ASSINGNMENT

ENGINNERING MANAGEMENT AND LAW

SUBMITTED TO: MR TAHIR ISHFAQ

SUBMITTED BY: IBRAHIM KHALID

ROLL NO: 26

NFC INSTITUTE OF ENGINEERING AND FERILIZER RESEARCH

FAISALABAD

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Contents
1 TRAINING: .......................................................................................................................................... 4

2 IDENTIFYING TRAINING NEEDS:.................................................................................................. 4

3 SELECTION OF TRAINEES: ............................................................................................................. 5

4 TRAINING GOALS:............................................................................................................................ 5

5 WHY IT'S NECESSARY TO TRAIN YOUR EMPLOYEES:............................................................ 6

5.1 PRODUCTIVITY:........................................................................................................................ 6

5.2 PERFORMANCE MANAGEMENT: .......................................................................................... 6

5.3 PRODUCT QUALITY: ................................................................................................................ 7

5.4 EMPLOYEE RETENTION:......................................................................................................... 7

5.5 LESS NUMBER OF TRAINED PERSONNEL: I ................................................................ 7

5.6 SUITABILITY OF ENTERPRISE NEEDS:................................................................................ 7

5.7 NEW TECHNOLOGY DEVELOPMENTS: ............................................................................... 8

6 CHARACTERISTICS OF A GOOD TRAINING PROGRAMME FOR WORKERS IN AN

ENTERPRISE ARE:..................................................................................................................................... 8

7 WHAT SHOULD YOU DO FIRST? ................................................................................................... 9

8 TRAINING METHODS :..................................................................................................................... 9

8.1 TRAINING METHODS FOR OPERATIVES:.......................................................................... 10

8.1.1 VESTIBULE TRAINING: ................................................................................................. 10

8.1.2 APPRENTICESHIP TRAINING: ...................................................................................... 10

8.1.3 INTERNSHIP TRAINING:................................................................................................ 10

8.2 TRAINING METHODS FOR MANAGERS:............................................................................ 10

8.2.1 OBSERVATION ASSIGNMENT:..................................................................................... 11

8.2.2 POSITION ROTATION:.................................................................................................... 11

8.2.3 SERVING ON COMMITTEES:......................................................................................... 11

8.2.4 ASSIGNMENT OF SPECIAL PROJECTS: ...................................................................... 11

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 8.2.5 CONFERENCE AND SEMINARS:................................................................................... 11

8.2.6 CASE STUDY:................................................................................................................... 11

8.2.7 INCIDENT METHOD:....................................................................................................... 12

8.2.8 ROLE PLAYING:............................................................................................................... 12

8.2.9 LABORATORY TRAINING (OR SENSITIVITY TRAINING) (T GROUP TRAINING):

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9 TRAINERS:........................................................................................................................................ 12

10 TRAINING ADMINISTRATION:................................................................................................. 13

11 EVALUATION OF TRAINING: ................................................................................................... 14

12 SOME KEYS FOR IMPLEMENTING YOUR TRAINING PROGRAM:.................................... 14

13 BENEFITS TO EMPLOYEE AND EMPLOYER OF EDUCATION PROGRAMS:............. 15

14 REFERENCES: .............................................................................................................................. 17

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 EMPLOYEE TRAINNG

1 TRAINING:
The term training refers to the acquisition of knowledge, skills, and competencies as a result of
the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It
forms the core of apprenticeships and provides the backbone of content at institutes of technology (also
known as technical colleges or polytechnics). In addition to the basic training required for a trade,
occupation or profession, observers of the labor-market[who?] recognize today the need to continue training
beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People
within many professions and occupations may refer to this sort of training as professional development.

2 IDENTIFYING TRAINING NEEDS:

Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This analysis
will provide answers to the following questions:

 Where is training needed?

 What specifically must an employee learn in order to be more productive?
 Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and
the abilities of your employees to do these tasks. This analysis will provide some benchmarks
against which the effectiveness of a training program can be evaluated. Your firm should know
where it wants to be in five years from its long-range strategic plan. What you need is a training
program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the

training efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a

companywide training effort without concentrating resources where they are needed most. An
internal audit will help point out areas that may benefit from training. Also, a skills inventory can
help determine the skills possessed by the employees in general. This inventory will help the
organization determine what skills are available now and what skills are needed for future
development.

