~Training and development ( T & D ) constitute
as a HRD function, and it has implicated that it’s one of the main functions in
HRD (Weil and Woodall, 2005). Also T & D is significant in
an organization. Without it, employees will not have a proper grasp on their
duties and responsibilities. Therefore T & D plays an important role
on improving effectiveness (McLagan and Patricia, 1989). Further
effective T & D will improve workplace performance also personal
development (Wilke, 2006).~
Introduction
To begin with
Programs which help the employees to learn skills or specific knowledge to
improve performance in their current job role can be defined as “training”. On
the other hand focusing on employee future performance and growth, rather than
an immediate job role referred as “development” (Chiaburu and Tekleab,
2005). Comparatively Swanson (2001) has defined T & D as a process of
systematically developing work-related knowledge and expertise in people for
the purpose of improving performance. Also according to Kremple and Pace
(2001) T & D is defined as managing knowledge to develop the
organization’s culture, to enhance individual performance and to strengthen the
organization’s capability.
Types of Training and
Development
A. On-the-job
Training Methods:
This method can be used
on trainees who join the organization also they can learn through observing how
the peers, managers handle their day to day work in the working environment
(Gold, 1982).Few of the methods:
1. Coaching – This method can be defined as one-to- one
training, a close observation will be done about the employee and will identify
the grey areas also will guide the employees to improve their performance. The
main advantage is the employees can apply the theory in to practice (McLagan
and Patricia, 1989).
e.g.:At the bank the line manager is coaching
employees to learn and improve their work performance.
2. Mentoring – Similar to coaching method it includes
one-to- one interaction. The core of this training method is to the development
of employee’s attitude. This is done by a more qualified and skillful person.
And also this technique is used for senior management (Jacob, 2003).
e.g.:At bank a senior officer being a mentee to a
junior employee. The mentor will often show the mentee what to do and how to
do.
3. Job
Rotation – This is a way of
improving employee’s knowledge and skills within organization involve movements
of employees from one official responsibility to another. Above all rotation
should be logical (McCourt and Eldridge, 2004).
e.g.: Providing an opportunity for branch employees
to engage with Corporate Management, through structured branch visit programs.
4. Job
Instruction Technology – This is structured on the job training method in and conducted by
a professional trainer who has experienced in various areas (Olakunle,
2008).
Figure 1:
The process of JIT in an organization
Source - Olakunle 2008
The training happens
using learning machines or written through a sequence called ‘frames’. This
method is a treasured tool for all trainers. According to Rao (2010)
benefits can be indicated as below:
a.Trainee
will receive a clear picture on the job, its purpose and the outcome of the
allocated job role at the organization
b.Trainer
will show the correct path to handle the job.
5. Apprenticeship – For centuries, this were the main approach
to learning a skill. It worked with a recognized leading person. Pursuing an
apprenticeship could be a very beneficial and effective way to eventually
develop a new skill. This method last longer than on-the-job training,
repeatedly for years (Crosby, 2002).
e.g.: In banking the apprentice will be paid a
salary and achieve a recognized qualification.
6. Understudy - In this method, a superior gives training to an
employee as his replacement like an assistant to a manager/director. The
employee learns through observation and experience by contributing in handling
problems in the working environment. Purpose is to prepare the employee for
assuming the full duties and responsibilities (Olakunle, 2008).
e.g.: In banking this method mostly used for senior
employees, also this method will be used longer period, since the job role and
the responsibilities are more advanced. Head of credit gives training to the
next qualified credit officer before his retirement.
B. Off-the-Job
Training Methods:
Off-the-job training
methods are directed in separate from the working environment, study material
is supplied, there is full awareness on learning rather than performing, and
there is self-determination of expression ( Nassazi, 2013 ). Important
methods include:
1. Lectures
and Conferences: This
method is a direct and traditional method of instruction. Every session start
with starts with lecture and conference. The lectures have to be creating
interest and motivating among trainees. The lecturer must have significant
depth in the subject.
e.g.: In the universities and colleges, seminars
and lectures are the most common methods used for training. Also at banks a
special trainer will be doing this for new recruiters (on boarding training
sessions).
2. Vestibule
Training: In this method the
workers are trained in an exemplary environment on detailed job functions in a
special part of the plant. An attempt is made to create working condition
parallel to the actual working environment conditions. This allows the
employees to secure training in the best methods to work and to get rid of
preliminary tenseness.
e.g.: This type of training is specifically
given to the technical staff, office staff and the employees who learn the
operations of tools and equipment’s.
