Training and Development (T & D) is a planned, continuous effort by management to improve employees’ competency levels and organizational performance.
Contours of Training and Development
Training and Development (T &
D) is a planned, continuous effort by management to improve employees’
competency levels and organizational performance. Training has a short-term
focus as it is designed to provide the learners who are especially in the
managerial cadre with specific concepts, knowledge, skills and techniques
needed for their present jobs. Job related training is offered at various
points in an employee’s tenure with a company, on technical or mechanical facet
of work. Development on the contrary, refers to the attainment of a generic
long-term learning that transcends the present job and applies to a wider life
and social situation. Development refers to learning that is not tied to a
particular role and which implies growth and a better situation. It is often
associated with training outcomes, but it can emerge from any event or
experience from which new knowledge is created and then used to improve
situations.
Training is also referred to as a
process by which any person designated to be a trainer imparts new knowledge,
sharpens and strengthens skills and redefines attitudes. Training involves more
than just teaching people how to use tools or complete assigned tasks. Good
training seeks to make people understand what they feel about themselves, about
their work and their contribution to the well-being of those they serve. The
basic objective of training is to establish match between employees and their
jobs. This is achieved by helping them to bridge gaps between expected and
actual performance levels. Training has to help to prevent obsolescence of
employees by updating their competencies. Thus, a firm is like an educational
institution and continuous learning becomes an integral part of its vivacity.
After the candidates have been
selected and placed in appropriate jobs they usually receive orientation
training to help them learn about the company. This is also known as
‘induction’ and is the first training an employee has to go through in each
organization of his or her employment. However, training in organizations is an
unending process. The training needs of employees get continually assessed
based on their own requests and their superiors’ feedback in the performance
appraisal reports. The top management of an organization would also direct the
training department to prepare the employees to face various organizational
changes.
In the present context, one may
surmise that the individual who feels he is through learning is through in his
job also. Jobs today grow faster than the people in them. Helping people to
keep up with the pace of this growth is the obligation of training. No program
or method would fit all types of needs. Programs and methods should be selected
on the basis of how effectively and efficiently they satisfy personal needs and
accomplish the developmental objectives of managers and the enterprise.
The choice of a method or a mix
of method is a function of a number of considerations such as the nature, size
and capabilities of the target group, the aims of the program, the costs
involved and whether the program is to impart knowledge, skill, techniques or
attitudes. The methods could be sub classified into traditional and modern
methods, on-the-job and off-the-job methods, instructor-based and self-learning
methods, simulated and real situation based methods. Different combination of
methods would fit into each of the above classifications. Based on the stage of
a job during which the training is provided, the program may be classified as preparatory
training, induction training, mid-term training, refresher training,
development centers and re-training. Each method of training has its own
strengths and weaknesses. A judicious combination of the following methods
alone would help to maximize the effectiveness of programs.
Tags : Human Resources Management - Training & Development
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