netrashetty
Netra Shetty
AGL Resources, Inc. is a Fortune 1000, Forbes 2000 energy services holding company. Their principal business is distribution of natural gas in Florida, Georgia, Maryland, New Jersey, Tennessee and Virginia, providing gas for more than 2.2 million customers.
An effective use of materials, money, machines and human resource is essential for achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of vital importance.
· Improves communication between group and individual
· Aids in orientation for new employees and taking new jobs throu8gh transfer or
promotion
· Provides information on equal opportunity and affirmation action
· Improves interpersonal skill
· Builders cohesiveness in groups
· Provides a good environment for learning, growth and co-ordination.
· Improves labour management relation
· Helps to create better corporate image
· Provides information for further needs in all areas of organization
· Moves a person towards personal goals while improve Human Resource and
Organisation goals
Because of the objective of Human Resource Development is to contribute to the organization’s overall goals, training programs should be developed systematically and with the organization’s true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do.
Allison Rossett and Joseph W. Arwady states ”The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program.
This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job.
Training Needs Assessment Systems (TNA)
The process for developing competencies varies widely from organization to organization. One can contrast, for example, the DACUM approach which is a concise method based on a panel of subject matter experts and takes a few days, to that of formal Occupational Analysis studies which often take up to one year. A typical generic process for competency development might include the following steps:
Document search (mission, business plan, job descriptions, generic
profiles, competency dictionaries, databases)
Expert Panel to determine: Future needs and Superior performers
Interviews
Draft list of competencies
Validate through focus groups
Assess gaps (variety of instruments: e.g. self-scored questionnaire, 360
degree evaluations, standardized tests)
Validate testing through supervisor interviews
Collate and prioritize training needs
An effective use of materials, money, machines and human resource is essential for achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of vital importance.
· Improves communication between group and individual
· Aids in orientation for new employees and taking new jobs throu8gh transfer or
promotion
· Provides information on equal opportunity and affirmation action
· Improves interpersonal skill
· Builders cohesiveness in groups
· Provides a good environment for learning, growth and co-ordination.
· Improves labour management relation
· Helps to create better corporate image
· Provides information for further needs in all areas of organization
· Moves a person towards personal goals while improve Human Resource and
Organisation goals
Because of the objective of Human Resource Development is to contribute to the organization’s overall goals, training programs should be developed systematically and with the organization’s true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do.
Allison Rossett and Joseph W. Arwady states ”The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program.
This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job.
Training Needs Assessment Systems (TNA)
The process for developing competencies varies widely from organization to organization. One can contrast, for example, the DACUM approach which is a concise method based on a panel of subject matter experts and takes a few days, to that of formal Occupational Analysis studies which often take up to one year. A typical generic process for competency development might include the following steps:
Document search (mission, business plan, job descriptions, generic
profiles, competency dictionaries, databases)
Expert Panel to determine: Future needs and Superior performers
Interviews
Draft list of competencies
Validate through focus groups
Assess gaps (variety of instruments: e.g. self-scored questionnaire, 360
degree evaluations, standardized tests)
Validate testing through supervisor interviews
Collate and prioritize training needs
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