Effect Of Training And Development In An Employee

COURSE

Human Resource Management Teacher Name : Sir Ghulam Muhammad

GROUP MEMBERS REGISTRATION IDS

ABSTRACT SUMMARY:

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Effect Of Training And Development In An Employee

In a general sense, training may be considered to be a means of upgrading an individuals skills through a program me of instruction. Indeed, training of one form or another plays an important role in an individuals development. It may be related to formal education (from nursery school through to university or college), to Continuous Professional Development(CPD) after completion of formal education, to informal associations (play groups, Scouts, Guides, Youth Groups, sports associations) or to personal interest groups (hobbies and pastimes), and so on., In organization Training is required to cover essential workrelated, skills, techniques and Knowledge and much of this section deal with taking a positive progressive approach. Training often is considered for new employees only. This is a mistake because ongoing training for current employees The helps success them of adjust the to rapidly changing on job the requirements. organization depends

effectiveness of employee training and development strategies. To maximize productivity you must first train and develop employees to their full potential. Training provides employees with the opportunity to obtain skill and learn how to apply those skills to their job. Effective training can result in increased Revenue, improved market penetration and increased commitment from employees. Training is to be a planned effort by a company to facilitate employees learning of job-related competencies. The goal of training is for employees to master knowledge, skill, and behaviors emphasized in training programs, and apply them to their day-to-day activities.

KEY WORDS:
Panacea, cognitive, widening, elucidates, requisite

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Effect Of Training And Development In An Employee INTRODUCTION:

Training is the process of altering Employee behavior and attitudes In a way that increase the profit Of goal attainment.

Since the beginning of the twentieth century and especially after World War in II, training In the programs 1910s, only have a and become large widespread companies among such as had organizations, involving more and more employees and also expanding content. few Westinghouse, General Electric, International Harvester

factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In recent decades, as the U.S. companies are confronted with technological changes, domestic social problems and global economic competition, training programs in

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organizations have received even more attention, touted as almost a panacea for organizational problem. The enormous expansion in the training programs over time has now largely been taken for granted. Previous studies on training have largely focused on the incidence of formal training and the total amount of training offered. This study, however, draws attention to the enormous expansion in the content of training with an emphasis on the rise of personal development training (or popularly known as the "soft skills" training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potential and is not immediately related to the technical aspects of one's job tasks. "Training programs became more elaborate; they incorporated, in addition to technical training for workers and human relations training of this for supervisors include and office managers, a widening time array of developmental, personal growth, and self-management courses. Courses nature professionalism, management, individual contributor programs, entrepreneur, transacting with people, and applying intelligence in the workplace, career management, and structured problem solving. Transferring information and knowledge to employers and equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of the management of people.

LITERATURE REVIEW:
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In Organization development, the training and development (T & D) deals with the design and delivery of learning to improve performance within organizations. After hiring the employees by an organization, next step is determining the need of training and development for them. It is obvious that some new employees are not experienced to their work so they need special training to perform effectively and efficiently. Different organizations held different training and development

programs according to their available resources and requirements. On the other hand, the important aspect of training and development programs is that it helps to avoid the managerial obsolescence. Organizational problems either major or minor can be solved our by these programs. These programs also play an important role managing the changes in organizational structure caused by mergers, acquisitions, rapid growth, downsizing and outsourcing. Training and development programs are also important to cope up with the changes in technology and with diversity within the organization. Today because of number of changes in technological fields, these programs are increasingly emphasizing on converting the organization to learning organizations and human performance management.

Paul Lewis, William J, said in the articles; Training and development increasing its importance As an academic subject, it has a benefit of academic And corporate communities as well as those engaged In public policy formulation and implementation. The success of the organization depends on the effectiveness of employee training and development strategies. To maximize productivity you must first train and develop employees to their full potential.

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Training provides employees with the opportunity to obtain skill and learn how to apply those skills to their job. Effective training can result in increased Revenue, improved market penetration and increased commitment from employees. The different approaches to training and development need to be explored. It has come to their attention by their own preferred model and through experience with large Organizations. The current traditional training continuously facing the challenges in the selection of the employees, in maintaining the uncertainty related to the purpose and in introducing new tactics for the environment of work and by recognizing this, they advising on all the problems, which reiterates the requirement for flexible approach. Usually the managers have the choice to select the best training and development program me for their staff but they always have to bear in mind that to increase their chances of achieve the target they must follow the five points highlighted by Miller and Desmarais (2007). According to Davenport (2006), mentioned in his recent studies that its easy to implement strategy with the internet supported software. Some of the Training theories can be effective immediately on the future of the skill and developments. The content and the access are the actual factors for the process. It is a representation itself by the Access on main aspect what is effective to the adopted practice in training development. As per the recent theories to access the knowledge is changing from substantial in the traditional to deliver the knowledge for the virtual forms to use the new meaning of information with electronic learning use. There is a survey confirmation for using classroom to deliver the training would drop dramatically, A manager is that what the other members of the organization wants them to be because it is a very popular trend of development training for the managers in the training for the management .As we push forward into the 21st century, organizations are realizing the very real value of having high quality and focused training available to their employees. A dollar value return on investment is the reward to any organization willing to make

