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Among The Many Components

The document discusses training, including its goals and importance for organizations. It provides definitions of training as the systematic modification of behavior through learning and education to achieve effective job performance. The main goals of training are to develop employee competencies and performance, help people grow within the organization, and reduce learning time for new roles. Some challenges of training include determining if it is the best solution, setting clear and realistic goals, assessing if it provides good return on investment, and knowing if training methods will be effective.

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ANKIT SINGH
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69 views

Among The Many Components

The document discusses training, including its goals and importance for organizations. It provides definitions of training as the systematic modification of behavior through learning and education to achieve effective job performance. The main goals of training are to develop employee competencies and performance, help people grow within the organization, and reduce learning time for new roles. Some challenges of training include determining if it is the best solution, setting clear and realistic goals, assessing if it provides good return on investment, and knowing if training methods will be effective.

Uploaded by

ANKIT SINGH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Among the many components that go into making a company competitive are the skills

of its employees. Other components like technology and capital are not crucial.
Technology can be copied and money can be borrowed. This being an information era,
whoever is able to use information properly will have an advantage over other
competitors in the same field. This is why Human Resource Development (HRD), which
transforms information into various skills of the personnel, has great responsibility in
any organization. We would call this transformation of information into human skills as
training.
Training needs arise from restructuring, expansion, performance gaps, replacing of
employees who are leaving, motivating of staff and, new technology.
The goal in training is to meet the organization objectives at shortest possible time,
efficiently and with minimum use of resources. To meet this objective, various training
models have been developed.
Definitions Of Training:-
“Training constitutes a basic concept in Human Resource Development. It is the
systematic modification of behaviour through learning which occurs as a result of
education, instruction, development and planned experience”.
As was said earlier, it is concerned with developing a particular skill to a desired
standard by instruction and practice.
Training was defined in greater detail Lundy and Cowing as follows:
“A planned process to modify attitude, knowledge or skill behaviour through learning
experience to achieve effective performance in an activity or range of activities. Its
purpose, in the work situation, is to develop the abilities of the individual and to satisfy
the current and future manpower needs of the organization”.
Training is highly useful tools which can bring an employee into a position where
he/she can do his/her job correctly, effectively and conscientiously:
a) Correctly, in that he/she can apply whatever he/she has been taught,
b) Effectively, in that he/she may be in a position where he/she can perform to the
expected standards, and
c) Conscientiously, in that the behaviour of the trainers can bring the trainees to the
position where they can put their maximum effort at the right time.
A training course should constitute a key feature in a formal development programme,
and this could be a standard offering by various specialist bodies or in-house courses
developed for the organization’s specialist needs. Increasingly, these options are being
combined so that there is the possibility of an externally provided course tailored to suit
an organization’s particular needs.
The Goals Of Training
The main goal of training is to help the organization achieve its objectives by adding
value to its key assets – the people it employs. Training means investing in people to
enable them to perform better and to empower them to make the best use of their natural
abilities. The particular objectives of training are to:
 Develop the competencies of employees and improve their performance.
 Help people grow within the organization in order that, as far as possible, its future
needs for human resources can be met from within.
 Reduce the learning time for employees starting in new jobs on appointment,
transfer or promotion, and ensure that they become fully competent as quickly and
effectively as possible.
Challenges In Training
Upgrading employees' performance and improving their skills through training is a necessity
in today's competitive environment. The training process brings with it many questions that
managers must answer. Included in these questions are: Is training the solution to the
problems? Are the goals of training clear and realistic? Is training a good investment? Will
the training work?
 Is Training the Solution?
 Are the Goals Clear and Realistic?
 Is Training a Good Investment?
 Will Training Work?

Understanding training and its process.

To understand how training should be developed and operated within an organization,


the first requirement is to appreciate learning theory and approaches to providing
learning and development opportunities in organizations. It is then necessary to
understand the following approaches to training.
1) Training Philosophy.
2) Types And Process Of Training.
3) Identifying Training Needs.
4) Planning Training.
5) Conducting Training.
6) Responsibility For Training.
7) Evaluating Training.

1) Training Philosophy
The training philosophy of an organization expresses the degree of importance it
attaches to training. Organizations with a positive training philosophy understand that
they live in a world where effectiveness is achieved by having higher quality people
than other organizations employ, and that this need will not be satisfied unless they
invest in developing the skills and competencies of their people. They also recognize
that actual or potential skill shortages can threaten their future prosperity and growth. In
hard economic terms, these organizations are convinced that training is an investment
that will pay off. They understand that it may be difficult to calculate the return on that
investment but they believe that the tangible and intangible benefits of training will
more than justify the cost.
It is not enough, however, to believe in training as an act of faith. This belief must be
supported by a positive and realistic philosophy of how training contributes to the
bottom line. Underpinning this belief is the need to set concrete objectives for training
in terms of a return on investment, in the same way as other investments have to
demonstrate a pay-back. The main areas in which such a philosophy should be
developed are the following:
 A strategic approach to training: this takes a long-term view of what skills,
knowledge and levels of competence employees of the organization need.
 Relevance: Training must be relevant to identify appropriate training needs.
Problem-based: Training should be problem-based in the sense that it should be planned
to fill the

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