Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development. [1] Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. Employee Development” was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as “partners” or “associates” to be comfortable with. “Human Resource Development” was rejected by academics, who objected to the idea that people were “resources” &m dash; an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon “Learning and Development”, although that was itself not free from problems, “learning” being an overgeneral and ambiguous name.
Moreover, the field is still widely known by the other names. [1] Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: * Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. * Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The “stakeholders” in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners.
The Term Paper on Potential Effects Of Five Different Life Factors On The Development Of An Individual
Genetics affect who you will grow to be in many ways. Deoxyribonucleic acid (DNA) is the language of life that is within every living thing, genetic instructions that form what we will become. There is still much of the language that scientists don’t understand, but after extensive research scientists have found that certain gene codes actually relate to increased chances of developing a cancer or ...
Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. [4] The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses.
And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, “Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid. ” Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won’t compensate for a sour relationship with a superior, peer, or customer. Training guide is oriented chiefly around what’s good for people, rather than chiefly what’s profitable for organizations.
The reason for this is that in terms of learning, training and development, what’s good for people is good for the organizations in which they work. What’s good for people’s development is good for organizational performance, quality, customer satisfaction, effective management and control, and therefore profits too. This is central to a fairly balanced Psychological Contract in employment organizations. Profit is an outcome of managing and developing people well. People and their development enable profit. Enable people and you enable profit.
The Term Paper on Training and Development 2
... therefore is concerned with the human resources function (training) whilst HRD deals with the development of the entire organisation (development). Human resource development (HRD) is a ‘soft’ ... related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Effective HRM ...
Organizations which approach training and development from this standpoint inevitably foster people who perform well and progress, and, importantly, stay around for long enough to become great at what they do, and to help others become so. Training is a very commonly used word, so it features heavily on this page, but learning is in many ways a better way to think of the subject, because learning ‘belongs’ to the learner, whereas training traditionally ‘belongs’ to the trainer or the organization. Training should be about whole person development – not just transferring kills, the traditional interpretation of training at work. Whatever your role and responsibility, you might not immediately be able to put great new emphasis on ‘whole person development’. Being realistic, corporate attitudes and expectations about what ‘training’ is and does cannot be changed overnight, and most organisations still see ‘training’ as being limited to work skills, classrooms and powerpoint presentations. However, when you start to imagine and think and talk about progressive attitudes to developing people – beyond traditional skills training – for example: * ‘enabling learning’ ‘facilitating meaningful personal development’ * ‘helping people to identify and achieve their own personal potential’ OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE The primary objective of my study at Impetus InfoTech (India) Pvt. Ltd is to study the process of training and development. SECONDARY OBJECTIVE * My secondary objective is to apply my learning in the area of Human Resources so that I gain significant practical and Understand the nature and importance of training and development and identify the various inputs that should go into any programme.
Delineate the different stages in a training and development programme and describe each step. * Understand the need for and the ways of training for international assignments. SCOPE OF THE STUDY This research provides me with an opportunity to explore in the field of Human Resources. This research also provides the feedback of people involved in the Training and development process. Apart from that it would provide me a great deal of exposure to interact with the high profile managers of the company. Managing people: it’s an art, not a science Human Resource issues need constant attention
The Term Paper on Training and Professional Development
... Training and Staff Development Inservice training is a process of staff development for the purpose of improving the performance ... and the organization. This kind of training supplements whatever preservice training the new personnel ... about all phases and steps of the training process. In the broadest ... development is the act of acquiring information and resources that enables one to plan a program ...
Human resource management is directly related to the overall performance of the organization. And performance is the underlying basis of much organizational and human resource (HR) programs and initiatives. Total quality management, benchmarking, re-engineering and the move to self-managing teams, are all concerned with performance. In human resources management, training, performance management (including performance appraisal and salary administration), recruitment and selection, and employee relations’ activities are all concerned with performance. Each makes an important contribution.
Often these initiatives are regarded as separate programs. Often, when they are, they fail. If organizations lose sight of the basic goal of performance improvement, if they treat these or other programs as the ends rather than the means, then they are doomed to difficult times, if not outright failure. All activities need to be regarded as complementary rather than separate, with the underlying principles and vision clearly established. The first step to a sound organization is to keep all programs and initiatives aligned to a framework of increased performance.
