Professional Documents
Culture Documents
Introduction
Since the beginning of the twentieth century and especially after World War II, training programs have become widespread among organizations in the United States, involving more and more employees and also expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had 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 organizations have received even more attention, touted as almost a panacea for organizational problem. The enormous expansion in the content of training programs over time has now largely been taken for granted. Now people would rarely question the necessity of training in conversational skills. However, back to the 1920s, the idea that organizations should devote resources to training employees in such skills would have been regarded as absurd. Such skills clearly were not part of the exact knowledge and methods that the employee will use on his particular job or the job just ahead of him. Nevertheless, seventy years later, eleven percent of U.S. organizations deem communications skills as the most important on their priority lists of training, and many more regard it as highly
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. It also means that in organizational development, the related field of training and development (T & D) deals with the design and delivery of workplace learning to improve performance.
Core Argument
So, why have organizations increasingly engaged in personal development training? It is because that the rise of the participatory citizenship model of organization over time has driven the expansion of personal development training in organizations. This argument is based on an institutional perspective towards organizations. It is distinct from previous approaches to training in two ways. First, it recognizes that training is not only provided to satisfy functional needs of firms, but is also shaped by the shared understanding about individuals and organizations, which is called "organizational model" in this study and is independent of the functional needs. Second, training decisions are not only affected by the internal conditions of an organization, but are also affected by the dominant ideologies and practices in the organizational field.
Do we expect an automatic, faultless job performance? Does attitude count? Does goodwill count? Do loyalty and dedication count? Does goal-sharing count? Does motivation count?
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Do general knowledge and know-how count? Do people-skills count? Does an inquisitive mind count? Does initiative count? Does a learning attitude count? Does a sense of responsibility count? Do team efforts count? Do good work relations count? Does creative input count? Do we want employees to feel proud of their role and contribution?
How can we expect such qualities and behavior if we consider and treat our personnel as "skills performers"? However, we could achieve the desired results if we address the personal development needs of the employees involved. When we plan for both "training" and "development", we achieve a proper balance between the needs of the company and those of the trainees. The synergy created takes us to new levels, to a continuing trend of company growth. Our consideration of the people involved results in work motivation, goal-sharing, and a sense of partnership. Not only do the employee-trainees perform at the desired levels, but they offer to the company and its customers their hidden individual gifts and talents, and this reflects itself in the quality of service. Customers feel and recognize efficient performance, motivation and team-work. They become loyal customers. We can learn from the case of a small restaurant operator who had become desperate at the negligent attitude of his servers, resulting in customer complaints. He decided to seek professional expertise to help him replace his employees with "motivated, trained" people fresh out of a waiter's training school. Following some probing questions it came to light that, besides hourly pay, he did not offer much to attract and retain loyal and dedicated employees. Through professional consultation, he came to realize that even if he paid higher wages to new "trained" 11
Organization and professional management Information regarding the business and its customers Recognition for their role in the company's success Acknowledgement of their individual capacities and contributions Positive discipline / fairness A say in the way the business is run.
The restaurant operator realized that until then he had treated his employees as "plate carriers" and this is exactly how they had behaved and performed. He was ready to change his mode of operation: he diverted his focus to the needs of his employees, restructured his organisation, planned new operational strategies, a human resources strategy, training and development guidelines, disciplinary rules and regulations. He communicated and shared these in a meeting with his employees and handed out the employee handbook prepared for that purpose. He also reminded them of their responsibilities towards the business, the customers, and themselves (taking charge of their own training, development, and work performance). They were more than pleased when he asked them to express their opinions, make comments and suggestions. He was surprised at the immediate transformation that took place. He began receiving excellent reviews from his customers, the employees worked as a team, their motivation sky-rocketed and he never had to replace them! All this was accomplished by extending the previous concept of training to that of training and people development. Training and Development represents a complete whole that triggers the mind, emotions and employees' best work performance. It is not only business managers and owners who must do this shift in thinking, but Human Resources Directors and Training Managers (whose title should be "Training and Development" Managers). By their actions, they should offer a personal example, coaching and guiding all the people in an organisation to think "beyond training" and invest efforts in people: 12
Contrary to what some managers think, people do not quit a place of work as soon as they have grown personally and professionally through training and development programs - at least they do not do so for a long while. They become loyal to their employer and help him/her grows business-wise, which offers them more opportunities. They chart their own course for career advancement within the broader framework of organizational growth. Do we not call employees our "human resources asset"? Whatever their positions, each expect to be treated as such; when they are, they give more than their physical presence at work.
