Training and Development is an essential\npractice for any organization. It helps firms to enhance employee performance\nand track their productivity. It is expected of training interventions to bring\nforth productive results for the organization’s goals. Developing the knowledge\nbase of employees, skill enhancement, human resource utility and teaching of\nnew concepts and ideas are the kind of engagements that are included in it.<\/p>\n\n\n\n
However, this intervention in itself is a\nrather expensive investment. The resources, time and capital that goes into\norganizing and conducting training sessions compromise with the working hours\nof the employees. It is due to such reasons that HR managers analyze training\nand development on the level of the organization, employee and the work that it\naddresses. Such analysis provides insight into the requirements of the firm,\nthe employee and the work itself with respect to skills, ideas, concepts etc.\nAll in all the biggest result that the assessment brings forth is that training\nand development are important aspects to the growth of any firm.<\/p>\n\n\n\n
Both training and development are interrelated\nand crucial to human resource management. <\/p>\n\n\n\n
Training basically refers to the organization\nof the activity that addresses skill enhancement methods be it technical,\nbusiness-oriented, strategic or otherwise. It is not mere learning but building\nthe ability to apply the skills that are taught. Training is short term and\naddresses the immediate requirement of the firm at an individual level.\nDevelopment, however, is long term and a continuous process that is undertaken\nby an organization. Development is the ability to allow access to opportunities\nthat can increase the productivity of the firm at the level of the individual\nand at the level of the organization. It is the engagement in which the human\nresource indulges in learning processes for growth which can be understood as a\nform of self-assessment.<\/p>\n\n\n\n
The corporate environment keeps evolving.\nThere are improvisations. New technology, resources, methods, and concepts\nbeing introduced frequently. It is impossible for any enterprise to hire a\nhuman resource to fulfill every skill requirement whenever it emerges. In such\na case training and development programs become the ultimate solution. <\/p>\n\n\n\n
At an\nindividual level, each employee lacks efficiency or knowledge at some of the\nother necessary skill that is immediate to their job. Training sessions provide\nan opportunity to improve upon those skills, learn more and gain knowledge that\noverall benefits them. At the organizational level, such training interventions\ndevelop employees with the same knowledge base that overall reflects upon their\nwork and also upon the organization. <\/p>\n\n\n\n
Training and Development inherently aim at\nincreasing organizational productivity. As much as it is achieved by the skill\nenhancement of employees, it also requires the introducing of the latest\ntechnological inputs and resources that are aimed at improvising. This form of\nlong term productivity goal is again determined by HR managers responsible for\ntraining and development. <\/p>\n\n\n\n
Employees who participate in such training\ninterventions are far more adept to tackle issues than those who aren’t. One of\nthe major achievements of training and development is the development of the\nproblem-solving abilities of the employees. This makes them self driven,\naccurate and improves their pace.<\/p>\n\n\n\n
Regular exposure to training programs\nmaintains consistency amongst employees with regard to their knowledge and\nunderstanding of their work. Such structured training helps to track the gains\nand improvements of training sessions at the level of the individual and at the\nlevel of the firm.<\/p>\n\n\n\n
Training sessions address the technical,\nlegal, behavioral, business skills of employees and overall manages to ensure\noptimum utilization of the Human Resources.<\/p>\n\n\n\n
One of the benefits of training and\ndevelopment has been observed to be the reduction in the absentees and leaves.\nTraining boosts employee confidence, efficiency and thereby increases their\nengagement at work.<\/p>\n\n\n\n
Training sessions are learning and growth\nopportunities that are in high demand by most professionals. If an organization\nprovides the platform to their employees then the employees wouldn’t necessarily\nneed to look out for training opportunities on their own. This creates\nawareness and exposure that isn’t sought for otherwise. Not only does this\nbenefit the organization it inherently improves the employee’s response to the\njob.<\/p>\n\n\n\n
HR management takes the key responsibility of\nanalyzing the training requirements of the firm, employees and the work. The HR\nteam organizes training sessions and evaluates the overall value gained out of\nthe training sessions.<\/p>\n\n\n\n
