1. INTRODUCTIONTraining and Development is an importantfunction of Human Resource Management. It improves employee’s skills by makinglearn latest techniques of doing work. Training refers towards a planned effortby a organization to facilitate employees’ learning for job-related skills.These skills involve knowledge, or behaviors that are critical for successfuljob performance. A Training and Development skill describes organizational trainingobjectives and sets out framework through which the organization will invest inproviding key knowledge and skills needed for organizational capacity building. 2.
SCOPEThe training and development skills containsall types of learning & development activities implemented according to necessityof organizational staff efficiency, productivity and competiveness to thebuilding desired knowledge skills, abilities and attitudes in betweenemployees. 3. OBJECTIVETraining and Development activities containtechnical and management development expertise, as well as skills acquired fromon-the-job training and rotation. 4. TRAINING PLANNING & BUDGETING HR & Training group will identify, assessand evaluate organizational and employee Training & Development needs froman annual and organizational wide Training Needs Assessment exercise conductedin collaboration with departmental heads/managers. 5. TRAINING EXPENDITURES & APPROVALSThe Group Head HR & Training shall approvetraining expenditure and nominations. The organizational head & CEO’sapprovals will also be required as applicable under the Operating ExpenditurePolicy (OEP).
Nominations and expenditures for Key Executives shall be approvedby the President & CEO. 6. ROLES & RESPONSIBILITIESIt is recognized that providing accuratetraining and development of employees can best be accomplished via the combinedefforts of employees, supervisors on the job, departmental managers and the HR& Training department.
i. EMPLOYEESEmployees at all stages retain anobligation for their own development and education and it is expected thatemployees will advance their own career through appropriate self-education andself-improvement. Employees are at all times encouraged to discuss their personaldevelopment goals with their supervisors and HR & Training Group. ii. MANAGERS & Supervisors retain initialresponsibility for the training and development of their staff.
They areexpected to identify the individual training needs of their staff and work withthem to prepare and effective plan that deploys on-the-job training, formaltraining and educational activities and rotational assignments for a wide baseof experience. iii. DEPARTMENT/GROUPHEADS Department/Group Heads is responsible for thetraining and Development of their staff.
It is responsible for assuring thattraining planning and participation aligned with organizational requirements interms of skills enhancement, efficiency, development of competencies, andincrease in productivity and overall continuous improvement in individualperformance and regulatory training. iv. HR & TRAINING HR & Training is responsible for theidentification, planning, implementation and evaluation of organizations, stafftraining requirements and activities, and for maintaining training anddevelopment records. v.
FINANCE The annual approved budget will becommunicated by finance to HR & Training group. Payments for trainingexpenditure will be processed by Finance. vi. ADMINISTRATION The Administration Department is responsiblefor arranging suitable training venues and logistics support.
7. TRAINING METHODSMany methods for training areavailable- every method has several merits and demerits. i. TECHNOLOGY-BASEDLEARNINGCommon methods of learning through technologyare:· Basic PC-based programs· Interactive multimedia – using a PC-basedCD-ROM· Interactive video – using a computer inconjunction with a VCR· Web-based training programsThe methods of training with technology arealmost unlimited. A trainer also gets more of the learner’s involvement than inany other environment and trainees have the benefit of learning at their ownpace.Example: In the trucking industry one canimagine interactive multimedia training on tractor-trailers followed by aproficiency test to see how well the employee knows the truck. ii.
ON-THE-JOB TRAININGJumpingright into work from day one can sometimes be the most effective type oftraining.Hereare a few examples of on-the-job training:Read the manual – a rather boring, but thorough way of gaining knowledge of about a task.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.On-the-jobtraining gives employees motivation to start the job. Some reports indicatethat people learn more efficiently if they learn hands-on, rather thanlistening to an instructor.
However, this method might not be for everyone, asit could be very stressful. iii. CASE STUDIESCasestudies provide trainees with a chance to analyze and discuss real workplaceissues. They develop analytical and problem-solving skills, and providepractical illustrations of principle or theory.
They can also build a strongsense of teamwork as teams struggle together to make sense of a case.Alltypes of issues could be covered – i.e.
how to handle a new product launch. CONCLUSIONManyavenues exist to train employees. The key is to match the training method tothe situation. Assess each training method implemented in the organization andget feedback from trainees to see if they learned anything. Then take theresults from the most popular and most effective methods to design a specifictraining program. 8.