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In the coming future, the following trends are likely to be seen: Increased use of virtual reality, the internet and multi-media training
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Influencing the legal and policy environment needed for business growth and development Direct services to members
This requires that the staff be trained in the areas of the organization's services and core competencies which may include areas such as:
Industrial relations Human resource management Occupational safety and health Information analysis and research for: Influencing the policy environment Transferring knowledge to members Undertaking wage and other surveys
Training Services This objective of training (i.e. to make its other services more effective) involves mostly the acquisition of knowledge needed for staff to perform their functions. This is an important pre-requisite to staff undertaking the second role of an employers' organization in training, which is to provide training to members (and sometimes to nonmembers) in areas in which they expect services. But unlike in the case of the first objective of
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They will be able to transfer knowledge But not the skills to apply the knowledge to particular situations which arise in enterprises (productivity is increasingly the application of knowledge).
Examples include negotiation, workplace mechanisms to improve workplace relations and human resource management policies and practices such as:
Recruitment, selection, induction Performance appraisal Leadership and motivation Employee retention Wage and salary determination
The main objectives of this second training role (to provide training to members) are:
To provide members with the means to address labour - related problems and issues To instill in enterprise managers the skills needed to improve their management of people Where enterprises have a training department, to train their personnel.
It follows that the staff of employers' organizations are not themselves practitioners in people management. They are trainers of those engaged in managing people and, occasionally of other trainers. Influencing National Policies and Programmes The third role is one to be discharged at the national level, and involves influencing national educational and skills training policies and schemes. This could be affected in a variety of ways: 21
Through representation on the policy boards of national training institutions. Identifying employers' education and skills needs and providing feed back from employers. Employers' organizations could form executive training committees within the organization such as the Education Committee in the Japan Federation of Employers' Associations, the Industrial Education and Training Committee in the Korean Employers' Federation and the Committee on Manpower and Development in the Singapore National Employers' Federation. At the initiative of the New Zealand Employers' Federation the School-Industry Links Development Board was established in 1990 to strengthen the relationship between secondary schools and business. Unique pilot programmes were commenced in 1992 on "Teacher Placement in Industry" and "Management Course for Secondary School Principals".
Influencing
government,
education
and
training
authorities
to
correct
inappropriate policies and to commence preparing for the future education and training needs if HRD policies are to have impact.
Initiating or promoting teacher education programmes to impart to them knowledge about the role of business in society, the environment needed for business development etc.
Promoting closer links between employers and educational and training institutions. Influencing course content e.g. management course contents to include more human relations management subjects, and even basic management in occupational safety and health and environmental management.
Other Roles A fourth role is for an employers' organization to raise awareness among employers of the need for increased investment in the development of human capital as an essential condition for achieving competiveness. A fifth role is in the training of personnel or human resource managers, given the fact that their role still tends to be downgraded relative to other management functions such as
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Assisting trainers in enterprises to develop or improve their in-house training programmes, especially in the areas of the employers' organization's expertise Upgrading the knowledge of company trainers Maintaining a directory of relevant training programmes/courses
Seventh, an employers' organization should be able to influence the provision of training incentives to be offered to employers, through the tax system or training levies. Numerous examples in countries abound which can provide useful ideas to employers' organizations. Eight, an employers' organization could develop training material to be used by enterprises for in-house training.
