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Training, development and education

Ensures the organisation meets current and future operational, departmental and organizational goals and objectives by the immediate improvement of work related performance (training) and the longer term ability of individuals to show improvement (development).

Education and learning

Education
The knowledge or skill obtained or developed by a learning process

Learning
The process of acquiring knowledge through experience, which leads to a change in behavior

Learning in the workplace

Formal
Represents the educational opportunities organizations provide to their employees Its normally class room based and highly structured

Why learning in workplace is important?

It can lead to increase competence, understanding, self-esteem and morale. People who enjoy learning are more likely to be flexible in times of constant change and be more adaptable. Learning culture can increase productivity and competitiveness.

Informal
Informal learning take place spontaneously and on almost daily basis whilst employees are Performing their jobs

Learning styles
Honey and Mumford Learning Styles Kolb Learning cycle
Pragmatists

Activists

Honey & Mumford

Reflectors

Theorists

Theorists: learns through understanding theories Reflectors: learns through watching Activists: learns through doing Pragmatists: learns through applying theories

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Theorists
Enjoy theory or academic based learning Prefer learning from books or taking academic courses They prefer training to be:
Programmed and structured Designed to allow time for analysis Provided by teachers who share their preference for concepts and analysis

Reflectors
Prefer to step back to ponder, think and observe others before taking action Consider all angles and implications Need to work at their own pace Find learning difficult if forced into a hurried programme (dislike deadlines) Produce carefully thought-out conclusions after research and reflection Tend to be fairly slow, non-participative (unless to ask questions) and cautious

Activists
Involve themselves fully without bias to new experiences (learn by doing things) Do not have patience with theories Require training based on hands-on experience Are excited by participation and pressure, such as new projects They are open minded, enthusiastic, constantly searching for new challenges Are flexible and optimistic, but tend to rush at something without due preparation

Pragmatists
Are keen to try out ideas, theories and techniques to see if they work in practice Are good at learning new techniques through on-the-job training Aim to implement action plans and/or do the task better May discard good ideas which only require some development

Theorist: this individual likes to understand the theory that supports the practice. Theorists learn with facts, concepts and models. Reflector: this individual lean by observing and thinking about what he has seen. Reflectors prefer to avoid jumping in to a task and would rather watch from the sidelines. Activist: this individual learns by doing and acting. Activists like to get their hands dirty Pragmatist: this individual likes to see how theory is put into practice in the real world. Pragmatists find abstract theories and concepts of no use unless they can see their relevance to practical action.

Kolb Learning cycle

Developed the experiential learning cycle, being:
Concrete experiences leading to: Observation and Reflection leading to: Formation of abstract concepts and generalizations resulting in: Applying/testing the concepts (Active experimentation)

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Planned or Accidental (feeling)

Trying out learning in other similar situations (Doing)

Actively thinking about the Experience (Watching)

Generalization from reflections (Thinking)

Suppose that an employee interviews a customer for the first time (concrete experience). He observes his own performance and the dynamics of the situation (observation) and afterwards, having failed to convince the customer to buy the product, the employee thinks about what he did right and wrong (reflection). He comes to the conclusion that he failed to listen to what the customer really wanted and feared, underneath his general reluctance: he realizes that the key to communication is active listening (abstraction/ generalization). He decides to apply active listening techniques in his next interview (application/testing). This provides him with a new experience with which to start the cycle over again.

Organizational learning
The learning organisation is an organisation that facilitates the acquisition and sharing of knowledge, and the learning of all its members, in order continuously and strategically to transform itself in response to a rapidly changing and uncertain environment.

Strengths of learning organizations

Experimentation Learning from past experience Learning from others Transferring knowledge quickly and efficiently throughout the organisation Include:

Barriers to learning
No corporate employee development strategy, ineffective corporate culture No individual development programmes Limited individual horizon and boundary, lack of individual motivation and positive mental attitude Inappropriate training and learning techniques Trainer is not fully prepared, training environment is not conducive (favorable) to learning

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Training, Development and Education

Training is for the present Education is for the future Developing to lead

What is training?
Training involves improving the skills, knowledge and attitudes of employees so as to become more efficient and productive. Training is 'the planned and systematic modification of behavior through learning events, programmes and instruction which enable individuals to achieve the level of knowledge, skills and competence to carry out their work effectively'. (Armstrong)

Objectives
Improve the efficiency of workforce Make workers multi-skilled and flexible Introducing a new process or new machinery Reduce wastage of material and time Adapt to change

Training & Development

Training is work oriented: employees are trained so that they can perform better in their jobs. Development is individual oriented: is more than training. Person will develop in the course of training.

