Training and Development
Training
This is divided
into several definitions of training. Training is a planned, systematic,
planned activity and competencies, knowledge and skills required to perform
efficiently and effectively (Gordon, 1992).
Development
Development is
an active and action-oriented activity aimed at creating a new person or
entity. It often works in the future for a job or a new role to play (McNamara,
2008).
Training and
development are often used to close the gap between the present performance and
the desired future performance. Training and development falls under Human
Resource Development (HRD) function which has been argued to be an important function
of Human Resource Management (HRM) (Weli and Woodall, 2005). Identify the "needs" for training
and development of this work function, we can get the idea to select the
appropriate methods and programs for these needs, how to implement them, and evaluate
the results of the final results (McCourt and Derek, 2003). According to Chan and Lynn (1991) the organizational performance
criteria should include profitability, productivity, marketing effectiveness,
customer satisfaction, but also employee performance morale. In this
perspective, effective and efficient employee performance will positively influence
organizational performance.
On the other
view Millar (2007) built a framework of talent management which consists of
planning, recruiting performance, learning, career development, succession
planning, compensation and measuring and reporting. In order to organize a
company effectively, companies must rethink how they hire, train and reward
their employees. Therefore, the employees could be encouraged to be
competitive. Organizations are seeking to develop, motivate and increase the
performance of their employees in a variety of human resources applications (Gungor,
2011). To maintain an organization, it needs to be organized with a larger,
smaller or more efficient service. Specific job skills, knowledge, abilities
and competence (SKAC) required in the workplace are not effectively taught in
formal education. Therefore, many employees need the necessary training to make
SKAC a significant contribution to the company's growth. Not only to develop
the skills of each new employee, but also must be trained to become an integral
part of the organization. Training and
development is an integral part of every organization whose main purpose is to
develop employee competencies. It will enable them to improve the efficiency
and efficiency of their human resources. To win employees' hearts and minds, they can identify with the
organization, it can be an advantage for an organization (Armstrong, 2009).
1.
Benefits of Training
The main
objectives of the training are to upgrade and improve knowledge, skills and
attitudes for job related tasks. This is a major factor that can provide
short-term and long-term benefits to individuals and organizations. There are
many benefits associated with training as below (Cole, 2002).
1. High Morale: Workers are happy to come to work each
day, comfortable in the nature of their work and with their co-workers, and
optimistic about their production.
2. Lower cost of production: Eliminate risk by
minimizing or preventing waste material from trained and trained personnel to
trace materials and equipment better and economically.
3. Lower turnover: Training brings a sense of security
at the workplace which in turn reduces labour turnover and absenteeism is
avoided.
4. Change management: Trained management helps to
improve the understanding and intervention of employees in change management,
and provides the skills and capabilities required to adapt to the present.
5. Provide recognition, enhances responsibility and
the possibility of increased pay and promotion.
6. Improve the quality of the staff.
Training programs are conducted to improve skills for future employment
and to maintain and improve the current job performance. Given the progress of technology, some are
unemployed with regard to the transfer of machinery in current jobs. Education
and competence become necessary for current position and those wishing to be
promoted in the future (Nunvi, 2006).
2.
HR training needs
According to Wognum (2001) training and development needs can be arranged in three organizational
levels.
They are:
Strategic level - Requirements Determining the
organizational goals, mission, strategy, and issues are addressed by higher
management and resolved or stabilized.
Tactical level - Needs to be decided with the needs of the
management depending on the development needs of the Coordination and
Development Unit.
Operational
level - Determines the need
to consider employee and subject areas individually with low-level executive
management and other employees. Formal and informal HR training and development
programs and programs as well as to organize an organization to organize human
resource training and development objectives in order to create a workforce for
efficiency and competitiveness.
The first problem is
identifying the goals of the organization. According to (Wognum 2001; Torrington, Hall and Taylor,
2005), there are three categories of identifying
training and development needs. These include: Resolving problems, this
focuses on the performance and improving working practices. Performance-related
issues may be different based on innovation or strategy based on improvement,
regardless of performance change or modification of the status of the
organization regardless of performance issues.
In identifying training
needs, design, development, maintenance and improvement of necessary methods so
that people with the requisite skills can obtain the company goals. Moreover,
training programs should be prepared for various needs. Further, the training
program, the content and the trainees are selected based on the training
program chosen (Milkovic and Bordereau, 2003).