This ensures that each activity complements the others occurring at the same time. The relationship between internal and external factors is also important. Within the performance framework, the second step is to achieve the best outcome from each activity. Improvements and achievements can be made in all areas, even the traditional ones such as training: The sources of training need provide a diversity and complexity of training requirements. To be at best practice level, you should be managing and coordinating the training necessary to satisfy, in priority order, all of the needs shown.
All personnel involved in training should be skilled and effective. All the training should dovetail into your performance improvement efforts. The training effort is at an optimum level when every area is addressed. Training is an important foundation of success. High quality candidates should be attracted to your positions. The person and position requirements / competencies, including the appropriate balance, should be clearly established. A variety of selection methods appropriate to the situation should be used. Selection decisions should be free of bias and discrimination.
The Essay on A proposal for a training program for international peace-keeping organizations
The peace keeping program explores the training needs and practices of four distinct groups involved in peace operations- US government agencies, the military, international civilian police, and non governmental organizations- that are expected to respond, separately or collaborate, to emergencies in affected areas around the world (Schoenhaus, 2002 p 9). The United States government has been said ...
These are just some of the benchmarks to be considered. The processes used need to reflect the latest thinking. The staff involved need to have, and more importantly practice, high-level recruitment/ selection skills. TRAINING Training is concerned with imparting and developing specific skills for a particular purpose. Training is the act of increasing the skills of an employee for doing a particular job. Training is the process of learning a sequence of programmed behavior. In earlier practice, training programme focused more on preparation for improved performance in particular job.
Most of the trainees used to be from operative levels like mechanics, machines operators and other kinds of skilled workers. When the problems of supervision increased, the steps were taken to train supervisors for better supervision. Training is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere. If you have ever thought about developing a training program within your organization consider the following four basic training steps.
You will find that all four of these steps are mutually necessary for any training program to be effective and efficient. STEP 1: ESTABLISHING A NEEDS ANALYSIS. This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover. The objective in establishing a needs analysis is to find out the answers to the following questions: “Why” is training needed? – “What” type of training is needed? – “When” is the training needed? – “Where” is the training needed? – “Who” needs the training? and “Who” will conduct the training? – “How” will the training be performed? By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee’s performance in accordance with the company’s standards. The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance.
The Term Paper on Training Development For Smc
All employees shall have the right of access to training and development support provided by SMC. No category of employee shall be treated less favorably and denied access to training and development support purely with regard the terms of their contract of employment or any act, or deliberate failure to act, of the employer. Both sides recognize and value the contribution of training and ...
Establishing a needs analysis is, and should always be the first step of the training process. STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS. This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training.
STEP 3: DELIVER THE TRAINING PROGRAM. This step is responsible for the instruction and delivery of the training program. Once you have designated your trainers, the training technique must be decided. One-on-one training, on-the-job training, group training, seminars, and workshops are the most popular methods. Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have: – A desire to teach the subject being taught. – A working knowledge of the subject being taught. An ability to motivate participants to “want” to learn. – A good sense of humor. – A dynamic appearance and good posture. – A strong passion for their topic. – A strong compassion towards their participants. – Appropriate audio/visual equipment to enhance the training session. For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, the use of various training methods, good communication skills, and trainee participation. STEP 4: EVALUATE THE TRAINING PROGRAM.
The Term Paper on Training Development Education Within The Management Process
a) Distinguish between the concepts of training, development and education. b) "Training is a management process intended to ensure that control is ... certain skills, characteristics and capacity (skills) that the future post will demand. As the selection of the people for training is ... goals of the organisation and the requirements of the job" (Lardy & Trumbo, 1976, p. 222). And according ...
This step will determine how effective and profitable your training program has been. Methods for evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and profits. The reason for an evaluation system is simple. The evaluation of training programs are without a doubt the most important step in the training process. It is this step that will indicate the effectiveness of both the training as well as the trainer. There are several obvious benefits for evaluating a training program.
First, evaluations will provide feedback on the trainer’s performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization. The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. Consider this information the next time you need to evaluate your training program.
You will be amazed with the results. The need for training your employees has never been greater. As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realties of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization. To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management.
It is a team effort and must implemented by all members of the organization to be fully successful. DEVELOPMENT management development is all those activities and programme when recognized and controlled have substantial influence in changing the capacity of the individual to perform his assignment better and in going so all likely to increase his potential for future assignments. Thus, management development is a combination of various training programme, though some kind of training is necessary, it is the overall development of the competency of managerial personal in the light of the present equirement as well as the future requirement.
