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Effect Of Training And Development In An Employee

Human Resource Management Page 1

COURSE

Human Resource Management

Teacher Name : Sir Ghulam Muhammad

GROUP MEMBERS REGISTRATION IDS

ABSTRACT SUMMARY:


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In a general sense, training may be considered to be a means of

upgrading an individuals skills through a program me of instruction.

Indeed, training of one form or another plays an important role in an

individuals development. It may be related to formal education (from

nursery school through to university or college), to ContinuousProfessional Development(CPD) after completion of formal education, to

informal associations (play groups, Scouts, Guides, Youth Groups, sports

associations) or to personal interest groups (hobbies and pastimes), and so

on., In organization Training is required to cover essential work-

related, skills, techniques and Knowledge and much of this section deal

with taking a positive progressive approach. Training often is considered

for new employees only. This is a mistake because ongoing training for

current employees helps them adjust to rapidly changing jobrequirements. The success of the organization depends on the

effectiveness of employee training and development strategies. To

maximize productivity you must first train and develop employees to

their full potential. Training provides employees with the opportunity to

obtain skill and learn how to apply those skills to their job. Effective

training can result in increased Revenue, improved market penetration

and increased commitment from employees. Trainingis to be a planned

effort by a company to facilitate employees learning of job-relatedcompetencies. The goal of training is for employees to master knowledge,

skill, and behaviors emphasized in training programs, and apply them to

their day-to-day activities.

KEY WORDS:Panacea,cognitive, widening,elucidates,requisite


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INTRODUCTION:

Training is the process of alteringEmployee behavior and attitudesIn a way that increase the profit

Of goal attainment.

Since the beginning of the twentieth century and especially after World

War II, training programs have become widespread among

organizations, involving more and more employees and also expanding

in content. In the 1910s, only a few large companies such as

Westinghouse, General Electric, and International Harvester had

factory schools that focused on training technical skills for entry-level

workers. By the 1990s, forty percent of the Fortune 500 firms have had acorporate university or learning center. In recent decades, as the U.S.

companies are confronted with technological changes, domestic social

problems and global economic competition, training programs in


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organizations have received even more attention, touted as almost apanacea for organizational problem. The enormous expansion in thetraining programs over time has now largely been taken for granted.

Previous studies on training have largely focused on the incidence of formal training and the total amount of training offered. This study,

however, draws attention to the enormous expansion in the content of

training with an emphasis on the rise of personal development training

(or popularly known as the "soft skills" training, such as leadership,

teamwork, creativity, conversational skills and time management

training). Personal development training can be defined as training

programs that aim at improving one'scognitive and behavioral skills indealing with one self and others. It is intended to develop one's personal

potential and is not immediately related to the technical aspects of one's

job tasks. "Training programs became more elaborate; they incorporated,

in addition to technical training for workers and human relations

training for supervisors and managers, a widening array ofdevelopmental, personal growth, and self-management courses. Courses

of this nature include office professionalism, time management,

individual contributor programs, entrepreneur, transacting with people,

and applying intelligence in the workplace, career management, and

structured problem solving. Transferring information and knowledge to

employers and equipping employers to translate that information and

knowledge into practice with a view to enhancing organization

effectiveness and productivity, and the quality of the management of

people.

LITERATURE REVIEW:


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In Organization development, the training and development (T & D)

deals with the design and delivery of learning to improve performance

within organizations. After hiring the employees by an organization,

next step is determining the need of training and development for them.

It is obvious that some new employees are notexperiencedto their workso they need special training to perform effectively and efficiently.

Different organizations held different training and development

programs according to their available resources and requirements. On

the other hand, the important aspect of training and development

programs is that it helps to avoid the managerial obsolescence.

Organizational problems either major or minor can be solved our by

these programs. These programs also play an important role managingthe changes in organizational structure caused by mergers, acquisitions,

rapid growth, downsizing and outsourcing.

Training and development programs are also important to cope up with

the changes in technology and with diversity within the organization.

Today because of number of changes in technological fields, these

programs are increasingly emphasizing on converting the organization

to learning organizations and human performance management.

Paul Lewis, William J, said in the articles;Training and development increasing its importanceAs an academic subject, it has a benefit of academicAnd corporate communities as well as those engagedIn public policy formulation and implementation.