A number of approaches
have been highlighted in previous literature to identify needs (Edmond and Noon, 2001; Torrington, Hall
and Taylor, 2005). This problem-centered
(performance gap) and
profile comparison (variation and skills) approach. Similarly,
previous studies have identified a number of approaches to analyze training
needs based on new or existing employees. There
are two more traditional approaches to problem-centered approach and approach
to reconciliation. The focus-focused approach focuses on any performance
hurdles. If problems arise due to problems, the Corporation analyzes the
problems. If that problem is solved it should be developed. On the other hand,
the comparison of facsimile focuses on matching skills with a job. Some changes
to strategy and technology may be required for new or additional skills (Torrington, Hall and Taylor, 2005).
Every training needs analysis with
the need, and analysis of needs is the first step in the training process. There are four steps available to managers
to determine the training needs of employees of their organizations. They are, (Infande, 2015).
Ø Job
requirements analysis: Skills and knowledge are tracked in a suitable job
description. Employees who lack skills are candidates for a training program.
Ø Organizational
analysis: The effectiveness and success of an organization are credible and are
analyzed where the differences are. For example, departmental members with high
turn-out or low performance may require additional training.
Ø Performance
appraisals: Each employee's
work is measured based on the assigned goals.
Ø Human
resource survey: Both managers and non-managers plan to describe the problems
they faced in their work places. Therefore, immediate training needs have been
identified and an appropriate training effort has to be launched by the Human
Resource Division to close the gap between expected and practical results. This may also be the case with such
situations; Preparing a training plan, creating a training lesson, selecting
the coach and preparing coaches.
3.
Training and development methods
The human resource development
activities are used to improve employee’s performance on the present job, train
new job skills or new position in the future and common growth for both
employee and the company with meeting the organization’s objectives (Nadler, 1984).
There are two different methods that
organizations may use for training and development. They are, (Dacauza and Robbins, 1996).
1. On-the-job
training – employees who are doing their daily work at the same working places.
Ø Coaching/Mentoring
In coaching,
training involves the improvement of performance in a particular skill field
(often short term). Targets, or at least the Middle East or sub-goal, are
usually prepared by the coach or a proposal. The goal is primarily to learn and
the trainer has the basic ownership of the process. In most cases, training
includes direct external feedback (i.e. to train the trainer What he or she
observed).
Mentoring
focuses primarily on identifying and feeding the whole person's abilities.
Targets may change, but always a learner can be a long-term relationship.
Target and process are both learned. The feedback comes from the character. Becoming
more aware of own experience.
Ø Job Rotation
Job rotation is
what employees are doing in the same business. Before retiring, the employees
perform new tasks for different tasks before being reinstated.
2. Off-the-job
training – employees get away from their usual work places and all
concentration is left out to the training.
This
is a way of training in which subordinate are either sent to seminars at the
company’s training center or made to attend external training courses, and
through collective training learn about the theories that constitute the
background and basis of job performance and capability that are required in
work. Such training may occasionally even include content concerned with
culturally related matters.
Table
1: Comparison Chart of on-the job and off-the training
Comparison Basis
|
On-the-job training
|
Off-the- job training
|
Meaning
|
A
form of training provided at the workplace during performance the actual job
|
A
form of training outside the actual location
|
Approach
|
Practical
|
Theoretical
|
Active
participation
|
Yes
|
No
|
Location
|
At
the workplace
|
Out
of the workplace
|
Principle
|
Learning
by performing
|
Learning
by acquiring knowledge
|
Work
disruption
|
No,
because trainers produce the products during learning
|
Yes,
because training is first provided and then later followed by performance
|
Conducted
by
|
Experienced
employees
|
Professionals
or experts
|
Cost
|
Inexpensive
|
Expensive
|
Suitable
for
|
Manufacturing
firms
|
Non-manufacturing
firms
|
(Source:
Surbhi, 2015)
4. Effects of Training on performance
In
order to effectively implement any company, it can provide individuals with
ideas, materials, supplies, equipment, products or services, and finally, the
person in charge of human resources is provided with the human resources to run
the company. Proper
management of working people, Human resource management has become a major
activity in many organizations and is a widespread discussion of the nature of
contemporary business relationships. A key component of the coordination and
management of human resource management in an organization (Shen, 2004). Some studies have proceeded by looking at
performance in terms of employee performance in particular Purcell et al. (2003)
while others have extended to a general outlook of organizational performance (Guest, 1997; Swart et al., 2005). In one way or another,
the performance of employees can be defined as a task of organizational
performance. In relation to the above,
Wright and Geroy (2001) note that employee
competencies change through effective training programs. Therefore, not only to
achieve the overall performance of employees, but also to enhance the
knowledge, skills and skills of the workers required for the future, thereby
contributing to excellent organizational performance.
