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Training and Development

Training and Development

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Published by Femo Manutd

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Categories:Types, Business/Law
Published by: Femo Manutd on Oct 12, 2011
Copyright:Attribution Non-commercial

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05/29/2014

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TRAINING AND DEVELOPMENT
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TRAINING AND DEVELOPMENT
 
If the organization considers the employees to be the human assets, training and developmentrepresents an ongoing investment in these assets and one of the most significant investmentsan organization can make. Training involves employees acquiring knowledge and learning skillsthat they will be able to use immediately; employee development involves learning that will aidthe organization and employees later in the employees career
 
many organizations use the term learning rather than training to emphasize the point that the
activities’
engaged in as part of this developmental process are broad based and involve muchmore than straightforward acquisition of manual or technical work.
 
Learning implies ongoing development and continuously adding to employees skills andknowledge to meet the challenges the organization faces from its external environment. A focuson learning as opposed to training emphasizes results rather than process, making such anapproach more palatable to senior executives.an kind of employee learning that is notreinforced by the organizations reward system has little chance of impacting the employeebehavior and performance.
 
Employee training and development is increasingly becoming a major strategic issue fororganizations for several reasons. First rapid changes in technology continue to cause increasingrates of skill obolescene.in order to remain competitive, organizations need to continue trainingtheir employees to use the best and latest technology available. Managing in such a turbulentenvironment has created the need for continuous learning among managers
 
Second the redesign of work into jobs having broader responsibilities( tat are often part of self-managed teams)requires employees to assume more responsibility, take initiative and furtherdevelop interpersonal skills to ensure their performance and success. Employees need toacquire a broader skill base and be provided with development opportunities to assist withteamwork collaboration and conflict management.
 
Third mergers and acquisition have greatly increased. These activities require integratingemployees of one organization into another having a vastly different culture. When financialand performance results of merger and acquisition activity fall short of plans the reason usuallyrest with people management systems rather than operational or financial managementsystems.
 
Fourth employees are moving from one employer to another with far more frequency than theydid in the past. With less loyalty to a particular employer and more to the employees owncareers, more time must be spent on integrating new hires into the workplace
 
Finally fifth the globalization reason of business operations requires managers to acquireknowledge and skill related to language and cultural differences.
 
These strategic challenges for training exist alongside standard types of training that are donefor new organizational hires( orientation and socialization) and for those employees assumingnew job responsibilities.in organizations that emphasizes both promotion from within and thecareer development of existing employees, continual training and development opportunitiesare critical. Employees must be updated in industry best practices and changing technology. For
 
TRAINING AND DEVELOPMENT
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an employer who hires a significant number of killed worker from outside the organization, newemployees need to understand rules, policies,and procedures and be socialized into companyoperations and employee networks.
 
New employee orientation can be daunting challenge for employers. New hires are ofteninundated (too many things to handle) with forms procedures and people but lack a strongsense of the business and operations in which they have begun to work. While new hireorientation programs can attempt to asset new employees in their transition into theworkplace, if the program were not developed in tandem (
one after another)
with any strategicobjectives or in concert with other hr program and /or critical operational areas of theorganization
they don’t have as
significant impact on the new hires ability to fully understandthe entire organization and their place in it.
 
Exemplary new employee orientation training programs have been developed at black anddecker and micro-strategy.
New employee training at black and decker 
Towson Maryland based tool manufacturer black and decker have developed a new employee training program that literally puts employee to work. College grads who gain entry level professional employment in sales with B &D traditionally received their training via a three ring binder that provided information about B &D products .new employees would study and learn the material to assist them withtheir selling.estabilishing credibility was not part of the training equation and many trainees never eventouched the product they were selling, let alone used them. B &D has recently revamped its sales training for new hires to combine classroom training, online courses and most important a training floor wherenew hires engage in hands on learning about construction and tool use. This program a component of B&D university enrolls 100 to 200 new sales and marketing employees annually B &D has a staff of 15employees and an annual budget of 3 million $. As part of their training, sales and marketing
trainee’s
 takes take an online course that explains the four basic applications of tools: cutting, removing, fasteningand making holes. They then go to work in product training area where they must take use the tools tobuild things such as roofs moldings and stairs. Such experience allows them to go to retailers and fully explain product features and benefits.as a result of its program B &D has drastically reduced turnover,sent out more credible sales staff, enhanced the B &D name, and reported higher employee satisfactionand loyalty.
Boot camp at microstrateg
Microstrategy is a Vienna virgina based organization that provides data images services and has longheld a spot on fotuntune best employers list. With a strong corporate culture based on the convictionsand beliefs of its founders Michael saylor, microstrategy has developed new hire orientation programthat attempts to infuse elements of its culture into employees from the first day of work. The programknown as a BOOT CAMP goes beyond mere o orientation and is a written requirement in every employment contract for microstrategy employees, who work in 18 states and 35 countries.it is an
 
TRAINING AND DEVELOPMENT
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intensive immersion into microstrategy culture to which saylor wants each employee exposed and committed. There are three different variations of boot camp each targeted to a different group of employees. The first is a three day general boot camp that concludes with a 20 to 25 questions exam that covers information such as microstrategy products and company structure. The second is a two week sales boot camp that culminates in a mock marketing presentation. The third is a given week technical boot camp that features continues testing. Despite its intensity employee feedback on boot camp hasbeen very positive and only complaint heard is that it is too short.
 
Another approach to new employee training is rotation. Rotational programs can have addedbenefits for new employees, particularly those who have limited full time professional workexperience.
 
 
Rotations allow new hires to sample different kinds of work within the organization anddetermine an optimal fit between their needs and interests and those of the organization.
 
 
Rotation programs can be expensive in the short run but they represent a longer terminvestment in employees that can provide significant benefits to an organization
 
 
Employer benefit in that rotation program allows more flexibility in work assignments.Employees who have been cross trained not only better understand how their individual jobscontribute to the whole but also can be reassigned as a business and organization conditionschange.
 
 
Rotational programs can also have the benefit of minimizing the chance that specializedknowledge will be vested in only one individual in the organization causing
disruption’s when
 such an individual resigns, retires,, or otherwise leaves the organization.in addition to helpingdevelop a knowledgeable and flexible workforce, rotation programs can enhance retentionbecause the versatility they offer allows employees to pursue more opportunities within theorganization.
 
 
Organizations that wish to remain competitive must consider the types of employees theyshould hire and the skills and knowledge these employees will need to ensure optimalperformance over time
 
 
Ironically however training budgets and programs are actually one of the first expenses
organizations’
cut in response to economic downturns. Many key decision makers considerthese to be luxury expenditures for prosperous times instead of the necessary
investment’s
inthe
organization’s
future that they are.
 
 
Training and development activities are equally important to both
employees’ and
 employers.one recent survey found that 96% of job applicants reported that the opportunity tolearn new skills was very important when evaluating a prospective employer.
 
 
Employers also see a bottom line benefit from strategically designed training activities
 
 
Investment in training and development however remains a catch 22 f or employers. Whileadditional training can improve bottom line operating results that same training can makeemployees much more attractive targets for
competitor’s
recruiting efforts. This is particularlytrue for technical employees, a majority of who view training primarily as an opportunity toobtain another job.
 

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