effectively.

Recruitment and Retention

Challenge: .

Attracting top talent and retaining employees is an ongoing challenge for HR teams. With the competitive job market and changing expectations of the workforce, finding and keeping skilled employees can be a daunting task.

• Employer Branding: Create and maintain a strong employer brand to attract candidates who align with your organization’s values and culture.
• Competitive Compensation: Offer competitive salaries and benefits packages to retain employees.
• Employee Development: Invest in training and development programs to help employees grow within the company.

Diversity and Inclusion

Building a diverse and inclusive workforce is essential for innovation and success, but HR often faces obstacles in achieving this goal.

• Diversity Initiatives: Implement diversity programs and set diversity targets.
• Inclusive Culture: Foster an inclusive workplace culture where every employee feels valued and heard.
• Bias Training: Provide training to reduce unconscious bias among employees and management.

Workforce Adaptation

Adapting to the changing workforce, which includes remote and contract workers, is a significant HR challenge.

• Flexible Work Policies: Create flexible work policies that accommodate remote work and other adaptations.
• Freelance and Contract Management: Implement efficient contract management systems for non-traditional workers.
• Digital HR Tools: Use HR software for managing remote employees and tracking their performance.

Employee Engagement

Disengaged employees can negatively impact productivity and retention rates.

• Regular Feedback: Provide regular feedback to employees.
• Recognition Programs: Implement employee recognition programs to motivate and engage the workforce.
• Employee Surveys: Conduct regular surveys to understand employee concerns and needs.

Compliance and Regulations

Keeping up with ever-changing labor laws and regulations can be a complex task.

• Regular Training: Conduct regular compliance training for HR and employees.
• Legal Counsel: Consult with legal experts to ensure your HR policies align with current laws.
• HR Software: Use HR software that can automate compliance tracking and reporting.

Performance Management

Traditional performance management systems may not effectively assess employee performance.

• Continuous Feedback: Implement continuous feedback systems, rather than annual reviews.
• Goal Setting: Help employees set clear, achievable goals to improve their performance.
• Training and Development: Invest in training and development to help employees meet their objectives.

Employee Well-being

Employee well-being has become a top concern, especially in the post-pandemic world.

• Mental Health Support: Provide mental health resources, such as counseling and stress management programs.
• Work-Life Balance: Encourage a healthy work-life balance and flexible scheduling.
• Health Benefits: Offer comprehensive health and wellness benefits.

Succession Planning

Identifying and developing potential leaders within the organization can be challenging.

• Leadership Development Programs: Establish leadership development programs to groom internal talent.
• Mentorship Programs: Implement mentorship programs to facilitate knowledge transfer.
• Talent Pipelines: Create talent pipelines for key positions to ensure a smooth transition.

Technology Integration

Keeping up with the rapid advancements in HR technology and ensuring its seamless integration can be daunting.

• HR Software Selection: Choose HR software that aligns with your organization’s needs and goals.
• Training: Provide training to HR staff on how to use and maximize the benefits of HR technology.
• Regular Updates: Stay current with software updates and new technological developments.

Data Management

HR departments generate vast amounts of data, and managing and using it effectively can be a significant challenge.

• Data Analytics: Utilize data analytics to make informed decisions about HR strategies.
• Data Security: Invest in robust data security measures to protect sensitive employee information.
• Cloud-Based Solutions: Consider using cloud-based HR management systems for secure data storage.

In conclusion, the field of HR is ever-evolving, and HR professionals must adapt to the changing landscape of the workplace. By addressing these ten biggest HR challenges with the provided solutions, organizations can create a more productive, diverse, and inclusive work environment that attracts and retains top talent.

Remember, success in HR is not only about identifying these challenges but also about implementing proactive and practical solutions. Embracing change and staying up-to-date with industry trends is key to overcoming these challenges and ensuring a thriving workforce.

Why is it Important to Address These HR Challenges?

In the dynamic world of business, HR challenges are not mere obstacles to overcome; they are critical factors that can determine an organization’s success or failure. Understanding why it is essential to address these HR challenges is fundamental to not only improving workplace dynamics but also achieving long-term organizational goals.

Talent is Your Competitive Advantage

In today’s highly competitive job market, attracting and retaining top talent is the holy grail of success. Organizations with the best people often have the upper hand, as talent is a primary driver of innovation, productivity, and growth. Addressing HR challenges like recruitment and retention ensures that your organization continually has access to the right skills and expertise. A failure in this regard could result in losing your competitive edge to competitors who manage their HR challenges more effectively.

A Diverse Workforce Fuels Innovation

Innovation stems from diversity. A diverse workforce brings together individuals with unique perspectives, experiences, and skills, fostering creativity and problem-solving. Addressing diversity and inclusion challenges is not just about following a trend; it’s about embracing the power of different voices to propel your organization forward.

Compliance Safeguards Reputation

Laws and regulations that govern the workplace are continually evolving. If you fail to comply with such regulations, you may have to face legal issues and financial losses. Addressing compliance and regulation challenges ensures that your organization is on the right side of the law, safeguarding its reputation and bottom line.

Employee Engagement Drives Productivity

Engaged employees are more productive, more loyal, and more likely to stay with your organization. In contrast, disengaged employees can be a drag on productivity and may seek opportunities elsewhere. Addressing employee engagement challenges not only improves the workplace environment but also contributes to the bottom line by boosting efficiency and reducing turnover.

Succession Planning Ensures Continuity

Succession planning challenges are not just about preparing for the future; they are about securing the future of your organization. Without a robust plan for developing and promoting internal talent, your organization may face leadership voids and disruptions in case of unexpected departures. Addressing succession planning ensures that the organization can continue to operate smoothly, even in the face of unforeseen circumstances.

Technology Enhances Efficiency

Technology is a double-edged sword for HR. On one hand, it introduces complexities, while on the other, it offers unprecedented efficiency and insights. Addressing technology integration challenges is essential for optimizing HR processes, from recruitment to data management. Embracing the right HR technology can lead to time and cost savings, improved data-driven decision-making, and better employee experiences.