Development an activity designed to improve the performance of existing managers and to provide for a planned growth of managers to meet future organizational requirements is management development. Management development is based on following on assumptions. 1. Management development is a continuous process. It is not one shot programme but continues though out the career of a manager. 2. Management development is any kind of learning, is based on the assumption that there, always existing a gap between an individual’s performance and his potential for the performance. . Management development seldom takes place in completely peaceful and relaxed atmosphere. 4. Management development requires clear setting of goals. 5. Management development required conducive environment. Training process ideas and outline process Here is a relatively simple overview of typical reference models, processes and tools found in the effective planning and delivery of organizational training. 1. Assess and agree training needs| 2. Create training or development specification| 3. Consider learning styles and personality| 4. Plan training and evaluation| 5.
Design materials, methods and deliver training| Conduct some sort of training needs analysis. Another method example of assessing and prioritising training is DIF Analysis. This commonly happens in the appraisal process. Involve the people in identifying and agreeingrelevant aligned training. Consider organizational values and aspects ofintegrity and ethics, andspirituality, love and compassion at work as well as skills. Look also at your recruitment processes – there is no point training people if they are not the right people to begin with. Why people leave also helps identify development needs. Having identified what you want to train and develop in people, you must break down the training or learning requirement into manageable elements. Attach standards or measures or parameters to each element. The 360 degree process and template and the simpletraining planner (also in pdf format) are useful tools. Revisit the ‘skill-sets’ and training needs analysis tools- they can help organize and training elements assessment on a large scale. | People’s learning stylesgreatly affect what type of training they will find easiest and most effective. Look also at personality types.
Remember you are dealing with people, not objects. People have feelings as well as skills and knowledge. The Erikson model is wonderful for understanding more about this. So is the Johari Windowmodel. Consider the team and the group. Adair’s theory helps. So does the Tuckman model. | Consider evaluation training effectiveness, which includes before-and-after measurements. The Kirkpatrick modelespecially helps you to structure training design. Consider Bloom’s theorytoo, so that you can understand what sort of development you are actually addressing. Consider team activities and exercises.
See the self-study program design tips below – the internet offers more opportunities than ever. | Consider modern innovative methods – see theBusinessballs Communityfor lots of providers and ideas. Presentation is an important aspect to delivery. See also running meetingsand workshops. Good writing techniqueshelp with the design of materials. So do the principles of advertising – it’s all about meaningful communication. There is a useful training providers selection templateon the sales training page, which can be adapted for all sorts of providers and services. |
There are many different training and development methods. On-the-job training, informal training, classroom training, internal training courses, external training courses, on-the-job coaching, life-coaching, mentoring, training assignments and tasks, skills training, product training, technical training, behavioural development training, role-playing and role-play games and exercises, attitudinal training and development, accredited training and learning, distance learning – all part of the training menu, available to use and apply according to individual training needs and organisational training needs.
Training is also available far beyond and outside the classroom. More importantly, training – or learning, to look at it from the trainee’s view – is anything offering learning and developmental experience. Training and learning development includes aspects such as: ethics and morality; attitude and behaviour; leadership and determination, as well as skills and knowledge. Development isn’t restricted to training – it’s anything that helps a person to grow, in ability, skills, confidence, tolerance, commitment, initiative, inter-personal skills, understanding, self-control, motivation.
If you consider the attributes of really effective people, be they leaders, managers, operators, technicians; any role at all, the important qualities which make good performers special are likely to be attitudinal. Skills and knowledge, and the processes available to people, are no great advantage. What makes people effective and valuable to any organization is their attitude. Attitude includes qualities that require different training and learning methods. Attitude stems from a person’s mind-set, belief system, emotional maturity, self-confidence, and experience.
These are the greatest training and development challenges faced, and there are better ways of achieving this sort of change and development than putting people in a classroom, or indeed by delivering most sorts of conventional business or skills training, which people see as a chore. This is why training and learning must extend far beyond conventional classroom training courses. Be creative, innovative, and open-minded, and you will discover learning in virtually every new experience, whether for yourself, your team, or your organization.