The success of the organization depends on the effectiveness of employee

training and development strategies. To maximize productivity you

must first train and develop employees to their full potential.
http://www.blurtit.com/q7450981.htmlhttp://www.blurtit.com/q4668064.htmlhttp://www.blurtit.com/q4668064.htmlhttp://www.blurtit.com/q7450981.html


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Training provides employees with the opportunity to obtain skill and

learn how to apply those skills to their job. Effective training can result

in increased Revenue, improved market penetration and increased

commitment from employees.

The different approaches to training and development need to be

explored. It has come to their attention by their own preferred model

and through experience with large Organizations. The current

traditional training continuously facing the challenges in the selection of

the employees, in maintaining the uncertainty related to the purpose

and in introducing new tactics for the environment of work and by

recognizing this, they advising on all the problems, which reiterates

the requirement for flexible approach. Usually the managers have thechoice to select the best training and development program me for their

staff but they always have to bear in mind that to increase their chances

of achieve the target they must follow the five points highlighted by

Miller and Desmarais (2007). According to Davenport (2006), mentioned

in his recent studies that its easy to implement strategy with the

internet supported software.

Some of the Training theories can be effective immediately on the future

of the skill and developments. The content and the access are theactual factors for the process. It is a representation itself by the Access

on main aspect what is effective to the adopted practice in training

development. As per the recent theories to access the knowledge is

changing from substantial in the traditional to deliver the knowledge for

the virtual forms to use the new meaning of information with electronic

learning use. There is a survey confirmation for using classroom to

deliver the training would drop dramatically, A manager is that what

the other members of the organization wants them to be because it is avery popular trend of development training for the managers in the

training for the management .As we push forward into the 21st century,

organizations are realizing the very real value of having high quality

and focused training available to their employees. A dollar value

return on investment is the reward to any organization willing to make


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the bold move toward provided the kind of high quality training that is

becoming standard to be a cutting edge industry leader. The benefits

organizations are seeking for their employees are organizational

commitment, job satisfaction and low turnover.

The emphasis and value an organization places on how much and the

quality of training it gives its people is the most important factor in

regards to organizational training. If the organization on a whole

doesn't see the potential value of high quality training, then there will be

no value. Once the organization recognizes the potential benefits and the

return on the investment, then the wheels may begin to turn and high

quality results will follow. My organization, Keller Williams Realty

(KWR), is the industry leader and standard for its recognition of highquality, high density and intense focus training for its associates. The

reason KWR has been the fastest growing real estate company for 11

years straight and is currently the 4th largest real estate company in

the world is due to its high quality training that is available for its

newest and most veteran associates (Keller Williams Realty

International, 2007). Our state of the art training is the focus of our

pride and unparallel company culture.

One of the benefits of training is the perceived organizationalcommitment that is a direct result of the amount of money, time and

energy the organization puts back into the employee. Studies have shown

there is a psychological attachment to the organization. In organization

Training is required to cover essential work-related, skills, techniques

and Knowledge and much of this section deal with taking a positive

progressive approach. Training often is considered for new employees

only. This is a mistake because ongoing training for current employees

helps them adjust to rapidly changing job requirements.

Allan Hoving, said about the trouble on training;


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Time, energy and resources are devoted, but many organizationsfind they have trouble making corporate training "stick." Where isthe accountability; dont most firms provide metrics? What aresome of the key strategies that must be employed to help gain theneeded returns? In this podcast interview, Drew Stevens, PhD., aleadership and productivity thought leader who conductscorporate training worldwide, discusses: these things.1-the importance of setting clear goals before you start.

2-the three different types of employees encountered in training

sessions.

3-innovative new approaches for training sessions that leads to

better results.

Training is effective only if it produces desired outcome. When the

organization is implementing a training program me, there should be an

ideal forum on which the evaluation scheme can be build and assessment

of effectiveness of training and development activities can be done. Thearticle elucidates the impact of an effective training program me on thecareer growth and development of employees. The author has also put

forward some suggestions for increasing the effectiveness of the training

that will help the organization to step into a bright future.