Mc.Dowall and Sauders (2010) argues,
as employee investor development is increasingly emphasized, the recognition of
the importance of retrospective training will be intensified by the
intensification of competition and the relative achievement. As well as, innovative
improvements and hierarchical changes have been progressively implemented, and
a number of businesses are working to understand that their businesses depend
on the skills and capabilities to represent a significant and sustained
investment in training and development.
Beardwell and Holden (1993)
viewed that Human Resource Management concept, for example, the concept of Human Resource
Management has helped the organization to understand the responsibility and
quality of development, senior management teams, training, employee development
and long-term education. Not
only is this a concept of a careful planning, but more emphasis on employee
development.
As an example, the organization which I work
for human resources, they are using training and development programmes for employees
to build their skills and knowledge. The organization is conducting many
training programmes as knowledge wise and the skills wise. Basically, supervisor
and subordinate combination is more important to identify training needs. A supervisor’s
role does not simply consist of only performing work by the supervisor alone,
but also to ensure working conditions for his or her subordinates which allows
them to accomplish their work, brings out to abilities and motivation of
subordinates, and realize the goals of the organisation having subordinates accomplish
their work. It is said that supervisors are primarily evaluated on the good
results of the work done by subordinate. This means that a supervisor is responsible
for developing subordinate and improving their ability to perform and achieve
on the job. In our organization, the supervisors also need to give concrete
consideration to the training policy of the organization, including the workplace
with respect to the training of his or her own subordinates.
Each subordinate
is in charge of a different job. Moreover, the knowledge, skills, talents, attitudes
as well as ways of thinking of individual subordinate vary from person to
person. As result, there will also be differences in what and how much training
will be needed by each subordinate. For these reasons, the manager will be
unable to train and develop subordinates effectively if he or she does not have
a clear understanding of the specific areas which will need to be developed for
each individual subordinate.
In order to have a true grasp of the present
skills and abilities of each subordinate, it is necessary for the supervisor to
know the knowledge of the job based on what is accomplished, the skills and
abilities, the attitude, the way of thinking and the like of each respective
subordinate through daily contract. Once the supervisor has a clear understanding
of what the required qualification for a given job and the present skills and
abilities of the subordinate are, he or she is then ready to take the next step
of determining what specific areas will require further training and
development. The difference between what the present level of skill and ability
of the subordinate is with respect to the qualifications required for the job
which the subordinate is in charge of determines the “acknowledged areas or
training” for that subordinate.
Conclusion
Human
Resource Management is a key function of an organization. A better flexible
eligibility and qualification is better to respond to and respond to changes in
the market. A new recruitment
and selection approach will be taken to recruit a business and selected correct
candidates who can grow and develop with the business. Training and development
are essential to examine any issues in any business sector.
Commencement
of training for human resources and giving priority to the program. The rise in
technical initiatives leads to time and money for training employees because of
the change in the business market. Employee development needs in the current
business environment.
Training
evaluation is an important component of the training process. It provides
feedback to improve the level of performance and support for improvement and
strategic planning for the sponsors and resource persons.
Reference
1.
Armstrong, M. (2009). Armstrong's Handbook of Human Management
Practice. 11th ed.
2.
Beardwell, N. and Holden, B. (1993). Managing for success.
2nd ed. England: Prentice Hall Publisher.
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Chan, Y. and Lynn, B. (1991). Performance evaluation and the analytic
hierarchy process. Management accounting research, 3, pp.57-87.
4.
Cole, G. (2002). Personnel
and human resource management. 5th ed. Continuum London: York Publishers.
