CHAP TER

Training and Development: Concept

Importance of deveioping nen an wel be mgnipnted iom ne
following Chinese saving 1 you wish to pian for a year sow saed5, i vou
Wish to pan ao ten
yezars plant irees, i you wish io pian sor a im=
develop men Emploree deveiopmeni is the process whereby pepie learn
the skills, knowledge, attitudes an betaviouIS naeðed in
order in paOm
their job effectively

If may be relevant to mention that the

growih raie of an organisation
isikely to be imited more by its parsomna îhan by any oiher aior. The
abiity to maintain and help good people is ied partialy to proper pavmant,
but is signiicaniy iniuenced by he
abiliiy oí a compay io poviãe
opporturities to each individual to develop fully, io uilise his abiliñes to he
full, to fnd continming job satisfaction and individual wil to lean As such
no organisafion can ignore he leaning and developmeni naeds of is
emplovees without serioushy effecing thET parformance in a rapidiy
changing society, employee iraining and development are not onhy an
activity that is desirable but also an aciivify that an organisation musi
commit resources to, if it is to mainiain a viable and knowledgeable work force

Ashutosh Pande states that, "Today most organisañons operate in a

business environment where unceriainty, risk and compleity in the exiermal
environment have become a fact of life Pressures of international
competition and market globalisation are forcing ndian organisations ito
match gobal standards. Whateve iheir siructure or business
strategy,
organisations are Ieaising that it is the performance of their human assets
fhat can make a difference between success and failure. With increased
emphasis on technology, quality and service we are moving aay irom a
 Training and Deve

thi
Developmen Training and
Development: Concept
intellectualised
i n t e l l e c t u a l i s e d
on
o ne
e and hus
need competent Training and
Management,
the changng (Ashutosh Pande,
responsibilit.

to an per or opportunities.
w o r k f o r c e

to
a s s u m e

future problems
m e c h a n i s e d
employees
Oct. 2003: 23).
s e l f - d i r e c t e d
s i t u a t i o n .

executives,
and work
workers, supervisors,
d e m a n d s
of the filled
with barrier-laden bureaucrad
barrie
Thus employees at all levels,
e.g.
their duties effectively
and also
organisations

ome approval processes are to perform

need to be developed
approval
constitutes a n ongoing
process
cumbersome managers
C o n t r o - o r i e n t e d

and
and re-engineered to Deino actions. Training and development is determined by
designed to grow in
committees,

Moreincrease
ning
re-designed
emnl and developmernt
of the ering employees. The need for training
timein in favor
favour

thereby
thereby
empowering

ctant
than inany organisation. as under:
improvement
improvem.
rapped efticiency that holds the employee's deficiency
olds the
constant
and and
fexibility
innovation
Training and
consistency
it is
now

change
requires
tO accept n e w lues, behave (expected)
Actual
Performance
Development need
and often take Performance
a
dramatic
more risk. Such Standard
ker. Such
competencies,
skills and effective
diferently,learn
transformation
new

is possible
oniy through
an
training and activities are main mechanisms through
and development with
a
development programme Training can be integrated
and aspirations
which individual's goals Such a n integration
c a n be
achieved

Training System and requirements.

goals with the
efforts a r e linked
Efective
of an organisational
Characteristics
development
only when training and in a systematic
manner

changing knowledo. Skill, and are carried

out
a systematic process of organisatiopal requirements
VTraining s motivation ot employees to improve
their Derfo throughoút the organisation.
behaviour and/or On
organisation. Traininoshould
and objectives of the
thejob as per the goals
introduction of newer new
technology, work meth
hods, of Training and
Development
also faahitate Natáre
enhancements or ProductiVity and quality of education,
innovations and ali ound terms such as training,
shall discuss few
An eftecive trainung system has two key To begin with we
There are three terms,
products and services. to training need management development. there is
characteristics first, it is based on systemaiC appronch learning, development, In all 'training'
education and development
frequently used. and two
asseesment sysiem, and, second, it uilises the traning need information ina training, all education there is some training,
cost-effective manner for improving performance on the job. some education, and in
from development'.
processes cannot
be separated
Transfer of new knowledge and skills depends on how the training is
designed, delivered and, moreover, how the manager measures its Training
skill and attitude of
an
eftectiveness in real-work sifuations. According to Professor Baldwin, of increasing knowledge,
professor, Indiana University Business School, even in a developed country Training is an act on the job (see Fig.
1.1).
for improving his. performance
ike the USA "Not more than 10 employee
percent of traíning expenditure actualy for doing particular
Tesults in transfer to the
job." with imparting_Specific skill
Training is concerned It is task-oriented activity. It is for job-
a clerk o n typing.
Inter-inkages job.For example, short-term.
related purpose and