Data Management Informs Decision-Making

In today’s data-driven world, information is power. HR departments generate vast amounts of data, from employee performance metrics to turnover rates. Addressing data management challenges ensures that your organization can use this data effectively. With the right analytics and insights, HR can make informed decisions about hiring, employee development, and strategic planning, ultimately benefiting the entire organization.

Wrapping Up!

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5.2 Criteria Development and Résumé Review

Learning objectives.

• Be able to explain why criteria development is an important part of the selection process.
• Give examples of types of criteria that can be developed.
• Describe the advantages and disadvantages of internal and external candidates.

Before we begin to review résumés and applications, we must have a clear idea of the person we want to hire for the position. Obviously, the job specifications will help us know the minimum qualifications, such as education level and years of experience. However, additional criteria might include the attitude of the potential hire, the ability to take initiative, and other important personal characteristics and professional abilities that may not always be demonstrated in an application or résumé. A specific score on a personality test, quality of work samples, and other tools to determine qualifications should be included as part of the criteria. In other words, knowing exactly what you want before you even begin the process of looking through résumés will make this process much easier. In human resources, this is called KSAOs , or knowledge, skills, abilities, and other personal characteristics that make a person successful on the job. Some organizations, such as the United States Department of Veterans Affairs, require applicants to address each one of the KSAOs listed in the job position within their cover letter 1 .

Criteria Development Considerations

Many HR professionals and managers develop the criteria for hiring, as well as the interview questions, before reviewing any résumés. This allows for a streamlined process with specific guidelines already set before reviewing a résumé. For example, criteria for a project management job might include the following:

• Two years of experience managing a $2 million or more project budget
• A bachelor’s degree in business or closely related field
• Ability to work on multiple projects at once
• Problem-solving ability
• Conflict-management ability
• Ability to manage a team of five to six diverse workers
• Score of at least a 70 on cognitive ability test
• Score of excellent from most recent employer

By setting criteria ahead of time, the hiring team has a clear picture of exactly what qualifications they are looking for. As a result, it is easier to determine who should move forward in the selection process. For example, if someone does not have a bachelor’s degree, given this is a criterion, their application materials can be filed away, perhaps for another job opening. Likewise, the HR manager can include those résumés with two or more years of experience and bachelor’s degree in the interview pile and then develop interview questions that show the candidates’ problem-solving, multitasking, and conflict-management abilities.

Résumé parsing or résumé scanning software is readily available and can make the initial screening easier. For example, Sovren software allows the HR manager to include keywords such as bachelor’s degree or management . This software scans all received résumés and selects the ones that have the keywords. While it still may be necessary to review résumés, this type of software can save time having to look through résumés that obviously do not meet the minimum qualifications.

Validity and Reliablity

The validity refers to how useful the tool is to measure a person’s attributes for a specific job opening. A tool may include any and all of the following:

• Résumé-scanning software
• Reference checks
• Cognitive ability tests
• Work samples
• Credit reports
• Biographical information blanks
• Weighted application forms
• Personality tests
• Interview questions

Biographical information blanks (BIBs) are a useful part of the application process. A BIB is a series of questions about a person’s history that may have shaped his or her behavior. The BIB can be scored in the same way as an interview or a résumé, assuming the organization knows which types of answers are predictable for success in a given job. Similarly, a weighted application form involves selecting an employee characteristic to be measured and then identifying which questions on the application predict the desired behavior. Then scores are assigned to each predictor. Of course, the development of the scoring should be determined before any résumés and application forms have been reviewed. In other words, any tool you use to determine someone’s qualifications for a job should have validity to determine they are the right fit for the job.

Reliability refers to the degree in which other selection techniques yield similar data over time. For example, if you ask the same interview question of every applicant for the project management position, and the “right” answer always yields similar, positive results, such as the hiring of a successful employee every time, the question would be considered reliable. An example of an unreliable test might occur with reference checks. Most candidates would not include a reference on their résumé who might give them a poor review, making this a less reliable method for determining skills and abilities of applicants.

Fit includes not only the right technical expertise, education, and experience but also fit in company culture and team culture. For example, at Facebook headquarters in Palo Alto, California, engineers are selected based on their willingness to take risks, as risk taking is nurtured at Facebook (McGirt, 2010). In addition to this component of their company culture, the company looks for the “hacker” personality, because a hacker is someone who finds ways around the constraints placed upon a system. At Zappos, profiled in Chapter 4 “Recruitment” , the company culture is one focused on customer service and the willingness of people to provide the best customer service in all aspects of the business. At Amazon, the huge online retailer, a core value in their company culture is a focus on developing leaders to grow with the organization. If a potential candidate is not interested in long-term career growth, he or she might not be deemed an appropriate strategic fit with the organization. In today’s organizations, most people are required to work within teams. As a result, fit within a team is as important as company culture fit. Microsoft, for example, does an immense amount of teamwork. The company is structured so that there are marketers, accountants, developers, and many others working on one product at a time. As a result, Microsoft looks for not only company culture fit but also fit with other team members.

Reviewing Résumés

Once we have developed our criteria for a specific job, we can begin the review process. Everyone prefers to perform this differently. For example, all the hiring decision makers may review all résumés, list the people they would like to meet in person, and then compare the lists. Another method might be to rate each candidate and interview only those above a certain score. This is discussed in Section 5.4.2 “Selection Methods” . Obviously, much of the process will depend on the organization’s size and the type of job. None of this process can be done fairly without first setting criteria for the job.

When looking at résumés to determine whom to interview, a manager should be concerned with the concepts of disparate impact and disparate treatment. This is discussed in Chapter 4 “Recruitment” . Disparate impact is unintended discrimination against a protected group as a whole through the use of a particular requirement. Disparate impact may be present in the interviewing process, as well as other employment-related processes such as pay raises and promotions. For example, a requirement of being able to lift 110 pounds might be considered as having disparate impact on women, unless the job requires this ability. Every criteria developed should be closely considered to see if it might have disparate impact on a protected group of individuals. For example, the requirement of a certain credit score might have a negative impact on immigrants, who may not have a well-developed credit rating. However, if being able to manage money is an important requirement of the job, this requirement might not be discriminatory.

Disparate treatment in hiring might include not interviewing a candidate because of one’s perception about the candidate’s age, race, or gender.