It is also the HR manager that ensures the\ndevelopment in the long term with these training programs. Their perspective is\nto bring forth the overall development that can benefit the company directly or\nindirectly.<\/p>\n\n\n\n
HR management conducts the training and\ndevelopment with the three levels of training, education, and development in\nmind.<\/p>\n\n\n\n
HR management undertakes orientations for the\nnew hires so that their smooth \u2018onboarding\u2019 could be ensured without any\nhindrance. Such effective orientation saves time and brings forth the complete\nproductive input from the new hire.<\/p>\n\n\n\n
Career Development is an approach to training\nand development wherein the HR management identifies a goal that is desired and\nimmediate to both the employee and the firm. Training initiatives on such goals\nallow the development opportunity on a personal level and at the organizational\nlevel. <\/p>\n\n\n\n
Leadership training is not limited to the\nassigned superiors of the firm but for all employees. The ability to lead a\nteam, a project, other employees etc. are requirements that emerge at some\npoint or the other. HR management ensures that employees are able to undertake\nleadership responsibilities without much thought and this they include it in\nthe training plan.<\/p>\n\n\n\n
Employees in the management positions are\nexpected to be adept in their dealings with planning, organizing,\nimplementation of the changes with the organizational methods, resource\ncoordination etc. Management Development ensures quality work and improvises\nupon the employee’s skills for all these crucial responsibilities.<\/p>\n\n\n\n
The work of supervision, be it an\norganization, is one that is the first major transition from a general employee\nposition. It involves management skills and the ability to lead teams as well.\nDue to this transition, it becomes necessary for the HR management to chart\ntraining sessions that aims at the development of supervising skills that are\nimmediate to the job position.<\/p>\n\n\n\n
The processes of training and development are\ncontinuous in the sense that every aspect of the process is in flux. The skill\nrequirements keep emerging, improvement and guidance over the already\nestablished skills need to be addressed, adaptability to new technology,\nbusiness models etc. are ever present. <\/p>\n\n\n\n
Thus all in all a structured, well organized\nand timely training and development program need to be in order.<\/p>\n\n\n\n
The factors that are to be retained in the\ntraining and development processes are:<\/p>\n\n\n\n
Training Analysis is of extreme significance\nin the training process because it builds the foundation for the rest of the\nprocess. It is from the conclusions drawn from the need assessment that the\ntraining requirement, methods deployed and its implementation is conducted.\nTraining analysis determines the effective intervention to be carried out for\ndevelopment purposes.<\/p>\n\n\n\n
One of the major functions in training\nanalysis is to identify the skill gap between the employee’s current skill\nlevel and the requirement of the organization.<\/p>\n\n\n\n
This analysis is conducted at three levels\nwhich are individual, organizational and the job.<\/p>\n\n\n\n
This analysis determines which employee is in\nneed of a training intervention, which skills are relevant to the employee, how\nwill the training benefit the employee. HR managers compare the performance level\naccording to the performance appraisal data with the required standard of\nperformance. Surveys, interviews, behavioral supervision, interviews,\ninteractive sessions etc. are some ways in which this analysis is conducted.<\/p>\n\n\n\n
This analysis focuses on the job requirements\nand which skill sets, technological assistance, knowledge, resource etc. would\nbenefit the pertinent work overall. It addresses both work oriented and\ntask-oriented approaches for effective need assessment. The determination of\nthe required training is conducted accordingly. <\/p>\n\n\n\n
This is a broad analysis that looks at the\ntraining requirements at the level of the organization. Both the long term and\nthe short term goals, visions, processes etc. are taken into consideration. It\ndetermines the kind of work environment that needs to be developed for\nconsistent growth and learning.<\/p>\n\n\n\n
The major disadvantage of training and\ndevelopment is understood to be the time, resources and projects that it costs.\nHowever, this investment in training and development should be seen as a long\nterm investment that would, in turn, save time and resources in the future.<\/p>\n\n\n\n
For instance, the effective improvement in the work of the employee after the training session will make the employee efficient, quick and optimal. This, in turn, means that the employee will take less time and resources to do the same work. <\/p>\n\n\n\n