HUMAN RESOURCES
MANAGEMENT SYSTEMS
Training and Development
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Role of the Training Specialist
Training
specialists must be experienced trainers, but much
more as well. They must understand the business of the
organization, including its strategic context, and the
implications that this has for human resources. They must
have good analytic skills; they must understand the larger
corporate perspective; they must have a clear vision of what
human resources planning and development is, and should
be, in their organization; and must be able to explain this
vision to others. Very importantly, they must be change
agents.
In support of all of the above the training specialist must
know how to use an HRMS effectively
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HRMS Training Model
The strategic/business plans of the
organization should translate into the need for
training through demand forecasting. The
internal and external availability of skilled
personnel, resources, etc., on right hand side
of the model gets reflected in supply
forecasting; that is, what is expected to be
available.
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HRMS Training Model (Cont’d)
The demand for skilled personnel should get
translated into job requirements at the
individual position level through task or
occupational analyses.
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HRMS Training Model (Cont’d)
The potential external labour supply, as well
as the knowledge and skills that they bring
with them may be determined through
external human resources scans (block A1).
The internal supply of human resources along
with the knowledge and skills inherent in it
should be available from the employee
module of the HRMS.(block C3).
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HRMS Training Model (Cont’d)
Human resources/succession planning is used
to determine how the need for human
resources in the right numbers, with the right
skills, doing the right things will be met.
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HRMS Training Model (Cont’d)
Human resources/succession planning (block B3)
along with task/occupational analyses (block A3)
may be used to define the skills required for a
position, or in aggregate, for a work unit (block A4).
Human resources/succession planning, along with
personal/performance appraisal information may
also define the skills that an individual requires, or
that are required across a work unit (block C3).
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HRMS Training Model (Cont’d)
Human resources/succession planning
(block B3) along with knowledge of skills
required to perform a job or jobs
successfully (block A3), and knowledge
about what skills exist or do not exist
among employees (skill inventory - block
C4) may be used along with training
surveys of various kinds in training
needs analysis to determine what training
and development may be required (block
B4).
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HRMS Training Model (Cont’d)
Training needs analysis, in turn, may
serve as the basis for decisions about
what training and development might best
meet the need (block B5). This may be
formal courses provided in-house,
external courses, or on-job training.
Even with in-house courses, one has
decisions as to whether to develop the
training package in-house, whether to by
a ready-made package externally, or a
combination of the two.
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HRMS Training Model (Cont’d)
Once training and development programs have been
developed and implemented, procedures are required
to schedule courses and attendees, to manage
logistics issues, and to gather and store the results of
training (block B6). Included should not only trainee
results but also a description of each course per se, as
well as the evaluations of each course by trainees
and others in a position to make these evaluations
(including instructors), and supervisors of the
trainees.
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HRMS Training Model (Cont’d)
The cost-effectiveness of training and
development for the organization should be
monitored continuously by program
monitoring and evaluation procedures
commonly referred to as training validation
(block B7). Such program monitoring should
include, but not be restricted to the course
reporting and evaluation procedures mentioned
above.
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Training Management Information
Training and development departments in
some organizations develop independent
training management systems. This may arise
when training and development staff:
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require automated assistance to help them manage their
training and development information, but do not have
an effective central HRMS; or,
want direct control of the collection and use of training
information.
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Training Management Information
Training and development modules are
included as integral parts of most
comprehensive HRMS. Seemingly
independent training and development
modules may be linked to other HRMS
modules to form coordinated networks. (see
the discussion on HRMS modules in Chapter
5 of the text).
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Training Management Information
Employee Screen
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Employee name ______________
Employee number ____________________
Position number ____________________
Organization Number ____________________
Address
 Work ______________________________
 Home ______________________________
Training and Development Required: _________________________________
Date Requested ____________________________
Priority
____________________________
Date Scheduled ____________________________
Date Completed ____________________________
Cost
____________________________
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Training Management Information
Course Screen
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Course Title
__________________________
Course Code
__________________________
Course Description _________________________
Course Location
__________________________
Tuition (if any)
__________________________
Other Costs
__________________________
Prerequisites (if any) ________________________
Instructor ___________________________________
Method of Instruction __________________________
Equipment/Materials __________________________
Start Date ___________ End Date ________________
Minimum Enrollees ____ Maximum Enrollees _____
Enrollment Deadline _________________________
Number Enrolled To-date_________________________
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Training Management Information
Employee/Course Management Screen
Employee Name
__________________________
 Employee Number
__________________________
 Course Title
__________________________
 Course Number
__________________________
 Status: Enrolled___ Wait-Listed ___ Completed ___
 Date Enrolled ________ Date Completed _________
 Fees: Tuition Paid ____ Other Expenses Paid ____
 End-Course Evaluation __________________________
_________________________________________________
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_________________________________________________
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Training Management Information
Applications
Data Storage, including:
 lists
of courses available by subject area
 training curricula
 employee training and development plans
 student course results
 results of training
 training location
 training history
 Course evaluations
 lists of instructors
 survey results (e.g., needs analysis, org. surveys, etc.)
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Training Management Information
Applications (Cont’d)
Creating class rosters
 Course Scheduling
 Creating training announcements and
confirmation notices
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Training Management Information
Applications (Cont’d)
Reports:
training costs, by student, per course, by
organizational unit, etc.
numbers of employees trained by course, per year,
by organizational unit, etc.
numbers of individuals requiring specific kinds of
training and development
course evaluations by topic area, or by instructor
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Training Management Information Cont’d)
Need for Documentation
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organizations to be able to demonstrate that they have
taken all reasonable precautions to safeguard the health
and safety of the public, clients, and employees.
organizations must ensure that their employees are trained
to recognize health and safety hazard, and to take
corrective action. It also means that employees must be
trained to respond appropriately when accidents happen.
The organization may be liable if it cannot demonstrate
that it took all reasonable efforts to ensure that staff were
qualified for the responsibilities that the organization was
respecting them to perform.
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Question 1
Why is it that the training management
information systems are becoming
increasingly important as modules of a larger
HRMS, or as "stand-alone" systems? What
skills do you feel that training specialists need
to use such tools successfully?
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Question 2
What are some of the relationships and
divisions of responsibility that should exist
with regard to training information that should
exist between training specialists and human
resources management information
personnel? For example: Who should decide
what data to gather? Who should be
responsible for data input? Accessing data?
Preparing reports?
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Question 3
Access to suitable training and development
has been defined as very important in
employment equity programs. How might an
HRMS be used to monitor and facilitate
employment equity? Would having a stand
alone” training management information
system make the coordination of information
more difficult? What adjustments would have
to be made?
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