Understanding Employee Drives and Motivations - The First Step towards Motivation at Work
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However large or small a company or business is, it is employees at all levels that can make or break it. This holds true not only for the people we hire on a regular basis, but also for temporary and contracted workers. It is as important to research and study the needs, drives, and expectations of people we hire or employ, and aim at responding to and satisfying those, as it is with regard to customers. In actual fact, considering the role each "employee" plays in a company's success, analyzing and planning an adequate response to employees' motivations deserves first place in the order of business. Before going any further, let us shift our approach from grouping people under the generic category of "employee" to individual human beings and term them as "hired workers" or "working partners". This is what they are. We must acknowledge them as human beings with individual needs, drives, characteristics, personalities, and acknowledge their contribution to the business success. Though each person has specific needs, drives, aspirations, and capabilities, at varying degrees of intensity, people's basic needs are the same, as illustrated by Abraham Maslow in the following model: Self-
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MASLOW'S HIERARCHY OF NEEDS Maslow explains the Hierarchy of Needs as applied to workers roughly as follows: Physiological Needs Basic physical needs: the ability to acquire food, shelter, clothing and other basics to survive Safety Needs: a safe and non-threatening work environment, job security, safe equipment and installations Social Needs: contact and friendship with fellow-workers, social activities and opportunities Ego: recognition, acknowledgment, rewards Self-Actualization: realizing one's dreams and potential, reaching the heights of one's gifts and talents. It is only when these needs are met that workers are morally, emotionally, and even physically ready to satisfy the needs of the employer and the customers. Worker motivation must also be viewed from two perspectives: 1. Inner drives 2. Outer (external) motivators.
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Family responsibilities and be unable to work shifts, overtime, or weekends Heavy financial responsibilities which he/she can meet only by working at two jobs, leading to exhaustion, "sick leave", and deficient work performance A desperate financial need for additional overtime and weekend remuneration Premature expectations of swift promotions.
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If the company is in a remote location, all employees will have a need for more social activities Many single people look for dates and spouses at work Some women may not be ready to work late shifts unless the employer provides transportation back home Some workers may have a problem with drug or alcohol abuse.
In addition to needs and drives, adult workers have expectations from their employer they expect:
A knowledgeable, experienced, expert employer Clear and fair policies, procedures, and employment practices Business integrity Clear job descriptions Two-way communications Effective management and supervision Positive discipline Good company repute Good customer relations Company survival Opportunities for personal growth Company growth A share in the company's success.
Business owners and managers are under constant scrutiny by the people they hire. Adult workers care beyond the salary - they care to know to whom they entrust their fate, reputation, and security. They consider their work as a major factor that shapes their lives and the lives of those dear to them. Once they feel confident that the employer and their
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Following a reading or lecture on the subject, managers sometimes implement "job enrichment" in a misguided manner, adding unrewarded responsibilities on the shoulders of their supervisors and employees. reverse of the intended effect. An effective training technique which results in motivation is cross-training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train in different departments or within the department itself. With background support, employees can have one day training in the role of department head ("King for the Day"). When a General Manager is away, department heads can take roles replacing him, which is a form of cross-training. 29 This results in a feeling of exploitation and has the
Prevents stagnation Offers a learning and professional development opportunity Rejuvenates all departments Improves understanding of the different departments and the hotel as a whole Leads to better coordination and teamwork Erases differences, enmity and unhealthy competition Increases knowledge, know-how, skills and work performance Improves overall motivation Leads to the sharing of organizational goals and objectives.
Sending people to work in another department at a moment's notice is not what crosstraining is about. This has to be an effective planned process. Employees must "buy" into the idea, be encouraged to give feedback and make suggestions for improvement. They become "partners". Departmental communications meetings can be used to share lessons learned. When employees think "the grass is greener on the other side of the lawn" they soon realize their mistake after exposure to other departments. They return to their job with a better attitude. Cross-training can also be used to "shake up" supervisors or employees who have lapsed into poor performance. Upon being moved to a different position or department, albeit
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Unlike enterprises which can have their staff trained in management and other training institutions, there are no courses and training institutions which are geared to the needs of employers' organizations. This places a heavy responsibility on senior staff to train new recruits and on staff to develop themselves. Therefore organizations often rely on the ILO to conduct training programmes designed to serve the needs of employers' organizations, and to provide staff with study tours to other employers' organizations.