5.
Dacauza, D. and Robbins, S. (1996). Human Resource Practice.
5th ed. New York: John Wiley & Sons Inc.
6.
Gordon, B. (1992). Are Canadian firms under investing in
training? 1st ed. Canada: Canadian Business Economics, pp.25-33.
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Guest, D. (1997). Human resource management and industrial
relations. Management studies,
24(5), pp.503-521.
8. Gungor, P. (2011). The Relationship
between Reward Management System and Procedia Social and Behavioral Sciences.
pp.1510-1520.
9.
Infande, A. (2015). The Four Basic Steps in the Training Process.
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10. Mc.Dowall, A. and Sauders, M. (2010). UK
Manager's Conception of Training and Development. European Industrial
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12. Nadler, L. (1984). The Handbook of Human Resource Development. New York: John Wiley
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13. Nunvi, G. (2006). Business Organization
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14. Purcell, J., Kinnie, N., Hutchinson, S., Rayton,
B. and Swart, J. (2003). Understanding
the people and performance. London: CIPD.
15. Shen, J. (2004). International Training and
Management Development Theory and Reality: A Conceptual Study. Management
Development, 24, pp.656-666.
16. Swart, J., Mann, C., Brown, S. and Price, A.
(2005). Human Resources Development:
Strategy and Tactics. Oxford: Elsevier Butterworth-Heinemann Publications.
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This comment has been removed by the author.
ReplyDeleteAs you pointed out, this is one of key function of HRM. identifying the needs of organization’s Training & Development is very important. It is crucial for organization to develop a training plan effectively (Armstrong, 2000). Any Training plan should be designed according the employees’ requirements (Ginsberg, 1997). The better plan always delivers better results (Boudreau et al., 2001). A poor plan become a cost for organization and time waste for the teams (Tsaur and Lin, 2004).
ReplyDeleteAnd, on the job training enables to get the knowledge in a better way and employees learn in a better from practical experience than theoretical training (Heras, 2006). Always cost of, on the job training is low and it’s a time saving method (Ruth Taylor et al., 2004). If organizations can provide on the job training to employees that helps to learnt in a practical way.
I agree with you. Training is an ongoing process involving the entire workforce (Ganesh, 2015).Scott Brum (2007) highlighted when employees get more trainings their dedication levels are high more than other employees and also keeping qualified employees is an important part of an organization's competitive advantage. Long-term employee performance improves organizational performance and improves organizational productivity. It also reduces the cost and time required to recruit and develop new employees (Anis et al.,2011).
DeleteAdditional to your definitions,
ReplyDeleteAs per John,.(2005) the training is a target procedure which fulfill the organizational requirements. Moreover it is adding traits and competencies to the employee which satisfy the present and forthcoming needs of the organization. If an employee has the master degree, means individual totally familiars with his/ her working environment. But for the training has a limited time frame than the education. Also, Training is specific for the current job role.
Further, the development is not specific neither current job nor future but it should growth the individual. This is doing by gaining experience through mindful or unmindful learning in line with analyzing, coordinating and governing facilities.
As you said, Being able to prove the effectiveness of training is important, not only in justifying the expenses of training but also the original reason for carrying it out. Some organizations still pay lip service to training in its many manifestations. Even those which are committed to training will consider that evaluation of training is difficult and time consuming and difficult to carry out (Bedingham, 1997).
DeleteIn addition to the content above, I would like to underwrite following in the area of Training & Development.
ReplyDeleteWhen employees have the knowledge and skills of tasks that assigned them to carryout, people will be work more competent and efficient than employees who lack in knowledge and skills. Therefore, Training and Development would provide opportunities to create a successful career life for employees. Further, organizations efficiency also would be increased (Tahir et al, 2014). As Leard (2010) stated, trainings will positively improve effectiveness and productivity of organizations while value employees. Further organizations are responsible to use Training and Development as an opportunity to develop future leaders (Noe, 2002). As Obi-Anike and Ekwe (2014) emphasized, organizations should deliberate following points for better outcome of training activities.
1. Maintain Training and Development as a continuous activity of the organization.
2. Understand that trainings are providing competitive advantage more than skills development.
3. Recognize Training and Development as an opportunity to create intellectual capital.
I agree with you. As you said employees have the knowledge and skills of tasks that assigned them to carry out, people will be work more competent and efficient than employees who lack in knowledge and skills.