3. Simulation
Exercises: this is a
synthetic environment precisely comparable to the real condition. There are
four simulation main techniques used in working environment imparting training:
management games, case study, role playing, and in-basket training. (Raheja,
2015)
Figure 2- Types of Simulation Exercises
e.g.:
Case study: This method is used for portfolio department in the bank; trainer
will provide case studies with imaginary customers’ situations. So the staff
member has to provide solutions in order to give a proper feedback about the
customer.
Role playing: Used for new sales and call center staff
members, mostly the trainer/manager act as the customer and the staff member will
convince them on the product or services according to the situation. The
objective is to shape and steer the new employees towards the level of quality
that the bank is looking for.
4. Sensitive
training: This training is
about making employees to understand about themselves and others equitably. It
is the capability of an individual to sense what others feel and think from
their own point of view, similarly it provides information about their own
personal qualities, emotional issues and concerns, things that they have in
common with other members of the group (Kleiman, 2000). The Sensitivity
training Program includes three steps as below:
Figure 3: Steps of sensitive programme
Source: Kleiman 2000
5. Transactional
Analysis: This method
provides trainees with a valuable and accurate method for understanding and
analyzing the behavior of others. Significantly in every social
interaction, there is a motivation provided by one person and a reaction to
that motivation given by another person. This motivation reaction relationship
among two persons is identified as a transaction..
Importance
of training and development
Performance is the significant element to achieve the goals of the organization and for its performance will increase the effectiveness and efficiency so the organization can achieve its goals (Mwita, 2000).The question is how to increase productivity in the organization. It can be involved flexible working hours, T & D programs. It’s important to design successful T & D sessions to the organization also T and D has to design according to employees requirements (Ginsberg, 1997). Similarly need for T & D arises due to technology enhancement in the environment. Benefits of T and D are intangible and investing on training benefits both employee and the organization for a long period.Also as a banker in a leading commercial bank, the bank has invested 72 million for T & D in order to increase employee performance, retention and also loyalty towards the bank. As a result:
- Profit per
employee has increase by 11 million
- Return to work
after parental leave rate 84%
- Employee
retention rate has increased up to 87% in the year of 2017/2018.
Further few of the
advantages of T & D can be viewed as below:
- Leads to
greater efficiency and productivity.
- Facilitates
the employees to deal with the changing jobs and roles.
- Increases
the loyalty and adaptability of staffs. It improves staff’s moral.
- Training and
development improves knowledge, skill and attitude for handling jobs most
efficiently and effectively.
- Training connects
the gap between the present level of employee KSA (Knowledge, Skill,
Attitudes) and the required level of KSA to handle the job efficiently.
- Training is job
related and need based.
- Training helps as
a monitoring factor for employees in an organization.
- Training and
development also provides organization, multi skill employees.
Conclusion
T & D plays a
vital role in the organization by achieving objectives of the employees as
well as objectives of the organization. Also a proper training and development
plan will enhance the skill of the employees and it helps to reduce the cost
and time of the organization. Necessity for training ascends due to improvement
in technology, need for improving performance or as part of professional
development. By training the organization can overcome the weakness of the
employees also it helps to achieve organizations goals.
References
Chiaburu, D. and
Tekleab, A. (2005). Individual and contextual influences on multiple dimensions
of training effectiveness. Journal of European Industrial Training,
29(8), pp.604-626.
Crosby, O. (2002). Apprenticeships.
[Washington, DC]: U.S. Dept. of Labor, Bureau of Labor Statistics.
Ginsberg, L.(1997). “Training
for the long haul”: Computer Shopper. Vol: 17, p: 4.
Gold, L. (1982). Job
instruction: Four steps to success. IEEE Transactions on Professional
Communication, PC-25(1), pp.26-30.
Govil, S. and Kumar, U.
(2014). The Importance of Training in an Organization. Advances in
Management.
Jacob, R L (2003). Structured
On-The-Job Training. Berrett-Koehler Publishers.
Krempl, S. and Pace, R.
(2001). Training across multiple locations. San Francisco, Calif.
[u.a.]: Berrett-Koehler.
Kleiman L.S. (2000).
Human resource management: A managerial tool for competitive advantage. NY:
Southwestern College publishing.
McCourt, W. and
Eldridge, D. (2004). Global human resource management. Cheltenham:
Edward Elgar.
McLagan and Patricia A
(1989). Models for HR practice: Training and Development Journal,
v43 n9 p49-59.
