all about training and developement and the importance of industrial relations

1. GAUTAM BUDDHA UNIVERSITY
Human resource assignment
Submitted by- Abhinav Tyagi
15/IMB/004

2. Training and development
Training and development is vital part of the human resource
development. It is assuming ever important role in wake of the
advancement of technology which has resulted in ever increasing
competition, rise in customer’s expectation of quality and service
and a subsequent need to lower costs. It is also become more
important globally in order to prepare workers for new jobs. In the
current write up, we will focus more on the emerging need of
training and development, its implications upon individuals and
the employers.
Noted management author Peter Drucker said that the fastest
growing industry would be training and development as a result of
replacement of industrial workers with knowledge workers. In
United States, for example, according to one estimate technology
is de-skilling 75 % of the population. This is true for the
developing nations and for those who are on the threshold of

3. development. In Japan for example, with increasing number of
women joining traditionally male jobs, training is required not only
to impart necessary job skills but also for preparing them for the
physically demanding jobs. They are trained in everything from
sexual harassment policies to the necessary job skills.
The name of the discipline has been debated, with the Chartered
Institute of Personnel and Development in 2000 arguing that
"human resource development" is too evocative of the master-
slave relationship between employer and employee for those who
refer to their employees as "partners" or "associates" to feel
comfortable with. Eventually, the CIPD settled upon "learning and
development", although that was itself not free from problems,
"learning" being an over-general and ambiguous name, and most
organizations referring to it as "training and development".
Training and development encompasses three main activities:
training, education, and development.
 Training: This activity is both focused upon, and evaluated
against, the job that an individual currently holds.
 Education: This activity focuses upon the jobs that an
individual may potentially hold in the future, and is evaluated
against those jobs.
 Development: This activity focuses upon the activities that the
organization employing the individual, or that the individual is
part of, may partake in the future, and is almost impossible to
evaluate.
The "stakeholders" in training and development are categorized
into several classes. The sponsors of training and development
are senior managers. The clients of training and development are
business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who
actually undergo the processes. The facilitators are Human

4. Resource Management staff. And the providers are specialists in
the field. Each of these groups has its own agenda and
motivations, which sometimes conflict with the agendas and
motivations of the others.
The need for Training and Development
Before we say that technology is responsible for increased need
of training inputs to employees, it is important to understand that
there are other factors too that contribute to the latter. Training is
also necessary for the individual development and progress of the
employee, which motivates him to work for a certain organisation
apart from just money. We also require training update employees
of the market trends, the change in the employment policies and
other things.
The following are the two biggest factors that contribute to the
increased need to training and development in organisations:
 Change: The word change encapsulates almost everything.
It is one of the biggest factors that contribute to the need of
training and development. There is in fact a direct

5. relationship between the two. Change leads to the need for
training and development and training and development
leads to individual and organisational change, and the cycle
goes on and on. More specifically it is the technology that is
driving the need; changing the way how businesses function,
compete and deliver.
 Development: It is again one the strong reasons for training
and development becoming all the more important. Money is
not the sole motivator at work and this is especially very true
for the 21st century. People who work with organisations
seek more than just employment out of their work; they look
at holistic development of self. Spirituality and self
awareness for example are gaining momentum world over.
People seek happiness at jobs which may not be possible
unless an individual is aware of the self. At ford, for example,
an individual can enrol himself / herself in a course on ‘self
awareness’, which apparently seems inconsequential to
ones performance at work but contributes to the spiritual well
being of an individual which is all the more important.
 Addressing Weaknesses
Most employees have some weaknesses in their workplace
skills. A training program allows you to strengthen those
skills that each employee needs to improve. A development
program brings all employees to a higher level so they all
have similar skills and knowledge. This helps reduce any
weak links within the company who rely heavily on others to
complete basic work tasks. Providing the necessary training
creates an overall knowledgeable staff with employees who
can take over for one another as needed, work on teams or
work independently without constant help and supervision
from others.

