traing and development hand out. 09.07.13.docx

8/14/2019 Traing and Development Hand out. 09.07.13.docx

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National School of Business ManagementB Sc in Business Management (Special) Degree

Module Name: Human Resource Management Module Title BScHRM 3209Gajaba Perera-Gunawardena-Management Consultant

Training and Development

Issues Discussed:

1. Importance and place of training and development in an organization2. Basic principles of Training and Development3. The Training Cycle

1.1 Importance of Training and Development (T & D)

In the first session on Introduction to Human Resources Management, quoting Edward L. Gubman weobserved that the primary responsibility of the HRM Division was to . To acquire, develop, and retaintalent; align the workforce with the business; and be an excellent contributor to the business. Training and Development is potentially a powerful strategic function. It can make a major contributionto organizational, group and individual effectiveness, efficiency, growth and success. Thus, we see that amajor component of HRM viz., develop, and retain talent; align the workforce with the business;and be an excellent contributor to the business is the responsibility of the training and developmentfunction.

Major Roles of T&D

Training and Development.

This function has two major roles in the performance of the responsibilities of the HRM function.These two major roles are (a) Effective Utilization of the Human Resource (b) Development of theHuman Resource and retain talent; align the workforce with the business; and be an excellentcontributor to the business to satisfy organization and individual needs.

T & D is crucial for organizational development and success. It is fruitful to both employers andemployees of an organization. An employee will become more efficient and productive if he is welltrained and developed as required.

Training and development describes the formal, ongoing efforts of organizations to improve theperformance and self-fulfillment of their employees through a variety of methods and programs. Inthe modern workplace, these efforts have taken on a broad range of applications from instruction inhighly specific job skills to long-term professional development.

In fact, the quality of employees, and the continual improvement of their skills and productivitythrough training, is now widely recognized as vital factors in ensuring the long-term success andprofitability of businesses. Solomon (1999) commented, Employees today must have access tocontinual training of all types, just to keep up. .. If you don't actively stride against the momentumof skills deficiency, you lose ground. If your workers stand still, your firm will lose the competencyrace." 1


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1 Solomon, Charlene Marmer. "Continual Learning: Racing Just to Keep Up." Workforce . April 1999.

For the most part, the terms "training" and "development" are used together to describe the overallimprovement and education of an organization's employees. However, while closely related, there areimportant differences between the terms that center around the scope of the application. In general,training programs have very specific and quantifiable goals, like operating a particular piece ofmachinery, understanding a specific process, or performing certain procedures with great precision.On the other hand, developmental programs concentrate on broader skills that are applicable to awider variety of situations, such as decision making, leadership skills, and goal setting. (Kim 1997) 2

Deseller (2011) defines T&D as any attempt to improve current or future employee performance byincreasing an employees ability to perform through learning, usually by changing the employeesattitude or increasing his or her skills and knowledge. 3

1.2 Benefits of T & D for the Organization and the Individual

Optimum Utilization of Human Resources -Helps the employee to achieve theorganizational goals as well as their individual goals by increasing the job knowledge andskills of employees at each level. Development of Human Resources - provides an opportunity and broad structure forthe development of technical and behavioral skills in an organization. It also helps theemployees in attaining personal growth.

Enhancing Productivity and Quality - helps in increasing the productivity and quality ofthe products or services that helps the organization to achieve higher competitiveness andits long-term goal.

Strengthen Organization Culture - helps to develop and improve the organizationalhealth culture and effectiveness. It could help creating the learning culture within the

organization by building the positive perception and feeling about the organization. This, inturn, could improve upon the quality of work and work-life and morale of the work force.

Profitability combination of the above factors leads to improved profitability and morepositive attitudes towards profit orientation.

2.1 Basic principles of Training and Development:

Training focuses on specific job knowledge and skill that is to be applied in the short run.Development focuses on broad knowledge and insights that may be required for adaptation toenvironmental demands in the future.

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2. Kim, Nancy J. "Continuing Education is No Longer an Option." Puget SoundBusiness Journal. (August, 15, 1997) (Cited in Encyclopedia of Business 2 nd Edition)3. Desseler, Gary, Introduction to Training and Development 3 Mar 2011 (P 6)

Difference between Training & Development

BASIS TRAINING DEVELOPMENTMeant for Operatives Executives

Aim To develop specific skill personality To develop total

Contents Technical and mechanical Conceptual and philosophical

Time period One-short affair Continuous affair

Initiative From management- externalmotivation

From individual himself- internalmotivation

Developersskills

Technical and hands-on skills Interpersonal and decision-makingskills

Needed at Operating levels Middle levels

Source: Deseller, Gary (2011)4

Though training and development are two different contexts in terms of objectives and purposes, they dohave common features in the process. As we have already seen, an organization should attune itself tothe challenges impinged on its competitiveness or lose. Remember (Kim 1997) stressed, If you don'tactively stride against the momentum of skills deficiency, you lose ground. If your workers stand still, yourfirm will lose the competency race. 5 Therefore, training and development is not an option. However,these could be achieved only if the training/development exercise relates to an identified need of theorganization. If it fails to match with an organization need, the exercise would fail to materialize

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4. Deseller, Gary, ibid5. Kim, Nancy, ibid


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objectives of T & D. Therefore, T & D should relate to an identified need of the organization, and not onthe desire or a personal need of an employee.