Mwita J I, (2000) "Performance
management model: A systems‐based approach to public service quality", International Journal of Public
Sector Management, Vol. 13 Issue: 1, pp.19-37.
Nassazi, A.
(2013). Effects of training on Employee performance. Evidence from
Uganda. pp.57.
Olakunle, A.O. (2008).
Industrial Sociology. Ibadan: Penthouse Publications.
Pace, R. and Krempl S.
(2001). Training Across Multiple Locations: Developing a System That
Works. Berrett-Koehler.
Raheja, K. (2015).
Methods Of Training And Development. Innovative Journal of Business and
Management, 4(2).
Subba Rao, P.
(2010). Human Resource Management: (Text and Cases). Himalaya Pub.
House.
Swanson R, (2001).
Foundations of Human Resource Development: Developing human expertise through
personal training and development.
Weil, A. and Woodall, J.
(2005). HRD in France: the corporate perspective. Journal of European
Industrial Training, 29(7), pp.529-540.
Wilke, J. (2006). The
importance of employee training. Jacksonville Business Journal".
Hi, mentoring is a very important and interesting aspect of training and development. Although formal mentoring takes place in companies by developing a program and procedure, informal mentoring takes place based on friendship, professional respect and admiration between the mentor and the dependent (Lonnie and Crawford, 2005). Cotton and Ragins (1999), argued that compared to formal mentoring, informal mentoring is more beneficial.
ReplyDeleteHi Baimi, Agreed on above statement, in addition While professional mentorship indicates a shift in the way mentorship is consciously used and encouraged by management, formal or institutionalised mentorship goes one step further by making mentorship a systemic policy issue and a standard part of management practice. Thus it becomes a compulsory and core component within an organisation’s staff training programs. In organisations which have formal mentorship, ahandful of the senior staff and new or junior staff are involved. Douglas (1997:1) notes that formal programs are those that ‘are assigned, maintained, and monitored by the organisation’.
DeleteHi, I would add some points that are relevant to your topic.
ReplyDeleteCompanies that use innovative training and development practices are likely to report better financial performance than their competitors and also helps a company to meet competitive challenges (Aguinis and Kraiger, 2009). Businesses today must compete in the global marketplace, and highly skilled workforce with high adaptability to situations and technology are in demand, increasing the prospects for continuous learning (Bell et al., 2017). New technologies such as Web-based training, distance learning, e-learning, iPods, simulations, virtual worlds, and blended learning reduce the costs associated with bringing employees to a central location for training (Weinhardt and Sitzmann, 2018). Therefore, technology based methods play a paramount role in designing training and development programs in 21st century.
Hi Tharika, in addition to your statement provided, ‘resistance to e-learning’ question, Reeves, Hedberg (2003) propose that most e-learning environments remain mired in outmoded educational methods. They feel that the effectiveness of technology in any learning environment depends upon the degree that it supports appropriate “pedagogical” dimensions. Another problem is that although many educationalists re expert in their subject area, they are as yet relative-ly inexperienced in methods for online teaching and learning (McPherson et al. 2003). Additionally, many individuals are, as yet, ill-equipped for the demands of e-learning (Nunes et al. 2000). This being the case, the question must be asked whether e-learning can be successful. Another perspective on e-learning resist-ance is offered by Noe (2005) who suggests that vari-ous factors limit the use of e-learning. These factors include: cost; lack of motivation among employees to learn online; lack of management buy-in; lack of em-ployee intranet access; lack of proof concerning return on investment; lack of high-quality content.
DeleteHi, Adding to the topic I would like to bring to your notice that Researchers shows that traits such as conscientiousness and openness to experience, influences the motivation towards learning of the trainees in an organization (Major, Turner, & Fletcher, 2006).
ReplyDeleteHi Mark, Conscientiousness represents a person’s orderliness, industriousness, self-discipline, achievement orientation, and responsibility ( De Young, Quilty, & Peterson, 2007; Costa & McCrae, 1992). Conscientiousness has been associated with learning outcomes and training proficiency (Kim, Oh, Chiaburu & Brown, 2012). People with high levels of Conscientiousness are likely to be more motivated to commit to training programs, develop stronger intentions to transfer learning (Yamkovenko & Holton, 2010) because they have a higher need for achievement than others, and work harder during training because they are more industrious (Colquitt & Simmering, 1998). Those individuals are likely to gain more from training interventions than others. Also Openness represents a person’s degree of curiosity, creativity and preference for intellectual activity (Costa & McCrae, 1992). A number of studies have linked Openness to training performance (Gully, Payne, Koles & Whiteman, 2002; Orvis, Brusso, Wasserman & Fisher, 2011). People high in Openness are more likely to have positive attitudes towards learning, as they are more broadminded and curious than others. and likely to be motivated to learn in training situations (Gully & Chen, 2010).