Also, in today's market-driven economy, you would be remiss not to ask your customers
what they like about your business and what areas they think should be improved. In summary,
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the analysis should focus on the total organization and should tell you (1) where training is
needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of the
program. Analyze the characteristics of the job based on its description, the written narrative of
what the employee actually does. Training based on job descriptions should go into detail about
how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a
better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or

performance to the organization's performance standards or anticipated needs. Any discrepancies
between actual and anticipated skill levels identifies a training need.

3 SELECTION OF TRAINEES:
Once you have decided what training is necessary and where it is needed, the next
decision is who should be trained? For a small business, this question is crucial. Training an
employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it
is important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the
material and to use it effectively, and to make the most efficient use of resources possible. It is
also important that employees be motivated by the training experience. Employee failure in the
program is not only damaging to the employee but a waste of money as well. Selecting the right
trainees is important to the success of the program.

4 TRAINING GOALS:
The goals of the training program should relate directly to the needs determined by the
assessment process outlined above. Course objectives should clearly state what behavior or skill
will be changed as a result of the training and should relate to the mission and strategic plan of
the company. Goals should include milestones to help take the employee from where he or she is
today to where the firm wants him or her in the future. Setting goals helps to evaluate the
training program and also to motivate employees. Allowing employees to participate in setting
goals increases the probability of success.

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5 WHY IT'S NECESSARY TO TRAIN YOUR
EMPLOYEES:
Teachers teach and do the world good
kings just rule and most are never understood”
- KRS 1, My Philosophy

“Most managers seem to feel that training employees is a job that should be left to others.
I, on the other hand, strongly believe that the manager should do it himself.”
- Andy Grove, High Output Management

Almost everyone who builds a technology company knows that people are the most
important asset. Properly run start-ups place a great deal of emphasis on recruiting and the
interview process in order to build their talent base. Unfortunately, often the investment in
people stops there. There are four core reasons why it shouldn’t:

5.1 PRODUCTIVITY:
Often I see startups keep careful statistics of how many candidates they’ve screened, how
many have made it to the full interview process and how many people they’ve hired. All of these
statistics are interesting, but the most important statistic is missing: how many fully productive
employees have they added? By failing to measure progress towards the actual goal, they lose
sight of the value of training. If they measured productivity, they might be horrified to find that
all those investments in recruiting, hiring, and integration were going to waste. Even if they were
made aware of low productivity among new employees, most CEOs think that they don’t have
time to invest in training. Andy Grove does the math and shows that the opposite is true:

Training is, quite simply, one of the highest-leverage activities a manger can perform.
Consider for a moment the possibility of your putting on a series of four lectures for members of
your department. Let’s count on three hours preparation for each hour of course time—twelve
hours of work in total. Say that you have ten students in your class. Next year they will work a
total of about twenty thousand hours for your organization. If your training efforts result in a 1
percent improvement in you subordinates’ performance, you company will gain the equivalent of
two hundred hours of work as the result of the expenditure of your twelve hours.

5.2 PERFORMANCE MANAGEMENT:

When people interview managers, they often like to ask: have you fired anyone? Or how
many people have you fired? Or how would you go about firing someone? These are all fine
questions, but often the right question is the one that isn’t asked: When you fired the person, how
did you know with certainty that the employee both understood the expectations of the job and
were missing them? The best answer is that the manager clearly set expectations when she

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trained the employee for the job. If you don’t train your people, you establish no basis for
performance management. As a result, performance management in your company will be
sloppy and inconsistent.

5.3 PRODUCT QUALITY:

Often founders start companies with visions of elegant, beautiful product architectures
that will solve so many of the nasty issues that they were forced to deal with in their previous
jobs. Then, as their company becomes successful, they find that their beautiful product
architecture has turned into a Frankenstein. How does this happen? As success drives the need to
hire new engineers at a rapid rate, companies neglect to train the new engineers properly. As the
engineers are assigned tasks, they figure out how to complete them as best they can. Often this
means replicating existing facilities in the architecture, which lead to inconsistencies in the user
experience, performance problems, and a general mess. And you thought training was expensive.

5.4 EMPLOYEE RETENTION:

During a time of particularly high attrition at Netscape, I decided to read all of the exit
interviews for the entire company to better understand why people quit hi-tech companies. After
putting economics, aside, I found that there were two primary reasons why people quit:

1. They hated their manager – generally the employees were appalled by the lack of
guidance, career development and feedback they were receiving.
2. They weren’t learning anything – the company wasn’t investing in the employees.