Most organizations do not have skilled trainers i.e. persons who have been trained as trainers. Inadequate training material Inadequate information/knowledge relating to labor-related subjects needed to attract enterprises to the organization's training programmes. The economic viability of having full time training staff. Due to financial constraints, an employers' organization would generally have to keep full time training staff to a minimum. Therefore staff with special skills providing advisory and representation services should be trained as trainers to enable them to undertake some training in their areas of expertise.
Organizational Change
Conventional organizational change, which typically encompasses training and development, and 'motivation', mostly fails. Why? Are the people stupid? Can they not see the need for change? Do they not realise that if the organization cannot make these changes then we will become uncompetitive. We will lose market share. There will be job cuts. We will eventually go out of business. Can they not see it? Actually probably not. Or more precisely, people look at things in a different way.
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It assumes that people's personal aims and wishes and needs are completely aligned with those of the organization, or that there is no need for such alignment, and
It assumes that people want, and can assimilate into their lives, given all their other priorities, the type of development or change that the organization deems appropriate for them.
Instead, organizations, managers, bosses and business owners would do better to think first about exploring ways to align the aims of the business with the needs - total life needs - of their people. Most people who go to work are under no illusion that their main purpose is to do what their manager says, so that the organization can at the end of the year pay outrageously high rewards to greedy directors, and a big fat dividend to the shareholders. The workers work so that other more gifted or fortunate or aggressive people can profit because of our efforts. And god help those if they are running a management buyout company, intent on floating or selling out in the next two-to-five years, making the MBO equity-holders millionaires, and leaving the employees, on whose backs these scandalous gains have been made, up the creek without a paddle, at the mercy of the new owners. How the bloody hell do you expect decent hardworking people to align with those aims?
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Fact two: People can't just drop everything and 'change', or learn new skills, just because boss says so. Even if they want to change and learn new skills, they have a whole range of issues that keep them fully occupied for most of their waking hours. The need for consulting with people is rather a good idea is that it saves boss from his own wrong assumptions. Consulting with people does not mean that organization is in the workers hand they wouldn't want the corporation if they are paid well. So if the company is thinking in this then it is wrong because consulting with people gives boss and them a chance to understand the implications and feasibility of what boss think needs doing. And aside from this, consulting with people, and helping them to see things from both sides generally throws up some very good ideas for doing things better than boss could have dreamt of by himself. It helps boss to see from both sides too.
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Pre-requisites There are certain prerequisites essential to undertaking a training role in relation to members. Training may be affected in three ways
By the employers' organization's own staff By external persons or institutions the employers' organization may contract with to conduct training By a combination of both the above methods, this would usually be the most practical since it is unrealistic to expect employers organizations to develop the level of skills needed in all the areas of training.
Even in courses conducted by the organization trainers or resource persons can be used for selected subjects to enrich the programme. Where training is conducted by the staff of the employers' organization it follows that it must have a comparative advantage in the subject matter of the training. In order to have that advantage the staff should
Have the requisite knowledge in the subject matter Be trained as trainers, although this is not critical in all cases. For instance, conducting courses on the application of the labor laws requires knowledge of the subject matter, and skills in training may not be particularly critical though undoubtedly useful.
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The above mentioned pre-requisites underline the two types of training an employers' organization might undertake. The first is the transference of information and knowledge needed by enterprises to make decisions in labor related areas. This requires the first and third pre-requisites referred to. However, in order to have an impact on enterprises in the management of people, the training needs to go beyond knowledge-transference and demonstrate how to translate the relevant knowledge into practice. This involves not only a sound information and research base and staff with the requisite knowledge, but also staff with training skills. Identifying Areas of Training Specialization Employers' organizations do not usually offer training in all areas of management (e.g. general management, finance, and marketing) because
These are specialized areas requiring knowledge in subjects outside the mandate of an employers' organization Such training is provided by other institutions like business schools and polytechnics which specially cater to these training needs.