DeleteScott Brum (2007) mentioned that keeping skilled employees in an organisation is a competitive advantage as well as the employees who are performing well and obtain lack of training than others.
ReplyDeleteHi, On the contray Wright and Geroy (2001) claimed that effective training programs are important to increase employee competencies, it also contributes to enhancing knowledge, skills and necessary information for future jobs thereby achieving desirable organizational performance Pigors and Myers (1989) stated that effective training contributed to increased employee satisfaction and reduced absenteeism and turnover thereby increasing the feeling of comfort amongst employees leading to a sense of achievement for employees to develop their inherent abilities. Early planned training by trainers for trainees will help achieve desired benefits easily. Therefore, Kenney and Reid (1986) stated that the aim of training is to improve job performance, and planned training contributes in enhancing effective performance for employees.
DeleteThe success of organizations is however dependent on its knowledgeable, skilled as well as experienced workforce. Therefore in order to maintain sustainability,
ReplyDeleteorganizations must see continuous employee training and development as invaluable. Training and development is very essential at all employee levels, due to the reason that skills erode and become obsolete over a period of time and has to be replenished (Nishtha and Amit (2010).
Hi Lakshmi, Agreed on the statement in addition Training has been invaluable in increasing productivity of organizations. It does not only enhance employees resourcefully, but also provides them with an opportunity to virtually learn their jobs and perform more competently. Hence, increasing not only employees productivity but also organizations’ productivity. Various researches indicate the positive impact of training on employees’ productivity. Training as a process is one of the most pervasive methods to enhance the productivity of individuals and communicating organizational goals to personnel (Ekaterini & Constantinos-Vasilios, 2009). Rohan & Madhumita (2012) also supported that investing in training employees on decision making, teamwork, problem-solving and interpersonal relations has beneficial impact on the organizations’ level of growth, as well as impacting on employees’ performance. Training affects employees’ behavior and their working skills which results into employees enhanced performance as well as constructive changes (Satterfield & Hughes, 2007).
DeleteHi Anne, adding more under the topic, Training has the distinct role in the achievement of an organizational goal by incorporating the interests of organization and the workforce (Stone R J. Human Resource Management, 2002). employee performance is important for the performance of the organization and the and the training & and development is beneficial for the employee to improve its performance (Chris Amisano,2010).
ReplyDeleteHi, At the same time ; Employee performance is the important factor and the building block which increases the performance of overall organization(Qaiser Abbas and Sara Yaqoob).Employee performance depends on many factors like job satisfaction, knowledge and management but there is relationship between training and performance (Chris Amisano,2010).This shows that employee performance is important for the performance of the organization and the and the training & and development is beneficial for the employee to improve.
DeleteAdding to your topic I would like to bring to your notice the purpose of employee orientation /on-boarding. Employee orientation provides new employees with the information they need to function and it should also help new employees start getting emotionally attached to the organization (Dessler (2011). By orienting new employees an organization could accomplish the following four things.
ReplyDelete- make the new employee feel welcome and part of team
- make sure the new employee has the basic information to function effectively
-help the new employee understand the organization in a broad sense
- start the person on the process of becoming socialized in the organization's culture, values and ways of doing things.
Agreed,conversely Nankervis, et al. (2009, 287), stated induction is the final stage of recruitment and selection, and the first phase of training and employees development. The process of induction starts from recruitment stage. It emphasizes the very first days of employees at work and continues throughout their development process in the company. The program can be different depending on the roles, status and the variety of program activities of the new employees (Wesson Gogus, 2005).
DeleteEnhancing an employee’s job-related competencies is a major concern in organizations and therefore spends an enormous amount of time and money on training (Cascio, 2000; Noe et al., 2006). Training transfer associated in different stages including pre-training and post-training influences several variables at different levels of analysis such as individual, supervisor, workgroup and organization. According to literature, there are three main determinants of training transfer: training design or enabling factors, individual factors or trainee characteristics, and work environment or transfer climate (Holton, 1996, 2005).
ReplyDeleteAgreed,in addition as a result of the financial investments organizations make in training, it is important to provide results that training efforts are being fully realized (Casio, 2000; Dowling & Welch, 2005). The revenue cycle is driven by knowledge, innovation, and creativity – all of which come from employees. According to the second point Pre-training perceived utility is reflected on the motivation to transfer training at the post-training stage as well as motivation to learn. Bates and Holton (2004) and Tai (2006) suggested that, communicating the company’s expectations before the training program which also promotes learner readiness leads to enhanced transfer motivation.
