A successful
training programme should focus on employee’s orientation, management skills,
and operational skills (Kleiman, 2000). In this manner. Key objective of
develop programmes are to convey the organizational mission and teach the
organizational culture to the employee (Gerbman, 2000). So, these objectives
support to implement strategic business goals and learning opportunities to
develop organizational culture too (Kottke 1999). Apart from that, technical
training programmes for employees build job satisfaction and help employees to
understand the culture, which ultimately lead to the business success (Jehanzeb
and Bashir, 2013). Armstrong
and Taylor (2014) have been introduced following learning and development
process, which general to contemporary organization scenarios.
Figure 2 – Elements of Learning and
Development
Source: (Armstrong and Taylor, 2014) p. 319
Further, as Armstrong and Taylor (2014), to achieve above learning and
developments, there are several methods available. Its responsibility of the
organization to chooses right method with right people. Some methods and
activities are as follow. Informal learning,
Workplace learning, Formal learning, E-learning, Self-directed learning,
Personal development planning, Trainings, coaching and mentoring.
These training and development activities are objected
to implement strategies for organizational level and as well individual level
in order to developed capabilities required in goal attainment (Armstrong and Taylor, 2014). Those can be further elaborated as follow.
Organizational
learning strategies
Organizational learning strategies target to improve operational
effectiveness through the acquisition and development of knowledge,
understanding, insights, techniques and practices. This is in accordance with
one of the basic principles of HRM, specifically that it is essential to devote
in people in order to develop the human capital required by the organization
and to increase its knowledge and skills (Reynolds, 2004).
Individual
learning strategies
Individual learning includes the processes and programmes
used to increase the capabilities of individual employees. Strategies for
individual learning are driven by the organization’s human resource requirements,
which are expressed in terms of the skills and behaviours required to accomplish
organizational goals (Aragon and Valle, 2013).
List of References
Aragon,
I B and Valle, R S (2013) Does training managers pay off? The International Journal of
Armstrong, M. and Taylor, S. (2014) Armstrong’s
Handbook of Human Resource Management. 13th ed. New Delhi, Kogan
Page Limited.
Gerbman,
R. V. (2000) Corporate Universities 101. HR
Magazine, 45 (2), pp. 101-106. Human
Resource Management, 24 (8), pp 1671–1684
Jehanzeb,
K., Bashir, N.A. (2013) Training and Development Program and its Benefits to
Employee and Organization: A Conceptual Study. European Journal of Business and Management, 5(2), pp. 243-250
Kleiman,
M. (2000) What happens if you don’t train them and they stay?. Occupational Health and Safety, 69 (1),
pp. 18 -70
Kottke,
J. L. (1999) Corporate universities: Lessons in building a world-class work
force (revised). Personnel Psychology,
52, pp. 530-533
Reynolds,
J (2004) Helping People Learn,
London, CIPD
According to the Learning and development methodologies and practices, as depicted in this part, mean to guarantee that individuals in the business obtain and build up the learning, aptitudes and skills they have to do their work viably and improve their professions to their own advantage and that of the association (Armstrong and Taylor, 2014).
ReplyDeleteTraining and development is characterized as a procedure of deliberately creating business related information and skills in individuals to boost capabilities (Swanson & Holton, 2001). Training is the way toward giving workers particular aptitudes or helping them rectify weaknesses in their tasks capabilities and development is an attempt to furnish workers with the capacities the company will require in future (Gomez-Mejia, Balkin & Cardy, 2001)Training and development are arranged learning encounters that show employees how to achieve their present or prospective professions successfully (Kleiman, 2000).Therefore based on the above learning and development is vital in any organisation as basically what it provides is to enhance a workers knowledge, skills and attitudes that will pave way for them to succeed in the organisation at present as well as develop them in future jobs as well.
While agree with your contribution in the comment, I would like to elaborate way how the organization could use to assess productivity and effectiveness of training and development activities provide to employees.
DeleteSince skills gap looms the productivity and competitiveness both in organizational and operational levels, closing the skills gap is vitally important in continuously penetrate the market (Tahir et al, 2014). Therefore, Basic purpose of providing training and development is to support attainment of organizational goal. Apart from that, it provides prospect prepare employees for possible future jobs (Sims, 2002). However, without evaluate outcome of training and development, it is impossible to understand effectiveness of the programme to organizational development. Thus, evaluation of training and development is the most essential aspect of training programme. Hence, all decent training and development programmes start with identification of training and development needs and ends with evaluation (Gopal, 2009).
There are many different models are available to evaluate effectiveness of trainings and following methods are some of recommended methods to validate training and development (Iyer, 2009).
• Kirkpatrick Model
• CIPP Evaluation model
• CIRO approach
• Phillip’s Evaluation approach
Since, not all models are suitable with every training and development programme; organizations are responsible to choose the most appropriate one as per the nature of training activity and objective. Hence, that evaluation of training and development would be ensured the effectiveness of programme and their contribution to organizations (Topno, 2012).