Chapter FourTraining and Learning4.0What are the technique sector to solve above aspect of problems to HR? John, A (2018) identified the major problems relate to HR personnel management, they include that selection of personal problem aspect, he explained that even if one knows precisely what qualities are required of man to do a given job well, it is still difficult to determine whether any given candidate has these qualities. On training problem aspect, he indicated that the cost of training staff is rapidly increasing, due largely to the increasing level of skill needed to operate modern equipment in the factory and office. Poor training will bring low earnings, high proportion of scrap production, mistakes, accidnts results. Finally on salary and wage structure aspect, paid problems concern complaints of unfairness in the wage and salary differentials between levels of age, or skill, or between sections of the company.What are the technique sector to solve above aspect of problems to HR? John, A ( 2018) explained that productivity bargaining, job evaluation, consultation and management by objectives techniques can be attempted to solve human relation problem; aptitude tests, intelligence tests, manpower planning, personality tests techniques can be attempted to solve selection of personnal problem; needs analysis, programmed learning, business games techniques can be attempted to solve training problem; productive bargaining, job evaluation, merit rating, incentive schemes, salary progression curves, time span of discretion techniques can be attempted to solve salary and wage structue problem.John, A(2018), he explained that how to apply the aptitude test to solve selecting personnal problem. He assumed that increasing technology needs an ever larger number of skilled and semi-skilled employees in almost every field of industry, e.g. machines and processes are more complex to operate and maintain, computers must be programmed. However, training employees to the new higher standards is expensive and it is becoming increasingly important to select any those who will be able to reach the necessary standard. One way to determine whether a candidate will satisfactorily complete his training to be test his aptitude for the proposed task before his/her training starts these kinds of aptitude tests as below: The technique consists of analysing the physical and mental skills required to perform the task successfully and then estimating each candidate's aptitude in these by means of special tests. Typical examples of the testable skills are: mannual desterity, ability to understand complex progress for chemical plant operators, mental aptitude for system analysis. Also standard training tests are now available for estimating certain aptitudes and where exist little training is required to give a test to a candidate. The training test is often a highly specialised job. Usually it will be able of someone in the personnel department to use this training test technique, but executives should be aware of its existence. Aptitude test advantage concerns buying a standard test is low, but the cost of having are specially prepared by an expert can be high. The training required to use them and interpret the results is slight. For some of the standard tests the correlation between those failing the test and failing a achieve the necessary standard of skill after training is good, i.e. substantial savings in training costs can be made by unsuitable candidates before spending money on their training.