The last consideration is the hiring of internal versus external candidates. An internal candidate is someone who already works within the organization, while an external candidate is someone who works outside the organization. A bidding process may occur to notify internal candidates of open positions. This is discussed in Chapter 4 “Recruitment” . Generally speaking, it is best to go through a formal interview process with all candidates, even if they work within the organization. This way, an HR professional can be assured that disparate treatment does not occur because of favoritism. For example, a senior executive of your organization just left, and you believe the manager in that department is qualified to take over the position. Suppose, though, that the manager has been lobbying you for the job for some time and has even taken you out to lunch to talk about the job. While this person has maintained high visibility and lobbied for the promotion, there may be equally qualified internal candidates who did not use the same lobbying techniques. Automatically offering the position to this internal candidate might undermine others who are equally qualified. So while hiring internally can be a motivator, making assumptions about a particular person may not be a motivator to others. This is why it is best, even if you hire internally, to post a formal job announcement listing the job description and job qualifications, so everyone in the organization can have an equal opportunity to apply for the job.

Once you have completed the criteria for the particular job and narrowed down the field, you can begin the interview process. We discuss this in Section 5.3 “Interviewing” .

Table 5.1 Possible Advantages and Disadvantages of Hiring an Internal versus an External Candidate

How Would You Handle This?

Poor Interviewer

As the assistant to the HR manager, one of your jobs is to help managers get ready to interview candidates. When you offer help to Johnathan, he says he has interviewed hundreds of people and doesn’t need your help in planning the interview process. When you sit in the interview with him, he asks inappropriate questions that you don’t feel really assess the abilities of a candidate. How would you handle this?

Key Takeaways

• The first step in selection is to begin reviewing résumés. Even before you do this, though, it is important to develop criteria that each candidate will be measured against. This can come from the job description as well as the job qualifications.
• Other tools, such as cognitive ability tests, credit checks, and personality tests, can be used to determine qualifications. When developing your criteria for interviewing, determine the level the applicant needs to meet to meet the minimum criteria, for example, a minimum score on a personality test.
• We should be concerned with validity and reliability of measurement tools. Validity refers to how valid the test is, that is, how well a test measures a candidate’s abilities to do a job. Reliability refers to which selection techniques yield similar data or results over time. It is important to choose the right measurement tool used to determine whether the candidate meets the criteria.
• Setting criteria before the interview process starts ensures that disparate impact or disparate treatment does not occur in the interview process.
• When hiring, there is the option of internal and external candidates. Each has its own set of advantages and disadvantages. Internal candidates may be able to “hit the ground running,” but external candidates may come in with new perspectives. Even if an internal candidate seems to be the best hire, it is best to still perform the process of posting the job and interviewing, since other less vocal employees might be qualified internal candidates as well. In other words, don’t assume one person is the obvious choice for the promotion.
• Develop criteria for the position of a retail salesperson working in teams.
• Describe the advantages and disadvantages of hiring an internal and external candidate. Give an example of when you don’t think an external candidate should be considered for a position.
• How can development of criteria or minimum standards help in a case of disparate treatment accusations?

1 “What Are KSAs?” US Department of Veterans Affairs, accessed August 2, 2011, http://www.va.gov/jobs/hiring/apply/ksa.asp .

McGirt, E., “Most Innovative Companies,” Fast Company, February 2010, accessed July 12, 2011, http://www.fastcompany.com/mic/2010/profile/facebook .

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

What is Training in HRM?

Everything you need to know about what is training in HRM.

Training is concerned with the teaching/learning carried on for the basic purpose of enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes needed by that organization.

The objective of training is to develop specific and useful knowledge, skills and techniques. It is intended to prepare people to carry out predetermined tasks in well-defined job contexts. Training is basically a task-oriented activity aimed at improving performance in current or future jobs.

As observed by Andrew F. Sikula, the need or the purpose of training is to ensure increase in productivity; and it is believed that “increased human performance (through instructions), often directly leads to increased operational productivity and increased company profit”.

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Secondly, the purpose of training is improvement of quality since better informed workers are less likely to make operational mistakes.

Learn About:-

1. Meaning of Training  2. Features of Training  3. Needs and Objectives 4. Systematic Approach 5. Methods 6. Types

7. Process 8. Inputs 9. Improving Training Effectiveness 10. Training as an Important Tool 11. Evaluation 12. Importance and Benefits.

What is Training in HRM: Features, Needs, Objectives, Methods, Types, Process, Importance and Benefits of Training

• Meaning of Training
• Features of Training
• Needs and Objectives of Training
• A Systematic Approach to Training
• Methods of Training
• Types of Training
• Process of Training
• Inputs in Training and Development
• How to Improve Effectiveness of Training Programmes by Applying Learning Principles?
• Training and Human Resource Management
• Training Evaluation
• Importance and Benefits of Training

What is Training in HRM – Meaning

Training and development of human resources has evoked a great deal of interest in recent years. Human resource management has two basic approaches- a reactive, or problem-solving approach; and a proactive, or forward-looking approach. Training is used in both. Training is a systematic process of changing the behaviour, knowledge, and attitudes of present employees to improve the match between employee characteristics and employment requirements.

At the time of hiring, no one is perfect and some training and education becomes a must. No organization has a choice of whether to develop employees or not; the only choice is that of method. If there is no organized programme, then development will be mostly self-development while learning on the job.

In the present day radical changes, organizations are striving hard to maintain a viable and knowledgeable work force. Obviously, employee training and development has become not only an activity that is desirable but also an activity that an organization must commit resources to. Training has become a big business and getting bigger.

A sad state of affairs is that inspite of good budgets, best intentions, and true needs, several training programmes fail to achieve lasting results. Nothing can succeed with vague goals. If one doesn’t know where he is going, neither can he tell if he gets there nor can he tell if he lands somewhere else.

Employee training attempts to improve skills, or add to the existing level of knowledge so that the employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. Continuous growth and development of employees makes an organization viable and it adapts itself to changing environment.

New problems, new procedures and developments in technology, new knowledge and job requirements are constantly creating the need for training – thus making it a continuous process. Coping with the changes essentially involves increased emphasis on human resources development.

Development of human resources involves acquisition of new abilities with changed skills, knowledge and attitude of the employee necessary for better performance. Development includes both training to increase skill in performing a specific job and education to increase general knowledge of the total environment.