DeleteAs you mention blog The corporate learning function is part of the human resources management. Furthermore Tarique, (2014) mention It is responsible for ensuring that employees have the capabilities that are compulsory for successful job accomplishment. Competencies refer to the mixture of knowledge, skills, capabilities, attitudes, and behaviors. More specifically, the corporate learning function is responsible for the instruction, maintenance, application, and transfer of competencies.
ReplyDeleteSimilarly, Ivancevich (2003) says that training is the systematic process of altering the behavior of employees in a direction that would achieve organization goals. Training is related to present job skills and abilities; has a current orientation and helps employees master specific skills and abilities needed to be successful. Thomson and Strickland (2004) also state that building employee competencies and competitive capabilities suited to current strategies make an organization capable of good strategy execution, and can be efficiently implemented by providing training for employees. They state that employee training is strategically important in organizational efforts to build skill-based competencies and, if the chosen strategy called for new skills, deeper technological capability, or building and using new capabilities, employee training should be high in the organization action agenda.
DeleteTraining has the distinct role in the achievement of an organizational goal by incorporating the interests of organization and the workforce (Stone R J. Human Resource Management, 2002).
ReplyDeleteThere is no doubt that training is important in all aspect for an organization. Training has traditionally been defined as the process by which individuals change their skills, knowledge, attitudes, and/or behavior (Robbins and DeCenzo, 1998). The primary role of training is to improve the employees' skill for current and future du-ties and responsibilities. Training helps them to change with aspects like technology and competition (Dessler 2000). Now a days training is the most important factor in the business world because training increases the efficiency and the effectiveness of both employees and the organization. Training is important to enhance the capabilities of employees. Recent researches reveal that training enables most organizations meet their goals and objectives. In doing so employees are able to learn new work concepts, refresh their skills, improve their work attitude and boost productivity (Cole 2002)
DeleteIn addition to what you have mentioned,training refers to a planned involvement aimed at enhancing the elements of employee job performance (Chiaburu and Tekleab, 2005). It is about cultivating the skills that seems to be essential for the attainment of organizational goals. Training programs, may also help the workforce to reduce their nervousness or hindrance, created by the work on job (Chenet al., 2004). Those workers who feel themselves to be incapable to achieve a task with the anticipated level of performance often decide to leave the firm (Chen et al., 2004), otherwise their stay at frim will not to productivity (Kanelopoulos and Akrivos, 2006). The gap between the services necessary and those possessed by the workforce, the higher the job disappointment of the employees. Training may also be an efficient tool for improving ones job satisfaction, as employee better performance leads to gratitude by the top management, hence employee feel more familiar with his job (Rowden 2002).Also,trained employees are more able to satisfy the customers (Rowden and Conine 2005) .Employees who learn as a result of training program shows a greater level of job satisfaction along with higher performance. (Tsai et al., 2007).
ReplyDeleteTraining programs not only develops employees but also help an organization to make best use of their human resources in favour of gaining competitive advantage. Therefore, it seems mandatory by the firm to plan for such a
Deletetraining programs for its employees to enhance their abilities and competencies that are needed at the workplace, (Jie and Roger, 2005). Training develops self efficacy and results in superior performance on job (Svenja, 2007), by replacing the traditional weak practices by efficient and effective work related practices (Kathiravan, Devadason and Zakkeer, 2006).
Adding more to your blog, training & development need to be carried out by doing assessment of the employees. Not all employees within an organisation may need training while others may need significantly more. Three steps have been introduced by Mary Carolan (1993) as Identify, Analyse & Research to conduct assessment of the employees.
ReplyDeleteOne method of needs assessment is ―training gap analysis.‖ David Chauldron (1996) proposed that human resource managers should define the gap between current employee knowledge and knowledge that the employee will need to know in the future. While Chauldron uses ―training gap analysis‖ in the context of training due to corporate restructuring, this approach may be used in any training environment.This assessment and implementation occurs before actual training in order to present the employee with a better understanding of his/her position. Finally, managers should know what skill sets and knowledge each individual needs to excel at his/her position. Training programs will focus on deficiencies in those areas (Chauldron, 1996).