DeleteEffective training is not a solitary event in an organization. Training must be strategic therefore, it is necessary to be designed in order to improve the knowledge, skills and abilities of current workers to help them achieve the organization’s strategic plan. Therefore, in order to design an effective training first step is to understand the organization. This can be done by conducting a SWOT analysis to determine the strengths, weaknesses, opportunities and threats to the organization. By using the output of such information and an understanding of the organization’s vision, effective training creates a competitive advantage for the organization. Once the SWOT analysis is done, a training needs assessment is taken place to identify the gaps between the employees’ actual performance and desired performance. A thorough analysis of performance gaps determines what training needs to be done or if there is a need for training at all. In some cases, the performance or knowledge gaps are not related to training deficiencies and other interventions may be needed (Gusdorf.2009).
Training may be described as an endeavor aimed to improve or develop additional competency or skills in an employee on the job one currently holds in order to increase the performance or productivity. Technically training involves change in attitude, skills or knowledge of a person with the resultant improvement in the behavior. For training to be effective it has to be a planned activity conducted after a thorough need analysis and target at certain competencies, most important it is to be conducted in a learning atmosphere. e designing the training program it has to be kept in mind that both the individual goals and organisational goals are kept in mind. Although it may not be entirely possible to ensure a sync, but competencies are chosen in a way that a win-win is created for the employee and the organisation.
ReplyDeleteAs you said, Training is described as an endeavour aimed to improve or develop additional competency or skills in an employee on the job.
DeleteIn recent times many organizations have realized the importance of training and development as it increases the organization staff efficiency, skills, and productivity (Engetou, 2017, 22). I understand that it is very much necessary for an organization to conduct training programs but it has to be very carefully designed (Armstrong, 2000). Organizations which develop a good training design according to the need of the employee have seen positive results, and a bad design resulted in loss of time and money (Tsaur and Lin, 2004). And also organizations should be very particular when selecting the the trainer, that may also spoil the whole program if he or she is not capable of (Griffin et al., 2000)
Training could also be delineated as an attempt aimed to enhance or develop additional competence or skills in an employee on the work one presently holds in order to increase the performance or productivity. Technically training involves change in attitude, skills or knowledge of a person with the resultant improvement in the behavior (David N. Ashton, Johnny Sung 2002). For coaching to be effective it's to be a planned activity conducted when an intensive would like analysis and target at certain competencies, most important it is to be conducted in a learning atmosphere. Designing the training program it's to be kept in mind that each the individual goals and company goals are considered. Although it may not be entirely possible to ensure a sync, but competencies are chosen in a way that a win-win is created for the employee and the organization.
DeleteTo sustain a long-term relationship with employees, organizations must look at new paradigms in terms of development. Organizational silos that impede the ability of people to move within the firm should be avoided in favor of talent pools and greater intra-organizational mobility so that employees can grow from a larger and more varied set of development opportunities. For an overall development plan to be of much benefit, it has to avoid over-generalizing the programs that it offers; rather, segmentation is needed to take into account differences in employees’ career stages and personal needs. For example, two equally talented high potentials with completely different backgrounds and skills will need different development programs to obtain the skills still required to continue moving forward(Hatum, 2010).
ReplyDeleteAs you mentioned, long term relationship with employees, organizations must look at new paradigm in terms of development. HR practitioners should carefully analyse which method to be used in their organizational context and always should align with corporate objectives and the strategy. Aslo they need to focus on monitoring and evaluation of training plan to justify return on investment for the training and development to the organization.
DeleteBased on the argument of Bentley (2006), training needs analysis helps organizations construct sound training activities that add value to the training process and direct organizations towards the achievement of their strategic objectives.
Organization objective to continues rapid growth in addition,Dissatisfaction with some employee-development efforts appears to fuel many early exits. We asked young managers what their employers do to help them grow in their jobs and what they'd like their employers to do, and found some large gaps. Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility. But they're not getting much in the way of formal development, such as training, mentoring and coaching - things they also value highly(Victor,2013)
ReplyDeleteI agree with you. Some companies, they don't know the training needs of their employees and they don't want to know those things. But the company can solve this problems then the employees will achieve their targets and the company targets also. Based on the argument of Bentley (2006), training needs analysis helps organizations construct sound training activities that add value to the training process and direct organizations towards the achievement of their strategic objectives.