Thus, training and development activities can become meaningful when integrated with the overall human resource development strategy of an organization. They have assumed great importance with the phenomenal and unprecedented changes in the internal and external environments of today’s organizations.

Training is supposed to bring about change in the behaviour of employees so as to enable them to meet the current and future requirements of their tasks and roles.

Thus, training is concerned with the teaching/learning carried on for the basic purpose of enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes needed by that organization.

What is Training in HRM – Features

I. Increases knowledge and skills for doing a particular job- Training bridges the gap between job needs and employee skills, knowledge and behaviours.

II. Focuses attention on the current job- It is job specific and provides em­ployees with specific skills. Training helps employees’ correct deficiencies in their performance.

III. Concentrates on individual employees- Training lays emphasis on chang­ing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors.

IV. Narrow focus- Tends to be more narrowly focused and oriented toward short-term performance concerns. It tries to fix current skill deficit. The goal of training is a fairly quick improvement in workers’ performance. It is a job specific and individual-oriented effort aimed at improving short term performance fairly quickly.

V. Relatively permanent change in employee behaviour- Training is ac­tually a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job.

Development, in contrast, is considered to be more general than training and more oriented to individual needs in addition to organizational needs and it is most often aimed toward management of people.

There is more theory involved with such education and hence less concern with specific behaviour than is the case with training. Usually, the intent of development is to provide knowledge and understanding that will enable people to carry out non-technical organizational functions more effectively.

The term ‘education’ is wider in scope and more general in purpose when com­pared to training. Training is the act of increasing the knowledge and skills of an employee while doing a job. It is job-oriented (skill learning). Education, on the other hand, is the process of increasing the general knowledge and understanding of employees.

It is a person-oriented, theory-based knowledge with the main pur­pose of improving the understanding of a particular subject or theme (conceptual learning). Its primary focus is not the job of an operative.

Education is imparted through schools or colleges and the contents of such a programme generally aim at improving the talents of a person. Training is practice-based and company-specific. However, both have to be viewed as programmes that are complementary and mu­tually supportive. Both aim at harnessing the true potential of a person/employee.

What is Training in HRM – Needs and Objectives

Training and development function in an organization has gradually become a major activity since the continued effectiveness and efficiency of an organization depends on the ability of its employees to produce at high levels of efficiency, and keep abreast with their changing job-role demands.

As observed by Andrew F. Sikula, the need or the purpose of training is to ensure increase in productivity; and it is believed that “increased human performance (through instructions), often directly leads to increased operational productivity and increased company profit”. Secondly, the purpose of training is improvement of quality since better informed workers are less likely to make operational mistakes.

Third purpose of training is human resource planning or adequate fulfilment of an organization’s future personnel requirements since “organizational vacancies can more easily be staffed from internal sources if a company initiates and maintains an adequate instructional programme for both its non-supervisory and managerial employees.

Fourth purpose of training is enhancing employee motivation. Fifthly, improving morale. Sixth purpose is to improve organizational climate since an endless chain of positive reactions can result from a well-planned training programme. Seventh purpose is to make possible an increase in compensation indirectly through opportunities for internal promotions arising out of better knowledge, understanding and competence bringing about financial rewards. Eighty, improvement of health and safety through proper training can be achieved by prevention of accidents or creation of safer work environment.

Ninth purpose of training is prevention of obsolescence as it is pointed out that “Training and development programmes faster the initiative and creativity of employees and help to prevent manpower obsolescence due to age, temperament or motivation or the inability of a person to adapt himself to technological changes”.

Lastly, personal growth of individual employees resulting from “their exposure to educational experiences” including an enlightened outlook, a wider awareness and greater capacities of thought, imagination and power of analysis and decision-making.

The ultimate objective of training the employees is improvement in their performance thereby facilitating achievement of organizational goals.

Specific objectives of training are:

(i) The production of work to require standards of quality, quantity, cost and time.

(ii) The development of staff, by skill and knowledge, to meet the foreseeable needs of the organization, i.e.

a. Higher productivity

b. Increased efficiency in operation

c. A safe and harmonious working environment.

Commenting on the objective of a training programme, O. Jeff Harris, Jr observed:

“Training of any kind should have as its objective the redirection or improvement of behaviour so that the performance of the trainee becomes more useful and productive for himself and for the organization of which he is a part. Training normally concentrates on the improvement of either “operative skills”, “interpersonal skills”, “decision-making skills”, or a combination of these.”

What is Training in HRM – A Systematic Approach to Training

Systematic training has a key role to play in the quest for efficiency and for profit and this merits close attention.

Systematic approach to training involves:

1. Establishing the facts about the present and the likely future, prospective or projected manpower situation and organization’s growth and determining the gaps.

2. Planning a complete training cycle. Systematic training programme includes the following steps-

(a) Determination, review and clear understanding of organization’s goals

(b) Designing methodology and undertaking training needs survey

(c) Analysis of data collected

(d) Determining training objectives

(e) Prioritizing training objectives

(f) Setting up the training institutes

(g) Preparation of calendar of training programmes

(h) Preparation of training budgets

(i) Identification of contents of training programme

(j) Determination of sequence of sessions in training programme

(k) Selection of participants

(I) Selection of resource persons

(m) Selection of training methodology

(n) Selection of training material

(o) Implementation of training programme

(p) Evaluation of training programme

(q) Undertaking on the job evaluation

(r) Implementation of training follow up activities.

What is Training in HRM – Methods: On-The-Job Training and Off-The-Job Training

Broadly speaking, there are two methods of training, viz., on-the-job training and off-the-job training.

A. On-The-Job Training:

In this method the employee learns by doing. He is exposed to the real work situation. An experienced employee will act as the friend, philosopher and guide. The new employee follows the orders, carries out instructions and adopts the right technique while doing the job. In this way, he is able to learn the work practically.

While doing so he can ask questions, seek clarifications on various job-related matters and obtain guidance from his senior employee. Important on-the-job methods of training include, job rotation, coaching or job instruction, working as an assistant or understudy under senior employees, temporary promotions etc.