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the bold move toward provided the kind of high quality training that is becoming standard to be a cutting edge industry leader. The benefits organizations are seeking for their employees are organizational commitment, job satisfaction and low turnover. The emphasis and value an organization places on how much and the quality of training it gives its people is the most important factor in regards to organizational training. If the organization on a whole doesn't see the potential value of high quality training, then there will be no value. Once the organization recognizes the potential benefits and the return on the investment, then the wheels may begin to turn and high quality results will follow. My organization, Keller Williams Realty (KWR), is the industry leader and standard for its recognition of high quality, high density and intense focus training for its associates. The reason KWR has been the fastest growing real estate company for 11 years straight and is currently the 4th largest real estate company in the world is due to its high quality training that is available for its newest and most veteran associates (Keller Williams Realty International, 2007). Our state of the art training is the focus of our pride and unparallel company culture. One of the benefits of training is the perceived organizational

commitment that is a direct result of the amount of money, time and energy the organization puts back into the employee. Studies have shown there is a psychological attachment to the organization. In organization Training is required to cover essential work-related, skills, techniques and Knowledge and much of this section deal with taking a positive progressive approach. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.

Allan Hoving, said about the trouble on training;

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Time, energy and resources are devoted, but many organizations find they have trouble making corporate training "stick." Where is the accountability; dont most firms provide metrics? What are some of the key strategies that must be employed to help gain the needed returns? In this podcast interview, Drew Stevens, PhD., a leadership and productivity thought leader who conducts corporate training worldwide, discusses: these things. 1-the importance of setting clear goals before you start. 2-the three different types of employees encountered in training sessions. 3-innovative new approaches for training sessions that leads to better results.

Training is effective only if it produces desired outcome. When the organization is implementing a training program me, there should be an ideal forum on which the evaluation scheme can be build and assessment of effectiveness of training and development activities can be done. The article elucidates the impact of an effective training program me on the career growth and development of employees. The author has also put forward some suggestions for increasing the effectiveness of the training that will help the organization to step into a bright future.

Research Hypothesis:
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In our research manager believes that (1) good supervision and (2) good training would increase the production level of workers. For finding out effect these two factors, we would have to carry out the some question to answer these two factors. Questions are about the workforce that how would you supervised or known to the good or bad training program and how you check the performance of your employee after the training that the training program is effective in the performance development of your employee, and conclude through the questionnaire that, If there is a difference in productivity after the training program, it would be attributable to good supervision or good training.

Research methodology

records & report studies direct observation consultation with persons in key positions, and/or with specific knowledge review of relevant literature questionnaires

Questionnaire on the effectiveness of training and development

Please take a moment and tell us about your 2010 Training and Development Plan by answering the following questions and returning your thoughts to us. Thank you. Name: _______________________________ Company/Organization: ______________________________ Mailing Address: ___________________________________________ Telephone: ______________________________ Fax: ________________________________ E-mail: ______________________________ Web Address: ____________________________

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1. Please indicate your job level? a) Associate b) Senior Associate c) Manager d) Team Leader e) Executive f) Any Other Plz Mention 2. How long you have been working In that company? a) Less than a year b) 1-2 years c) 3-4 years d) 5-10 years e) More than ten years

3. Are training needs regularly assessed at your company? a) Yes, by Human Resources b) Yes, by outside consultants c) Yes, by department heads d) No, but why ___________________________________________

4. Company sponsored training and development programs include (select ALL that apply) a) Leadership development courses b) Tuition reimbursement for college credit courses c) Adult Education/High School community extension courses d) High School Equivalency e) Certification Programs f) Formal Apprenticeship program

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g) Correspondence courses h) Seminars/Workshops

5. Which of the following training opportunities do you offer? (Please select ALL that apply) a) Leadership training b) Executive training c) Technical Training d) Computer training e) Literacy/Numeracy training

6. Do you have a formal succession-planning program? a) Yes b) No

7. Do you conduct or participate in any government subsidized training programs? a) Yes b) No

8. Are employees permitted time-off from work to attend training? a) Yes, with pay b) Yes, without pay c) No, only after work hours d) No, only in special cases

9. Is in-house training provided for employees? a) No , but why _______________________________________________ b) Yes, with training director c) Yes, conducted by supervisors and human resources department d) Yes, conducted by outside professionals

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10. What is the minimum hours per year in which employees must participate in training? a) No minimum b) Up to 8 hours c) 9 to 24 hours d) 25 to 40 hours e) Over 40 hours

11. FORMAT of Offerings: INTERESTED IN (Please select ALL that apply) a) Workshops b) Classes c) Briefings d) Other Format: e) None (Why, please?):