6.  Improved Employee Performance
An employee who receives the necessary training is better
able to perform her job. She becomes more aware of safety
practices and proper procedures for basic tasks. The training
may also build the employee's confidence because she has
a stronger understanding of the industry and the
responsibilities of her job. This confidence may push her to
perform even better and think of new ideas that help her
excel. Continuous training also keeps your employees on the
cutting edge of industry developments. Employees who are
competent and on top of changing industry standards help
your company hold a position as a leader and strong
competitor within the industry.
 Consistency
A structured training and development program ensures that
employees have a consistent experience and background
knowledge. The consistency is particularly relevant for the
company's basic policies and procedures. All employees
need to be aware of the expectations and procedures within
the company. This includes safety, discrimination and
administrative tasks. Putting all employees through regular
training in these areas ensures that all staff members at
least have exposure to the information.
 Employee Satisfaction
Employees with access to training and development
programs have the advantage over employees in other
companies who are left to seek out training opportunities on
their own. The investment in training that a company makes
shows the employees they are valued. The training creates a
supportive workplace. Employees may gain access to
training they wouldn't have otherwise known about or sought
out themselves. Employees who feel appreciated and

7. challenged through training opportunities may feel more
satisfaction toward their jobs.
The critical question however remains the implications and the
contribution of training and development to the bottom line of
organisations performance. To assume a leadership position in
the market space, an organisation will need to emphasise on the
kind of programs they use to improvise performance and
productivity and not just how much they simply spend on learning!
Types of Training
Various types of training can be given to the employees such as
induction training, refresher training, on the job training, vestibule
training, and training for promotions.
Some of the commonly used training programs are listed below:
1. Induction training:
Also known as orientation training given for the new recruits in
order to make them familiarize with the internal environment of an
organization. It helps the employees to understand the
procedures, code of conduct, policies existing in that organization.
2. Job instruction training:

8. This training provides an overview about the job and experienced
trainers demonstrates the entire job. Addition training is offered to
employees after evaluating their performance if necessary.
3. Vestibule training:
It is the training on actual work to be done by an employee but
conducted away from the work place.
4. Refresher training:
This type of training is offered in order to incorporate the latest
development in a particular field. This training is imparted to
upgrade the skills of employees. This training can also be used
for promoting an employee.
5. Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time
under a supervisor

9. .
Methods of training and development
 Succession Training
Succession training is when a company identifies employees
with managerial or executive skills and works with the
employees to develop those skills. When a company creates
a succession training program, there are always new
managers being developed who someday will guide the
company's future. It prevents the company from having to

10. look outside the organization for management talent. The
company can develop a program that sustains the corporate
culture and makes sure the core values of the company are
maintained when new managers take over.
 Off-Site Training
Training seminars or classes offered outside your company
that are pertinent to staff development can help your
employees hear ideas from an objective third-party trainer. It
can help to spur new ideas and help your company come up
with creative solutions to ongoing issues.
 Supervisor Contact
Strengthening the working bond between employees and
supervisors not only improves productivity, but it also creates
an on-the-job training environment, note Mark A. Royal and
Rebecca Masson, writing on the Human Resource Executive
Online website. Supervisors who make it a point to spend
time with employees each day offer advice and insight that is
valuable to the career development of each staff member.
 Career Paths
Training is an essential part of employee development, but
without a career path your employees do not have a plan for
advancement within the company. Your human resources
group and departmental managers should be working
constantly to identify ongoing company needs and use those
needs to create career opportunities for your staff. A
dynamic approach to establishing career paths allows the
company to benefit from the employee developmental
activities that employees are offered.