Some of the widely used on the job training methods are discussed below:

1. Job Instruction Training (JIT):

The JIT method (developed during World War II) is a four step instructional process involving preparation, presen­tation, performance try out and follow up. It is used primarily to teach workers how to do their current j obs. A trainer, supervisor or co-worker acts as the coach.

The four steps followed in the JIT methods are:

(i) The trainee receives an overview of the job, its purpose and its desired outcomes with a clear focus on the relevance of training.

(ii) The trainer demonstrates the job to give the employee a model to copy. The trainer shows a right way to handle the job.

(iii) Next, the employee is permitted to copy the trainer’s way. Demon­strations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job.

(iv) Finally, the employee does the job independently without super­vision.

Merits and Demerits of Job Instruction Training:

(a) Trainee learns fast through prac­tice and observation.

(b) It is economical as it does not require any special settings. Also, mistakes can be corrected imme­diately.

(c) The trainee gains confidence quickly as he does the work himself in actual settings with help from supervisor.

(d) It is most suitable for unskilled and semi-skilled jobs where the job operations are simple; easy to explain and demonstrate within a short span of time.

(a) The trainee should be as good as the trainer. If the trainer is not good, transference of knowledge and skill will be poor.

(b) Trainee while learning may dam­age equipment, waste materials and cause accidents frequently.

(c) Experienced workers cannot use the machinery while it is being used for training.

2. Coaching and Mentoring:

Coaching is a one-on-one relationship between trainees and supervisors which offers workers continued guidance and feedback on how well they are handling their tasks. Mentoring is a particular form of coaching used by experienced executives to groom junior employees.

Normally, mentoring involves one-on-one coaching for a period of several years until the individual is eventually capable of replacing the mentor.

Merits and Demerits of Coaching and Mentoring:

i. There is an excellent opportunity to learn quickly through continu­ous interaction.

ii. Constant guidance helps the train­ee to be on track, using facilities to good advantage.

i. It may create feelings of jealousy among other workers who are not able to show equally good perfor­mance.

ii. If mentors form overly strong bonds with trainees, unwarrant­ed favouritism may result. This can have a demoralising effect on other workers, affecting their work performance in a negative way.

(3) Apprenticeship Training:

Apprenticeship training dates back to Biblical times and is frequently used to train personnel in some skilled trades such as electricians, mechanics, tailors, bricklayers, and carpenters. The period of training ranges from two to five years depending on the occupation in which the trainee is engaged.

Frankly speaking, apprenticeship refers to a combined on-the-job as well as off-the-job training approach in the sense that the trainee agrees to work for a salary below that a fully qualified employee gets, in exchange for a specified number of formal training hours in the organization.

One advantage of apprenticeship training is its success; success because apprenticeship programmes employ many of the principles of learning-such as modelling, feedback, class-room training etc., and are often quite effective.

The principal drawbacks of apprenticeship training include the period of training at which the employees are underpaid may be quite long. Also, the uniform period of training is not suitable to all people have different abilities and learn at varied rates. Those who learn fast may quit the programme in frustration.

Slow learners may require additional training time. It is also likely that in these days of rapid changes in technology, old skills (remember Java?) may get out dated quickly. Trainees. Who spend years learning specific skills may find, upon completion of their programmes that the job skills they acquired are no longer in the market place.

(4) Job Rotation:

Job rotation is also known as cross training. Job rotation is the process of training employees by rotating them through series of related tasks. In job rotation, an individual learns several different jobs within a work unit or department. He performs each for a specified time period.

The trainees, therefore, are exposed to various coaches, points of views, and task operations. Job rotation has one main advantage; it makes flexibility possible in the department. For instance, when one employee of a work unit is absent, another employee can perform his job.

Job rotation is uncommon and not useful for training technical skills such as programming and welding. Job rotation, is common for training managers. Job rotation, rather is very necessary for middle managers because through rotation managers are exposed to different operations, departments and acquire general knowledge of the company’s proce­dures and policies.

The principal weakness of job rotation include:

(i) It is very difficult to coordinate various assignments such as production, finance and marketing etc. (the jobs usually vary in content and the trainee might be moved from production to finance, to sales, to person­nel etc.).

(ii) Some of the coaches may not be motivated to concentrate on trainees assigned only for short period.

(iii) Different coaches may espouse conflicting viewpoints of company policies and procedures.

(5) Refresher Training:

Rapid changes in technology may force companies to go in for this kind of training. By organising short-term courses which incorporate the latest developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging chal­lenges. It is conducted at regular intervals by taking the help of outside consultants who specialise in a particular discipline.

(6) Orientation Training:

Orientation or induction training tries to put the new recruits at ease. Each new employee is usually taken on a formal tour of the facilities, introduced to key personnel and informed about company policies, procedures and benefits. To be effective, orientation training should be well planned and conducted within the first week of employment.

Such a pre-job training helps the recruit to familiarise 7 himself with the job and its settings. The above on the job methods are cost effective. Workers actually produce while they learn. Since immediate feedback is available, they motivate trainees to observe and learn the right way of doing things.

Very few problems arise in the case of transfer of training because the employees learn in the actual work environment where the skills that are learnt are actually used. On the job methods may cause disruptions in production schedules.

Experienced workers cannot use the facilities that are used in training. Poor learners may damage machinery and equipment. Finally, if the trainer does not possess teaching skills, there is very little benefit to the trainee.

B. Off-the-Job Training:

Under this methods of trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job re­quirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees.

Off the job training methods are as follows:

(a) Vestibule Training:

In this method, actual work conditions are simu­lated in a class room. Material, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for electrical and semi-skilled jobs. The duration of this training ranges from a few days to a few weeks. Theory can be related to practice in this method.

(b) Role Playing:

It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters, such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foreman, workers and the like. This method is mostly used for developing interpersonal interactions and relations.

(c) Lecture Methods:

The lecture is a traditional and direct method of in­struction. The instructor organises the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees.

(d) Conference/Discussion Approach:

In this method, the trainer delivers a lecture and involves the trainee in a discussion so that his doubts about the job get clarified. When big organizations use this method, the trainer uses audio-visual aids such as blackboards, mockups and slides; in some cases the lectures are videotaped or audio taped.