5.5 LESS NUMBER OF TRAINED PERSONNEL:

It is impossible to find trained and technically skilled professionals for all the vacancies
in the concern. This forces the managements to recruit persons who have little knowledge
or no knowledge about the profile of the current job. So it is necessary for the enterprise to
choose quality persons and give them training for that particular position

5.6 SUITABILITY OF ENTERPRISE NEEDS:

Even when a worker is assigned to a new job he or she has to be given training which
would be helpful for him to adapt to new working environments. The worker would feel
comfortable in the new job to which he was assigned. Therefore he can utilize his thoughts in a
right way and can complete his work within the time limit.

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5.7 NEW TECHNOLOGY DEVELOPMENTS:
Due to rapid growth in new technologies it is necessary for the personnel to know these
new improvements in business fields. In the absence of proper training facilities in latest
methods the workers of that enterprise will face stiff challenges from other competitors in the
business field and high pressures from higher-level authorities within the enterprise.

Training is also referred as aid to employee development. The purpose of training is to

ensure that the workers are properly taught the new methods of doing the jobs assigned to them
.The scope training depends upon what types of employees are trained. What factors that decide
for the progress of employee in the enterprise, his/her high degree intelligence in his work it can
be measured on his performances in Schools College or university. Secondly he/she should have
capability to learn new technology and apply what he has learnt during his training period.
Through training the employee should be enabled to gain mastery in their applications and
efficiency. The third factor is he/she should be given a chance to practice his abilities and skills
so that his skills

6 CHARACTERISTICS OF A GOOD TRAINING

PROGRAMME FOR WORKERS IN AN
ENTERPRISE ARE:
A sound training programme should focus on individual differences among the capability
of the workers. It should take into account that personnel’s who get trained in the enterprise
would differ in ability, learning capacity, interests and other characteristics.

The nature of training programme should depend on the requirements of the job for what
it is intended. For this, a clear analysis report of the job should be prepared before giving
training.

For effective motivation of the trainees suitable incentives should be given, so they take
up the programme seriously and it may prove worth for the enterprise.

All the higher officials in the concern should take active part during the training
programme, so they can guide the trainees about what is expected from them to the enterprise.

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For this what all the essential things they have to do which would be helpful for them for their
development in the concern.

In a good training programme trainers should be given training. They should undergo a
special training, which would be helpful in transferring the required knowledge to the trainees.
Moreover both the theory knowledge and practical knowledge of the job should go in hand in
hand.

7 WHAT SHOULD YOU DO FIRST?

The best place to start is with the topic that is most relevant to your employees: the knowledge
and skill that they need to do their job. I call this functional training. Functional training can be
as simple as training a new employee on your expectations for them (see Good Product
Manager/Bad Product Manager) and as complex as a multi-week engineering boot camp to bring
new recruits completely up-to-speed on all of the historical architectural nuances of your
product. The training courses should be tailored to the specific job. If you attempt the more
complex-style course, be sure to enlist the best experts on the team as well as the manager. As a
happy side effect, this type of effort will do more to build a powerful, positive company culture
than 100 culture-building strategic offsite meetings.

The other essential component of a company’s training program is management training.

Management training is the best place to start setting expectations for your management team.
Do you expect them to hold regular 1:1s with their employees? Do you expect them to give
performance feedback? Do you expect them to train their people? Do you expect them to agree
upon objectives with their team? If you do, then you’d better tell them, because the management
state-of-the-art in technology companies is extremely poor. Once you’ve set expectations, the
next set of management courses has already been defined; they are the courses that teach your
managers how to do the things you expect.

Other interesting topics — Once you have management training and functional training in place, there are
other opportunities as well. One of the great things about building a tech company are the amazing people
that you can hire. Take your best people and encourage them to share their most developed skills.
Training in such topics as negotiating, interviewing, finance, etc. will enhance your company’s
competency in those areas as well as improving employee morale. Teaching can also become a badge of
honor for employees who achieve an elite level of competence

8 TRAINING METHODS :
All training methods can be grouped into two categories :-

a] Training methods for operatives and

b] Training methods for managers
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8.1 TRAINING METHODS FOR OPERATIVES:
Under these methods the new employee is assigned to a specific job at a machine or workshop or
laboratory. He is instructed by an experienced employee or by a special supervisor who explains to him
the method of handling tools, operating the machines etc.

8.1.1 VESTIBULE TRAINING:

This method involves the creation of a separate training centre within the plant itself for the
purpose of providing training to the new employees. An experienced instructor is put in-charge of this
training. Machines and tools are also managed in the training centre, so as to create working conditions
similar to those in the workshop.

Advantage: No interference with regular production.

Disadvantage: Costly, adds nothing to productions during training period.

