1313 Training Department

Embed Doc
Copy Link
Readcast
Collections

CommentGo Back

LESSON 13TRAINING DEPARTMENT

Hi Friends,

In previous few lessons you have understood the procedure followed for Trainingand Development.After reading this lesson you will be able to plan and organize Training departmentin any organization wherever you will go for work.Before understanding what will make a effective training department let us firstunderstand role and activities done by HRD and training specialist department

.

ROLE AND ACTIVITIES OF HRD AND TRAINING SPECIALIST

HRD is based on the faith in the inherent potential in every human which can be ,manifested by giving right direction and orientation. At the same time human resourceis unpredictable resource which has unlimited potential. These two statements gentlyhint that the organisational efficiency can be improved by optimising this resource as itis the only resource which can be adjusted and modified to meet the challengingtechnological and socio-economic environment.This recognition of emphasis on human resource development has created a need for appraisal of present competence future demand and maintenance of resources for longterm benefits.HRD process maximise the use of human resource by way of optimising competence of available human resource, improving the competence for future challenges and utilisingunemployed resource HRD, thus performs the role of personnel management as well astraining and Development department and it therefore, needs to be studied, analysedminutely and accurately before deciding the real roles and activity of department

The roles and activities of HRD will mostly depend on the HRD mechanism being utilised, the HRD needs of the organisation and the facilities, opportunities provided

Thus the role of HRD starts from the analysis of organisational objectives/goals, in par with characteristics of available resources and desired specifications manpower planningrecruitment, placement, appraisal reward, punishments and maintenance of resource isone aspect of HRD accountability, where as. organisational climate and opportunity areanother.

ROLE AND ACTIVITIES OF HRD DEPTT

Accordingly the main roles of HRD can be listed as

1. Human resource planning2. Human resource accounting3. Human resource allocation and role planning Human resource training anddevelopment Human resource maintenance4. Climate development of HRD

T & D DEPARTMENT

The growth of organization depends on:1. Strategic decisions taken by management and2. Implementation of these decisions by employees.The training and development activity is a vital link to facilitate the implementation process by imparting the required training to improve the competence of the employees& to effectively implement the management decisions.Well trained people can be somewhat effective without well prepared strategic plans or land organizational culture but without strategic knowledge and skill every thingmay collapse. Similarly good relations alone can always do good. A truety competitiveedge comes from the people who know what they are supposed to do and how exactlythat is to be done. T & D helps the people to learn and develop this capability to bringdynamism in the organization.

Managing a Small Training Department

Making the Most of Your Resources

Today’s organizations are expecting people to do more with less. Training departmentsare no exception. In fact, one fourth of all training departments in the United Statesconsist of only one trainer. With small businesses on the rise, there are likely to be evenmore small training departments in the future. How can a training staff of only one to

three people – with a broad range of responsibilities-- ensure that it makes a significantcontribution to its organization? This chapter explores strategies that trainers in smalldepartments have used successfully by. Readers will learn keys to working with internalsubject matter experts through a train-the-trainer process, as well as keys to working withexternal consultants and other external resources.Successful strategies of small training departments are as varied as the individualsinvolved. Much more so than in large departments, trainers in small departments have achance to place their unique stamp on an organization. The cases in this book illustratethe variety of approaches small departments use to ensure a big impact. The followingkey strategies are essential to the small training organization’s success:

 

Determining priority training needs

 

Establishing your credibility and building a strong base of support for your efforts

 

Determining the best resource strategy for using internal and external resources



 

Maintaining your resilience and a positive attitudeThis chapter briefly explores these strategies, which have been used successfully by thecase authors and by other trainers in small departments. In addition, it will providedetailed guidance about establishing an effective “train-the-trainer” process for internalresources and selecting and working with external resources to expand your staff’scapacity and capability.

Determining Priority Training Needs

A thorough training needs assessment, identifying specific training needs that if met or unmet would impact the organization most, is the foundation for a successful smalltraining department. In doing a needs assessment, it is essential to use a variety of methods, both formal and informal, to gain a clear, complete picture. The cases in this book illustrate the range of methods for conducting a needs assessment. Strategies mayinclude using paper and pencil written surveys, interviewing employees and managers,analyzing problems encountered, or doing research related to the problem or issue. Acritical strategy in assessing needs and implementing performance-based training isconducting a thorough job and task analysis of performance requirements.See Gettle’s Monsanto case for an excellent introduction to developing performance- based training. Companies that are pursuing ISO quality certification can identify trainingneeds by creating job profiles and training plans relating to ISO certification. For moreinformation on ISO certification and how it relates to training needs, see Gettle’s chapter on Monsanto; Balling’s chapter on Collagen; Maxwell and Jost’s chapter on Nortel; andMonnin’s chapter on Strategies for the 90s.Another helpful approach to assessing needs and clarifying priorities is to create atraining advisory board. The chapters by Arnold on Navistar, Taylor on LWCC, andMcCoy on UNUM provide insights into how advisory boards can be help set your direction.Other approaches to needs assessment are more informal. For example, personal intuition based on your experience working in the business to identify needs or training strategiesis valuable. The cases on American Honda, Nortel, and Logitech all illustrate how theauthors used their experience in the company to help them understand training needs.Listening to your internal customers also can help identify problems that might havetraining implications. Teaching or facilitating training allows the “lone trainer” to get a pulse of the organization and learn first hand about the issues facing employees. Tuninginto the recommendations of employees who attend outside training programs providesclues about potential high-impact training interventions. Nancy Nunziati discovered atraining program that ultimately helped to move Logitech’s culture to one of increasedaccountability because she listened to employees who had attended a time management program and given it rave reviews,. (See Nunziati’s Logitech case.)In many instances, a small organization may not have the internal resources needed for adetailed needs assessment that can identify the best way for training to support the

of 00

Leave a Comment