DeleteHi Anne, one of the reasons a company needs training and development is the requirement of acquiring skills without depending experience, which must be developed quickly ( Babagana, 2018). This develops the employees to be able to manage greater responsibilities of higher level (Akinpeju, 1999). Considering the time criticality of the process shouldn't we be increasing the technology more and start training employees on the technology itself in order to optimize the overall development.
ReplyDeleteHi Achintha, Agreed, also Training and development facilitate businesses to adapt new technology by increasing efficiency of employees (Kennedy,009). Naris & Ukpere (2009) pointed out that Training and Development is a process of increasing performance of employee and correcting behavior of an employee. Organizations should center on the features which improve the performance of employee as an employee performance is major component of organizational performance (Abbas & Yaqoob, 2009).
DeleteHi Anne, thought of sharing new training methods adopted by few global companies which are described by Mason (2016), as an addition to the facts mentioned in your blog. They are;
ReplyDelete• Multi-National Insurance Giant Allianz runs two training programs named “Dialogue in Darkness” and “Dialogue in Silence”. The first takes place in a sensory-deprived room, where participants must respond to instructions and complete tasks whilst the latter takes place in a soundproof room, where participants must use mimes and gestures to communicate with others. The company wants to teach the employees about their own behavior and the understanding of others which will correlate to better teamwork in an office environment.
• Baby goods maker Combi adopts a novel training program called “Pilgrimage Training” where participants are dropped on a mountain range only with a map and want them to find their way-out. The objective is let the group to focus on a single task.
• Ritz-Carlton gives its staff with USD 2000- without the knowledge of their immediate superiors and wants them to create an exceptionally staying experience for their guests. Company wants to show the deep trust on the employees and to foster creativity of the employees using their previous training and to manage the budget wisely.
• Gamification – The concept is to use elements of game design and logic to apply to a work situation. This method has the benefits of being competitive which results in quick progression, training becoming more enjoyable, higher retention of information and cost effective than the traditional training methods. McDonalds used this method when introducing a new till system and Air Cargo Netherlands used it for introducing a logistic system called “Smartgate”.
Hi Suresh, Thank you for sharing these valuable examples, agreed that organizations use and implement new methods on T and D also in addition For a Company to be successful today, its workforce must be Diverse, Innovative, Insightful and Knowledgeable. This can only be achieved by offering training and education to the most valuable asset of the organization – its people.In today’s era, employees are not keen to join an organization where their Knowledge and Skills are not upgraded. In this respect, organizational training is undergoing a huge transformation. Many organizations provide opportunities for learning and use it as a retention tool.( Bhattacharjee & Mukherjee 2017)
Delete
ReplyDeleteAs stated by Nda and Fard (2013) Training and development at last upgrade the productivity of employee as well as of the organization. It has appropriately been stated, employee development is the way to imposing maintainable improvement organization must have employees who can rapidly adjust to a regularly changing world market. Organizations need to put resources into on-going employee training and development so as to both keep employees and be successful.
Oatey (1970), states training perks up a person’s skill at a task. Training helps in socially, intellectually and mentally developing an employee which is very vital in facilitating not only the level of productivity but also the development of personnel in any organization. The training and development of the employees has direct offerings in the high achievements of organization which shows better performance. Training increased the organizational performance which predicted by many researches Niazi, (2011).Adeniyi (1995) states staff training and development is a work activity that can make a very important contribution to the overall effectiveness and profitability of an organization.
DeleteDear Anne, Kobes,2013 states that under on the job training, workers receive a partial subsidy for a predetermined amount of time that covers each employee’s training period. Workers typically take all of the training costs but receive a subsidy of 50 to 90 percent for the wages of on the job training members during the training period. Subsidy amounts depend on employer, smaller organizations receive larger subsidies. Companies with fewer than 50 employees receive the most
ReplyDeleteAlso Kobes,2013 mentioned Yet on-the-job training can be popular across the spectrum of workforce development stakeholders. It offers something for everyone: employers gain a cost-effective way to meet their specialized labor needs, workers gain an opportunity to receive free education—with a paycheck—to advance their careers, and training providers gain a strategy to help individuals boost their skills and build relationships with employers.
DeleteTraining and development are learning aspects that demonstrates the employees how to achieve their day to day prospective profession effectively (Kleiman, 2000). Based on which the training and development is an primary part of any organization to move forward and it is an essential tool for the continuity of an organization which helps to enhance the knowledge , skills, attitude and confidence level for them to succeed in their present position in an organization and develop them for future jobs as well.
