Chapter 1:

Managing training and

development in organisations
 Chapter 1: Chapter 2: Chapter 3:
Managing training & The education, training & The administration of
development in development environment training & development in
organisations in South Africa the enterprise

Chapter 4: Chapter 5: Chapter 6:

Learning theories and Determining training & Programme design and
principles development needs development

Chapter 7: Chapter 8:
Chapter 9:
Preparing & presenting Learner assessment &
Management development
training programme evaluation

Chapter 10:
Contemporary issues in
Human resource
development
 Learning outcomes
After working through this chapter you
should be able to:
discuss the concepts of education,
training, and development
describe the training function as a
subsystem in an organisation
illustrate the training function using a
diagram
give a brief description of a training
model
Learning outcomes (cont.)

define the various management

elements of a training programme
define the respective development
phases of a strategic training plan
describe the various functions of a
training practitioner
discuss the importance of a training
and development policy and an annual
training plan.
 Concepts
• Education: Activities providing knowledge, skills
and values that promote an understanding of
social traditions so that individuals can contribute
to society

• Training: A systematic process to modify

knowledge, skills and behaviour of employees to
achieve organisational objectives
 Concepts (cont.)
Development: Contains elements of both
training and education within the context of
specific organisational objectives

Integrated approach: Aim is to achieve

organisational T&D objectives – holistic,
conscious, proactive
 Why do organisations offer training?
Training benefits:

•Employees benefit from training

by:
Empowered and motivated
Develop conflict handling skills
Increased job satisfaction

•Organisation benefits from training

by:
Improved profitability
Increased morale
Contributes to organisational
development
Helps to keep costs down
Improves labour/management
relations
 Generalised approaches to
training interventions in
enterprises:
• Learning by exposure
• Educational approach
• Systems approach
• Problem-centred approach
• Action learning approach
• Analytical approach
• Competence approach
• Procedural approach
• Knowledge management system.
 Role of training function in the
structure of the organisation

Training function as a subsystem of the

organisation:

 Subsystem of the HRM management

function
 Provides a support service
 Primaryinput (untrained employees)
transformed into an output (trained
employees).
 Key functions that should be
present in all HRD departments
Management of the HRD function
Training and development needs
analysis
Design and development of curricula
and programmes
Development and obtaining of training
resources
Ensure the delivery of education,
training and development
 Key functions that should be
present in all HRD
departments (cont.)
Evaluation of training and
development and the total HRD effort
Quality assurance of training and
development initiatives
Administrative management
Career development
Organisation development.
 The place of the training
function in the organisation

Chief Executive

Assistant chief
executive

Human
Financial Production
Marketing Resource
Manager Manager
Manager Manager

Training &
Selection Recruitment Labour relations
development

Adult learning
Specialist Management Training of new
and literacy
training development entrants
training
 Training models
Nadler’s critical events model (9
steps)

The training model of Camp,

Blanchard and Huszco (7 steps)

High impact training model (6

phases).
Nadler’s critical events training
model
 A managerial approach to
training
Planning:
Determines the direction an
organisation must follow to
accomplish goals.

Planning process:
Goal setting
Develop plans
Implementation of plans
Linking planning to training

Helps to
ensure that
the correct
type of
training and
development
interventions
are identified
Determines
Assists in
the training
planning
needs at
successful
macro,
delivery of
organisational
training
and individual
programme
Planni level
ng

Helps to
establish
Assists in
learning
formulation of
outcomes for
training
elected
objectives
training
programmes
Organising:
Organising is the second fundamental
element of the management process.
Management must deploy people,
equipment, finances, and other
resources to achieve its goals. An
organisational structure indicates the
work to be done and the connection
between various positions and tasks.
Linking organising
to training
Leading:
Coordinate, lead and motivate
students and training practitioners to
achieve outcomes.
Linking leading to training

Ensures that
the vision of
the HRD
department
is clearly
articulated

Ensures that
Leadership
line
style must
create a Leadi managers
are activated
positive
learning
ng to support
HRD
atmosphere
activities

Create a
learning
environment
conducive to
learning
productivity
Control:
Monitor short and medium term goals to
ensure implementation of strategic plan.

Have the outcomes/objectives been

achieved?

You may continue....

If not, take actions to achieve the
objectives!
Linking control to training

Leads from
the process
of training
needs to the
evaluation
phase

Achieving Contro Evaluating

organisation the system
al objectives l as a whole

Measuring
the learning
process
 Strategic training
management
Due to its importance and the costs
involved, training in an organisation must
be effectively managed. Within the context
of HRM, the training manager today faces
a wide range of challenges:
 The training manager must ensure that all
training programmes are presented in a
purposeful and effective manner
 The existing imbalance between skilled
managers from the different population
groups has to be rectified as soon as
possible.
Strategic training
management
Other challenges include:
 Management must realise that attitudes
towards affirmative action training
programmes do not change overnight
 Training programmes must be designed in
accordance with educational principles
 Training practitioners must be selected, since
the success of training is largely dependent on
the quality of trainers.
 Investigate the nature and extent of the overall
strategic business plan of the organisation and
in particular the human resource management
role in this strategy.
 Business strategy, HRM strategy
and training and development
strategy
Strategic planning may be described as a
process in which an organisation states
its overall purposes and objectives and
how these will be achieved.
Types of plans = Strategic planning,
functional planning and short-term
planning
Formulate a
strategic
Strategic
Develop a
planning
Scan the
organisation
process:
Set
plan to
specify the
measurable course of
mission al internal
strategic action to
statement and external
goals achieve set
environment
goals
 Strategic training management
and strategic human resource
development
Strategic human resource development is
geared to the strategic business plan and to
help implement the human resource
strategy by improving the knowledge and
skills of employees of the organisation or
interest groups outside the organisation.

• Approach of Rothwell and Kazanas

• Strategic training and development is the
process of change through planned learning
with the aim of acquiring knowledge and
skills needed in the future
• Assumptions of strategic HRD.
Strategic training management
and strategic human resource
development (cont.)
Needs assessment
 Environmental scanning

 Considering present strengths,

weaknesses, future threats and
opportunities
 Choosing and implementing
organisational strategy
 Evaluation.
 The need for a training and
development policy
Policies are based on assumptions and
principles which manifest themselves in the
form of a philosophy

Reasons for a training and development policy:

 To define the relationship between the
objectives of the organisation and its commit­
ment to the HRD function
 To provide operational guidelines for
management
 To provide information for employees
 To enhance public relations.
 Annual training plan
• Detailed statement of training that will
be implemented over a specific period
of time (e.g. Workplace Skills Plan)
• Integral part of the strategic training
process
• Formats differ according to enterprise
needs
• Workplace Skills Plan can serve as a
basic format.
 Role of training professional
• Manager
• Consultant
• Instructor / Trainer / Facilitator
• Evaluator
• Marketer
• Strategic facilitator
• Application agent.
QUESTIONS?