Employee Training and Development
Employee training and development refers to the process of equipping employees with the knowledge and skills required to perform their jobs effectively. It involves various learning activities, such as workshops, on-the-job training, and mentoring, aimed at enhancing employees' capabilities and performance. This process is essential for improving employee satisfaction, retention, and overall organizational success.
7 Key excerpts on "Employee Training and Development"
eBook - ePubApplied Human Resource Management
Strategic Issues and Experiential Exercises
- Kenneth M. York(Author)
- 2009(Publication Date)
- SAGE Publications, Inc(Publisher)
...Although a business degree might prepare students for their first job, they will need to gain knowledge and skills through education and experience as they progress through their career. Peters (2006) suggests that there are four stages of management education with different learning outcomes: Functional competence, an understanding of finance, accounting, marketing, strategy, information technology, economics, operations, and human resources management; Understanding context and strategy and how organizational processes interrelate, to make sense of societal changes, politics, social values, global issues, and technological change; Ability to influence people, based on a broad understanding of people and motivations; and Reflective skills, to set priorities for work efforts and life goals. Therefore, to maximize the effectiveness of training and development, organizations must constantly assess their employees’ current training and development needs and identify training and development needs to prepare employees for their next position. This requires that organizations recognize that different employees will have different needs and that these needs will change over time as these workers continue in their careers. Strategic Issues in HRM EMPLOYEE DEVELOPMENT AND TURNOVER Investing in human resources through training and management development improves individual employee capabilities and organizational capabilities. But investing in people is not the same as investing in equipment or machinery. When an organization invests in new computers, for example, the cost can be depreciated over multiple years; but when an organization invests in management development, it is a cost for that year and cannot be depreciated...
eBook - ePub- Meyer M, Krüger-Pretorius, Meyer M, Krüger-Pretorius(Authors)
- 2018(Publication Date)
- Van Schaik Publishers(Publisher)
...People who fail to adapt to changes in the workplace become out of date and unproductive. Improving performance. Continuous training is required to renew and update knowledge and skills of employees and to keep them efficient. Employees who perform poorly because of a deficiency in skills will benefit from skills training. Orientating new employees. Newly appointed employees are sometimes faced with uncertainty in a new job and are not sure how to fit in socially. They will benefit greatly from orientation training, which can enhance their job satisfaction and productivity. Furthermore, newly appointed employees might not have the skills required for the job and may undergo training to give them the abilities they need to fulfil their roles in the organisation. 115 Preparing for promotion and managerial succession. Training and development enables an employee to acquire the skills needed for a promotion, and it eases the transition from the employee’s present job to one involving greater responsibilities. Satisfying personal growth needs. Training and development can play a double role by providing activities and opportunities that result in greater organisational effectiveness and increased personal growth for all employees. Solving organisational problems. Training and development can solve organisational problems, such as absenteeism, ineffective and inefficient performance, low productivity, high employee turnover, disputes and poor service delivery. Promoting employability and sustainable livelihoods. South Africa has a high unemployment rate, which worsens social issues such as poverty and crime. The government provides financial support to companies, non-governmental organisations (NGOs) and community-based organisations (CBOs) to run skills development initiatives...
eBook - ePub- A. Kanthimathinathan(Author)
- 2022(Publication Date)
- CRC Press(Publisher)
...4 Training and Development DOI: 10.1201/9781003257677-4 Learning Goals Development of Training and Development PAT Training standards and Periods HPT-Human Performance Technology Introduction Training and development is an essential branch of successful management systems for sustaining the improvements and establishing continuous improvements. Training is not limited to Productivity alone, but it covers Safety at work and Personal motivation and Personal development. Organizations which are conscious of the role of training invest their focused time bound plans with a flexible budget. Money invested on training and development of employees will certainly pay back if one needs to deal with it commercially. Practitioners in Human resource, Organization development consultants, and Human resource managers realize that any investment on T&D activities should show a positive return and improve the bottom line. In the march of civilization, training is an essential ingredient from the Stone Age itself. 4.1 Definition of Training As per Goldstein and Ford “Training is defined as the systematic acquisition of Skills, Rules, Concepts or attitudes that result in improved performance in another environment’. Hence training programmes are designed with a leadership of competent persons in the field in an environment similar to the actual work environment. 4.2 Chronology of the Development of T&D Twentieth century saw dramatic changes in the world of work and in the twenty-first century appears to have continued the theme of change. Technological developments have revolutionized the work methods and many organizations expanded their operations globally. It opens up competition in their field of operations and the pace of change itself is speeded up. After the Industrial Revolution, mechanization was started which demanded formal training of operators...
