Training and Development is an important
function of Human Resource Management. It improves employee’s skills by making
learn latest techniques of doing work. Training refers towards a planned effort
by a organization to facilitate employees’ learning for job-related skills.
These skills involve knowledge, or behaviors that are critical for successful
job performance. A Training and Development skill describes organizational training
objectives and sets out framework through which the organization will invest in
providing key knowledge and skills needed for organizational capacity building.
The training and development skills contains
all types of learning & development activities implemented according to necessity
of organizational staff efficiency, productivity and competiveness to the
building desired knowledge skills, abilities and attitudes in between
Training and Development activities contain
technical and management development expertise, as well as skills acquired from
on-the-job training and rotation.
4. TRAINING PLANNING & BUDGETING
HR & Training group will identify, assess
and evaluate organizational and employee Training & Development needs from
an annual and organizational wide Training Needs Assessment exercise conducted
in collaboration with departmental heads/managers.
5. TRAINING EXPENDITURES & APPROVALS
The Group Head HR & Training shall approve
training expenditure and nominations. The organizational head & CEO’s
approvals will also be required as applicable under the Operating Expenditure
Policy (OEP). Nominations and expenditures for Key Executives shall be approved
by the President & CEO.
6. ROLES & RESPONSIBILITIES
It is recognized that providing accurate
training and development of employees can best be accomplished via the combined
efforts of employees, supervisors on the job, departmental managers and the HR
& Training department.
Employees at all stages retain an
obligation for their own development and education and it is expected that
employees will advance their own career through appropriate self-education and
self-improvement. Employees are at all times encouraged to discuss their personal
development goals with their supervisors and HR & Training Group.
Managers & Supervisors retain initial
responsibility for the training and development of their staff. They are
expected to identify the individual training needs of their staff and work with
them to prepare and effective plan that deploys on-the-job training, formal
training and educational activities and rotational assignments for a wide base
Department/Group Heads is responsible for the
training and Development of their staff. It is responsible for assuring that
training planning and participation aligned with organizational requirements in
terms of skills enhancement, efficiency, development of competencies, and
increase in productivity and overall continuous improvement in individual
performance and regulatory training.
HR & TRAINING
HR & Training is responsible for the
identification, planning, implementation and evaluation of organizations, staff
training requirements and activities, and for maintaining training and
The annual approved budget will be
communicated by finance to HR & Training group. Payments for training
expenditure will be processed by Finance.
The Administration Department is responsible
for arranging suitable training venues and logistics support.
7. TRAINING METHODS
Many methods for training are
available- every method has several merits and demerits.
Common methods of learning through technology
Basic PC-based programs
Interactive multimedia – using a PC-based
Interactive video – using a computer in
conjunction with a VCR
Web-based training programs
The methods of training with technology are
almost unlimited. A trainer also gets more of the learner’s involvement than in
any other environment and trainees have the benefit of learning at their own
Example: In the trucking industry one can
imagine interactive multimedia training on tractor-trailers followed by a
proficiency test to see how well the employee knows the truck.
right into work from day one can sometimes be the most effective type of
are a few examples of on-the-job training:
manual – a rather boring, but thorough way of gaining knowledge of about a
combination of observation, explanation and practice.Trainers go
through the job description to explain duties and answer questions.Use the
intranet so trainees can post questions concerning their jobs and experts
within the company can answer them.
training gives employees motivation to start the job. Some reports indicate
that people learn more efficiently if they learn hands-on, rather than
listening to an instructor. However, this method might not be for everyone, as
it could be very stressful.
studies provide trainees with a chance to analyze and discuss real workplace
issues. They develop analytical and problem-solving skills, and provide
practical illustrations of principle or theory. They can also build a strong
sense of teamwork as teams struggle together to make sense of a case.
types of issues could be covered – i.e. how to handle a new product launch.
avenues exist to train employees. The key is to match the training method to
the situation. Assess each training method implemented in the organization and
get feedback from trainees to see if they learned anything. Then take the
results from the most popular and most effective methods to design a specific