12. LENGTH of Offerings: INTERESTED IN (Please select ALL that apply) a) 6 Hr (full-day) in length b) 3 Hr (half-day) in length c) 1 Hr (Guaranteed!) Briefings in length

13. TIME of Offerings: INTERESTED IN (Please select ALL that apply) a) A. M. b) P.M. c) A.M. (Breakfast) Briefings d) Noon (Lunch) Briefings e) Evening Offerings

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14. Best DAYS for Offerings (Please select ALL that apply) a) Monday b) Tuesday c) Wednesday d) Thursday e) Friday f) Saturday

15. TOPICS THAT WOULD BE OF INTEREST (Please select ALL that apply) a) Leadership Development b) Performance Management c) Selection and Placement d) Dealing with the Difficult Employee e) Workplace Communication f) Problem Solving g) Workplace Safety Management h)Violence Prevention i) Reducing Stress in the Workplace j) Regulatory Compliance k) Sexual Harassment

16. Do you recognize any need for further training and development in the following areas? (Please tick where applicable) a) Job coaching b) Delegated tasks c) Recruitment procedures d) Presentation assignments

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e) Internal training programs f) Seminars and other external training programs

17. Do you hire already trained professionals for the most part? a) Yes b) No c) Sometimes

18. Do you jointly fund training in those skill areas which more directly effect performance? a) Yes b) No c) Sometimes 19. Do you partner with training institutions, companies, in the design and delivery of training opportunities for your workers? a) Yes b) No c) Sometimes

20. Are employees availing themselves of training opportunities? a) Yes b) No c) Some times

21. Are training and development needs reflected in the organizations budget? a) Yes b) No c) Sometimes

22. Are legal requirements considered in training needs?

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Yes No Sometimes

23. Is remedial training in literacy and basic computation skills offered? a) Yes b) No c) Sometimes

24. Is there a reference library of training and development material for employee use?
a) Yes, we have b) No, we have not

25. Last but not least, how is your plan progressing? a) RIGHT ON TARGET AND SUCCESSFUL! b) Could be better but with some success.

Data analysis
Context Analysis. We analysis on the business needs or other
reasons the training is desired. The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended

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solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.

User

User analysis tells us about the potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and we analysis that the managers or supervisor of the organization deal s with the training program for an employee

Analysis.

Content Analysis. Analysis of documents, laws, procedures used on

the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.

Training Suitability Analysis. Analysis of whether training is the

desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage. By an appraisal process, we check the effectiveness of the training program that it enhances the performance of an employee or not.

LIMITATIONS:
There are many limitations which can make a training program me ineffective. Following are the major hindrances:

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Management Commitment is Lacking and Uneven:
Most companies do not spend money on training. Those that do, tend to concentrate on managers, technicians and professionals. The rank-andfile workers are ignored; workers are required to learn three types of new skills: (i) the ability to use technology, (ii) the ability to maintain it, and (ill) the ability to diagnose system problems. In an increasingly competitive environment, the ability to implement rapid changes in products and technologies is often essential for economic viability

Aggregate Spending on Training is Inadequate:

Companies spend minuscule proportions of their revenues on training. Worse still, budget allocation to training is the first item to be cut when a company faces a financial crunch.

Educational Institutions Award Degrees but Graduates Lack Skills:

This is the reason why business must spend vast sums of money to train workers in basic skills. Organizations also need to train employees in multiple skills. Managers, particularly at the middle level, need to be retrained in team-playing skills, entrepreneurship skills, leadership skills and customer- orientation skills.

No Help to Workers Displaced because of Downsizing:

Organizations are downsizing and de- layering in order to trim their workforces. The government should set apart certain fund from the National Renewal Fund for the purpose of retraining and rehabilitating displaced workers.

Organized Labor can help:

Organized Labor can playa positive role in imparting training workers. Major trade unions in our country seem to be busy in attending to mundane issues such bonus, wage revision, settlement of disputes, and the like. They have little time in imparting training to their members.

Conclusion:
Training and development is adopted by organizations to fill the skill gap of employees and proper evaluation based on achieving the requisite

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goals. Training evaluation must be appropriate for the person and situation. Feedback is essential for not only teachers but for learners confidence also, Evaluation will not ensure effective learning unless training is properly designed. Successful evaluation depends upon whether the means of evaluation were built into the design of the training program before it was implemented.

REFERENCES
1. Huselid M A. The impact of human resources management practices on turnover, productitiviy and corporate financial performance. 2. Stone R J. Human Resource Management 2nd Edition, John Wiley & Sons 2002. 3. Anthony Landale (1999). Gower Handbook of Training and Development. Gower Publishing, Ltd. 4. Marquardt M J. Building the learning Organization, McGraw Hill companies Inc 1996. 5. Hamblin A C. Evaluation and Control of Training, McGraw Hill 1974.

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