Training and development

Training and Development is a combined role often called Human Resources Development (HARD), meaning the development of “human” resources to remain competitive in the marketplace. Training focuses on doing activities today to evolve employees for their current Jobs and development is preparing employees for future roles and responsibilities. 4 The HER Training is a definite as a part of the HER Development. The HER Training Program has to be clearly linked with other important HER components as HER Strategy, HER Planning and HER Development as the HER team cannot be trained in different skills and competencies from that requested by the HER Strategy.

The HER Training Program cannot exist like a single activity with no direct link to the real Job of Human Resources in the organization. The HER Training Program is he main training and development activity of the HER team apart from other minor tasks. The HER Training helps to connect the real Job of HER staff with the HER Strategy as the output of HER is visible and clearly recognized by the organization. In fact designs of HER Training Program are unique to every company as it has to be tightly connected with the HER Strategy.

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Performance Management is a systematic process where the organization involves its employees in improving organizational effectiveness by focusing them on achieving the organization’s mission and strategic goals. Performance Management improve planning, coaching and reviews. 5 An important aspect of strategic human resource management is employee development. This process begins when a company is recruiting and interviewing prospective employees.

Development gives employees the opportunity to develop skills, knowledge and attitudes that help themselves to achieve personal objectives. 6 In fact the HER development is the least strategic as it is related to the personal Development of the individual member of HER. Through development both employees Ana organizations gain as employees AAA Skills Ana Knowledge Wendell learning organizations gain from more competitive workers. The HER Development is an investment which is to be done in detail focusing on the gains to Human Resources and the organization.

The HER Development has the aim to improve the performance and preparation of the HER staff to the challenges coming in the future. The HER people are to analyses the current situations and identify gaps that are to be improved to ensure better customer satisfaction. The HER Training Program and the HER Development are closely connected as they use the same sources of the information; basically focus on the gaps found. It is of essential important to always connect the developmental activities of the HER with the general HER training program. Human Resource Management is the art of managing Human Workforce in an organization in an optimum manner which is beneficial to the employee as well as the organization in achieving the organizational goal. It is a ‘Hard’ management style. HARM aims at providing an optimal working environment for employees to fully exploit their skills to achieve the company’s intended output. The terms “human resource management” and “human resources” (HER) have mainly replaced the term “personnel management” as a description of the processes involved in managing people in organizations.

Human Resource Development is more organizational oriented and HARD is function more independent with separate roles to play. As human resources management usually applies to big companies, it has sub categories, among which is HARD. HARM therefore is concerned with the human resources function (training) whilst HARD deals with the development of the entire organization (development). Human resource development (HARD) is a ‘soft’ management style and a more proactive part of human resource management.

It copes with the development of employee’s personal skills, his career development, and training, updating him with the latest technology, helping him explores his potential and develops his skills which would prove beneficial to both the employee and the organization in achieving the organization goals. 8 Human Resource Development (HARD) serves people’s needs by developing resources that provide opportunities. 9 HARD aims at developing a finer workforce so that the company and individual employees may achieve their work goals in the customers’ service. 3RD therefore develop personalities rather than personnel.

Ideally companies are to have a balanced mix of HARM and HARD development activities. In a large organization, HARM and HARD functions will be tackled by different people but for employees HARM and HARD may seem to have parallel but separate functions. Ex a new employee is recruited by HARM but trained by an HARD officer. For a large organization to function productively, HARD and HARM must collaborate closely. HARM executives must work close to employees to identify gaps for development which then are to be passed to HARD personnel to be addressed at a strategic level.

Reversely for a strategic development to be done in the workplace the HARD team are o advice HARM people on such advances. This mix will lead to what is called the ‘Learning Organization’; “A Learning Organization is one in which people at all levels, individuals and collectively, are continually increasing their capacity to produce results they really care about. “[Richard Karakas] Training is necessary not only to help new employees get integrated in the organization but also to help existing employees to perform at their best.

Training is the systematic modification of behavior through learning wanly occurs as a result AT coeducation, Instruction, development Ana planning experience. HER Training Program is focused on building the professional HER team. The training objectives have to be linked to corporate objectives, policies and initiatives of the firm. Training is a costly task as it involves the cost of training and the trainees but this will finally lead to more satisfaction among employees and so less rejections.

The training cycle defines Training as a systematic process of intervention to improve current knowledge, abilities and skills of the workforce; this involves 6 stages: 1 . Identify Learning Required (TAN- Training need analyses): This stage includes the raining required to improve current knowledge, abilities and skills of the workforce. This can be completed through personal task and organizational level of analysis. The data can be collected from target participant, management, and even from customers using data gathering methods like surveys, interviews and observation at work.

The TAN results as important input in designing the training program. TAN should be done regularly to ensure that training would respond to the needs of the trainees. 2. Set learning objectives (Policy): This defines the set standards to be achieved by the training program if training is graded successful. 3. Determining Training strategy: In this stage it is of a potential importance to analyses the organization present situation and identify the priority training needed so that the HER staff can set out strategies for meeting those needs. 4.

Design and Plan training: Training programs are to be predetermined. It starts with the identification of the goals and objectives that should be achieved and then determine the topics to be covered and the suitable training methodologies. 5. Implementation (programmed): Once the staff, course, content, equipments, topics are ready, the training is implemented. In this stage one is expected to deliver the programmer; Train, lead and administer. 6. Evaluation: This last stage of the training process requires the Judgment of the accomplishment of the training activity.

The evaluation is concerned with the effectiveness of the training to consider whether the particular training has paid off. According to Kirkpatrick (1998), there are four levels of evaluating training programs. These are the: 1) Reaction: measure feedback of participant’s right after training 2) Learning: determine what the participants learned during the training program 3) Behavioral hang: determine the changes of attitudes of trainees after the training which is usually observed at the workplace and 4) Impact to organization: measure the effect of training on the function and its impact on the entire organization. L Successful organizations know that to conquest in today’s competitive fair they must attract, develop, and hold a talented and fruitful staff. The purpose of designing and implementing a performance management system is to ensure performance happens by design and not by chance. The performance management system is a tool to implement strategy. Performance management is divided in 3: 1 . Objectives of 100 Monolinguals are talent 2. Target for next 12 months are clearly defined 3. And Training and Development need and carrier inspiration.

Successful organizations get their superiority from a performance management system that communicates the organization’s goals and objectives, combine individual and team performance goals with the organization’s strategic objectives and provides on-going response for staff development. 12 Looking into a practical example, Audio has developed a training and development programmer designed for technicians at the many. Technicians are appraised by their managers to discover their personal training and development needs.

They then work with a professional consultant on development training activities as well as attending relevant courses either at the Audio training centre or on external courses. This ensures that Audio employees work according to the organizations objectives and business strategy to achieve the company goals and missions. HARM relates to every aspect of the way in which the organization interacts with its people. The HER Strategy defines the background for all HER activities with the value deed. HARM is also a strategic and comprehensive approach to managing people and the workplace culture and environment.