Research Hypothesis:


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In our research manager believes that (1) good supervision and (2) goodtraining would increase the production level of workers. For finding outeffect these two factors, we would have to carry out the some question toanswer these two factors. Questions are about the workforce that how

would you supervised or known to the good or bad training programand how you check the performance of your employee after the trainingthat the training program is effective in the performance developmentof your employee, and conclude through the questionnaire that, If thereis a difference in productivity after the training program, it would beattributable to good supervision or good training.

Research methodology

records & report studies direct observation consultation with persons in key positions, and/or with

specific knowledge review of relevant literature questionnaires

Questionnaire on the effectiveness of training and

development

Please take a moment and tell us about your 2010 Training and Development Plan by answering thefollowing questions and returning your thoughts to us. Thank you.

Name: _______________________________

Company/Organization: ______________________________

Mailing Address: ___________________________________________

Telephone: ______________________________

Fax: ________________________________E-mail: ______________________________

Web Address: ____________________________


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1. Please indicate your job level?

a) Associate

b) Senior Associate

c) Manager

d) Team Leader

e) Executive

f) Any Other Plz Mention

2. How long you have been working In that company?

a) Less than a year

b) 1-2 years

c) 3-4 years

d) 5-10 years

e) More than ten years

3. Are training needs regularly assessed at your company?

a) Yes, by Human Resources

b) Yes, by outside consultants

c) Yes, by department heads

d) No, but why ___________________________________________

4. Company sponsored training and development programs include (select ALL that apply)

a) Leadership development courses

b) Tuition reimbursement for college credit courses

c) Adult Education/High School community extension courses

d) High School Equivalency

e) Certification Programs

f) Formal Apprenticeship program


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g) Correspondence courses

h) Seminars/Workshops

5. Which of the following training opportunities do you offer? (Please select ALL that apply)

a) Leadership training

b) Executive training

c) Technical Training

d) Computer training

e) Literacy/Numeracy training

6. Do you have a formal succession-planning program?

a) Yes

b) No

7. Do you conduct or participate in any government subsidized training programs?

a) Yes

b) No

8. Are employees permitted time-off from work to attend training?

a) Yes, with pay

b) Yes, without pay

c) No, only after work hours

d) No, only in special cases

9. Is in-house training provided for employees?

a) No , but why _______________________________________________

b) Yes, with training director

c) Yes, conducted by supervisors and human resources department

d) Yes, conducted by outside professionals


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10. What is the minimum hours per year in which employees must participate in training?

a) No minimum

b) Up to 8 hours

c) 9 to 24 hours

d) 25 to 40 hours

e) Over 40 hours

11. FORMAT of Offerings: INTERESTED IN (Please select ALL that apply)

a) Workshops

b) Classes

c) Briefings

d) Other Format:

e) None (Why, please?):

12. LENGTH of Offerings: INTERESTED IN (Please select ALL that apply)

a) 6 Hr (full-day) in length

b) 3 Hr (half-day) in length

c) 1 Hr (Guaranteed!) Briefings in length

13. TIME of Offerings: INTERESTED IN (Please select ALL that apply)

a) A. M.

b) P.M.

c) A.M. (Breakfast) Briefings

d) Noon (Lunch) Briefings

e) Evening Offerings


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14. Best DAYS for Offerings (Please select ALL that apply)

a) Monday

b) Tuesday

c) Wednesday

d) Thursday

e) Friday

f) Saturday

15. TOPICS THAT WOULD BE OF INTEREST (Please select ALL that apply)

a) Leadership Development

b) Performance Management

c) Selection and Placement

d) Dealing with the Difficult Employee

e) Workplace Communication

f) Problem Solving

g) Workplace Safety Management

h)Violence Prevention

i) Reducing Stress in the Workplace

j) Regulatory Compliance

k) Sexual Harassment

16. Do you recognize any need for further training and development in the following areas?

(Please tick where applicable)

a) Job coaching

b) Delegated tasks

c) Recruitment procedures

d) Presentation assignments


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e) Internal training programs

f) Seminars and other external training programs

17. Do you hire already trained professionals for the most part?

a) Yes

b) No

c) Sometimes

18. Do you jointly fund training in those skill areas which more directly effect

performance?

