Struggling to Apply HR Theory to Real-World Training and Development Tasks – Any Advice?

Hi all,

I have recently completed my MBA in HR and have been lucky enough to get placed in a good trading company. To start with, training and development and preparing KRAs are what have been assigned to me. It's getting really difficult to implement theoretical knowledge practically. Help would really be appreciated.

Thank you.

Hi there,

You still have not mentioned where you need help and in what area, nor have you disclosed how much work you have completed on that project.

We require more information so that we can assist you.

Regards

Dear Monica,

First, congratulations on your new job. For training and development, first identify the skills available in your organization and the shortfall of skills required to perform a job. Prepare a Skill Gap Analysis.

Prepare the Skill Gap Analysis with the help of each department head, as every department head knows well what skills are required to perform a job. Once the matrix is prepared, you can start your training process.

Thanks & Regards,
Rahul Vaidya
HR Generalist

Rahul,

Thank you so very much for your inputs. Our company is a trading company with around a hundred employees, most of whom are at the executive level. Could you please forward me some processes or any information that could be helpful?

Thank you.

They want me to motivate employees and help them to perform better. This is absolutely a beginning in the company.

Anayaat Sir,

I have prepared the work profiles of various people in different departments, including their KRAs and KPIs. Now, I have to begin Training and Development (T&D).

Dear Monica,

You can use the job description also for identifying needs, but the JD must be well-prepared. For example, take your JD as a case study. Identify the knowledge, skills, and abilities (KSA) you possess and pinpoint areas where you may be lacking. This analysis will help you identify any shortfalls.

Ensure that the JDs are well-prepared because many companies create JDs solely to meet ISO requirements.

Consider what training aligns the employees' skills with the organization's needs or goals.

Regards,

Rahul Vaidya HR Generalist

I had a long discussion with the team leaders of various departments. He helped me with the tasks of executives. I made a list of all and based on those, the tasks that have an impact on the achievement of the company's objectives are taken as their KRAs. Am I wrong as far as the procedure is concerned?

Dear Monica,

You are right, but individuals' KRA should match with department's KRA and department's KRA should align with organizational goals.

The Board of Directors comes together to decide on the organizational goals. These goals are set for the CEO, VPs, and then cascaded down to all departments.

You have done it the right way. KRAs should be SMART. It is essential to be very clear while using KRAs during PMS.

Thanks & Regards,
Rahul Vaidya
HR Generalist

Ok, thank you Mr. Rahul. I am very new, so I need correct guidance in this field. I will surely keep updating in citehr about the way things will take place in my organization.

Dear Monica,

The best way would have been to prepare a format that focuses on their roles, responsibilities, level of work pressure, and training required - nothing but a format similar to the appraisal form. Once that employee fills out that document, you need to analyze their performance through an individual meeting with the employee and then with their supervisors. At this point, you will have a clear picture of their KRAs and the training requirements. Here is the time to analyze through: Expected Job Profile / Current Job Profile / Deviation / Action Points. If the employee does not meet the expected profile, then the same needs to be analyzed with the current profile to identify any deviations. Once you identify the deviation, action points should be outlined to bring them back to the expected profile.

Then, you can start planning the Training calendar - Annually / Quarterly, based on the inputs of the employees in the format and ensure that it has been approved by the supervisor.

Concurrently, the analysis has to be done to prepare the skill set database with the help of the supervisors.

The term motivation is broad; it cannot be addressed vaguely without understanding their working conditions, interests, etc. Once you complete the above analysis, you would have a brief idea of where the employees are demotivated and what measures can be taken to make them more productive. Present the same to the management with clear justification for further action.

Regards,

Sundar

Hi Monica,

In my opinion, you must have studied the Training & Development process in your course curriculum. Follow the steps accordingly, make a plan for each activity right from the identification of training needs to evaluation and feedback. You can categorize employees into layers based on their knowledge and skills. For example, we have three layers in our food processing industry/manufacturing company with approximately 450 employees.

Thanks & Regards,

Vivek Mishra
Asst. Manager-HR

Finally, from the 6th of July, training sessions are starting. I am preparing a chart on how to go about it. This is my first step in training. Wish me luck.