Even the trainee’s presentation can be taped for self-confrontation and self-assessment. The conference is, thus, a group-centered approach where there is a clarification of ideas, communication of procedures and standards to the trainees.

Those individuals who have a general educational background and whatever specific skills are required—such as typing, shorthand, office equipment operation, filing, indexing, etc. may be provide with specific instructions to handle their respective jobs.

(e) Programmed Instruction:

In recent years this method has become popular. The subject-matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instructions. The trainee goes through these units by answering questions or filling the blanks. This method is, thus, expensive and time-consuming.

What is Training in HRM – Types of Training: On-the-Job Training, Vestibule Training, Apprenticeship Training and Special Courses

Training and development programmes in modern business organizations provide something for almost every individual from pre-employment preparations for the first job to pre-retirement courses for those who are about to retire. These programmes are not mutually exclusive. They invariably overlap and employ many common techniques.

Training programmes are necessary at every ‘level’ of the organization for every separate category of employees like unskilled workers, skilled workers, semi­skilled workers, others like stem-typists, accounts clerks, etc., Salesmen, supervisory staff, middle level managers / executives, top level managers & chief executive officers.

The various types of training and development programmes can be broadly classified into two categories based on the purse:

(i) Training programmes for Non-managers to develop skills to perform a job

(ii) Training and educational programmes for executives to develop the ability to manage

Accordingly, they can be called as:

(i) Operative Training; and

(ii) Management/Executive Development Programmes.

Operative training calls for specific increase in skill and knowledge to perform a particular job.

For this, four different types of training programmes can be arranged:

(1) On-the-job training

(2) Vestibule training

(3) Apprenticeship training

(4) Special courses.

On-the-job training is the most common type of training for the new employee who, under the guidance of an experienced employee, learns his work and masters his job.

Vestibule training utilizes the vestibule school where the trainee uses equipment and procedures similar to those he would use in on-the-job training but the equipment is setup at a place separate from the regular workplace with the clear intention of facilitating learning and not obtaining productive input.

Apprenticeship training programme tends more towards education than merely on the vocational training. Under this, both knowledge and skills in doing a job or a series of related jobs are involved. The usual apprenticeship programmes combine on-the-job training and experience with class-room instructions in particular subjects.

This type of training is used to prepare employees for a variety of skilled occupations, trades, crafts and technical fields (like electricians, tool and die makers, engravers, welders etc) in which proficiency can be acquired only after a relatively long period of time in direct association with the work and under the direct supervision of experts.

Special courses type of operative training is more associated with knowledge than skill and therefore class-room instructions are very useful in learning concepts, attitudes, theories and problem-solving abilities.

Management/Executive Development programmes are designed to cater to the types of needs like decision-making ability, achieving interpersonal success and influence, gaining organizational knowledge, etc this type of training can be imparted only through appropriate methods.

Decision-making skills are enhanced through business games, case studies and in-basket exercises. Interpersonal skills can be promoted through role playing behaviour modelling, T-group or sensitivity training, transactional analysis, and structured insight.

Job knowledge can be acquired through experience, coaching and understudy methods, while organizational knowledge can be developed through position rotation and multiple management. In addition, one’s general educational background can be developed through special courses and committee assignments.

The various types of training and development programmes for the operatives as well as for the managers or executives depend for their success and effectiveness on the specific methods or techniques employed.

It is therefore desirable to have an overview of these methods / techniques.  

What is Training in HRM – 6 Step Process : Identifying the Training Needs, Getting Ready for the Job, Preparation of the Learner and a Few Other Steps

The training programs need to be drafted carefully.

Usually in the organization of training programs, the following steps are necessary:

1. Identifying the Training Needs:

Attaining program should be established to assist in the solution of specific operational problems and improve performance of the trainee. Identification of training needs must contain three types of analyses-

(a) Organizational Analysis:

Organizational analysis is a systematic effort to understand exactly where training effort needs to be emphasized in an organization involving a detailed analysis of the organization structure, objectives, human resources and future plans, and an understanding of its culture milieu. An in-depth analysis of these factors would facilitate an understanding of deficiencies that need to be rectified.

(b) Operational Analysis:

Operational analysis involves a detailed examination of a job, its components, its various operations and the conditions under which it has to be performed. This analysis focuses on the “task” itself, rather than on the individual and the training required to perform it. Analysis of the operation and its various components will indicate the skills and training needed to perform at the job at the required standard.

(c) Man Analysis:

Man analysis focuses on the individual employee, his abilities, skills and the inputs required for job performance, or individual growth and development in terms of career planning. Man analysis identifies individual employee’s training needs.

William Berliner and William McLarney say that discovering training needs involves five tasks.

i. List the duties and responsibilities or tasks of the job under consideration, using the job description as a guide.

ii. List the standard of work performance on the job.

iii. Compare actual performance against the standards.

iv. Determine what parts of the job are giving the employee trouble – where is he falling down in his performance?

v. Determine what kind of training is needed to overcome the specific difficulty or difficulties.

2. Getting Ready for the Job:

Having identified the needs for training, the next step is to decide who is to be trained – the newcomer or the existing employee, or the supervisory staff, some or all of them selected from different departments.

3. Preparation of the Learner:

The next step requires that the learner remains prepared for learning.

This step involves-

i. Putting the learner at ease so that he does not feel nervous because of the fact that he is on a new job;

ii. State the importance and ingredients of the job, and its relationship to work flow;

iii. Explain the learner reasons why he is being taught;

iv. Create interest and encourage questions to find out what the learner already knows about his job or other jobs;

v. Explain the ‘why’ of the whole job and relate it to some job the worker already knows;

vi. Place the learner as close to his normal working position as possible;

vii. Familiarize him with the equipment, materials, tools and trade terms.

4. Presentation of Operation and Knowledge:

The trainer should clearly tell, show, illustrate and question in order to put over the new knowledge and operations. The learner should be told of the sequence of the entire job, and why each step in its performance is necessary. Instruction should be given clearly, completely and patiently; there should be an emphasis on key points, and one point should be explained at a time.

For this purpose, the trainer should demonstrate or make use of audio­-visual aids and should ask the trainee to repeat the operations. He should also be encouraged to ask questions in order to indicate that he really knows and understand the job.