8.1.2 APPRENTICESHIP TRAINING:

This method of training is meant to give the trainee sufficient knowledge and skill in those trades
and crafts in which a long period of training is required for gaining complete proficiency.
Generally, the trainees work as apprentices under the direct supervision of experts for long periods of say,
two to seven years. This programme consists of providing actual work experience in the actual job as well
as imparting theoretical knowledge through class room lectures which may be arranged either in the plant
or in the institution attached to the concern. This method of training enables the trainees to become all-
round craftsmen. But this method is very expensive and also there is no guarantee that a trained worker
will continue to work in the same concern after the training is completed.

8.1.3 INTERNSHIP TRAINING:

This method of training is generally provided to the skilled and technical personnel. The object of
this type of training is to bring about a balance between theoretical and practical knowledge, under this
method, students from a technical institution possessing only theoretical knowledge are sent to some
business enterprise to gain practical work experience. Simultaneously, the employees of business
enterprises are sent to technical institutions to gain the latest theoretical knowledge on a subject.
Ex. B.E. (Prod.) - 6 months in plant training
B.E. (Mech.)- 2 days in a week during final year

8.2 TRAINING METHODS FOR MANAGERS:

Executive talent is the most important asset which a company can posses. Although, it does not
appear on the company's balance sheet, but it produces more important effects on the company's progress,
its profit and the price of its stock than any other asset in its possession.

The following are the various training methods for managers.

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8.2.1 OBSERVATION ASSIGNMENT:
Under this method, the newly recruited executive called "understudy" is made an
assistant to the current job holder. He learns by experience, observation and imitation. If
decisions are discussed with him, he is informed on the policies and theories involved.

8.2.2 POSITION ROTATION:

Under this method, the trainee executive is rotated among different managerial jobs. This
not only broaden and enriches his experience as a manager but also enables him to understand
inter departmental relations and the need for co-ordination and co-operation among various
departments.

8.2.3 SERVING ON COMMITTEES:

Another important method of training on an executive is to make him serve on a
committee. While serving on a committee, the executive comes to learn not only the various
organizational problems, views of senior and experienced members, but also learns how a
manger should adjust himself to the overall needs of the enterprise.

8.2.4 ASSIGNMENT OF SPECIAL PROJECTS:

Sometimes, as a method of training some special project is assigned to a trainee
executive. for example, he may be ask to develop a system of cost allocation in the production of
certain goods for which an order has been received by the company. While working on such
project, the trainee not only acquires knowledge about them, but also learns how to work with
and relate to other people holding different views.

8.2.5 CONFERENCE AND SEMINARS:

Often an executive is deputed to attend a conference, seminar or workshop to receive a
quick orientation in various areas of Management with which he might be unfamiliar. One
advantage of this type of training is that all the participants coming from different organizations
get an opportunity to pool their ideas and experience in attempting to solve mutual problems.
The attitude is one of joint exploration. This encourages cross fertilization of ideas.

8.2.6 CASE STUDY:

A case is a written account seeking to describe an actual situation. A good case is the
vehicle by which a chunk of realty is brought into the class room to be discussed over by the
class and the instructor. Discussion on a case requires a capable instructor, who can evoke and

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guide intelligent discussion analysis, so that meaningful learning experiences occur. There is no
"right" answer or simple explanation in the comprehensive case. The advantages of this method
are more depth of thinking, more perception in a situation, greater respect for and consideration
for the opinion of others.

8.2.7 INCIDENT METHOD:

This method was developed at M.I.T. by Paul and Pigors, as an outgrowth of
dissatisfaction felt with the case method. In the usual case method the entire problem is presented
to the students, whereas in the incident method only a brief incident is presented to provoke
discussion in the class. The group then puts questions to the instructor to draw out of him the
salient facts and additional information, needed to arrive at a reasonable solution or resolution of
the case. This method draws the participants into discussion with greater emotional involvement.
A unique advantage of this method over the case method is the procedure of obtaining
information by questions, one that often must take place in actual business situations.

8.2.8 ROLE PLAYING:

In this method, the instructor assigns parts taken from case materials to group members.
The situation is usually one involving conflict between people. The role players attempt to act
the parts as they would behave in a real life situation, working without a script or memorized
lines and improvising as they play the parts. The development of empathy and sensitivity is one
of the primary objectives of role playing.

8.2.9 LABORATORY TRAINING (OR SENSITIVITY

TRAINING) (T GROUP TRAINING):
This type of training is designed to increase the managers understanding of himself and
of his own impact on others. The training takes the form of a group discussion, and through a
leader trained in the technique is present, the group may decide on the subject of discussion or
suggest changes in procedure. In the course of discussion, conflict, hostility, stress and
frustration may be purposely generated for they later on become motivations for growth as well
as food for learning. The laboratory training aims at achieving behavioural, effectiveness in
transactions with ones environment.