Training is one of the

most significant constitue of HR, and is Education
dosely inked to other
HR activítíes ning
penormance appraisal, career planning and such as
staffing
manpowe
decisions.
mple Education is concerned with increasing
general knowledge.
course on human
and
Kd shortage for an expanding plant can either be filled For tment of an employee's
total environment. A
r understanding
through Tetraining and
re-deploying existing manthroug*mílarly
peormance appraisal information PO
relations is education.

Detween expected performance andmay be used for identikying, he gaps

actual viding the Learning
pe o training to an emplovee willperformanc education.
then narrow thes gaps which includes both training and
Training Learntng is a broad one of some experience.
approach as wellfunction
behaviour as a result
as a
can be applied
both as a 1ve problem-solving Learning is observable modification of
forward looking and reaculv to deal with
proactive aP
 FiG. 1I
Training and Developmen
Knowledge, Skills and
Attitude Training and Development: Concept 7

IMPORTANCE OF TRAINING AND DEVELOPMENT

A question is frequently asked why employees need training? Sote

objectives of training are as under:

Training is required for improving performance on the job.

Training is essential to keep pace with technological advances and

avoid obsolence.
Individual T ocope with changing environment such as competition.
Performance
Training is needed for promotion to higher jobs, ie. for future role
succession.

Knowledge Training is needed for dealing complexity of organisation problems,

e.g. coordination and integration of activities for achievement of
Skill goals.
For tackling human problems, i.e. imparting training in human
Attitude Telations.
Training helps to harness human potential, i.e. creativity.
Development
Training for creating favourable attitudes and motivation of
Development has a broader employees.
overall personality of an meaning. It's aim is to
grow or To train for better adjustment to the organisation and
initiative from individual, It is continuouS process_andimprove the
is on the commitment to work.
individualDevelopment
needs. Efforts towards is to
meet an individual's
future
development often depend on personal
ambition. It helps individual's drive and
T o train employees in the company culture.
in the Training of employees is required for achieving organisation's
actualisation of their progress towards maturity and
potential capacities. It is
long-term. efficiency growth and to reduce costs.

Any training and

development programme must contain inputs whici In fact no organisation can ignore the training needs of its employees
enable the
participants to gain skills, learn theoretical concepts and help
without seriosuly inhibiting its performance. Benefits of training accrue to
acquire vision to look into the distant future. In addition to
these, there is a
supervisors, trainees, external customers (i.e. the end users of the company's
need to give ethical products or service) and it contributes to organisation effectiveness.
orientation, emphasise on attitudinal charnges and
upon decision-making and problem-solving abilities. stress
Does Training Pay

Development is whole process by which employee learns grous, A conducted

proves his abilities to perform variety of roles within and outside the recent survey
Careers has highlighted:
by NFO India in association with HT
organisation. He acquires socially desirable attitudes and values.
Impact off well-designed trairiing programmes is increasingly being
Management Education felt at work places and companies have
gradually begun to ask
for more such interventions.
Management development is aimed at improving one's abilities t The
perform professional management tasks. It involves learning on-thejob focus on return on investment and systematic learning has
increased.
through experience, formal training programmes and severalOn
One has to look at training not just as a capital investment and
approaches including self-development.
 Training and D6vsloprmem
future but also as an emplovee
building for the
asset
Taking
and retention tool, his/her
of the care

in the job, I
training nec motivati
of
interest
employee reinforces new roles
es or function outes t
job satisfaction and even creates
existing employees,
To Conclude

Training seems very limited and restricting. Life transformation,

is all
improvement improvement is done through
and abo
Transformation-whether of the organisation or of individuals-always
liberate and enable people. Training is to bring about the
people's hearts and minds. (Ashutosh Pande).
transformation

REFERENCE
Ashutosh Pande, "Perspectives on
Training Need Assessment, Training and
New Delhi. Management

and
proces