Question 1.

How do you identify the training and development needs of an organisation?

Answer 1.
The organizational effective depends on the performance and excellence of their employees. The
employees may be inexperienced or lacking in some of skill/knowledge required to perform the given
task. These deficiencies need to be rectified and the employees morale to be boosted to perform his
task effectively. Today's work environment requires employees to be skilled in performing complex
tasks in an efficient, cost-effective, and safe manner. Training (a performance improvement tool) is
needed when employees are not performing up to a certain standard or at an expected level of
performance. The difference between actual the actual level of job performance and the expected level
of job performance indicates a need for training.
Training needs assessment provides information on where training is needed, what content of training
is needed, what content of training should be, and who within organisation needs training in certain
kinds of skills and knowledge. A Training Needs Analysis (TNA) is a systematic method for
determining what caused performance to be less than expected or required. Performance improvement
is the focus of training. The trigger for doing needs analysis occurs when actual organizational
performance (AOP) is less than expected organisational performance (EOP); this difference is the
organisational performance gap (OPG).
Training Needs Analysis (TNA) could accomplish several important things:
1.
2.
3.
4.

Increase chances that time and money spent on training is spent wisely,
Determine benchmark for evaluation of training,
Increase motivation of participants, and
Align her training activities with companys strategic plan.

A TNA will provide a benchmark of performance levels and KSAs that trainees possess prior to
training. These benchmarks will let you compare performance before and after training. This will
allow you to demonstrate cost savings or value added as a result of training.
Training Needs Analysis (TNA) has three critical and interrelated components; Organisational
analysis, Operational (task) analysis, and Person analysis.
1. Organizational analysis: It analyzes the effectiveness of the organization as a whole and
identifies any discrepancies. It is used to uncover the competencies, knowledge and skills that
are needed by the company to bridge any gaps. Organizational assessments also take into
account external factors such as the economy, environmental policies, technological advances
and changing workforce demographics. These assessments determine where training is
needed, how it will be conducted and when. Organizational assessments answer two critical
development planning questions:
Where in the organization is training required?
Will the training be effective if implemented (fill the gaps)?

2. Operational (Task) analysis: It gathers information about a particular job function or

occupational group. This analysis identifies the key tasks, competencies and skills required to
perform the job at the most efficient level. Using job descriptions, skill analyses and job
inventory questionnaires these assessments are used to discover specific training needs. This
type of analysis is particularly useful if an organization is moving in a new direction or
undergoing restructuring. Again, the assessment is used to determine if there are any gaps
between existing competencies and those needed for improved performance. Task
assessments answer the following planning question:
What skills and/or behaviours must be acquired in this job function?
3. Person (Individual) analysis: It focuses on a particular employee to discover how well they
are performing. This type of assessment determines the individuals existing skills and
competencies, their learning style and capacity for new work. The individual analysis
identifies who within the organization requires training and what kind of training is needed.
360 degree evaluations are useful as individual assessments as they identify the employees
strengths and areas for improvement in regards to competencies, skills and behaviours. The
individual assessment forms the basis for the creation of a customized training and
development plan for the employee. These assessments answer the following key
development questions:
Does the employee have the necessary skills?
What training is required for the employee to acquire the necessary skills?
Question 4.
How do you design and conduct a specific training programme?
Answer 4.
The results of the needs assessment allows the training manager to set the training objectives by
answering two very basic questions: who, if anyone, needs training and what training is needed. Once
the needs assessment is completed and training objectives are clearly identified, the design phase of
the training and development process is initiated.
The methodology for designing and conducting a specific training program is as under:
1) Training

need

Identification/Training

need

analysis/Training

need

assessment:
This is the most crucial and initial step for conducting a successful training
program. While designing the training program and make it successful it is
crucial to understand some following points:
Why the training is needed?
For whom it is designed?
Keeping in mind the short term and long term gaps
Is the gap organization, task, performance or personal specific.

When the above questions are taken in consideration by the trainer/assessor than only the
purpose of the training can be clear and a better training program can be designed.
2) Training Design:
Designing a training programme- First decide the objectives taking note of program
content required, methodology, level of participants and duration. Seven essential steps1. Moderate level of content- In this trainer has time to design activities that
2.
3.
4.
5.
6.
7.

introduce, present, apply and reflect upon what is being learned.

