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NATURE OF TRAINING AND DEVELOPMENTIn simple terms, training and development refers to the imparting of specific skills, abilitiesand knowledge to an employee. A formal definition of training & development is… it is anyattempt to improve current or future employee performance by increasing an employee’sability to perform through learning, usually by changing the employee’s attitude or increasinghis or her skills and knowledge. The need for training & development is determined by theemployee’s performance deficiency, computed as follows:Training & Development need = Standard performance – Actual performance.We can make a distinction among training, education and development. Such distinctionenables us to acquire a better perspective about the meaning of the terms. Training, as wasstated earlier, refers to the process of imparting specific skills. Education, on the other hand, isconfined to theoretical learning in classrooms.Table 1. Training and Education Differentiated

TrainingEducation

ApplicationTheoretical OrientationJob ExperienceClassroom LearningSpecific TasksGeneral Concepts Narrow / PerspectiveBroad Perspective

Training

refers to the process of imparting specific skills.

Development

refers to the learning opportunitiesdesigned to help employees grow.

Education

is theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. Anemployee, for example, who undergoes training is presumed to have had some formaleducation. Furthermore, no training programme is complete without an element of education.In fact, the distinction between training and education is getting increasingly blurrednowadays. As more and more employees are called upon to exercise judgments and to choosealternative solutions to the job problems, training programmes seek to broaden and developthe individual through education. For instance, employees in well-paid jobs and/or employeesin the service industry may be required to make independent decision regarding there work and their relationship with clients. Hence, organization must consider elements of botheducation and training while planning there training programmes.Development refers to those learning opportunities designed to help employees grow.Development is not primarily skill-oriented. Instead, it provides general knowledge andattitudes which will be helpful to employees in higher positions. Efforts towards developmentoften depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary.

To bring the distinction among training, education and development into sharp focus, it may be stated that “

training is offered to operatives

”, whereas “

developmental programmes aremeant for employees in higher positions”

.

Education however is common to all theemployees

, there grades notwithstanding.

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by addingvalue to its key resource – the people it employs. Training means investing in the people toenable them to perform better and to empower them to make the best use of their naturalabilities. The particular objectives of training are to:

•

Develop the competences of employees and improve their performance;

•

Help people to grow within the organization in order that, as far as possible, its futureneeds for human resource can be met from within;

•

Reduce the learning time for employees starting in new jobs on appointment, transfersor promotion, and ensure that they become fully competent as quickly andeconomically as possible.

INPUTS IN TRAINING AND DEVELOPMENTS

Any training and development programme must contain inputs which enable the participantsto gain skills, learn theoretical concepts and help acquire vision to look into distant future. Inaddition to these, there is a need to impart ethical orientation, emphasize on attitudinal changesand stress upon decision-making and problem-solving abilities.

Skills

Training, as was stated earlier, is imparting skills to employees. A worker needs skills tooperate machines, and use other equipments with least damage or scrap. This is a

basic

skillwithout which the operator will not be able to function. There is also the need for

motor

skills.Motor skills refer to performance of specific physical activities. These skills involve trainingto move various parts of one’s body in response to certain external and internal stimuli.Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball anddriving a car. Motor skills are needed for all employees – from the clerk to the generalmanager. Employees, particularly supervisors and executives, need

interpersonal

skills popular known as the

people

skills. Interpersonal skills are needed to understand one self andothers better, and act accordingly. Examples of interpersonal skills include listening, persuading, and showing an understanding of others’ feelings.

Education

The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgement. That any training and development programme must contain an element of education is well understood by HR specialist. Any such programme has university professorsas resource persons to enlighten participants about theoretical knowledge of the topic proposed

to be discussed. In fact organizations depute or encourage employees to do courses on a parttime basis. Chief Executive Officers (CEO’s) are known to attend refresher courses conducted by business schools. Education is important for managers and executives than for lower-cadreworkers.

Development

Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principlesand techniques, human relations, specific industry analysis and the like is useful for better management of the company.

Ethics

There is need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses.Unethical practices abound in marketing, finance and production function in an organization.They are less see and talked about in the personnel function. If the production, finance andmarketing personnel indulge in unethical practices the fault rests on the HR manager. It ishis/her duty to enlighten all the employees in the organization about the need of ethical behavior.Exhibit # 1White Collar CrimesThe findings of the KPMG’s fraud survey for 1998, confirm the prevalence of white collar crimes in corporate India. The survey has pegged the loss due to delinquencies at Rs.200crores but KPMG feels that it is only the tip of the iceberg. According to the study, 66% of therespondents feel that the frauds will increase.Respondents have cited kickbacks and expenses accounts as the most frequent types of internal frauds, and patent infringements, false representation and secret commissions as themost favored external crimes. Among management frauds, window dressing of balance sheetsis the hot favorite followed by more creative ones like fudging MIS and giving wronginformation.

Attitudinal Changes

Attitudes represent feeling and beliefs of individuals towards others. Attitude affectsmotivation, satisfaction and job commitment. Negative attitudes need to be converted into positive attitudes. Changing negative attitudes is difficult because – 1.Employees refuse to changes2.They have prior commitments3.And information needed to change attitudes may not be sufficient

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