If you want to make a difference, think about what really helps people to change. All supervisors and managers should enable and provide training and development for their people – training develops people, it improves performance, raises morale; training and developing people increases the health and effectiveness of the organization, and the productivity of the business. The leader’s ethics and behaviour set the standard for their people’s, which determines how productively they use their skills and knowledge. Training is nothing without the motivation to apply it effectively.
A strong capability to plan and manage skills training, the acquisition of knowledge, and the development of motivation and attitude, largely determines how well people perform in their jobs. Training – and also enabling learning and personal development – is essential for the organisation. It helps improve quality, customer satisfaction, productivity, morale, management succession, business development and profitability. As regards conventional work-related training planning, and training itself, these are step-by-step processes.
Having said this, we do need to start with the essentials, for example induction training for new starters. Induction Training is especially important for new starters. Good induction training ensures new starters are retained, and then settled in quickly and happily to a productive role. Induction training is more than skills training. It’s about the basics that seasoned employees all take for granted: what the shifts are; where the notice-board is; what’s the routine for holidays, sickness; where’s the canteen; what’s the dress code; where the toilets are.
New employees also need to understand the organisation’s mission, goals and philosophy; personnel practices, health and safety rules, and of course the job they’re required to do, with clear methods, timescales and expectations. Managers must ensure induction training is properly planned – an induction training plan must be issued to each new employee, so they and everyone else involved can see what’s happening and that everything is included.
You must prepare and provide a suitable induction plan for each new starter. These induction training principles are necessarily focused on the essential skills and knowledge for a new starter to settle in and to begin to do their job. However there is great advantage in beginning to address personal development needs, wishes, opportunities, particular strengths, abilities, talent, etc. , during or very soon after the induction process. The sooner the better.
An organisation needs to assess its people’s skills training needs – by a variety of methods – and then structure the way that the training and development is to be delivered, and managers and supervisors play a key role in helping this process. People’s personal strengths and capabilities – and aims and desires and special talents (current and dormant) – also need to be assessed, so as to understand, and help the person understand, that the opportunities for their development and achievement in the organisation are not limited by the job role, or the skill-set that the organisation inevitably defines for the person.
As early as possible, let people know that their job role does not define their potential as a person within or outside the organisation, and, subject to organisational policy, look to develop each person in a meaningful relevant way that they will enjoy and seek, as an individual, beyond the job role, and beyond work requirements. If possible ‘top-up’ this sort of development through the provision of mentoring and facilitative coaching (drawing out – not putting in), which is very effective in producing excellent people.
Mentoring and proper coaching should be used alongside formal structured training anyway, but this type of support can also greatly assist ‘whole-person development’, especially where the mentor or coach is seen as a role-model for the person’s own particular aspirations. It’s important that as a manager you understand yourself well before you coach, or train or mentor others: Are your own your own skills adequate? Do you need help or training in any important areas necessary to train, coach, mentor others? What is your own style?
How do you you communicate? How do you approach tasks? What are your motives? These all affect the way you see and perform see the training, coaching or mentoring role, and the way that you see and relate to the person that your are coaching, or training, or mentoring. Your aim is to help the other person learn and develop – not to create another version of yourself. When you understand yourself, you understand how you will be perceived, how best to communicate, and how best to help others grow and learn and develop.
Training Need Identification for a company Introduction Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome. In order to emphasize the importance of training need identification we can focus on the following areas: – To pinpoint if training will make a difference in productivity and the bottom line.
To decide what specific training each employee needs and what will improve his or her job performance. To differentiate between the need for training and organizational issues and bring about a match between individual aspirations and organizational goals. Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity as people’s learning is important to them, and the reputation of the organization is also at stake.
Identification of training needs is important from both the organisational point of view as well as from an individual’s point of view. From an organisation’s point of view it is important because an organisation has objectives that it wants to achieve for the benefit of all stakeholdersormembers,includingowners,employees,customers,suppliers,and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximising opportunities for development.