ReplyDeleteAccording to G.P. Nunvi (2006), training programs are directed towards maintaining and improving current job performance while development seeks to improve skills for future jobs. Considering the progress in the technology, certain jobs become redundant with the replacement of machines in present
Deletedays. Further education and competence becomes necessary for those in current positions and those wishing to be promoted in the future.
Hi,
ReplyDeleteAdding on to your blog, due to evolving of technology and continuous upgrading of operational standards of an organizations, training and development should be a continuous process (Joseph, 2015). Further, training is distinguished from learning as follows; Learning is where a person creates fresh knowledge, skills and capabilities whilst training is diverse answers that an organization could embark on promoting learning (Reynolds et al, 2002)
The current global technological advancements and their impact on information provision must be taken into consideration, Mambo (2000) emphasizes that the current trend of staff training and development in developing countries should cope with the current trend in technology.These changes are due to the combination of globalization and technology, which is transforming the way the global economy works (Barber, Donnelly and Rizvi 2013).
DeleteAlso would like to add that training consist of planned programs which are designed to improve performance of the individual, group or the organizations level (Cascio, 1992). Activities carried out to enhance the primary purpose of helping the employees of the organization to inherit and to apply knowledge, skill, abilities and attitudes which are required by the organization.(Monappa & Saiyadain,2008).
ReplyDeleteHi Priyantha, Similarly Pheesey (1971) defines training as the systematic process of altering the behavior and or attitudes of employees in a direction to increase the achievement of organizational goals. This means for any organization to succeed in achieving the objectives of its training program, the
Deletedesign and implementation must be planned and systematic, tailored towards enhancing performance and productivity. According to Armstrong (1996), expressing an understanding of training emphasizes that training should be developed and operated within an organization by appreciating learning theories and approaches if the training is to be well understood.
Would like to comment as when an employee is trained and developed a learning experience where a relatively permanent change in an individual will improve his ability to perform on the job. (DeCenzo & Robbins, 2000). The training should be designed in a manner that will either change or enhance the skills, knowledge, attitudes, and social behavior.
ReplyDeleteHi Nilusha, also DeCenzo & Robbins, (2000) mentioned that T & D may mean changing what employees know, how they work, their attitudes toward their work, or their interaction with their coworkers or supervisor. Similarly they see training as more present-day oriented, its focus is on individuals’ current jobs,
Deleteenhancing those specific skills and abilities to immediately perform their jobs.
Hi Ann, just wanted to point out that, Schank (1996) suggests it is important that the training and education should look, feel and like involving in it for the trainees. Therefore, as described by Lujan and DiCarlo (2006), it is important to identify the learner’s preferred sensory mode of learning first, as it is what they prefer to take the new information in, making the training endeavor more productive. Such sensory modalities can includes visual, auditory or kinesthetic methods, which will enable each individual to grasp the content by seeing as they are referred to, by watching as they are being performed or by learning from hearing the content in their own unique way.
ReplyDeleteLearning styles constitute the framework in which individuals acquire knowledge and use their preferred approaches to process information so that they will learn successfully. Larkin and Budny (2005) stated that a “learning style is a biologically and developmentally imposed set of personal characteristics that make the same teaching and learning methods effective for some and ineffective for others” (p. 1). Research has identified that certain people favour a singular (e.g., visual) mode of learning, while others tend to favour multiple modes of learning (e.g., auditory plus visual) (Fleming, 1995; Sarasin, 1998). The concept of learning style is useful for identifying and understanding the internal and external variations in how individuals learn and process information and in helping to improve their interaction within education environments (Foley, 1999).
DeleteEmployee training and development has emerged as a major educational enterprise over the past three decades. This increase is associated with a demand in the workplace for employee at all levels to improve performance in their present jobs to acquire skills and knowledge to do new jobs, and to continue their career progress in a changing world of work (Armstrong, 2001; Craig, 1987).
ReplyDeleteAgreed, Now the demands of industry and commerce are continually changing and are reflected in the activities of the training department and the training and development programs. New approaches, skills, competencies, operations
Deleteand procedures require either new training term or modifications of existing ones as the term “training” is very complex (Rae, 1997). These changes indicate the importance of renewing and/or clarifying the focus not only of specific training efforts, but of training and development overall. One way to reinvigorate dialogue regarding HRDrelated area such as training and development is to explore related definitions (Swanson, 2001).
