TRAINING AND

DEVELOPMENT
According to the HR manager at Sapphire,
career-related training is suggested by the
line manager of a particular team or
department, and training programs are
arranged by the HR manager. There are also
training centers in which mostly three-month
training is given, and it is under a specific department named the IR department. Training is a
continuous process that lasts the entire year. There is no specific time for trainings. To stay
updated on the latest industry and market trends, they participate in any national and
international surveys and also through social media, mainly "LINKEDIN,” etc. There is no
competition in training and development with other organizations, i.e., the “Bandwagon
Effect.” Every training and developmental program has specific objectives that are set before or
at the start of the respective program. Mostly such programs have selection criteria. The
effectiveness of training and development programs for employees is measured mainly by the
involvement and engagement of employees or workers. Assessment tests are taken before and
after trainings and developmental programs. In assessment tests, different questions and
activities are given, and feedback is also taken, like “Programmed Learning.” It is necessary to
pass the assessment test with a minimum of 70% marks to take part in the program or to
examine the effectiveness of the program. Employee attitude and behavior are observed after
the training programs. Employees' behavior and attitudes are examined before and after
training programs, as in “Controlled Experimentation.” Sometimes employees are given a
scenario and asked to perform it, or they are presented with some imaginary managerial
situations or problems to solve. It is somewhat like the “Case Study Method”, “Management
Game”, “Role Playing,” or “Behavior Modeling.”
Comparison with Book:
The training and development program
mostly includes On-The -Job Training (OJT),
Apprenticeship Training, and Job Instruction
Training (JIT) whereas in sapphire, these
specific American terms are not used. Most
of the time, training is given to new workers
to develop their skills. According to our
book, the effectiveness of a training and
developmental program is identified by Performance Appraisals, Job Related Performance
Data, Observation by the supervisor or other specialist, interviews with the employee or his
supervisor, Test of things like job, knowledge, skill, and attendance, Attitude surveys, individual
employee daily diaries, Assessment Centers results, and Special Performance Gap Analytical
Software such as SABA software in cooperation, but as discussed above, computer software is
not present or used in any training and development program. The methods or means by which
these programs are offered involve Program Learning, Electronic Performance Support System
(EPSS), and job-aid. There is software that supports these program management termed as
Learning Management System include mobile learning, virtual classroom, lifelong and literacy
training techniques, diversity training and team training but mostly Pakistani organizations
provide On-The-Job Training (OJT), Very few organizations use computer software or other
electronic performance support systems, including mobile learning and virtual classrooms, etc.
Current and future employee performances are improved by management development, job
rotation, action learning, case study method, management game, role playing, behavior
modeling, in-house development center and executive coach. Mostly surveys, Controlled
experiment and computerization facilities evaluation are mostly used for evaluating the
training and development program's efforts. As it was mentioned earlier, in organizations they
don’t use typical American terms as used in our book, but for evaluating these programs, they
use methods such as “Controlled Experimentation”, “Case Study Method”, “Management
Game”, “Role Playing,” or “Behavior Modeling.”