Training Vs. Development

Training is:
needed so a person can carry out their present job (when you are new, change, or forced up on) mainly concerned with technical skills usually given by a superior. Work oriented

Benefits
To the organisation
Staff will have more skills Higher productivity Lower absenteeism Lower staff turnover Enhances reputation within the local community and with potential recruits More work can be delegated to them Customer service should be improved Work should be better quality They will require less supervision

Development is:
giving a person skills they may use in the future often concerned with soft skills (people related) the responsibility of everyone in the organization. Individual oriented

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Benefits
To the organisation:
Able to effectively compete in its market place Open and adaptive (e.g. change management) Maintains strategic, tactical and operational skills Provides a resource of appropriate expertise Allows for succession planning Enhances existing skills

Benefits
To the individual
Work should be more interesting The individual should have a higher self-esteem The skills will be transferable to other jobs

Training and development strategy

Identify training needs: Identify the skills and competences needed by the business plan or HR plan Defining the learning required: Specify the knowledge, skills or competency required Setting training objectives: what must be learnt and what trainees must be able to do after the training exercise Planning the training: who provides training, where and responsibilities of different people Delivering/implementing the training Evaluating training

Training Needs Analysis (TNA)

The systematic investigation of an organisation, its aims, objectives, procedures and the capabilities of its personnel in order to identify specific requirements for training and recommend training strategies, plans and training provision to satisfy those requirements New legislation, new technology, and critical incidents such as complaints from the customers or many mistakes etc

Identifying training needs

Performance appraisal: each employees work is measured against the performance standards or objectives established for the job. Since the employee's superiors, subordinates, colleagues and customer contacts will be in a good position to identify performance deficiencies in areas that affect them: this will be particularly important in the case of customers.

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Learning gap (or training need) analysis

Setting training objectives

Once training needs have been identified, they should be translated into training objectives. Should be SMART and detailing:

Job analysis Skills analysis Existing records (job description, person specification, etc) Competency analysis

Behavior What the trainee should be able to do? Standard To what level of performance? Environment Under what conditions (so that the performance level is realistic)?

Steps in personal development planning

Where are we now (i.e. current results, knowledge and skills) Where do we want to be (i.e. desired results, goals, knowledge and skills) How do we get there (i.e. action required)

Types of training
On-the-job training Off-the-job training

Off-the-job training
Off the job training involves employees taking training courses away from their place of work. This is often also referred to as "formal training". Off the job training courses might be run by the business' training department or by external providers.

Computer-based training: involves interactive training via PC. The typing program Mavis Beacon is a good example. E-learning: E-learning is computer-based learning through a network of computers or the Internet (rather than stand-alone CD-Rom or software). Learning support is available from online tutors, moderators and discussion groups. Techniques used on the course might include lectures and seminars (theory and information) or role plays, case studies and intray exercises (to simulate work activities).

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Day release (where the employee takes time out from normal working hours to attend a local college or training centre) Distance learning / evening classes Revision courses (e.g. in the accountancy profession, student employees are given blocks of around 5-6 weeks off on pre-exam courses) Block release courses - which may involve several weeks at a local college Sandwich courses - which usually involve six months at college then six months at work, in rotation, for two or three years. Sponsored courses in higher education Self-study, computer-based training (an increasingly popular option - given that attendance at external courses can involve heavy cost)

Advantages of off-the-job training

Use of specialist trainers and accommodation Employee can focus on the training - and not be distracted by work Opportunity to mix with employees from other businesses Allows standardization of training Allows exploration/experimentation without the risk of consequences for actual performance

Disadvantages of off-the-job training

Employee needs to be motivated to learn May not be directly relevant to the employee's job Costs (transport, course fees, examination fees, materials, accommodation) Immediate and relevant feedback may not be available (e.g. if performance is assessed by exam)

On-the-job training
As the name implies, on the job training involves employees training at their place or work. One of the cheapest and most effective methods of training Enables knowledge and skills to be passed in a realistic working environment and provides the opportunity for trainees to learn from established experts

Job rotation
where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)

Attachments or secondments
Trainees spend periods of time in various departments, often as an assistant to a more senior member of staff, in order to gain knowledge and experience of the organization and its activities from different perspective

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Action learning
Trainees learn a new job by doing it under the supervision of an experienced person Demonstration / instruction; showing the trainee how to do the job Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee

Job shadowing (sitting by Nellie)

Trainees learn the job by watching or working with an experienced post-holder. There is possible difficulty here, though, in that bad habits can easily be passed on to an impressionable trainee.

Others
Temporary promotion: an individual is promoted into his/her superior's position whilst the superior is absent. This gives the individual a chance to experience the demands of a more senior position. Committees: trainees might be included in the membership of committees, in order to obtain an understanding of inter-departmental relationships Project work: work on a project with other people can expose the trainee to other parts of the organisation.

