1. Transferable Skills Development MGT 495 Lecture - 9 FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram

2. Developing Performance Driven Organizations

3. GOODPERSONSARENOWHERE

4. "STEP UP THE STAIRS OR STARE AT THE STEPS."

5. Why Participants Do Not Ask Questions Why Participants Do Not Ask Questions

6. Participants have cultural barriers Participants have cultural barriers Participants feel ignorant Participants are ignorant Reluctance to point out Trainer’s ignorance Reluctance to point out Trainer’s ignorance Why Participants Do Not Ask Questions Why Participants Do Not Ask Questions

7. Why We Fail?

8. 1. Lack of Persistence More people fail not because they lack knowledge or talent but because they quit. persistenceresistance The total secret of success lies in two words, persistence and resistance. Persist in what must be done and resist what ought not to be done.

9. 2. Lack of Confidence People who lack confidence take the middle of the road; and guess what happens in the middle of the road?

10. 3. Excuses Losers always have a book full of excuses to tell you why they could not.

11. We hear excuses like……

12. I'm unlucky I'm born under the wrong stars I don't have contacts The economy is bad The list can go on and on…….

13. 4. Not Learning from Past Mistakes

14. 5. Lack of Discipline Anyone who has accomplished anything worthwhile has never done so without discipline.

15. 6. Poor Self-Esteem Poor self-esteem is a lack of self-respect and self-worth. It leads to abuse of one's self and others.

16. 7. Fatalistic Attitude A fatalistic attitude A fatalistic attitude prevents people from accepting responsibility for their position in life. They attribute success and failure to luck. They resign themselves to their fate.

17. 17 Why Change? Insanity Doing the Same Things & Expecting Better Results

18. So How We Can Develop Performance Driven Organizations? 18

19. Solution is HRD 19

20. HRD Definition HRD is… “the integrated use of training and development, organization development, and career management to improve individual, group, and organizational effectiveness.” (McLagan, 1989)

21. Skills of HRD Professionals Leadership Skills Interpersonal Skills Global Mindset Change Agent

22. Functions of HRD Training & Development Organizational Development Career Management

23. Training Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g., employee orientation

24. When Should We Provide Training? New equipment, software New tasks (job changed) New regulations Performance deficiency (gap)

25. Development Development – preparing for future responsibilities, while increasing the capacity to perform at a current job

26. TNA/SGA Techniques Interviews Focus Groups Observation Questionnaires

27. Major causes of performance problems:  Knowledge or Skills - The employee does not know how to perform his responsibilities correctly - lack of skills, knowledge, or abilities.  Motivation or Culture - The employee knows how to perform, but does so incorrectly.  Process - The problem is not employee related, but is caused by working conditions, etc.  Resources - Lack of resources (4 types). Performance Problems

28. DEAL WITH PROBLEMS PROMPTLY Otherwise: The poor performers can reasonably assume their performance is acceptable Others may become de-motivated and stressed The problem behaviour will become a habit A precedent may be set Your credibility may be damaged

29. Principles to Deliver Training Effectively

30. Principle 1 : The Learning Specialist A learning specialist must know the program, lesson, subject, or skill to be taught.

31. Principle 2 : The Learner A learner must attend with interest to the program, lesson, or subject.

32. Principle 3 : The Language The language used as a medium between the learning specialist and the learner must be common to both

33. Principle 4: The Lesson The information or skill to be mastered must be explained.

34. Principle 5 : The Learning Process The learning process must motivate learners.

35. Principle 6 : Review and Application The evidence of individual development must be reflected through a reviewing, rethinking, reproduction, and applying of the material, information, or skill that has been communicated.

36. 1 - 36 Training and Development Events

37. 1 - 37

38. 1 - 38

40. 1 - 40

41. For Successful Training & Development

42. 42 Organization Development is a complex strategy intended to change the attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges. Warren Bennis Organization Development

43. Step 1: Managerial commitment to change. Step 2: Broad problem identification. Step 3: Identification of specific problem area(s). Step 4: Data collection. OD Process Model

44. 44 Step 5: Data analysis. Step 6: Development of change strategies. Step 7: Implementation. Step 8: Evaluation. OD Process Model

45. Ongoing process by which individuals progress through series of changes. Career Development

46. Career Traditional Career Protean Career – Frequently changing based on changes in the person and changes in the work environment

47. Career Management - CHALLENGES A major challenge is how to balance advancing current employees’ careers with simultaneously attracting and acquiring employees with new skills. Any other…….

48. CHALLENGES Communication Barriers Workforce Demographics Global Economy Social Responsibility

49. FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram