PAPER 201- HRDTRAINING AND DEVELOPMENT

LIFELONG EDUCATION EXTENSION AND SOCIAL WORK

JIWAJI UNIVERSITY

-ANKUR SHRIVASTAVA

Training and DevelopmentTraining

Development

The Need for Training

The Nature of Training

The Importance of Training

Types of Training

The Training Process

Training & Development is a continuous

process in an organization to achieve its

organizational goals by improving the

skills and knowledge of the employees.

The training and development function in

an organization has gained a lot of

importance due to advancement in

technology and changes in market force.

Training is basically a systematic procedure fortransferring technical know-how to theemployees so as to increase their knowledgeand skills for doing particular jobs.

Training usually involves teaching operational ortechnical employees how to do their jobs moreeffectively and/or efficiently.

Training is a process of teaching a newemployees the basic skills to perform their jobs

- Garry Dessler

Efforts made to improve employee’s ability tohandle a variety of assignment.

Development is a process of preparingemployees for future position and improve theirpersonal skills to handle the critical situations inan organization.

Development is generally aimed at helpingmanagers better understand and solveproblems, make decisions, and capitalize onopportunities.

Development is often considered a HR function.

Companies initially used to emphasize only onproduction process training i.e. teaching technical skillrequired to perform jobs, such as training assembles tosolder wires or teachers to device lesson plans.however training and development programs and theirobjectives change in the 1980s and 1990s.

Employers had to adapt to rapid technological changes,improve product and service quality, and boostproductivity to stay competitive improving qualityoften requires remedial-education training, sincequality-improvement programs assume employees canuse critical thinking skills, produce charts and graphsand analyze data.

Employees must also use or acquire skills in teambuilding, decision making, and communication.

As firms become more technologically advance,employees require training in technological andcomputer skills (such as desk top publishing andcomputer aided design and manufacturing).

As increased competition has put a premium on betterservice, employers have turned increasingly tocustomer-service training to provide employees withthe tools and abilities they need to deal moreeffectively with customers, such as effective listeningskills.

More employers today are also taking advantage of thefact that training can strengthen employeecommitment. This is one reason why highcommitment firms like Toyota provide two weeks oftraining per year for all employers-about double thenational average.

Training usually involves teaching operational ortechnical employees how to do their jobs moreeffectively and/or efficiently.

Responsibilities for training are generallyassigned to the HR function.

In general, training is intended to help theorganization function more effectively.Managers must be sure that productivity can beincreased through training and that productivitygains are possible with existing resources.

Trained workers can work more efficiently.There will be fewer accidents. As trainingimproves the knowledge of employeesregarding the use of machines andequipment.

Wastage is eliminated to a large extent asthey use tools, machines in a proper way.Training helps an employee to move fromone organization to another easily. He can bemore mobile and pursue career goals easily.

Training makes employees more loyal to anorganization.

They will be less inclined to leave the unit wherethere are growth opportunities.

Training enables employees to secure promotionseasily.

They can realize their career goals comfortably.

Economical supervision-as there is lessrequirement for supervision for trainedemployees.

Uniform procedures-with the help oftraining the best available methods can bestandardized and made available to allemployees