11. EXAMPLE - McDonald's
McDonald's success is built on the highest standards of quality,
service and cleanliness delivered to customers in each of its

12. restaurants. Well-trained crew and managers are the first step to
achieving these standards. It is company policy to provide career
opportunities that allow employees to develop their full potential.
This includes a comprehensive training programme for crew and
operations management and career progression that enables a
'first job' employee to progress through to a senior management
position through merit-based promotions.
The first stage of training is at the Welcome Meetings. These set
out the company's standards and expectations. This is followed
by a structured development programme that provides training in
all areas of business. Crew trainers work shoulder-to-shoulder
with trainees while they learn the operations skills necessary for
running each of the 11 workstations in each restaurant, from the
front counter to the grill area. All employees learn to operate
state-of-the-art foodservice equipment, gaining knowledge of
McDonald's operational procedures. The majority of training is
floor based, or "on-the-job" training because people learn more
and are more likely to retain information if they are able to
practise as they learn. All new employees have an initial training
period. Here they are shown the basics and allowed to develop
their skills to a level where they are competent in each area within
the restaurant. The time scale for this depends on their status i.e.
full or part-time. They will also attend classroom-based training
sessions where they will complete workbooks for quality, service
and cleanliness.
After the initial training period all employees receive ongoing
training. This is done using "Observation Checklists" for the
station they are working at. The rating will go towards their
appraisal grading. The restaurants do promote crew members to
hourly-paid management positions that carry accountability for

13. areas within the restaurant, or responsibility for a shift. Training
and development is given in the restaurant and in addition the
participants will attend regular development days. On successful
completion of a management entrance exam, employees will
attend a training course held by the training department at the
regional office before returning to the restaurant in a management
position.
Definition of Industrial Relations
Industrial relation is defined as relation of Individual or group of
employee and employer for engaging themselves in a way to
maximize the productive activities.
In the words of Lester, “Industrial relations involve attempts at
arriving at solutions between the conflicting objectives and values;
between the profit motive and social gain; between discipline and
freedom, between authority and industrial democracy; between
bargaining and co-operation; and between conflicting interests of
the individual, the group and the community.

14. Concept of Industrial Relations
The term ‘Industrial Relations’ comprises of two terms: ‘Industry’
and ‘Relations’. “Industry” refers to “any productive activity in which
an individual (or a group of individuals) is (are) engaged”. By
“relations” we mean “the relationships that exist within the industry
between the employer and his workmen.” The term industrial
relations explains the relationship between employees and
management which stems directly or indirectly from union-
employer relationship.
Industrial relations are the relationships between employees and
employers within the organizational settings. The field of industrial
relations looks at the relationship between management and
workers, particularly groups of workers represented by a union.
Industrial relations are basically the interactions between
employers, employees and the government, and the institutions
and associations through which such interactions are mediated.
The Role of Trade Unions in Industrial Relations
Trade or labor unions have been around since the 1930s to resist
through equal bargaining power the domination of employers over
employees and to represent workers’ interests in the employment
relationship. It is through union efforts that workers benefit from
better pay and working conditions, and that they are treated with
dignity and respect at work. The importance of trade unions cannot

15. be overstated even though membership has been on a steady
decline.
 Collective Bargaining
Labor unions developed to grant employees equal
bargaining power with their employers, who traditionally had
the ability to exclusively set the terms and conditions of work
and pay. Unions represent workers within a given industry in
negotiations with their employers. Since the union comprises
a group of workers, it has a greater voice than if employees
were dealing with employers individually. For example,
unions are credited with abolishing sweatshops and child
labor in the United States because they pushed for these
practices to end. The National Labor Relations Act
guarantees employees’ right to bargain collectively through
their chosen labor union representatives. Unions can
organize strikes, boycotts, go-slows and sit-ins to get
employers to consider their proposals.
 Employee Welfare
Unions have successfully fought for better terms and
conditions for workers. They represent workers’ interests
and have secured a variety of benefits, such as higher
wages for unionized employees, work-life balance
characterized by reasonable work schedules, job security
and protection from arbitrary action by employers. In a
September 2012 essay on the CNN website, Democratic
strategist Donna Brazile asserted that is also due in part to
union activity that discrimination in the workplace was
outlawed and that workers have access to health care, safe
working conditions and guaranteed Social Security. Unions
not only have given workers dignity in the workplace, but

