Training and Development: Key Components of Learning

● Learning refers to employees acquiring knowledge, skills, competencies, attitudes, or

behaviors. But the focus of training and development is not just on employees learning
for its own sake.
● Human capital refers to knowledge, advance skills, system understanding and
creativity, and motivation to deliver high-quality products and services. Human capital
may be more valuable than capital or financial capital for providing a company with an
advantage cx scspover itspoo competitors, because it is difficult to imitate or purchase
and it is unique to the company.
● Training refers to a planned effort by a company to facilitate learning of job-related
competencies, knowledge, skills, behavior by employees. The goal of training is for
employees to master the knowledge, skills, and behaviors emphasized in training and
apply them to their day-to-day activities.
● Development refers to training as well as formal education, job experience, relationship,
and assessment of personality, skills, abilities, that help employees prepare for future
jobs or positions.
● Formal training and development refer to training and development programs,
courses, and events that are developed and organized by the company.
● Informal learning refers to learning that is initiated, involves actions and doing, is
motivated by an intent to develop, and does not occur in formal learning setting. One
reason why informal learning maybe especially important is that it may lead to the
effective development of tacit knowledge, which can be contrasted with explicit
knowledge.
● Explicit knowledge refers to knowledge that is well documented, easily articulated, and
easily transferred from person to person.
● Tacit knowledge refers to personal knowledge based on individual experiences that is
difficult to codify.
● Knowledge management refers to the process of enhancing company
● performance by designing and implementing tools, processes, system, structures, and
cultures to improve the creation, sharing, and use of knowledge.

Customer Service and Quality Emphasis

A company’s customers judge its quality and performance. As a result, customer
excellence requires attention to product and service features, as well as to interactions with
customers. Due to increased availability of knowledge and competition, consumers are very
knowledgeable and expect excellent service.

TRAINING NEEDS IN DIFFERENT STRATEGIES

● Concentration strategy focuses on increasing market share, reducing costs, or
creating and maintaining a market niche for products and services.
● Internal growth strategy focuses on new market and product development, innovation,
and joint ventures.
● External growth strategy emphasizes acquiring vendors and suppliers or buying
businesses that allow the company to expand into new markets.
● Disinvestment strategy emphasizes liquidation and divestiture of businesses.

Seven Key Capabilities Needed

1. Alignment of learning goals to business goals
2. Measurement of the overall business impact of the learning function.
3. Movement of learning outside the company to include customers, vendors, and suppliers.
4. A focus on developing competencies for the most critical jobs.
5. Integration of learning with other human resource function, such as knowledge management,
performance support, and talent management.
6. Delivery approaches that include classroom training as well as e-learning.
7. Design and delivery of leadership development courses.
Business Strategy Formulation and Identification
1. Vision. It is the picture of the future the company wants to achieve.
2. Values are what the company stands for.
3. Goals. It refers to the company hopes to achieve in the medium to long term, they
reflect how the mission will be carried out.
4. Stockholders. It refers to shareholders, the community, customers, employees, and all the
other parties that have an interest in seeing that the company succeeds.
5. Mission which is a statement of the company’s reason for existing, what the company does.
It is also accompanied by a statement of the company’s vision or values.
6. External analysis, involves examining the operating environment to identify opportunities
and treats.
7. Internal analysis, attempts to identify the company’s strength and weaknesses. It
focuses on examining the available quantity and quality of financial, physical, and
human capital.
8. Strategic choice, represents the strategy believed to be the rest alternative to
achieve the company goal.

Strategic Planning and Development Process

1. Identify business strategy
2. Strategic training and development initiatives that support strategy
3. Strategic training and development activities
4. Metrics of Training success

Characteristics of a Positive Climate for Learning Transfer of Training

● Task cues: Characteristics of a trainee’s job prompt or remind him or her to use new
skills and behaviors acquired in training
● Feedback consequences: Supervisors support the application of new skills and
behaviors acquired in training
● Lack of punishment: Trainees are not openly discouraged from using new skills and
behaviors acquired in training
● Extrinsic reinforcement consequences: Trainees receive extrinsic rewards for using
new skills and behaviors acquired in training
● Intrinsic reinforcement consequences: Trainees intrinsic rewards for using new skills
and behaviors acquired in training