Variety of learning approaches to keep interest alive.
Opportunities for group participation.
Utilization of participants knowledge or skill in a particular subject.
Recycling of earlier learned concepts and skills.
Real life problem solving.
Allowance for re-entry planning- Transferring learning into course of job.

Tips to design training programme:

Assess participants
Define the objective
Match objectives with training needs
Set general learning goals
Specify Objectives
Design Training activities
Determine training methodology and location for training
Sequence training activities
Start detailed planning
Revise design details
Evaluate total result

3) Methodology: What will be the medium of the program deliver so that it is adapted in the
best possible way by its receivers and its effect is maximum? Methodologies that can be used
in a training program are as follows:
a) On-the-job Training Even includes on-board or induction training.
b) Some of the simulation methods are:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.

Role Plays live situational enacting of problems and solutions.

Case Methods/Case Studies
In-basket exercises
Motivational and inspirational videos/audios
Live examples
Small written exercises
Ice Breakers
Pamphlet/brochures/content handouts for later reference.

Methodology also includes coverage of decisions like who will deliver the program i.e. the
faculty for the program delivery.
4. Conduction of Training Programme
a. Preparing yourself mentally:
Preparation of materials and activities in advance.
Familiarize with participants.
Be comfortable with course contents.

 Flexible with lesser plans and designs.

Vary location and event.
Watch others train the same program.
b. Arranging physical environment
c. Greeting participants and establishing friendly relationships
d. Acquiring best from first 30 minutes of training
e. Reviewing the agenda:
Content outline
Description of all training activities designed
Schedule
Requests you will make to participants
House keeping information (eating arrangements)
Getting feedback
Control at time and pace
Making smooth transition from one topic to other
5. Administrative Arrangements: What are the resources needed for the smoother conduct of
the program. Stuff like chairs, projector, mikes, space arrangement, venue finalization, timing
etc.
6. Investment: What is the budgeting the program. A detailed break-up of the expenses needs
to be prepared in advance to manage the Training within the specified budget, and if required,
changes can be made well in advance.
7. Evaluate: The evaluation process includes determining participant reaction to the training
program, how much participants learned and how well the participants transfer the training
back on the job. A successful program is one whose effects/results can be monitored with
immediately or even a period. In case of an immediate evaluation small list can be conducted
both before and after the training and thus a comparison can be done between the two and a
result can be drawn.

While later stage evaluation is done through changes in the

measurements of the productivity and performance of the employee. It is usually in the cases
of skills or technical or task related trainings.

Question 1.
What are the cross culture issues in HRD and how do you manage such issues?
Answer 1.
Globalization has resulted in the exchange of culture across the globe. Global business employs the
people from various countries and manages the people of multi-culture and multi-skills.
Culture of a country is important determinant of behaviour of people and not being sensitive to these
differences can often result in misunderstandings and embarrassments and even in loss of efficiency.
The cultural values have a major influence on the way people relate to each other and what they aspire
for in a job.
In multinational organizations, various business operations require transfers, promotions and hiring of
officials to a host country where the business is being run. Activities like hiring; promoting, rewarding
and dismissal will be determined by the practices of the host country and are based on value system
peculiar to that countrys culture. Recognizing cultural differences is a constant challenge for the
expatriates and their family for the cultural environment. Thus, in such a scenario cross culture issues
arise in the HR Department. Some of these issues can be:

1. Gender In acceptability: There are countries (usually in Middle East and South East Region)
which are not open to the thought of women department or women staff working in powerful
positions. Due to this reason, female candidates are not selected, promoted and transferred.
They do not zest acceptability and co-operation in working place and in living as well.
2. Language Barrier: Even though English is a globally accepted business language, still there
are countries, where the usage of local language is dominant. Moreover, even if it is not than
too it becomes difficult for an expatriate to interact with local business partners or employees,
if he/she does not know the local language at all and not English but the local language is
preferred to speak specially for professional interaction.