a) Yes

b) No

c) Sometimes

19. Do you partner with training institutions, companies, in the design and

delivery of training opportunities for your workers?

a) Yes

b) No

c) Sometimes

20. Are employees availing themselves of training opportunities?

a) Yes

b) No

c) Some times

21. Are training and development needs reflected in the organizations budget?

a) Yes

b) No

c) Sometimes

22. Are legal requirements considered in training needs?


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Yes

No

Sometimes

23. Is remedial training in literacy and basic computation skills offered?

a) Yes

b) No

c) Sometimes

24. Is there a reference library of training and development material for employee use?

a) Yes, we have

b) No, we have not

25. Last but not least, how is your plan progressing?

a) RIGHT ON TARGET AND SUCCESSFUL!

b) Could be better but with some success.

Data analysis

Context Analysis. We analysis on the business needs or otherreasons the training is desired. The important questions beinganswered by this analysis are who decided that training should beconducted, why a training program is seen as the recommended


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solution to a business problem, what the history of the organizationhas been with regard to employee training and other managementinterventions.

User Analysis. User analysis tells us about the potential participants and instructors involved in the process. The

important questions being answered by this analysis are who willreceive the training and we analysis that the managers orsupervisor of the organization deal s with the training program foran employee

Content Analysis. Analysis of documents, laws, procedures used onthe job. This analysis answers questions about what knowledge orinformation is used on this job. This information comes from

manuals, documents, or regulations. It is important that thecontent of the training does not conflict or contradict jobrequirements. An experienced worker can assist (as a subjectmatter expert) in determining the appropriate content.

Training Suitability Analysis. Analysis of whether training is thedesired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It isimportant to determine if training will be effective in its usage. By

an appraisal process, we check the effectiveness of the trainingprogram that it enhances the performance of an employee or not.

LIMITATIONS:There are many limitations which can make a training program me ineffective.Following are the major hindrances:


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Management Commitment is Lacking and Uneven :Most companies do not spend money ontraining. Those that do, tend toconcentrate on managers, technicians and professionals. The rank-and- file workers are ignored; workers are required to learn three types of

new skills: (i) the ability to use technology, (ii) the ability to maintain it,and (ill) the ability to diagnose system problems. In an increasinglycompetitive environment, the ability to implement rapid changes inproducts and technologies is often essential for economic viability

Aggregate Spending on Training is Inadequate:Companies spend minuscule proportions oftheir revenues on training.Worse still, budget allocation to training is the first item to be cut whena company faces a financial crunch.

Educational Institutions Award Degrees but Graduates Lack Skills:This is the reason whybusiness must spend vast sums of money to trainworkers in basic skills. Organizations also need to train employees inmultiple skills. Managers, particularly at the middle level, need tobe retrained in team-playing skills, entrepreneurship skills, leadershipskills and customer- orientation skills.

No Help to Workers Displaced because of Downsizing:Organizations are downsizing and de-layering in order to trim theirworkforces. The government should set apart certain fund from theNational Renewal Fund for the purpose of retraining and rehabilitatingdisplaced workers.

Organized Labor can help :Organized Labor can playa positive role in imparting trainingworkers.Major trade unions in our country seem to be busy in attending tomundane issues such bonus, wage revision, settlement of disputes, andthe like. They have little time in imparting training to their members.

Conclusion:Training and development is adopted by organizations to fill the skillgap of employees and proper evaluation based on achieving the requisite


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goals. Training evaluation must be appropriate for the person andsituation. Feedback is essential for not only teachers but for learnersconfidence also, Evaluation will not ensure effective learning unlesstraining is properly designed. Successful evaluation depends upon

whether the means of evaluation were built into the design of thetraining program before it was implemented.

REFERENCES1. Huselid M A. The impact of human resources management practiceson turnover, productitiviy and corporate financial performance.

2. Stone R J. Human Resource Management 2ndEdition, John Wiley & Sons 2002.

3. Anthony Landale (1999). Gower Handbook ofTraining and Development. Gower Publishing,Ltd.

4. Marquardt M J. Building the learningOrganization, McGraw Hill companies Inc 1996.

5. Hamblin A C. Evaluation and Control of Training,McGraw Hill 1974.