However, in some areas training undertaken by employers' organizations and other institutions overlap. An example is negotiation skills on which business education institutions in some countries have highly effective programmes. Another is human resource management. Therefore it is important for employers' organizations to develop an expertise in training in industrial relations (laws, workplace labor relations practices, wages, and negotiation). It is a subject in which it can develop a comparative advantage, especially since in many countries such training is seldom offered by other institutions. Even if other institutions do, they may lack the practical experience employers' organizations develop if they provide direct services to members. An increasingly important target group is the small enterprise sector which, unlike the large scale sector, usually lacks a human resource manager or a training policy and in
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Itself provide the training Act only in a subsidiary capacity by, for instance, collaborating with external institutions or individuals. Provide training material
Some of the areas in which an employers' organization can undertake training are: a. Industrial Relations and Labour Law. This should be a priority as it is the labour relations role which, more than any other, distinguishes an employers' organization from other employer bodies. b. Personnel and Human Resource Management. Training in this area helps to strengthen personal departments and human resource management functions. Since one of the main objectives of HRM is to integrate it with the functions of line managers, HRM training should be made available to all enterprise managers. However, training in this field may require linking up with institutions which are qualified in this regard, as it is difficult to build a comparative advantage without external assistance. c. Negotiation and negotiation skills. This is important not only for the conduct of collective bargaining but also for enterprise managers in their frequent interactions with their employees and other enterprises. d. Safety and health. An employers' organization could develop a limited role, such as interpreting relevant laws and training safety committees in enterprises. 38
Analyzing the organization's strengths and weaknesses in training in the light of the needs assessment surveys and identification of the areas of training.
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Training the staff in training skills Where relevant, studying the management of the training function of employers' organizations which have developed an excellence in training Improving the organization's information/research/knowledge base Developing training courses and materials Where necessary entering into arrangements with outside individuals or institutions to design and/or conduct training programmes Appointing a training manager, or at least a person to plan and coordinate the training Acquisition of the training equipment needed.
As a brief review of terms, training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future.
1) Corporate ethics: This covers the value of good manners, courtesy, consideration, personal dcor and good rapport. It also shows why and how to discourage gossip, controversies, personal work at office, rush jobs etc. 2) Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. Right from the way the receptionist handles a call to how the CEO deals with a customer gives a glimpse of the image of an organization. Such
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undertaken to help employees plan for their lives, career, retirement, redundancy etc. Such training imparts the values of life skills that employees need under different and difficult circumstances. 4) Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks. 5) Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers. 6) Diversity: Diversity training usually includes explanation about how different perspectives and views, and includes techniques to value diversity 7) Staff management and team building: Such training shows the importance and benefits of good management and how everyone can achieve more through teamwork. 8) Stress management: Stress is an individuals response to threats and challenges in the environment. Manifested physiologically and physically, it may occur due to role conflict, role ambiguity, role incompatibility, role overload or role under load. Stress management techniques are covered under this objective. 9) Time management: Time management skills covered here showcase the importance of being specific, delegation and prioritization. They also show how to set measurable, attainable, relevant and time-bound goals. 10) Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace. It also includes interpersonal relationship skills Communication is a two-way exercise and this objective covers the importance of listening, concentrating, showing empathy and selfawareness. 41 people have
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Regardless of the size or type of an industry or business, training can have a measurable impact on performance and the bottom line. Research shows that productivity increases while training takes place. A staff who receives formal training can be 230 per cent more productive than untrained colleagues who are working in the same role. Staying competitive is the key to sustainability. Training your staff, keeping them motivated and up-to-date with industry trends and new technologies is essential to achieving that goal. Staff benefit too, learning new skills and becoming a valued asset in any organization. Training brings direct benefits to business and can be calculated as a return on investment. High labor productivity increases business output and can open a greater share of the market or expand it by improving products, services and reputations. Successful training is focused on supporting your business objectives. Staff retention
Training increases staff retention which is a significant cost saving, as the loss of one competent person can be the equivalent of one year's pay and benefits. In some companies, training programs have reduced staff turnover by 70 per cent and led to a return on investment of 7,000 per cent. Improved quality and productivity
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Accuracy and efficiency Good work safety practices Better customer service.