3.1 The training and Development Cycle

Step One- Need Analysis

Training is an expensive process not only in terms of the money spent on it but also the time and theother resources spent on the same. The most important question therefore is determining whether ornot a need for training actually exists and whether the intervention will contribute to the achievement oforganizational goal directly or indirectly? The answer to the above mentioned question lies in trainingneeds analysis which is the first step in the entire process of training and development.

Before training design issues are considered, a careful needs analysis is required to develop a systematicunderstanding of where training is needed, what needs to be taught or trained, and who will be trained.

Unless such a needs assessment has been adequately performed it may be difficult to rationally justifyproviding training. Such a needs assessment should enable an explanation to be given on why the trainingactivities should be done, and also show that training is, in fact, the best solution for the performanceproblem or development need.

Training needs analysis is a systematic process of understanding training requirements. It is conducted atthree stages - at the level of organization , individual and the job , each of which is called as theorganizational analysis, individual analysis and job analysis. Once these analyses are over, the results are

Identification

_Preperation

Delivery

Evaluation


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collated to arrive upon the objectives of the training program.

a. Organizational AnalysisThe organizational analysis is aimed at short listing the focus areas for training within theorganization and the factors that may affect the same. Organizational mission, vision, goals,people inventories, processes, performance data are all studied. The study gives cues about thekind of learning environment required for the training. These needs are identified through theStrategic Plan of the Organization

b. Job Analysis Job Analysis is a process to identify and determine in detail the particular job duties andrequirements and the relative importance of these duties for a given job. An important concept ofJob Analysis is that the analysis is conducted of the Job, not the person. The product of theanalysis is a description or specifications of the job, not a description of the person. It is used todetermine Training Needs The purpose of Job Analysis is to identify the training gap and thetraining content.

c. Individual AnalysisAs evident from the name itself, the individual analysis is concerned with who in the organizationneeds the training and in which particular area. Here performance is taken out from theperformance appraisal data and the same is compared with the expected level or standard ofperformance. Likewise, many organizations use competency ratings to rate their managers; theseratings may come from their subordinates, customers, peers, bosses etc. Information from thisanalysis, compared with the requirement on the job ascertained from the job analysis, will helpdetermine the training gap at the individual level.

Step Two - Designing

When you come to design your training you need to consider how you are going to achieve the learningobjectives that you have set. It may be that a practical session where the learner gets hands onexperience of using an instrument or piece of equipment is most suitable. In some tasks a theory sessionwhere the concepts relating to the task can be fully understood is appropriate.

When designing the training you need to consider the way in which people learn and be aware of thedifferences in learning styles. In general adults learn well if the training is relevant to what they will do inthe workplace so use case studies and realistic exercises in your training. Methods of training that you canconsider are: lectures and presentations, demonstrations, exercises, case studies, practical sessions,question and answer sessions, discussion groups and e-learning.Make sure to consider the time and otherresources that you have available for the training. You may need to prepare visual aids such as

PowerPoint presentations (much maligned but valuable if used well), and handouts to accompany thetraining. Try to keep it simple and stick to the point.

Step Three- Delivering Training The delivery of the training is the step that some people can find daunting, particularly if presenting togroups of learners is required. Some key things to remember when delivering training are:

Speak clearly and make sure that all learners are able to understand what you are saying.


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Ensure that the lea rners expectations are addressed early on in the training. Explain the structure of the training at the start. Review regularly to ensure that the material covered has been understood. Try to deal with questions as they arise but if you dont know the answer, dont be afraid to say

you will get back to the learner later. Give useful and constructive feedback to learners. Check your timing and have a contingency plan in case some parts of the training take longer than

you expected. Deliver the training consistently so that all learners receive the same training.

Step Four- Evaluation:

When you have gone to the trouble of designing and delivering training then you will want to be sure thatit is working. This is the purpose of training evaluation. A common way to evaluate training is to get thelearners to complete a form at the end of the training where they give feedback on whether they thoughtit was useful, what they thought of the facilities and the trainer, etc. This information is very useful andmay be used to improve the training in the future but it does not measure what was actually learned bythe delegates. To do this some type of assessment is usually administered. This may be a written test, orthe learner may have to analyze a sample by implementing the training that they have received. You needto decide what is most appropriate for your training.

To assess long term implementation of learning is more difficult. A number of different approaches arepossible but all assess how successfully the learner is completing the task in question. The opinion of thelearner, colleagues and managers may be canvassed to obtain a balanced view of how well the traininghas worked.

Review Questions:

1. Define the terms Training and Development and explain its major roles . (3.1) and (1.1)2. Discuss Importance of Training and Development for the organization and the Individual. (1.1)3. Identify main benefits of Training and Development to an Organization. (1.2)4. Explain how effective training could be onsidered a long term investment to an

organization.(1.1),(1.2)5. Identify the basic elements in the training cycle and briefly explain each.(3.1)

traing and development hand out. 09.07.13.docx

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