CHAPTER- 4

TRAINING AND DEVELOPMENT

IN
Reid & Taylor

TRAINING AND DEVELOPMENT IN Reid & Taylor

In the field of human resource management, training and development is the field concerned
with organizational activity aimed at bettering the performance of individuals and groups
inorganizational settings. It has been known by several names, including employee
development, human resource development, and learning and development

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to be comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" — an idea that they felt to be demeaning to the individual. Eventually,
the CIPD settled upon "Learning and Development", although that was itself not free from
problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still
widely known by the other names.

Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,
note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities:

Training
This activity is both focused upon, and evaluated against, the job that an individual currently
holds.
Education
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.
Development
This activity focuses upon the activities that the organization employing the individual, or that
the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes.
The sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.

The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid."  Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.
IMPORTANCE OF TRAINING AND DEVELOPMENT

 OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and development

helps in optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual’s goals.
 DEVELOPMENT OF HUMAN RESOURCE- Training and development helps to
provide an opportunity and broad structure for the development of human resources
technical and behavioral skills in an organization. It also helps the employees in attaining
personal growth.
 DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and development helps
in increasing the job knowledge and skill of employees at each level. It helps to expand
the horizons of human intellect and an overall personality of the employees.
 ORGANISATION CLIMATE.
 QUALITY.
 HEALTHY WORK-ENVIRONMENT.
 HEALTH AND SAFETY.

METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training. The various methods
that come under cognitive approach are:

LECTURE- A method training

It is one of the oldest methods of training. This method is used to create understanding of a topic
or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form.
Lecture is telling someone about something.

Demonstration training method

This method is a visual display of how something works or how to do something. As an

example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to
be more effective, demonstration method should be accompanied by the discussion or lecture
method.

Discussion training method

This method uses a lecture to provide the learners with context that is supported, elaborated,
explain, or expanded on through interactions both among the trainees and between the trainer
and the trainees.

The discussion method consists a two-way flow of communication i.e. knowledge in the form of
lecture is communicated to trainees, and then understanding is conveyed back by trainees to
trainer.

Computer based training

With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turns, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to accomplish those goals.

Behavioral methods are more of giving practical training to the trainees. The various methods
under behavioral approach allow the trainee to behave in real fashion. These methods are best
used for skill development.

The various methods that come under behavioral approach are:

 GAMES AND STIMULATION

 BEHAVIOR-MODELING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAY
ON THE JOB TRAINING-

There are many management development techniques that an employees can take in off the job.
The few popular methods are:

 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURE/ LECTURES
 SIMULATION EXERCISE

TRAINING AND DEVELOPMENT METHOD ADOPTED BY LUMAX INDUSTRIES

LTD.

The training methods which are generally used in an organization are classified into two i.e

1-ON THE JOB: On the job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that either are
difficult to simulate or can be learn quickly by watching and doing on-the job training makes
sense.

2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures,
films, demonstration, case studies and other simulation exercises, and programmed instruction.

INPUTS IN TRAINING AND DEVELOPMENTS IN Reid & Taylor.

Any training and development program must contain inputs which enable the participants to gain
skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress
upon decision-making and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate
machines, and use other equipments with least damage or scrap. This is a basic skill without
which the operator will not be able to function. There is also the need for motor skills. Motor
skills refer to performance of specific physical activities. These skills involve training to move
various parts of one’s body in response to certain external and internal stimuli. Common motor
skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor
skills are needed for all employees – from the clerk to the general manager. Employees,
particularly supervisors and executives, need interpersonal skills popular known as the
people skills. Interpersonal skills are needed to understand one self and others better, and act
accordingly. Examples of interpersonal skills include listening, persuading, and showing an
understanding of others’ feelings.
Education
The main purpose of Reid & Taylor is to provide education to teach theoretical concepts and
develop a sense of reasoning and judgment. That any training and development program must
contain an element of education is well understood by HR specialist. Any such program has
university professors as resource persons to enlighten participants about theoretical knowledge of
the topic proposed to be discussed. In fact organizations depute or encourage employees to do
courses on a part time basis. Chief Executive Officers (CEO’s) are known to attend refresher
courses conducted by business schools. Education is important for managers and executives than
for lower-cad reorders.

Development
Another component of a training and development is development which is less skill oriented but
stressed on knowledge. Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better
management of the company.

Ethics
There is need for imparting greater ethical orientation to a training and development program.
There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices
abound in marketing, finance and production function in an organization. They are less see and
talked about in the personnel function. If the production, finance and marketing personnel indulge
in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the
employees in the organization about the need of ethical behavior.
How Training Benefits Reid & Taylor:
 Leads to improved profitability and/or more positive attitudes towards profit orientation.

 Improves the job knowledge and skills at all levels of the organization

 Improves the morale of the workforce.

 Helps people identify with organizational goals.

 Helps create a better corporate image.

 Fosters authenticity, openness and trust.

 Improves relationship between boss and subordinate.

 Aids in organizational development.

 Learns from the trainee.

 Helps prepare guidelines for work.

 Aids in understanding and carrying out organizational policies.

 Provides information for future needs in all areas of the organization.

 Organization gets more effective decision-making and problem-solving skill.

l
 Aids in increasing productivity and/or quality of work.

 Helps keep costs down in many areas, e.g. production, personnel, administration, etc.

 Develops a sense of responsibility to the organization for being competent and

knowledgeable.

 Improves Labour-management relations.

 Reduces outside consulting costs by utilizing competent internal consultation.

 Stimulates preventive management as opposed to putting out fires.

  Eliminates suboptimal behavior (such as hiding tools).

 Creates an appropriate climate for growth, communication.

 Aids in improving organizational communication.

TRAINING AND DEVELOPMENT AS SOURCE OF
COMPETITIVE ADVANTAGE:

Reid & Taylor derive competitive advantage from training and development. Training and
development program, as was pointed out earlier, help remove performance deficiencies in
employee. This is particularly true when –
(1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,
(2) The individual(s) involved have the aptitude and motivation need to learn to do the job better,
and
(3) Supervisors and peers are supportive of the desired behaviors.
Training & Development offers competitive advantage to Reid & Taylor by removing
performance
deficiencies; making employees stay long; minimized accidents, scraps and damage; and
meeting future employee needs.
There is greater stability, flexibility, and capacity for growth in an organization. Training
contributes to employee stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of the organization. Growth
renders stability to the workforce. Further, trained employees tend to stay with the organization.
They seldom leave the company. Training makes the employees versatile in operations. All
rounder’s can be transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else but well-trained
employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or minimized through
training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if
employees are trained well.
Future needs of employees will be met through training and development program.
Organizations take fresh diploma holders or graduates as apprentices or management trainees.
They are absorbed after course completion. Training serves as an effective source of recruitment.
Training is an investment in HR with a promise of better returns in future.
In Reid & Taylor training and development pays dividends to the employee. Though no single
training program yields all the benefits, the organization which devotes itself to training and
development enhances its HR capabilities and strengthens its competitive edge. At the same
time, the employee's personal and career goals are furthered, generally adding to his or her
abilities and value to the employer.