16. they also consistently facilitate enhanced welfare and
standards of living for American workers.
 Unfair Practices
Labor unions check the unfair labor practices of employers.
The NLRA declares that it is unlawful for employers to
dominate a union, discriminate against workers engaged in
union activity, victimize workers who file charges against
them with the National Labor Relations Board or interfere
with employees engaged in concerted union activity. If the
employer does any of these prohibited acts, the union can
take it up with the board on behalf of the employees. For
example, the union representing Boeing Co. engineers and
technical workers filed charges against the company for
interfering with employees engaging in concerted union
activity. The board investigates charges and may take a
variety of actions, including issuance of cease-and-desist or
reinstatement orders to remedy unfair treatment against
employees. Unions ensure that employers comply with the
law and can lodge appeals in federal court if employers do
not respect board decisions.
 Legislation
Unions also play a key role in developing labor laws and
regulations for effective worker protection. The unions initiate
the push for regulation in areas that concern employees in
the workplace. They lobby for the creation of laws and
regulations and disseminate information to the employees
about them. Measures such as the NLRA, the Social
Security Act, the Family Medical Leave Act and the
Occupational Safety and Health Act exist as a result of union
efforts for better terms and conditions for workers. Unions
monitor the status of implementation of employee welfare
laws and regulations to ensure they are properly enforced.

17.  Importance of Employee Welfare
As a business, you have to provide various benefits to
ensure your employees' welfare. While this may increase
your business expense and negatively affect your bottom
line, looking after your employees will benefit you in other
ways. In fact, in this day and age, it's almost impossible to
operate a business without offering a basic set of benefits for
the employees' welfare.
 Compliance
As a business owner, you are required by law to provide
certain benefits for the welfare of your employees. You have
to match the Social Security taxes your employees pay and
obtain a worker's compensation insurance policy. If you
terminate an employee, you have to provide Consolidated
Omnibus Budget Reconcilication Act (COBRA) funds to
extend his health insurance.
 Recruitment and Retention
The benefits an employee receives from his employer for his
welfare are often a significant reason why he decides to
accept a job offer. As such, providing employee benefits
allows you to compete with other businesses to recruit and
retain qualify employees. If other employers offer better
benefits , good employees may choose to go there.
 Employees' Well-Being
By providing a plan that's good for employees' welfare, you
show them that you value them. This can help make them
feel welcome and happy in your company, motivating them
to work harder. If your health plan has wellness coverage
and preventative care, employees are more likely to stay
healthy, cutting down on absenteeism and sick days.

18.  Company Image
Providing a good employee welfare plan reflects well on your
business, building a good company image. It may even earn
you some press coverage, giving you free publicity to
improve awareness among potential customers. This may
boost your sales and increase your profits.
EXAMPLE – IDBI bank employees go on strike
All India Bank Employees Association would support the strike
call given by the employees union of public sector IDBI Bank over
settlement of pending wages, AIBEA General Secretary, CH
Venkatachalam said today.He said nearly 15,000 employees of
the bank would participate in the nation wide strike scheduled on
April 12.The Association also sent a letter to Finance Minister

19. Arun Jaitley, seeking his intervention in the matter.
Recalling the wage revision settlement to the banking sector
which concluded in May 2015, Mr Venkatachalam said in his letter
that the settlement of wages include all employees of public and
private sector banks.
"However, wage revision which is due in IDBI Bank for employees
from November 2012 is still lingering on and remains
inconclusive", he said.
The undue delay in extending wage revision to employees and
officers of IDBI Bank alone smacks of discrimination, deliberate
isolation and unfair labour approach, he said.
Noting that the employees were agitated due to a delay in
settlement of the wages, he requested Mr Jaitley's intervention to
advice IDBI Bank management to expedite the settlement without
any delay.