DeleteWhen it comes to Training there are two types of Training we can find in the global context. They are Internal Training and External Training (Troy, 2017). What type of Training will be more suitable for modern companies?
ReplyDeleteBefore you answer this question I would like to state some arguments as well.
Globally, organizations have been enrolling their employees in training programs to enhance
their skills, knowledge, and capabilities. Most of them facilitate the training through the
development of programs with the ability to meet their employee’s needs. However, Khan et
al. (2011) stated that some firms provide their employees with opportunities to enroll in
training programs established by another firm. Accordingly, the previous studies have shown
that if well implemented, the internal programs are more effective than the external ones. The
difference emanates from the fact that the internal programs are designed in such a way that
they respond to pre-determined training needs (Jehanzeb & Beshir, 2013).
Thanks for commenting. I agree with you Tharindu. According to (Jehanzeb & Beshir, 2013) theory internal training programs are more effective than the external ones. If we take the internal training programs, they identify employee needs and recognize those are the training programs that they have to do. Then the trainers will arrange the training programs with relevant areas. But if we take external training programs, sometimes there will be an issue regarding the training need (Khan et
Deleteal. 2011).
Investments made by organizations on employee training and development has effective benefits for the organizations performance (Sloman, 2003). Hence, training development opportunities made available to employees by nearly all organization in some form (Cannell, 2004).
ReplyDeleteThere are ongoing discussions between scholars and professionals that training, and development provided by an organization has effective impact on objectives of employee as well as the organization. It is noted that some of the scholars argue that when the organization provide increased training opportunities, there is a probability for increase in employee turnover, while the others argue that training could be beneficial to improve employee retention (Colarelli and Montei 1996; Becker 1993).
Nevertheless, employee training is identified as a complex human resource practice that can positively impact on the achievements and performance of the organizations. Organizations are struggling to get success in the challenging economy, trying to differentiate on the basis of abilities, information, and enthusiasm of their employees and which can only be achieved through a systematic training and development mechanism. While developing the employee training has no specific method, certain significant methods that would be measured in the process of development. A well laid employee training and development program of an organization must focus on knowledge, career development and goal setting. Such approach will benefit the program to be more useful for the employees as well as the organization (Jehanzeb and Bashir, 2013).
Being able to prove the effectiveness of training is important, not only in justifying the expenses of training but also the original reason for carrying it out. Some organizations still pay lip service to training in its many manifestations. Even those which are committed to training will consider that evaluation of training is difficult and time consuming and difficult to carry out (Bedingham, 1997). As you said, training and development is very important for employee performance. If the employees doesn't confidence in any area, then training programs can help to improve those areas.
DeleteA premise of our approach is that all organizations can learn. Some learn better than others and survive, while the more successful learners thrive. Those that fail to learn will eventually disappear (Nevis, Dibella & Gold, 1995). The role of leaders in organizations is to set the necessary conditions for the organizations to develop an effective learning capability. That is, managers need to take strategic action and make specific interventions to ensure that learning can occur (Shaw & Perkins, 1991). For example, introducing mechanisms to facilitate the transfer of knowledge between work teams and development a widely shared vision supported by employees can influence the learning capability of an organization.
ReplyDeleteAs you said, The managers need to take strategic actions to develop their subordinates who have difficulties in working areas (Bentley 2006). In here Managers should have to identify subordinate's training needs and recognize what are the training programs that they need mostly to get better performance. The managers can think how can they develop subordinate.
DeleteAccording to Goldstein & Ford ( 2002) Training is a systematic approach to learning and development to improve individual, team, and organizational effectiveness . Development refers to activities leading to the acquisition of new knowledge or skills for purposes of personal growth. Improved job performance and other positive changes like acquisition of new skills should be the result of effective training (Hill& Lent 2006, Satterfield & Hughes 2007). Every organization should realize that, training is a value driven function and not an operational function or cost center one. (Fox, 2003; Kraiger 2002).