Hi, Training is the organised way in which organisations provide development and enhance quality of new and existing employees. Training is viewed as a systematic approach of learning and development that improve individual, group and organisation (Goldstein& Ford, 2002) in Khawaja & Nadeem (2013). Thus it is the series of activities embarked upon by organisation that leads to knowledge or skills acquisition for growing purposes. Development refers to activities leading to the acquisition of new knowledge or skills for purposes of growing. Employee development is gaining an increasingly critical and strategic imperative in organisations in the current business environment (Sheri-lynne 2007) in Abdul Hameed (2011). Thus organisations need to invest in continuous employee development in order to maintain employees as well as the organisation success (Khawaja & Nadeem 2013).
ReplyDeleteHi nishad, Agreed on the point mentioned, Basically it is the sequence of activities followed by organization to acquiring knowledge or capabilities and skills for grooming and development purposes. So it analyzed that training is the major contributor to the performance and betterment of human capital. According to Manju & Suresh (2011), training try to work as an intrusion that increase the quality of organization’s products and services. Competency and technical skills can be improved by training of employees and organization will be a part of extensive competition in the business environment
DeleteTraining ensures the specific employee is supplied with required knowledge and skills to execute the existing job effectively on the other hand Development will prepare the human capital for future need of the job role (Thanos & Anna, 2008).
ReplyDeleteAgreed, Training and development are often used to close the gap between
Deletecurrent performance and expected future performance. Training and development falls under HRD function which has been argued to be an important function of HRM (Weil & Woodall 2005). Among the functions activities of this function is the Identification of the needs for training and development and selecting methods and programmer suitable for these needs, plan how to implement them and finally evaluating their outcome results (McCourt & Eldridge 2003)
Unfortunately, most OJT in organizations continues to be unplanned and thus potentially harmful to both the Organization and employee. The major reason for using unplanned OJT is expediency, and the likely consequences of OJT are not considered often. In the eyes of many Managers, OJT can be quickly implemented and involves no cost. And the training also mostly left to other employees who are unskilled. (Ronald L. Jacobs , 2002).
ReplyDeleteAlso as per Jacobs (2002) mentioned, Almost all employees have experienced some form of OJT in their working life, regardless of job level or type of organization. Few, if any, training programs in a setting away from their work can present all areas of knowledge and skill effectively. In a practical sense, OJT helps employees bridge the gap between learning and making use of what was learned. And OJT offers the potential benefit that some useful work might even be accomplished during the training period
DeleteFurthermore, goals of the organization should be elaborated to the staff and should draft their KPI's accordingly. This will assist the staff to be proactive in day to day operations (Azulay, 2012)
ReplyDeleteHarvey (2000) confirmed that no matter which KPIs are used, they should mirror the business strategy and be reformulated periodically to adapt to the changing entrepreneurial environment. Hence By offering the training and development opportunities employers help employees develop their own
Deletecompetitive advantage and ensure long term employ ability, Jackson (2008). Development implies it is an ongoing process and that progress is made over time and this fits also with the emphasis on long life learning.
In recent times many organizations have realized the importance of training and development as it increases the organization staff effiency, skills, and productivity (Engetou, 2017, 22). It is very much necessary for an organization to conduct training programs but it has to be very carefully designed (Armstrong, 2000). Organizations which develope 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)
ReplyDeleteHi Nimalai, Agreed on the given point. also would like to add statements of (Beardwell & Holden, 1993), viewed that Human Resource Management concept for example, responsibility to the organization and the growth in the quality development have driven senior management groups to understand the increased importance of training, employee development and long - term education. A concept of this nature requires not only careful planning, but a more emphasis on employee development. To Krietner (1995), no matter how carefully employees are screened, typically, a gap remains between what the employee does know and how they should know it. An organization therefore, desiring to gain the competitive edge in its departments, will need extensive labor and effective training of its human resource.
DeleteFurther more today, most Companies have developed new training and development programs for their current employees. Companies generally offer their employees a tuition reimbursement package to strengthen their knowledge and training. The Corporate University has found that almost 10% of employees have the right to this benefit( Rosenwald 2000).
ReplyDeleteHi Aravindth, Organizations have set up their employee development programs in a variety of ways. Also Rosenwald (2000) indicated that the demands of work and
ReplyDeletefamily life make it difficult for employees to invest extra time outside of the job for such
opportunities . Additionally, it is primarily senior management and
those people who place a high value on an advanced degree who take advantage of
tuition reimbursement. As a result, many organizations find in-house
programs more beneficial and many are going the route of corporate universities.
great efforts. in the matter, I would like to suggest to visit www.digiskills.pk to know what efforts they are putting in the field of online training.
ReplyDeleteThank You For Useful information Core Hr Practical training in Hyderabad
ReplyDelete