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Successful candidates placed on the jobs need training to
perform their duties effectively. Workers must be trained to
operate machines, reduce scrap and avoid accidents. It is not
only workers who need training. Supervisors, managers and
executives also need to be developed in order to enable them to
grow and acquire maturity of thought and action. Training
constitutes on going process in any organization.
Training plays an important role in man-power development
even at the level of industrial unit. Training comes next to
recruitment and selection. It is necessary, useful and productive
for all categories of workers and supervisory staff. Training is
practical in nature and is useful in order to create sense of
confidence in the minds of the newly recruited workers. It is for
developing skills among workers. Training is necessary due to
technological changes rapidly taking place in the industrial field.
Expenditure on training is a profitable investment to the
employer. Training is, now, common in all industrial units. It is
an internal aspect of personality development.
Every organization needs to have well trained and experienced
people to perform the activities that have to be done. If the
current or potential job occupant can meet this requirement,
training is not important. But when this is not the case, it is
necessary to raise the skill levels and increase the versatility
and adaptability of employees. As the jobs become more
complex, the importance of employee training also increases. In
a rapidly changing environment, employee training is not only an
activity that is desirable but also an activity that an organization
must commit resources to if; it is to maintain a viable and
knowledgeable work force.
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Labor, Department of, executive department of the United
States government, created by an act of Congress in 1913´to
foster, promotes, and develops the welfare of the wage earners
of the United States, to improve their working conditions and to
advance their opportunities for profitable employment.´ The
department is administered by a secretary, who is appointed by
the president
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Identification of training
needs of employees with the approval of the Senate.
Predecessor agencies were the Bureau of Labor in the
Department of the Interior (1884) and the Department of
Commerce and Labor (1903).
The Department of Labor is made up of offices, bureaus, and
administrations. The following are among the major operating
units. Under the office of the deputy secretary are included the
Employees' Compensation Appeals Board, Office of Small
Business and Minority Affairs, Office of Administrative Law
Judges, and Wage Appeals Board.
The Employment and Training Administration (ETA) oversees
programs to furnish job training and placement services;
supervises payment of unemployment compensation under
federal and state laws; and conducts national employment and
training programs for Native Americans, migrant workers, and
other disadvantaged citizens. The ETA includes the U.S.
Employment Service, Unemployment Insurance Service, Office
of Job Training Programs, Bureau of Apprenticeship and
Training, and Office of Strategic Planning and Policy
Development.
The Employment Standards Administration enforces laws
regulating wages and hours and prohibiting sex and age
discrimination in employment; administers workers'
compensation for work-connected disabilities among federal and
certain private employees; and supervises equal opportunity
requirements for federal contractors. It includes the Wage and
Hour Division, Office of Workers' Compensation Programs, and
Office of Labor-Management Standards.
The Occupational Safety and Health Administration enforce the
Occupational Safety and Health Act of 1970. It issues
regulations, conducts inspections, and issues citations for
noncompliance with safety and health standards established by
the act. The Mine Safety and Health Administration develops
mandatory standards of health and safety, issues penalties for
violations, investigates accidents, and provides training
programs in cooperation with the mining industry. It works with
the states to reduce mine accidents and occupational diseases.
Income Security Act (ERISA) of 1974. The Bureau of Labor
Statistics is the government's main fact-gathering agency in the
field of economics. It publishes statistics on employment,
wages, hours of work, work stoppages, prices, and occupational
health and safety.
The Veteran's Employment and Training Service protects
reemployment rights of veterans and provides them with
maximum employment opportunities. The Women's Bureau
formulates policies to promote the welfare of wage-earning
women by improving their working conditions
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 Identification of training
needs of employees and their opportunities for professional
employment. The Bureau of International Labor Affairs helps to
formulate international economic policies that affect American
workers, represents the U.S. in international trade negotiations,
and carries out technical assistance projects abroad.
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Employee education has become an integral part of today¶s
corporate philosophy (read strategy). Underwriting tuition fees
(partly or fully), for both technical and managerial courses, is
common in most companies which take great pride in being
called ³learning organizations´. This is a necessary appellation if
an organization wants to attract and retain the best talent pool. It
is however imperative to link the money spent on employee
education with career growth and other business needs.
A recent study done in the US by Adventuress, a Boston based
research and consulting company, revealed that corporate
America spent $10 billion in tuition reimbursement. Interestingly,
a leading high-tech company acknowledged that it spent $20
million per annum on tuition reimbursement, but a subsequent
audit revealed that the actual amount was $50 million. The
pertinent question is ²can an organization calculate the RoI on
employee education? The answer is more complicated than it
appears. ³Realization of RoI comes to the fore because of the
attrition level,´ agrees Satyen Parekh, managing director,
Borland India. The RoI calculated for technical skills training is
much easier than managerial or functional responsibility. For the
latter a long-term perspective has to be considered. Parekh, in
fact, believes that an organization should be able to judge on
whom to invest and whom not to at the recruitment level itself.
³Knowledge can be implemented by training, but inner
capabilities are ingrained²then if you take in a person, no
matter what the training, attrition will remain,´ asserts Parekh.
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It is significant for an organization to analyze which employee
should be selected for continuous training. ³Furthermore, the
company should be discerning about the amount of
reimbursement. For instance, if someone wants to do an MBA,
then 50 percent of the fees should be supplemented,´ adds
Parekh.
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