Advantages of on the job training

Generally more cost effective Less disruptive to the business - i.e. employees are not away from work Suits 'hands on' learning styles: offers 'learning by doing No adjustment barriers (e.g. anti-climax after training) to application of learning on the job Develops working relationships as well as skills

Disadvantages of on the job training

Trial and error may be threatening (if the organisation has low tolerance of error!) Distractions and pressures of the workplace may hamper learning focus The trainer may posses bad habits and pass these on to the trainee Risks of throwing people in at the deep end with real consequences of mistakes

What is induction?
Induction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people, the surroundings, the job, the firm and the industry. Induction is the process whereby a person is formally introduced and integrated into an organisation or system.

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Induction/Orientation
Week 1: - Where everything is - Who everyone is - Establish expectations (on both sides) - Mentor/Buddy - What the company is about - What the culture is like

What is induction for?

To sort out all anxiety of recruited person. To ensure the effective integration of staff. History and introduction of founders. Understand the standards and rules (written and unwritten) of the organization. Introduction to the company/department and its personnel structure.

Relevant personnel policies, such as training, promotion and health and safety. To clear doubtful situation between new employee and existing one. Lot of information can be provided in written form along with the formal offer of employment, in documents such as:
Statement of particulars of employment Employee handbooks Safety policy statements Pension scheme booklets Job description

The process of induction

Pinpoint the areas that the recruit will have to learn about in order to start the job Introduce the recruit to the work premises and facilities Briefing by the HR Manager on relevant policies and procedures Introduce the recruit to key people in the office Introduce work procedures Plan and implement an appropriate training programme for whatever technical or practical knowledge is required Monitor initial progress

Advantages of Good Induction

Employee retention Create good impression It creates good adhesion It take less time to familiarize Less turnover ratio Increase productivity No Chaos Cost reduction

In the absence of Induction

Low morale Uneasiness of new employee in the environment of the org. Poor integration in team Loss of productivity Failure to work with their highest potential Company image goes down

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Responsibility for training and development

The trainee The HR department Line managers The training manager

Trainee
People should seek to develop their own skills and improve their own careers, rather than wait for the organisation to impose training upon them Individuals need to seek non- 'vertical' paths to greater interest and challenge in the job. Technological change means that new skills are always needed, and people who can learn new skills will be more employable.

HRD
The human resources department is centrally concerned with developing people. HRD is responsible for ensuring that all training programs are identified, planned for and implemented and evaluated in a cost effective way.

Line managers
Line managers have responsibility to ensure that they encourage their staffs to develop themselves and allocation of time for training. Assessing the current competences of the individuals within the department Coaching staff Offering performance feedback for on-the-job learning Identifying opportunities for learning and development on the job

Training manager
The training manager generally reports to the human resources or personnel director Roles and responsibilities cover:

Training and development evaluation

Validation of training means observing the results of the course and measuring whether the training objectives have been achieved. Evaluation of training means comparing the costs of the scheme against the assessed benefits which are being obtained.

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Training can be evaluated by:

Asking trainees what they thought Measuring what trainees have learned Measuring changes in job behavior after attending training Impact of training on organizational results Impact on training on its value to the organisation.

Suggest a suitable training method for each of the following situations. (a) A worker is transferred onto a new machine and needs to learn its operation. (b) An accounts clerk wishes to work towards becoming qualified with the relevant professional body. (c) An organisation decides that its supervisors would benefit from ideas on participative management and democratic leadership. (d) A new member of staff is about to join the organisation.

(a) Worker on a new machine: on-the-job training, coaching (b) Accounts clerk working for professional qualification: external course evening class or day release (c) Supervisors wishing to benefit from participative management and democratic leadership: internal or external course. However, it is important that monitoring and evaluation takes place to ensure that the results of the course are subsequently applied in practice (d) New staff: induction training

Development
The growth or realization of a persons ability and potential through the provision of learning and educational experiences Development includes a range of learning activities and experiences (not just training) to enhance employees' or managers' portfolio of competence, experience and capability, with a view to personal, professional or career progression.

Management development
Develop management skills and experience 'An attempt to improve managerial effectiveness through a planned and deliberate learning process This may include the development of management/leadership skills and planned experience of different functions, positions and work settings, in preparation for increasing managerial responsibility.

Career development
Individuals plan career paths The trend for delayered organizations has reduced opportunities for upward progression Secondments and transfers to offer new opportunities

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Professional development
Following continuing professional development (CPD) courses from professional bodies The aim is to ensure that professional standards are maintained and enhanced through education, development and training self-managed by the individual.

Personal development
To improve competences Personal development creates more rounded, competent employees who may contribute more innovatively and flexibly to the organization's future needs It may also help to foster employee job satisfaction, commitment and loyalty.

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