TRAINING AND DEVELOPMENT STAFF TRAINING: It is a systematic process to promote the acquisition of skills, rules , concepts or attitudes that

result in an improvement of fit between characteris tics of employees and the requirements of functional roles. DEVELOPMENT: This is the long-term process to improve the capabilities and motivations of employees in order to make them valuable members of the future organization. The developme nt includes not only training but also to other careers and experiences. T. Milkovich George and John W. Boudreau : Human Resources Administration EDUCATION TRAINING versus * Develops Training the workforce in organizations. * Prepare a person for the job. * Short-term edu cational process. It involves specific knowledge relating to work. * Education s pecialist. Education * Influence that humans get life and for life. * Can be e diffuse, disorganized and CHIAVENATO, Idalberto Human from the social environment. * Prepare a person for institutionalized, organized and systematic. * Can b unsystematic. Resources - Human Capital Organizations

Content of Training Increasing people: knowledge of Transmission Information * Information about your organization, your customers, your products / services, policies and guidelines, rules and regulations. Improving the skills and abilit ies: Skills Development * Enable people to the implementation and operation tasks, handling of equipment , machinery and tools. Develop or modify behaviors: Development of Attitudes * Change negative attitudes to positive attitudes, awareness and improvement of relations with people of sensitivity, with internal and external customers. Rais e the level of suggestions: Concept Development * Develop ideas and concepts to help people think globally and strategically. CHIAVENATO, Idalberto Human Resources - Human Capital Organizations SURVEY OF TRAINING NEEDS Organizational analysis Organizational diagnosis. Determination of the mission and vision and strategic objectives of the organization Analysis of human resources

Determining which behaviors, attitudes and skills needed to achieve the organiza tion goals Analysis of the positions Examination of the requirements for the charges, specifications and changes in p ositions Analysis Training Objectives to be used in the evaluation of the training program CHIAVENATO, Idalberto Human Resources - Human Capital Organizations Indicators Survey of Needs: the problems are caused by training needs not yet me t, such as: Production problems, such as: 1. Low production quality, 2. Low productivity, 3. Frequent breakdowns in equipment and facilities 4. Poor communications; 5. High number of accidents at work, 6. Too many errors and wasted 7. Little versatilit y of staff 8. Poor use of available space. 2. 1. 2. 3. 4. 5. 6. 7. Personnel pro blems, such as poor relations between staff, excessive number of complaints, Bad customer service, poor communication, little interest in work, lack of cooperat ion Errors in execution. CHIAVENATO, Idalberto Human Resources - Human Capital Organizations SCHEDULE OF TRAINING Who should be trained Trainees, apprentices and trainees training methods or instructional resources s ubject or content of training On how to train to train By whom * Instructor or coach Where to train Local Training When training Season or time of training For train Training objectives CHIAVENATO, Idalberto Human Resources - Human Capital Organizations TECHNOLOGY TRAINING The technology training refers to teaching resources, educational and instructio nal use in training. IT is influencing the training methods and reducing operati ng costs. The new training techniques are: 1. Audio-visual resources: visual ima

ges and audio information are powerful communication tools. The VCR, the CD-ROM and DVD (Digital Video Disc) allow you to write training programs for several di fferent locations and at any time. 2. Teleconference: is the use of audio and vi deo equipment to allow people to participate in meetings, even when far apart or the location of the event. 3. Electronic Communications: IT enables interactive communications between physically distant people through voice mail (voice mail ) within the telephone network of a company. 4.€E-mail: e-mail is a form of ele ctronic communication that allows people to communicate with others via electron ic messages through computers connected to the Internet and Internet-based inter nal networks (Intranets). 5. Multimedia technology: the electronic communication that integrates voice, video and text, digitally encoded and transported on fib er optic networks. 6. Distance training: or e-learning or virtual training - is the training through the Internet and can be done anytime and anywhere at very l ow cost. CHIAVENATO, Idalberto Human Resources - Human Capital Organizations STEPS OF THE PROCESS OF TRAINING Satisfying the needs Design Training Driving Training Outcome Evaluation Diagnosis of the Situation The decision strategy Implementation or Action Evaluation and Control * Objectives of the Organization * * Required Skills * Production Problems Perso nal Problems * Performance Evaluation Results Programming Training: * Who * How to train train train * What * When * Where to train train * Driving and implementing the training program by: Line Manager, Office of Huma n Resources for both third party * Monitoring the Process * Evaluation and Measurement of Results * Comparison of the Current Situation with the status quo * Cost / benefit CHIAVENATO, Idalberto Human Resources - Human Capital Organizations EVALUATION OF TRAINING 1. Evaluation at the organizational level: 1. 2. 3. 5. 6. 7. 8. Increased organi zational effectiveness, improving the company image, improving the organizationa l climate and better relationship between company and employees, better customer service, ease of change and innovation, increase efficiency. Involvement of man agers in training practices. 2. Assessing the level of human resources 1. 2. 3. 4. 5. Reducing turnover and a bsenteeism of staff; Improving the effectiveness of individual and group of empl oyees; Elevation of knowledge and skills of people and changes in attitudes and