5. Performance Try-Out:

Under this step, the trainee is required to go through the job several times slowly, explaining him each step. Mistakes are rectified, and if necessary, some complicated steps are done for the trainee the first time. The trainee is asked to do the job gradually building up skill and speed.

As soon as the trainee demonstrates that he can do the job in a right way, he is put on his own, but not abandoned. Then the trainee is put to test and the effectiveness of a training program evaluated.

6. Follow-Up and Evaluation of the Program:

The evaluation is undertaken with a view to testing the effectiveness of training efforts. This step can be accomplished by putting a trainee ‘on his own’, checking frequently to be sure that the trainee has followed instructions and tapering off extra supervision and close follow up until he is qualified to work with normal supervision.

What is Training in HRM – Inputs in Training and Development: Skills, Education, Development, Ethics, Attitudinal Changes and Decision Making and Problem Solving Skills

A training and development program must contain inputs that enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future. Additionally, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision-making and problem-solving abilities.

Training imparts skills to employees that they need to operate machines, and use other equipment with least damage and wastage (basic skills). Without basic skills the operator will not be able to function. Then the worker also needs motor skills. Motor skills refer to performance of specific physical activities and involve learning to move various parts of one’s body in response to certain external and internal stimuli.

In addition to basic and motor skills, employees at supervisory and executive level need interpersonal skills to understand themselves and others better, and act accordingly. Listening, persuading and showing an understanding of others’ feelings are examples of interpersonal skills.

2. Education:

The aim of education is to impart theoretical concepts and develop a sense of reasoning and judgment. HR managers well understand that any training and development program must contain an element of education.

3. Development:

Development is less skill-oriented but emphasizes on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis are useful for better management of a company.

A training and development must also contain an element of ethical orientation. There is no debate about the fact that ethics are largely ignored in businesses. Unethical practices are prevalent in marketing, finance and production function in any organization.

5. Attitudinal Changes :

Attitudes are feelings and beliefs of individuals towards others. Attitudes affect motivation, satisfaction and job commitment. Negative attitudes should be changed into positive ones. Changing negative attitudes is difficult because employees refuse to change and they have prior commitments and information needed to change attitudes may not be sufficient.

Nevertheless, attitudes must be changed to enhance the commitment of employees to the organization and motivate them for better performance.

6. Decision Making and Problem Solving Skills:

Decision making and problem solving skills emphasize on methods and techniques for making organizational decisions and solving work- related problems. These skills seek to improve employees’ abilities to define and structure problems, collect and analyze information, generate alternative solutions and make an optimal decision among several alternatives.

What is Training in HRM – How to Improve Effectiveness of Training Programmes by Applying Le arning Principles?

In order to increase effectiveness of training programmes, the learning principles can be applied in the following manner:

i. Focus on “real world” problems

ii. Provide for learner’s active participation

iii. Allow debate and challenge of ideas

iv. Encourage the learners to share resources with each other

v. Relate the material to their past experience

vi. Provide the learners with Knowledge of Results (KR) about his attempts to improve

vii. Emphasize on how they can apply the knowledge. Skill or attitude and transfer from training to the job

viii. Provide for practice and reception when needed

ix. Listen to and respect the opinions of learners

x. Motivate them to improve performance

xi. Assist them in their willingness to change

xii. Treat everyone in adult-like manner.

What is Training in HRM – Training as an Important Tool of HRM

The HR functioning is changing with time and with this change, the relationship between the training function and other management activities is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money.

Now-a-days, training is investment because the departments such as, marketing and sales, HR, production, finance, etc. depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM.

Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement (concept of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education.

Training is now the important tool of Human Resource Management to monitor the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

What is Training in HRM – Training Evaluation (With Behavioural Skills and Profile of a Trainer )

Hamblin defines evaluation of training as, “any attempt to obtain information (feedback) on the effects of a training program and to assess the value of the training in the light of that information”. Evaluation of the training process is a difficult task, and different circumstances require different method for evaluation according to the objectives aimed at.

McGhee and Thayer gave several reasons for the necessity of evaluating a training programme:

1. It enables the effectiveness of an investment in training to be appraised.

2. Reassures management about the effectiveness of a particular method of instruction, the relations between training costs and improved productivity, and the general efficiency and effectiveness of a course.

3. Lead to “considerable future savings in time and costs”.

Evaluation helps management to answer the following questions:

1. What changes if any should be made in existing programmes to realign them to the organization’s needs?

2. Is the choice of areas of training correct in the context of its contribution to the organization’s effectiveness?

3. Should the money continue to be spent on training programmes?

4. What are the strengths and weaknesses of the training programme?

The outcomes of the evaluation can be used as a base for the improvement of programs. An evaluation of a training method must also take into account the suitability of objectives.

Evaluation has its problems. Tracey describes some of the pitfalls of evaluation as poor planning, lack of objectivity, evaluation errors (error of central tendency, i.e., reluctance to assign very high or very low ratings, error of standards, error of logic and the halo effect), improper interpretation of data, and inappropriate use of results.

Principles of Evaluation :

Evaluation of the training program must be based on the following principles:

1. There must be clarity about the goals and purposes of evaluation.

2. There must be continuity in the evaluation.

3. Evaluation must be specific.

4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products.

5. Evaluation must be based on objective methods and standards.

6. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation.

Evaluation of Training Programmes:

Evaluation of training programmes should not be just a one-time activity like concluding ceremony; it should be rather a systematic process to elicit and analyse feedback from the trainees. Such a process proves helpful to build up and strengthen future programmes and it is also useful to reflect and consolidate upon present learning. Evaluation of effectiveness of training programmes is important for management in assessing whether the training was worthwhile and how it can be made more worthwhile in future.

A complete evaluation essentially covers such aspects as:

i. The relevance of the training objectives

a. Whether the objectives are realistic and meaningful for the particular group of trainees?

ii. The accomplishment of objectives

b. Whether the training objectives have been achieved during the training programme?

iii. The appropriateness of the training methodology

a. whether the training methods were interesting and effective? Could they create the environment conducive to learning?

iv. The impact of learning

a. Whether the trainees have acquired relevant knowledge, skills or attitudes?

b. Whether the training has created observable behavioural changes?

