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Training and Development 4

Training focuses on short-term skills to improve current job performance, while development prepares employees for future roles. Both are important for organizational success. Managers must ensure employees have necessary knowledge through continuous learning from training and development activities. Training typically involves assessing needs, designing programs based on objectives, and using principles like modeling, feedback and practice. Development matches individual career goals with organizational needs through performance evaluations and guidance on career pathways.

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Pillos Jr., Elimar
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51 views

Training and Development 4

Training focuses on short-term skills to improve current job performance, while development prepares employees for future roles. Both are important for organizational success. Managers must ensure employees have necessary knowledge through continuous learning from training and development activities. Training typically involves assessing needs, designing programs based on objectives, and using principles like modeling, feedback and practice. Development matches individual career goals with organizational needs through performance evaluations and guidance on career pathways.

Uploaded by

Pillos Jr., Elimar
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Training and Development

Training
- learning given by organizations to its employees
that concentrates on short-term job performance and
acquisition or improvement of job-related skills.
Development
-learning given by organizations to its employees
that is geared toward the individual’s acquisition and
expansion of his or her skills in preparation for
future job appointments and other responsibilities.
Both training and development are essential
to the success of today’s organizations.
In order to have an edge over their rival
organizations, managers must see to it that
their human resources have the necessary
knowledge and expertise; training and
development work toward this end by
providing continuous learning activities and
opportunities.
The typical scope of training covers the ff.
procedures:
1. Conducting the training needs assessment
Must be done systematically in order to ascertain
if there really is a need for training.
Managers must first try to observe the business
condition and the economic, strategic and
technological changes that are happening in the
organization’s environment before proceeding to
the analyses of the organization, tasks, and
persons, as all these are determinants of training
types required for the maintenance of the firm’s
stability.
Examples of organization analysis include the analyses of
effect of downsizing, branching out, conflicts with rival
companies and others that may require training or retraining
of employees.
Task analysis involves , for example, a checking of job
requirements to find out if all these are being done to meet
company goals. If not, this maybe a go- signal to train or
retrain employees.
Person analysis determines who among the employees
need training or retraining. This is to avoid spending for the
training of employees who no longer require it.
Example: A department manager pirated from a rival
company to occupy a vacancy in one of the organization’s
departments in the same capacity, may not need managerial
skills training anymore.
2. Designing the Training program
This phase involves the stating of the instructional
objectives that describe the knowledge, skills and attitudes
that have to be acquired or enhanced to be able to perform
well.
These are performance-centered objectives that must be
aligned with the firms objectives.
Another thing to be considered is trainee readiness and
motivation. This refers to the trainee’s background
knowledge and experience, so that the training to be given
to them will not go to waste
Different learning principles , like using modelling,
feedback and reinforcement, massed vs. distributed learning
and others influence the training design’s effectiveness.
Different learning principles
1. Modeling – the use of personal behavior to
demonstrate the desired behavior or method to be
learn.
2. Feedback and reinforcement – learning by getting
comments or feedback from the trainees
themselves, from trainers, or fellow trainees, which
can help the individual realize what they are doing
right or what they are doing wrong; reinforcement
is accomplished through verbal encouragement or
by giving rewards such as prizes, awards, and
others.
3. Massed vs. distributed learning – learning by
giving training through either few, long hours of
training(massed) or series of short hours of
training (distributed).

4. goal-setting – learning through the explanation


of training goals and objectives by the trainers to
the trainees.
5. individual differences – training programs that
take into account and accommodate the individual
differences of the trainees in order to facilitate
each person’s style and rate of learning.
6. Active practice and repetition – learning
through the giving of frequent opportunities to
trainees to their job tasks properly.
Employee Development
Developing employees is a part of an
organization’s career management program and
its goal is to match the individual’s
development needs with the needs of the
organization.
The individual employee must know himself
or herself well, identify his/her knowledge,
skills, abilities, values and interests, so that
he/she could also identify the career pathway
that he/she like to take.
Although he/ she is encouraged to take
responsibility for his or her own career, the
organization must, at regular intervals,
provide him/her with the results of his/her
performance evaluations and the
organization’s plan or direction that may be
related to his/her own career plans; thus,
establishing a favorable career development
climate for him/her, which may lead,
ultimately, to the blending of his/her career
development goals with organizational goals.

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