Tying Training to Business Goals
In this lesson, you’re expected to learn about:
– the importance of training and development in the workplace
– types of training methods
– the concept of succession planning
Training and development are aimed at improving employees’ skills and abilities — they are necessary for both personal and organizational growth.
New employees may need some training and development, depending on their level of experience. Existing employees also need training and development to continually upgrade their skills.
Training refers to teaching staff to perform their job more productively. Development is the process of preparing employees to take on more responsibilities in the future through acquiring better knowledge and skills and gaining more experience in a particular area.
Developing staff often involves training. It is interesting to note that many employees expect their organization to provide them with opportunities to grow and learn and ultimately improve their employability.
A new employee needs the confidence, clarity and skills to do the job he or she has been hired to do. Potential training for new employees includes hard skills, soft skills and onboarding skills, and each skill set is important.
If a new employee has low levels of self-efficacy at the start, training is even more necessary to boost subsequent ability to cope and job performance. Training can show newcomers how to proactively help their own adjustment and therefore encourage successful onboarding.
The aim of training is to seek long-term change in employees’ skills, knowledge, attitudes and behavior in order to improve work performance in the organization.
However, many organizations do not spend enough on staff training. This is unfortunate because training and development benefit both the employee and the employer.
Ongoing training for all employees is becoming critical due to rapid technological change and global competition — so critical that many organizations now promote the concept of a learning organization.
A learning organization is aware of its actions and its environment and tries to improve its understanding of the relationship between the two. All employees are involved in developing knowledge and insights that allow the organization to continually grow and improve.
• On-the-job experience: for example, coaching or job rotation.
• Action learning: learning by experience, solving real workplace problems. For example, IBM uses this form of training.
• Competency-based training: identifies skill strengths and areas where further training is required.
• Training within industry: specifically developing the skills of first-line supervisors.
• Corporate universities: organizations can also form partnerships with academic institutions to develop training.
• Training technologies: computer-based training, multimedia training, web-based training etc.
Effective development programs ensure that staff are retained, and that motivation and commitment are enhanced through promotion opportunities for all employees over the longer term. Training is a big part of developing staff and assisting them to reach their true potential.
In the early stages of an employee’s career, the focus may be on gaining qualifications. As they move from one employment area to another, younger employees focus on experiencing a variety of roles to determine their interests and talents.
Later, developing specialist or managerial competencies may become important as employees move into senior positions.
• Job Rotation — the employee experiences many different aspects of an organization. For example, a manager may move from one section of the business to another, taking with them their management skills and applying them to a different situation. This ensures that the employee is exposed to a variety of situations.
• Mentoring — a mentor acts like a coach, supporting the employee as they learn. The employee is able to gain from the experience and skills of another person in the organization.
• Formal Business Training — this may be done through programs such as an MBA.
This is particularly important for many organizations, because some management roles require specific skills and a detailed knowledge of how the organization operates. It may take years of grooming the right person to ensure that when a senior manager does move on, there is someone to take his or her place.
• Management Development
• Soft Skills Development
• Technical Skills Development
• Personal Effectiveness
• Basic Skill Development
• Time Management
• Effective Leadership
Enlarged version: http://bit.ly/2rl0uag