Most businesses provide on-the-job training, particularly during induction. Ongoing training almost always shows a positive return on investment. The flow-on effect
The benefits of training in one area can flow through to all levels of an organisation. Over time, training will boost the bottom line and reduce costs by decreasing:
Wasted time and materials Maintenance costs of machinery and equipment Workplace accidents, leading to lower insurance premiums Recruitment costs through the internal promotion of skilled staff Absenteeism. Staying competitive
Businesses must continually change their work practices and infrastructure to stay competitive in a global market. Training staff to manage the implementation of new technology, work practices and business strategies can also act as a benchmark for future recruitment and quality assurance practices. As well as impacting on business profit margins, training can improve:
Staff morale and satisfaction 'Soft skills' such as inter-staff communication and leadership Time management Customer satisfaction
There are numerous sources of on-line information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:
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Improved quality Increased productivity Greater flexibility and responsiveness to change Reduced insurance premiums Less wastage Reduced maintenance and repair costs Greater commitment from staff Higher staff retention rate Improved morale.
Perhaps the most important benefit of a healthy training culture is that the skills of your staff are formally recognised and that your employees feel that their contribution to the company is valued.
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"Training has become a been critical business enabler that is being linked to business results" -Sanjeev Duggal
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"Corporate IT training has still not been imbibed as a culture in most organisations. It is need-based rather than a planned activity" -Jitendra Nair Vice-president Karrox Technologies On the other hand, Jitendra Nair, Vice-president, Karrox Technologies, believes that corporate IT training has still not been imbibed as a culture in most organisations. According to him, it is more need-based rather than a planned activity. The intensity in the approach is now changing with good companies dedicating IT training budgets for their IT and end-user staff. In India, corporate training markets are largely active in the re-skilling space. This is the area where participants are trained on newer technologies in order to enhance their productivity. Nasscom figures indicate that the IT corporate training market is expected to touch rs. 600 crore by 2010 from the current rs. 210 crore. Internationally, 80 percent of a training companys revenue comes from corporate training. However, in the Indian market, the revenue figure could be 50 percent from retail training and the rest from the corporate segment. He adds, The prevailing thrust on public domain/retail training is primarily due to the disconnect in our academic approach where the latest technologies are not offered, thus making it necessary for job aspirants to get trained on their own in order to be job-
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"With the increased utilization of IT in all sectors, intensive training has become essential" -Rajeev Katyal Senior Vice-President Enterprise Learning Solutions, NIIT Specialization in training Training in India is imparted at all levelsfrontline, middle or senior managementof the organization, but the emphasis is on the frontline staff and the senior management. Duggal states, The training imparted to the frontline staff is skill-based. But the acute shortage of quality people at the senior levelthe people who actually builds and manage companieshas made investment in training and development an important tool for the management of the organization. Nair is of the view that corporate training is largely happening on the software development, networking and IT security space at different levels. Specialization training is gaining momentum, and hence delivery is task-oriented rather than theory and sciencebased, as was in the past. Rajeev Katyal, Senior Vice-president, Enterprise Learning Solutions, NIIT, believes that with the increased utilization of IT in all sectors, intensive training has become essential. Both the government and private sectors are relying heavily on the training of their employees.
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NIS Sparta
Karrox
Coca-Cola, IBM, Maruti, American Express, Thermax, Mahindra Finance, Accenture, APAC, Pantaloon, Godrej & Boyce Maruti Udyog, Electrolux Kelvinator, Dabur, Valvoline Cummins, Perfetti van Melle India, National Thermal Power Corporation, Gas Authority Of India, Delhi Police, Standard Chartered Bank, Indian Oil, Motorola India, ICICI, Bayer, Mahindra & Mahindra, Blue Star, HP, Onida Godrej Infotech, Times of India, Reliance Infocomm, Reliance Industries, Wipro Infotech, Tata Consultancy Services, Siemens, Union Bank of India, Infosys, Cap Gemini, Global Telesystems, South Eastern Coal Fields, Persistent Technologies, State Bank of India, HCL, Indian Navy.
Varied approaches The approach taken for any training programme depends on the client requirement based on the changing market scenario. It could be specific training enhancing one particular skill or it could be a holistic approach facilitating organizational development taken up to address needs in a competitive market scenario. Katyal discusses, The current requirement for corporate training is mostly related to IT. However, management training, especially at the supervisory level, is also seeing rising demand these days. One of the areas for consideration while designing training programmes is incorporating a session on soft skills. (For IT skills, there is enough material available.) The approach is need-based. This is followed by the appropriate mix of curriculum, faculty skills and infrastructure planning. Usage of right training methodology is essential.
