Professional Documents
Culture Documents
Skills, Attitude and Social behaviour of employees. Therefore, in order to build skills, training has to do two things: 1) Assess learner's skill level before training starts. 2) Design a program based on adult learning principles, including : Realistic scope Clear objectives Appropriate methodology Numerous opportunities to practice skills with feedback and suggestions for improvements Competent instructors Assess learner's skill level after training is over. If your learner's skills did not increase, your training did not work.
What Is Development ?
Development not only improves job performance but also brings about the growth of the personality. Individuals not only mature regarding their potential capacities but also become better individuals. E.g.:Development is the whole person concept. Not only teaching them how to turn the wrench, but also why we turn the wrench and challenging them to figure out a better way to turn that wrench. It is focused more on cultivating the individual to give them the tools to work upward through greater job and relationship complexities. The job of development has no end.
Training
Formal training is usually concerned with gaining a skill. Training is done in trade schools, seminars, and business training classes. Informal training is usually done through reading, viewing or listening to how-to material. Sometimes that material is then used as a guide, while the person applies the skills learned. For example, you may refer to a how-to book when trying to fix your plumbing at home. Verification of skills is best achieved by actually doing something in the real world. Sometimes tests given in trade schools check for knowledge, as opposed to skill. Often in corporate training sessions and in seminars, there is no verification that the learner had achieved the desired skills.
It can help people learn the new skills that are required to meet new expectations, both formal and informal Training can help people accept the challenge of their evolving jobs. Build a common understanding of the organization's purpose. Show management's commitment and loyalty to employees Develop people so they can increase their responsibilities and contribute to the organization in new ways.
Training cannot do many things: Training, on its own, cannot change ineffective
employees into effective ones. It is unlikely to address ALL the causes of poor performance. Limited training also will not turn a poor supervisor or manager into an effective one, unless it is coupled with ongoing coaching from above. Training will not erase problems that occur because of poor structuring of work, mismatching of work with the person, unclear authorities and responsibilities or other organization ally related issues.
management tool, much like a carpenter's tool. Just as if a carpenter picks the hammer and not a screwdriver to pound a nail, the manager should be choosing training because it is the RIGHT tool for the job. (the wood) is rotted, only the foolish carpenter would attempt to pound the nail into the wood, and expect it to help. It is the same with the manager. If a manager expects things to improve because of training, he or she needs to ensure that the supports are there for the use of the tool, and that there are no other nontraining related problems hanging about.
manager, provided it is the RIGHT tool to solve the problem or address the identified issues. Even then, there must be supports in the organization so the training can be effective.
A tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Focus should be placed on needs as opposed to desires. For example, training dollars would be better spent on a new employee in the accounting department who needs to learn Microsoft Excel for their job duties as opposed to learning Microsoft Publisher which the employees wants but does not need.
To pinpoint if training will make a difference in productivity and the bottom line.
To decide what specific training each employee needs and what will improve their job performance.
First we have to fit our Business Goals and then we have to find
the necessary skills required to satisfy our Goals Find the people whom you want to train and how best to reach them. Find whether the employee accept training and the methods that fit their needs. Take the decision regarding the Training process, which fits the organization . Identify the trainee and fix the remuneration.
1. 2. 3. 4. 5. 6. 7. 8. 9.
Gain attention Inform learners of objectives Stimulate recall of prior learning Present the content Provide "learning guidance Elicit performance (practice) Provide feedback Assess performance Enhance retention and transfer to the job
Behaviour Modelling. On-the-job Training Job-instruction Technique (JIT). Apprenticeship Training. Coaching. Mentoring
organizations are prepared to incur these cost because they expect that their business to benefit from employees development and progress .
There are four parties involved in evaluating the result
of any training. Trainer, Trainee, Training and Development department and Line Manager.
The Trainee wants to confirm that the course has met personal expectations and satisfied any learning objectives set by the T & D department at the beginning of the Programme. The Trainer concern is to ensure that the training that has been provided is effective or not. Training and Development want to know whether the course has made the best use of the resources available. The Line manager will be seeking reassurance that the time hat trainee has spent in attending training results in to value and how deficiency in knowledge and skill redressed.
Questionnaire
Standard tests
Interviews
Studies
HR factor (employee satisfaction)
Total quality human resources management (TQHRM) is an approach to human resources management that involves many of the concepts of quality management especially on Training and Development. The primary goal of TQHRM is employee empowerment and training.
Questions : If any ?