9 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.

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 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.

10 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.

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 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.

11 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.

12 SOME KEYS FOR IMPLEMENTING YOUR

TRAINING PROGRAM:
Now that we understand the value of the training and what to train on, how do we get our
organization to do what we want? The first thing to recognize is that no start-up has time to do
optional things. Therefore, training must be mandatory. The first two types of training
(functional and management) can be easily enforced as follows:

 Enforce functional training by withholding new employee requisitions – As Andy Grove

writes, there are only two ways for a manager to improve the output of an employee:
motivation and training. Therefore, training should be the most basic requirement for all
managers in your organization. An effective way to enforce this requirement is by
withholding new employee requisitions from managers until they’ve developed a training
program for the TBH.

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  Enforce management training by teaching it yourself – Managing the company is the
CEO’s job. While you won’t have time to teach all of the management courses yourself,
you should teach the course on management expectations, because they are, after all, your
expectations. Make it an honor by selecting the best managers on your team to teach the
other courses. And make that mandatory too.

Ironically, the biggest inhibitor to putting a training program in place is the perception
that it will take too much time. Keep in mind, that there is no investment that you can make that
will do more to improve productivity in your company. Therefore, being too busy to train is the
moral equivalent of being too hungry to eat. Furthermore, it’s not that hard to create basic
training courses. I include Good Product Manager/Bad Product Manager to illustrate.

13BENEFITS TO EMPLOYEE AND EMPLOYER

OF EDUCATION PROGRAMS:
If you are a business owner you are probably aware of the importance of an education
program for your employees. Training your employees in your particular business field of course
has benefits for your business but also benefits your employees and making your employees feel
a valued part of your business can only improve your success. You want your employees to
grasp the full concept of your product or service and if training them in those matters is required
then you must do this if you want your business to succeed. Employees who don’t understand
fully the services or products you provide can not give your business the best chance at profits so
train them up.

Education programs do not necessarily all have to out sourced. You can have employees
that are proficient in specific areas of your business arrange teaching opportunities for those
employees that are not currently 100% up with any particular fields within your business.

Orientation as an education program have great benefits for employees and business
owners as you introduce your employees not only to your business but you can often ascertain a
level of understanding of each employee and from there make a plan to improve their
knowledge. These orientation programs offer your new employees a general overview of your
business and in some cases should be offered to existing employees so they get the full benefit of
complete business understanding as well.

Knowledgeable employees can save you time and energy as you don’t spend all of your
time doing the work for them. When they comprehend your business fully especially in specific
expertise areas, you should find that you are freed up to concentrate on other matters such as
improving your overall profits. In turn these knowledge improved employees then have further
skills and abilities to pass on to other employees and benefits continue for the business.

In some cases external training will be required in that they, your employees, are required
as part of the rules and regulations of your business to obtain external certifications. In many
cases these external education programs require renewal whether it is annually or bi-annually etc.
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You can retain your employees using this kind of training as you can offer this training up as part
of your business costs but obtain confirmation from your employees that should they not remain
with the company for a certain period they will in turn be required to return a portion of course
costs proportionate to the time previously agreed.

All companies want to be bigger and therefore look to employ the best people they can
for the relevant positions they have. However do not loose sight of the employee education
programs you may be able to offer to improve the skills of your current employees. An employee
who has been with you for a long period should be considered for further training where a
position may become available as you have the benefit that these employees know how your
business operates and they may well be up to the task.

You will be giving your existing employees improved skill sets for your business and for
the employee themselves. Your employee has an added skill on their resume and this can be a
draw back if they are not happy with other aspects of your business, however in most cases you
will find that employees value education programs put in place by employers. Generally your
employees will feel appreciated and in turn appreciate your business. You are also promoting
good will with when agreeing to meet costs of further education and the benefits are two ways
not just directed at the business and this is how you must offer up any employee education
programs.
If you do not currently have an employee education program in place then perhaps you
should be considering this for the future growth of your business. Remember your employees are
gaining benefit from this training as well and in turn generally feel appreciation for the ability to
further their fields of expertise.

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14 REFERENCES:
http://www.bizmove.com/personnel/m4d.htm
http://www.management-hub.com/hr-training.html
http://www.businessinsider.com/why-its-crucial-to-train-your-employees-2010-5
www.wikianswer.com
www.wikipedia.com

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