ReplyDeleteHowever, we need to understand rang and impact of training by considering situational, individual moderators. For example, what is the accountability of organizational systems for influencing trainee cognitive effort during training?
I agree with you Himashi. According to the (Nadler, 1984) The human resource development activities are used to improve employee’s performance on the present job, train new job skills or new position in the future and common growth for both employee and the company with meeting the organization’s objectives.
DeleteHi Nadani, Well explained Blog on Importance of Training and Development. As a person with a human resource background you have clearly explained how training needs are identified and how it is been implemented in your own organization. I believe that Effective training practices should be established to gain the expected outcome ,benefits from particular training or training programs .I have been experiencing ineffective training programs which i have attended over the years where the main intention of the HR Department would be to meet minimum number of training programs for the particular year which is a KPI for HR staff, without identifying the proper training needs or skills required for the employees. Effective training uses the systematic approach with an emphasis on skills analysis. The purpose of the training should be clearly defined in terms of the behaviour required as a result of training. The focus of the training should be to develop transferable skills. The training should be evaluated on the basis of the extent to which it has achieved its purpose (Armstrong and Taylor , 2014) .
ReplyDeleteYes. You are correct. There are some companies that they have only the target to cover number of training programmes. But the main issue is that training programmes are not covered every needs of employees. If the organization doesn't know the actual need of the employee then there is no value with the training programmes that the employee participated(Shaw & Perkins, 1991).
DeleteIn addition to what you have mentioned under the training aspect, I would like to address the importance of having a diversified training concept in an organization.
ReplyDeleteDiversity training is defined as raising personal awareness about individual differences in the workplace and how those differences inhibit or enhance the way people work together and get work done (Wheeler,1994).
It has been observed that personality characteristics may influence the effectiveness of training, making particular strategies more effective for some employees and less effective for others. For example, perspective-taking may be more effective for individuals who lack empathy than for those who are highly empathetic. (Cheung, King, Lindsay & Membere, Harvard Business Review 2017)
Therefore, it is no doubt that training is a key factor for the success of any organization but having just a blanket program may be useless without diversifying the training needs.
-Randitha
Yes. Diversified training is also important because of the changing world. By the time to time, Organization's training programs have to be changed with the new technologies.The most common methods that companies seek to focus on corporate diversity are through formal training. Such research on productivity has produced mixed results. Some studies have shown that diversity training is effective and others show it is ineffective. Others show that it can lead to turning the truth. This has led to pessimism about various training and some say that it does not work simply (Harvard Review 2017).
DeleteInadequate funding was the leading factor which represented 100%, lack of written training and development policies (Abba and Dawha 2009).Hence nandini what are the suggestion to overcome funding issues .
ReplyDeleteThe most important thing is on-line training. Online training removes the need for travel venue costs and often lowers facilitation costs too. Second thing is using high performing LMS. It’ll make a huge difference to how far our budget can stretch when we’re training large numbers of employees. Third option is Streamline our content development by focusing on the best bang-for-our-buck formats. For example, short text sections interspersed with feedback activities can save on development costs. Forth option is using webinars instead of face-to-face seminars as another way to limit travel and time costs.
DeleteThe benefits we can derive by Training and development include, improved employee performance, improved employee satisfaction and morale, addressing weaknesses, consistency of performance, increased productivity, adherence to quality standards, increased innovation in new strategies and products, reduced employee turnover and enhanced company reputation & profile. (https://2020projectmanagement.com)
ReplyDeleteWhen we discuss training and development, succession planning is a vital element in competitive business environments. Identifying and developing potential successors for key positions in an organization through a thorough evaluation process and training of competent employee for transition processes is fundamental for the success of every organization.
(Oduwusi, 2018)
As cited in Eric (2012), Beardwell and Holden (1998) gave the following reasons for enhancing and improving training and development process of employees by an organization.
ReplyDelete1. That new employees prefer some respect like other raw materials.
2. That new jobs and tasks may be introduced into the organization and be filled by existing
employees who need redirection.
3. That people themselves and their interest, their skills, their confidence and aspirations and
their circumstances change.
4. Some employees may move job within the organization on promotion or to widen their
experience and so need further training.
5. The organization itself or its context may change or be changed over time.
6. The organization may wish to be ready for some future change and require some employees to
develop transferable skills.
7. Management requires training and development.