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As investment in training continues to rise, with resources migrating away from in-house programs, employers are demanding better accounting to ensure that their development dollars go toward furthering strategic goals and bolstering the bottom line. Technology and global competition, the two driving forces of economic change in todays business world, havent bypassed the once-staid world of training and development. Companies seeking to gain advantage through better-trained and betterdeveloped workers are employing everything from e-learning delivery systems to multicultural and polyglot training solutions. They are hiring chief learning officers to deal with the increasingly complex field. And they are demanding better accounting of results. Jack Kramer, vice president of global alliances for Sum Total Systems of Mountain View, California, says that every training effort--from the most sophisticated leadership course to the most basic regulatory compliance training module--is being rigorously vetted for more than just content. "They want to know, What is the financial impact? Kramer says. Have you cut costs? Have you solved compliance issues? Have you assimilated learning into company operations? " Yet despite the focus on efficiency and cost control, overall spending on training and development continues to raise, a reflection of the fact that companies are ratcheting up the amount of training they require of their workers in the ceaseless drive for a competitive edge. Companies clearly subscribe to the belief that smarter, better-trained workers increase chances for success. "We are seeing spending continue to rise," says Pat Galagan, vice president of content for the American Society for Training & Development. "The thing we are noticing is that companies are working to get more efficiency, more effectiveness and better alignment out of training. It means they are doing an enterprise accounting of learning expenditures."
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The news industry, traditionally untroubled about staff development, is taking a new look. In todays multimedia world, industry leaders feel heightened competition for the best and brightest employees. Economists predict an acute shortage of knowledge workers. Starting salaries for journalists, stagnant for decades, have begun to creep upward. Industry attrition also is climbing, and an increasingly professional journalism workforce wants and is starting to get more training and mid-career education. The same information revolution that draws away journalistic talent also siphons off the attention of audiences. But a growing body of research, as well as the experience of many news leaders, shows that improving staff development and training can help news organizations improve the quality of their journalism to keep and even expand audiences. Benefits include: 1. Journalists with learning and development opportunities stay with organizations longer. Higher employee retention both saves money and strengthens readership. 2. News organizations with strong training and education programs enjoy a greater chance of success in creating newsroom diversity and reaching wider audiences.
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Top Four blunders in Training This is big questions that will the Outsourcing Trend continue to survive with falling training standards? What's the bottom line? Call Center Employers will regret slashing their training budgets to save a few dollars. For a small investment, employers can protect themselves and save hundreds of thousands of dollars in costs. Below are the top four training blunders that many employers make and later regret. Blunder #1: They distribute training policies and that's all they need to do. Distributing a company/induction/training policy is not sufficient to show workforce that a company has met its legal obligation to train its workforce and create an educated work-environment. Also, line managers - the people in the trenches and making their daily employment decisions - are the best hope of creating a energetic & learning workplace. Therefore, it is very important to train the management staff so they can "spot the issue," recognize a situation involving a issue and seek help from HR. Blunder #2: They fine since they had training six months ago.
In order to use training as a defense tool, companies must verify that each and every worker received training. All companies experience turnover and absenteeism problems, 60
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Conclusion
The employers should keep in mind these four rules of thumb when designing the companys strategy and solution: Rule #1: Internet technology is the key to a profound revolution in learning. The effects of Internet technology on employee training are indeed profound; however, technology - any technology - should be seen as a tool, not a strategy or final goal. Just because they have good word processing software doesn't mean you write well. Likewise, the Internet cannot, in and of itself, improve the quality of the learning and the content they put on it. The employers need to use Internet technology combined with high quality, effective learning to maximize learning and retention levels. Rule #2: There is an enduring and important role for traditional classroom instruction. People who believe technology will totally replace great teachers in front of classrooms of highly motivated learners are as misguided as those who believe the Internet is a passing fad. The blended learning solution, i.e., a mixture of classroom and Web-based training is the most effective and comprehensive learning strategy.
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davidnys2007@yahoo.co.in
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