3. Cultural/Regional Differences: What may be a regular practice for one region may not be
so widely seen in another culture or region. Even the local region and culture of a place
affects the working style of a MNCs office in that region. Somewhere, those offices timings
would be from 8.00 AM in the morning or somewhere it may start at 9.30 or 10.00.
4. Values and Ethical differences: What may be ethically right for a region may not be
accepted in another. Thus, influencing the working thought process of the local business
partner, e.g. in our country, the morning would be to leave office exactly at the decided
closing hours of the office whereas, in some places a flexible or extended office hours is a
regular practice.
5. Family issues: Either employees leave their families back home or in case they take them
along there lot of problems come in their adjustments, like spouses job settlement, childrens
education etc. In case, they leave their facilities back home, chances of loneliness and
emotional imbalance arise too often wanting to go back as soon as possible.
MANAGING CROSS CULTURAL ISSUES
However, irrespective of the problems arising, businesses do need to be carried out and managed. This
can be solved as followed:I.

Pre-departure Training: A detailed training on the various issues, which may come in the
way of an employees settlement, may be arranged. Like providing training and information
on immigration, housing, medical facilities, shopping nuances, children school/college

education, if admissible, general living and working conditions of the country, Remuneration
II.
III.

and Tax Policy etc.

Administrative Services: Knowledge on Policies and Procedures should be imparted.
Host Governmental Relations: This depends a lot on host and home countrys good
relationship. In case, the ties are strained all formalities of VISA, Work permit etc. should be

IV.

sorted out well in advance.

Premium to be received: All PCN employees should receive an annual premium for foreign
assignments apart from their salary and performance. This can be reasoned as, been given in
order to remove any differentiation between the localities and PCNs, in term of what salaries,

V.

houses are being received by the two, which should be based on original work bases.
Family Responsibilities: HRD needs to take care of the family by helping in searching jobs
for spouse, admissions for children, accommodation and medical facilities etc.

Question 3.
How do you plan & implement career development programme in your organization?
Answer 3.
A career may be defined as a sequence of position, roles or jobs held by one person over a relatively
long time-span.
Career development is a dynamic and not a static element of an individuals life. Career
development programme help in achievement of career objectives. Career development is the process
by which employees progress through a series of stages, each characterized by a different set of
development tasks, activities, and relationships.

The four career stages: Exploration is a period of self examination where different roles are tried and
occupations are explored. Establishment presumes that the appropriate field has been found and an

effort is made to secure a permanent place in chosen career. Maintenance is one of the constancy;
here, the individual has made their place in world and focus is turned to keeping that place.
Disengagement where one disengages from formal employment to find new roles with a view to
retirement.
Planning & Implementing A Career Development Programme In Our Organisation

Career development is that personal improvement one undertakes to achieve a career plan. Individual
career planning assumed greater significance with the unparallel growth and speed of knowledge,
phenomenal increase in educational and training facility and widespread increase in job opportunity.
An organisation need to manage the career goals of employees by designing and implementing goals,
plans, and strategies to enable the organisation to satisfy employees needs while allowing the
individuals to achieve their career goals.
A proper career development plan in an organisation has so many benefits. It attracts competent
persons and retains them, provides suitable promotional opportunities, increases the utilization of
managerial reserves, reduces employees dissatisfaction, turn over and improve motivation and moral.
The following steps are taken in career planning and development:
1.
2.
3.
4.
5.
6.
7.

Analysis of individual skills, knowledge, attitude etc.

Analysis of career opportunities both within and outside the organisation.
Analysis of career demand on the incumbent.
Relating specific jobs to different career opportunities.
Establishing realistic goals, both short terms and long terms.
Formulating career strategy covering areas of change and adjustment.
Preparing and implementing action plan including acquiring resources for achieving goals.

We usually establish a career development plan the four steps as specified belowI.
II.
III.
IV.

Need- defining the present systems.

Vision- determining new direction and possibilities.
Action plan- deciding in practical first steps
Results- maintain the change.

An organisation is responsible for providing employees with needs to be successful in career

planning. These resources include specific programme and as well as processes for career
management.
Career workshops(seminars on such topics as how the career management systems works,
self assessment, goal setting, and helping managers understand and perform their roles in

career management)
Information on career and job opportunities
Career planning work books.
Career counselling.
Career paths.

The career planning systems also needs to be monitored to ensure that managers and employees are
using the system as intended and evaluate whether the system is helping the company meet its
objectives.