Therefore people must know what they need to learn in order to achieve organisational goals. Similarly if seen from an individual’s point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, to meet people’s aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning pportunities. Training Process Needs Assessment a) Organization Support b) Organizational Analysis c) Tasks and KSA Analysis d) Person Analysis Instructional Objectives Development of Criteria Training Validity Selection and Design of Instructional Programs Transfer Validity Training Interorganizational Validity Use of Evaluation Models Interorganizational Validity Training Process Development Process Competitive Environment Stage-1 Organizational Strategy Stage-2 Organizational Objective Competency Mapping Identifying Competency gapes Career Planning
Training Needs Assessment Annual Training Plan Stage-3 Conduct of Training Internal Training Programmes External Training Programmes Customised Training Programmes Review of Training Activities PROCESS OF DEVELOPMENT Training Methods There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the “who,” “what” and “why” of your training program determine which method to use. On-the-job training is delivered to employees while they perform their regular jobs.
In this way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching. Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training.
Most of these techniques can be used by small businesses although, some may be too costly. Orientations are for new employees. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics: * The company’s history and mission. * The key members in the organization. * The key members in the department, and how the department helps fulfill the mission of the company. * Personnel rules and regulations.
Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment. Lectures present training material verbally and are used when the goal is to present a great deal of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train.
Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may undertrain some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences. Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training.
Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training. Audiovisual methods such as television, videotapes and films are the most effective means of providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it’s played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints.
The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences. Job rotation involves moving an employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about everything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do. Apprenticeships develop employees who can do many different tasks.
They usually involve several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills. Internships and assistantships are usually a combination of classroom and on-the-job training. They are often used to train prospective managers or marketing personnel. Programmed learning, computer-aided instruction and interactive video all have one thing in common: they allow the trainee to learn at his or her own pace.
Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses. Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers.
It can be costly and usually is offered by larger small businesses. Trainers Who actually conducts the training depends on the type of training needed and who will be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house personnel or outside instructors. In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training.
They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors’ training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity. There are several ways to select training personnel for off-the-job training programs.
Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions. There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.
The disadvantage of using outside training specialists is their limited knowledge of the company’s product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training.
Whoever is selected to conduct the training, either outside or in-house trainers, it is important that the company’s goals and values be carefully explained. Training Administration Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include: * Location. * Facilities. * Accessibility. * Comfort. * Equipment. * Timing. Careful attention to these operational details will contribute to the success of the training program.
An effective training program administrator should follow these steps: * Define the organizational objectives. * Determine the needs of the training program. * Define training goals. * Develop training methods. * Decide whom to train. * Decide who should do the training. * Administer the training. * Evaluate the training program. Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line.
Evaluation of Training Training should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late.
Timely evaluation will prevent the training from straying from its goals. Learning & Development In Impetus InfoTech (India) Pvt. Ltd. About the company Impetus Technologies is a Software Product engineering and Software R&D Services provider based in India that creates software products for software and technology companies. Many of these products have been award winning products. [1] Since 16 years, the company has been providing outsourced software product development solutions to its clients across the globe. ————————————————- History
The company was founded in 1991 by Praveen Kankariya in Indore, India. Software was a relatively new industry at that time in India and Impetus was among the first companies in the country that was building software products and offering product design and development services. [2] The first product developed by Impetus was for the Newspaper Industry. The product automated the news acquisition process from various wire services, consequently saving valuable resources like time and manpower for the clients. This product was deployed at more than 200 publication houses across India.
Impetus developed many software products and in 1996, Praveen Kankariya moved to USA to establish Impetus’ operations there. He realized that to be successful, the company’s products needed to be seen and experienced by international markets. The first International account for Software Product engineering Services bagged by Impetus was 3M in the year 1995. Interestingly, 3M is still a client of Impetus. ————————————————- [edit]Business The core focus of the company is on software product development and technology R&D services.
Impetus provides offerings in- * Technology Consulting * Software R & D * Product Architecture & Design * Product testing Impetus has been involved in hundreds of product launches for its global client base since its inception. [3] & has been growing at a phenomenal growth rate and recorded 75% growth in 2006[4] The company works in diverse domains of mobile & wireless, digital media, performance marketing, internet advertising, network security, telecom, finance, healthcare, supply chain management, CRM, collaboration management etc.
The company is also focused on emerging technologies in mobility, Big Data, SaaS, cloud computing, social media, product testing, and performance engineering. Frameworks and Maturity Models- Impetus has created several tools, frameworks, and reusable components that provide a significant head start to development efforts. Some of these include iLeap- a generic keyword driven test automation framework and m-360- a set of frameworks that helps create scalable and cost effective mobile solutions with reduced development time and effort.
