Human Resource Development.

A well organized development program helps employees gain similar skills and knowledge, thus bringing them all to a higher uniform level. This simply means that the whole workforce is reliable, so the company or organization doesn’t have to rely only on specific employees. II. Improvement in workers performance A properly trained employee becomes more Informed about procedures for various tasks. The worker confidence Is also boosted by training and development. This confidence comes from the fact that the employee is fully aware of his,’her roles and responsibilities.

It helps the worker carry out the duties in better way and even find ewe ideas to incorporate in the daily execution of duty. Ill. Consistency in duty performance A well organized training and development program gives the workers constant knowledge and experience. Consistency Is very vital when It comes to an organizations or company’s procedures and policies. This mostly Includes administrative procedures and ethics during execution of duty. IV. Ensuring worker satisfaction Training and development makes the employee also feel satisfied with the role they play in the company or organization.

This is driven by the great ability they gain to execute their duties. They feel they belong to the company or the organization that they work for and the only way to reward It Is Glenn the best services they can. V. Increased productivity Through training and development the employee acquires all the knowledge and skills needed in their day to day tasks. Workers can perform at a faster rate and with efficiency thus increasing overall productivity of the company. They also gain new tactics of overcoming challenges when they face them. VI.

Improved quality of services and products Employees gain standard methods to use In their tasks. They are also able to maintain uniformity in the output they give. This results with a company that gives satisfying services or goods. VII. Reduced cost Training and development results with optimal utilization of resources in a company or organization. There is no wastage of resources, which may cause extra expenses. Accidents are also reduced during working. All the machines and resources are used economically, reducing expenditure. WI. Reduction In supervision more confident .

They will become self reliant and require only little guidance as they perform their tasks. The supervisor can depend on the employee’s decision to give laity output. This relieves supervisors the burden of constantly having to give directives on what should be done. Training Needs Analysis: The process of identifying training needs in an organization for the purpose of improving employee job performance. Training Needs Analysis A Guide for Supervisors and/or Managers. * Step 1. Analyses the Job * Step 2. Analyses the person’s current skills and knowledge * Step 3.

Decide on the skills/knowledge gaps * Step 4. Identify training solutions * Step 5. Evaluate performance after training * Further information on Training Needs Analysis As a supervisor or manager you are responsible for the effective functioning of your work area and this includes the effectiveness of your staff. You may have a change in overall function of your area or a new staff member may have Joined the team. In either case it may be obvious that your staff may not have all the skills or knowledge required to perform their tasks at an optimal level.

This process will help you identify these missing skills, knowledge or abilities as well as determine ways to acquire them. It is best completed in partnership with your staff member. Step 1 . Analyses the Job Discuss with the staff member the existing resources that describe the Job such as the current position description, the Position Classification Descriptors, the outcome of the most recent Performance Review & Development discussion, position description templates and also position descriptions of recently advertised positions.

All these resources will provide information about key responsibilities of the position and indicators of the skills, knowledge and abilities required to competently perform the Job. Identify phrases which specify key skills, processes or areas of knowledge. Also consider whether the Job has changed from when the position description was made as this may result in new key responsibilities / outcomes being considered. Examples: 1 . Develop budgets to ensure there are adequate resources available for the section 2.

Use the internal telephone system to ensure that calls and messages are efficiently and effectively handled 3. Provide leadership to the team by setting priorities and communicating information to allow effective work participation 4. Follow the organizations occupation health and safety guidelines to minimize risk ND maximize safety 5. Provide feedback to unsuccessful applicants Step 2. Analyses the person’s current skills and knowledge Together with the staff member, identify the skills and knowledge the person currently has. This information can be sourced in three main ways: 1 .

From your own observations – what have you noticed them doing well. What key responsibilities information obtained from the individual such as formal qualifications, training courses completed and tasks performed in previous positions. 3. From data available from the Human Resource information system. Examples: . Can report on budget activity including surpluses and shortfalls but cannot prepare annual budgets at the start of the financial year. 2. Manages the phone system well except when transferring caller to an answering service/mobile phone connection. . Can set priorities but information is not passed down in a timely manner with some staff constantly omitted. 4. Has not had any manual handling training. 5. Is not consistent with the information provided when giving feedback to unsuccessful applicants. 6. Has poor communication skills when responding to patrons. Step 3. Decide on the skills/knowledge gaps By the time Step 2 is completed a ‘list’ of areas where some training would be required to improve the effectiveness of your staff member may already have started to formulate.

You need to decide whether there is a gap in the staff member’s skills or knowledge or whether some revision is required to ‘bring them up to scratch’. It is also recommended that you ask the staff member which areas they consider need addressing. This way you identify tasks that you may have missed or refine tasks so that the training can be more effective. If there are several items that need addressing, they need to be priorities so that a working plan can begin to be formulated.