Thus, evaluation is the mechanism to seek information on the relevance and impact of training. In most cases, it is common experience that immediately after the training programme, participants express favourable opinions about the worth of the training experience.

A sounder approach would be to do the evaluation daily; mid-term that is during the training; immediately at the end of the training; and also at specified intervals after the training.

Evaluation of training programme is done by participants, staff or outside evaluators and it essentially includes the performance of the trainers, the effectiveness of the training programme content, the perceptions of participants benefits and the attainment of the performance objectives.

Evaluation done at different intervals of time – both during the process of training as well as after the completion of training – essentially aims at assessing the various components of a training programme including the trainees, the trainers, training contents, training methods, training facilities, group processes, learning materials, etc.

Evaluation done systematically helps in identifying whether the training has brought about any changes in the attitudes and values of the trainees; whether the trainees perceive certain significant changes in their perception and orientation to people, work, self, etc. It also helps in noticing any behavioural changes amongst the trainees. Moreover, it is useful in recognizing any distinct changes in the functioning of the trainees for improved performance.

Uses of evaluation findings must be done well. Sometimes evaluations are done but the results are not adequately utilized. Evaluations should never be done as a ritual. The purpose of evaluating a course is to determine its value or to identify ways for its improvement. Careful evaluation of training programmes not only improves the future programmes but also promotes the value of training.

Behavioural Skills and Profile of a Trainer:

In order to ensure the effectiveness of training programme, the trainer plays vital role. In the conventional training methodology, the profile and behavioural skills of a trainer were never emphasized, and the only expectation was the trainer needs to be an expert on the content. However, in addition to the cognitive development the trainer’s emotional development or the total self-development is much in focus now-a-days.

This factor becomes extremely important especially in the participatory training methodology. It has several advantages. Trainers own understanding of himself creates the basis for understanding others. Similarly, if the trainer accepts himself as he is with his strengths and weaknesses, qualities and complexes, then only he can accept others as they are. It helps him into value others’ experience, to use it and to respect it.

Trainer must also be able to know how he grows and learns so that he can understand how others grow and learn. He must know his development tasks and roles then he can appreciate how others can define their tasks and roles and decide what they need to learn next.

In participatory methods, two most crucial elements are trust and openness in the learning environment. Trainer can use himself as a model in participatory method for which he must be flexible and open. The trainer has to develop not only cognitively, acquire new concepts and information, but also emotionally, develop sensitivity to other’s reactions, needs and expectations.

Trainer must have empathy i.e. the ability to put himself in the shoes of others. It enables him to recognize fears and uncertainties in the minds of trainees. Empathy also enables him to point out personal difficulties encountered by him in similar learning situations so as to put the trainees at ease.

In addition to this the trainer must be an effective good listener throughout. He should also show patience through his willingness to compliment slow progress and refrain from anger when mistakes are make. Trainer should also command respect of his colleagues in the organizations.

What is Training in HRM – Importance and Benefits

The importance of training as a means of improving productivity is increasingly recognized. Changing technology and patterns of work mean that training must be a continuous process throughout a working life. Skills acquired for one job may also be transferred, modified and supplemented for other jobs. Training makes the employees more effective and productive.

Employee training has become necessary and increasingly important as jobs have become more sophisticated and influenced by technological changes. Every organization needs to have well-trained and experienced people to perform the activities that have to be done. As jobs have become more complex, the importance of employee training has increased.

Training may mean changing what an employee knows, how he works, and his attitudes towards his work or his interactions with his co-workers or his supervisors. Training is concerned with helping people to acquire the knowledge, skills and attitudes necessary to do the work for which they are employed. It must create changed behaviour. Training today has become an integral part of any organization’s operations.

Training, allied to other human resource functions within management, ensures a pool of manpower of the require levels of expertise at the right time. Training plays a crucial role in human resource development. Today no organization can ignore the training and educational or developmental needs of its employees for a long time without seriously hampering their effective performance.

Training and development of human resources will return values to the organization in terms of increased productivity, heightened morale, reduced costs, and greater organizational stability and flexibility to adapt to changing external requirements.

Training and development efforts are also helpful in achieving high standards of quality, building up satisfactory organization structure, reducing employee dissatisfaction, eliminating the need for constant supervision, and equipping them with capabilities for promotion of cordial and healthy industrial relations through better handling of complaints and grievances.

From the standpoint of employees, training serves as an important means for the developments of effective or productive work habits, methods of work, and in consequence it improves job performance, It prepares individuals for modified jobs, avoids unnecessary absenteeism, turnover arising out of faulty selection or placement and it also prevents chances of accidents.

It does not only mean increased remuneration of the employees but it also increases their loyalty to the organization by providing them a broader outlook on life emerging from the spirit of self-reliance, dignity and self-esteem that develops out of it. It enables employees to develop and rise within the organization with full confidence.

As pointed out by Michael J. Jucius, “Viewed positively, the values of training are:

(1) Training serves to improve employee skill which in turn increases the quantity and quality of output;

(2) The relative amount of equipment and material required to produce a unit of output is decreased;

(3) Executive effort will tend to shift from the disagreeable need of correcting mistakes to the more pleasant tasks of planning work and of encouraging expert employees; and

(4) The various increases in productivity should find reflection in increased returns to both employer and employees.”

The importance of training can be studied under the following heads:

Benefits to the Business:

1. Trained workers are more efficient.

2. In case of industry, training improves safety, as it imparts knowledge on the proper use of machines and equipment with due regard to safety and possible hazards.

3. Trained workers show superior per­formance.

4. Training makes employees more loyal and they will be less inclined to leave the unit where there are growth op­portunities.

Benefits to the Employees:

1. Training makes an employee more skilled.

2. Internal growth opportunities improve, as the employee acquires new skills. Training also helps an employee to move to another organization and pursue career goals actively.

3. Trained employees can avoid mistakes or accidents on the job. They are confi­dent, more satisfied and high on morale.

4. Training enables employees to cope with organizational, social and technological changes. Effective training is an invalu­able investment in the human resources of an organization.

Related Articles:

• Steps for Conducting Training Programmes in an Organisation
• Difference between Training and Development
• Importance of Training in an Organisation
• Top 8 Methods and Techniques for Training Employees

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