behaviors of people and improving the quality of work life (QWL). CHIAVENATO, Idalberto Human Resources - Human Capital Organizations EVALUATION OF TRAINING 3. Assessing the level of positions: 1. 2. 3. 4. 5. Suitability of persons to th e positions requirements, improving the team spirit and cooperation, increase pr oductivity and improve quality; Reducing the rate of accidents at work; Reducing the rate of maintenance of machinery and equipment. 4. Assessing the level of training: 1. Achievement of training objectives, 2. Re turn on investments made in training. CHIAVENATO, Idalberto Human Resources - Human Capital Organizations FEATURES OF TRAINING ï ‾ Training: programs developed for the purpose of installing basic skills or abili ties to exercise the function or functions for the future. Included in this cate gory academic programs and language. Enhancement: programs to raise the standard of performance in the function itself. May be short or medium term. Continuing education: complementary skills and abilities and give rise to higher position o r complex. Usually developed by academic bodies. Management: strengthen and deve lop leadership skills and management. Strengthen relationships and leverage cont ributions from the team. Technical: suitable for teaching new techniques, method ologies or the use of technologies. Motivation: mobilize and energize people to act with greater force. Make use of recreational or artistic activities that gen erate positive emotion. Trainee programs: recruit young graduates to develop the m in the organization. CHIAVENATO, Idalberto Human Resources - Human Capital Organizations ï ‾ ï ‾ ï ‾ ï ‾ ï ‾ ï ‾ Versus ORGANIZATION ORGANISATION TRADITIONAL LEARNING Function Determination General Traditional organizations Learning Organizations The view direction is provided by the summit's vision is shared and the company. emerges in many places, but the dome is responsible for ensuring that this visi on exists and must be achieved. The dome design and implementation decides what should be done and the formulati on of ideas and the rest of the company works with implementation of ideas these ideas. occur at all levels of the organization. Nature of organizational though t Each person is responsible for the activities of his office and the focus is o

n developing their individual skills. People know their activities and how they interrelate with others within their organizations. CHIAVENATO,€Idalberto Human Resources - Human Capital Organizations Versus ORGANIZATION ORGANISATION TRADITIONAL LEARNING Function Conflict resolution Traditional organizations Learning Organizations Conflicts are resolved conflicts are resolved through the use of power and influ ence through the learning hierarchy. collaborative and integrated views of peopl e in the organization. Leadership and Motivation The leader's role is to set the organizational vision, providing appropriate rew ards and punishments and keep track of the activities of people. The leader's role is to build a shared vision, commitment to inspire and encoura ge effective decisions in the company. CAREER DEVELOPMENT SYSTEM Needs of the Organization Individual Needs Career What are the key strategic items for the coming years? * What are the critical needs and challenges that the organization will face in coming years? * What are the knowledge, skills and experiences that will be need ed to meet these challenges? * What levels of people to be required? * What are the forces necessary for the organization to meet these challenges? How can I find career opportunities within the organization: Consequence: * Use my strengths and skills employees are developing in ways that add efficien cy and satisfaction with the achievement of strategic objectives of the organiza tion? * Meet my needs development challenges * Give * Meet my interests * Use my personal style