eBook - ePubA Global Guide to Human Resource Management
Managing Across Stakeholders
- Thomas Klikauer(Author)
- 2022(Publication Date)
- Routledge(Publisher)
...4 Training People Learning and Human Resource Development DOI: 10.4324/9781003293637-4 Executive Summary Learning in work situations – also called management learning and human resource development (HRD) – relates to training for skill development. It is often technical whilst education is generally seen as a broader concept. At work as in business schools, learning focuses on the vocational training of professionals (e.g. MBAs). Prior to engaging in organisational learning, HR managers often conduct a needs assessment focusing on organisational needs, personal needs, and task needs. When making decisions for organisational learning, HR managers also discuss the pros and cons of training as organisational training has many positives for a company but also for employees. In an ever changing business environment the transferability of new skills, knowledge, and behaviours remains important to companies as up-to-date knowledge supports the competitive advantage of a business. To achieve that, the right training method (training on the job, blended learning, etc.) remains relevant. This is just as important as, for example, group building methods (e.g. forming, storming, norming, and performing). At the end of organisational learning, HR managers conduct an evaluation of cognitive, skill-based, and motivational outcomes as well as ROI, the return of investment. Key Learning Objectives Realise the importance of knowledge and employee learning for business; Conceptualise the role of HRM in education and training; Outline the key elements of a “needs assessment”; Explain what an HR policy on learning can achieve; List the core elements that result in an effective training session; Recognise the link between culture and organisational learning; Appreciate the critical approach to learning; and Develop a formal HR policy on Employee Training and Development. Learning, Development, and Professionalism People – whether at work or not – constantly learn new things...
- Su Mi Dahlgaard-Park(Author)
- 2015(Publication Date)
- SAGE Publications, Inc(Publisher)
...that their employees know how toanalyze a situation, choose between possible initiatives, andsolve difficult, unexpected challenges The benefits of education, training, and development are well documentedand show that such investments tend to have an important positive impacton organizations’ bottom-line results, competitiveness, staffperformance, job satisfaction, and commitment. Differentiating Between Education, Training, andDevelopment Although the terms education, training, and development are often used interchangeably, there are someimportant differentiations between them. Training refers more to the learning of new on-the-job skills that areneeded for a specific job. Effective training programs usually include acombination of instructor-based intervention and hands-on experiencethat helps practice the newly acquired skills or knowledge. In contrastto the practically oriented training, education refers to moretheoretical knowledge that is meant to improve employees’ reasoning andjudgment. Finally, development is typically related to the acquisitionof knowledge and skills that are wider in their scope and that are seenas contributing in a broader sense to employees’ overall personal andprofessional growth. These types of interventions usually includeelements such as coaching, formal education, and developmentalexperiences. In a sense, they focus more on the employee’s future needs,when compared with trainings that are more concerned with achieving animmediate result. To make the discussion more fluid, from this point on the entry refers tothe three activities as learning programs. Setting Up a Learning Program Needs Assessment As learning programs are meant to help organizations achieve betterresults, it is important to ensure that the time and money investedin them end up contributing to the organization’s mission...
eBook - ePubManaging People
A Practical Guide for Front-line Managers
- Rosemary Thomson, Eileen Arney, Andrew Thomson(Authors)
- 2015(Publication Date)
- Routledge(Publisher)
...5 Learning and development Introduction Learning and development can help to motivate employees and encourage them to make greater efforts to perform well, as you have already seen in Chapter 4. It is also important, in a knowledge-based and fast changing economy, that employees are willing and able constantly to upgrade their skills, and this means a commitment by both employers and employees to continuous learning, both individually and collectively, and to sharing the knowledge that is created through that learning. Much of this learning will be work based, using reflection on practice and feedback (you began reading about this in Chapter 2 in relation to your own learning and development). Training courses and programmes still have their place and you will read in this chapter about ensuring that your staff get the most out of them, although there has been an important shift in most organisations away from training and towards an emphasis on continuous learning. There has also been a shift towards providing learning and development opportunities tailored to the needs of the individual employer and often provided in the workplace. This is in recognition of the importance of making sure that skill development really meets the employer’s needs and can be quickly translated into improved workplace performance. As a consequence, there is rather less use of generic training provision by external providers. There is also an increasing focus on using learning and development opportunities to surface, share and build on knowledge held by individual employees and to harness that knowledge to improve performance. As a front-line manager you have a key role in supporting your staff in their learning and it is in your interests to do so since you are accountable for their performance and your success depends on their abilities...
- Chris Wolsey, Sue Minten, Jeffrey Abrams(Authors)
- 2011(Publication Date)
- Routledge(Publisher)
...It refers to more prescriptive levels of skills acquisition and often relates more directly to the performance of a specific function or the acquisition of a specific skill. As such, the term training is more likely to be associated with lower order skills and is seen as one of many tools providing a foundation for deeper learning and development. In this context, Armstrong (2009:665) sees training as ‘the application of formal processes to impart knowledge and help people to acquire the skills necessary for them to perform their job satisfactorily’. Hence, training activities can be associated with the acquisition of prescriptive competencies, whilst wider notions of learning and development relate to the more outcomes driven and integrative notion of competence (see Chapter 5 for a fuller discussion of such concepts). In contrast, HRD is strategic and the terms learning and development are often used as they provide a much broader approach to the acquisition of knowledge, skills, behaviours and attitudes. However, Sadler-Smith (2006) highlights that there are national cultural difference in terminology, and training and development are used interchangeably with learning and development. There is much debate about the precise definition of learning. From his review of the debate, Sadler-Smith (2006:4) provides a synthesis of related literature and proposes the following definition that will be used to inform this chapter: Learning is a longer-term change in the knowledge possessed by an individual, their type and level of skill, or their assumptions, attitudes or values, which may lead to them having increased potential to grow, develop and perform in more satisfying and effective ways. Development is defined by Sadler-Smith (2006:10) as an increase over the longer term of the capacity that an individual has to live a more effective and fulfilling professional and personal life as a result of learning and the acquisition of knowledge, skills and attitudes...
