06‐12‐2019

 According to Edwin B. Flippo, “training is the act of 
increasing the knowledge and skills of an employee for 
CONCEPT OF TRAINING doing a particular job.”
 Michael Armstrong points “training is the systematic 
 Training is the process of teaching the new and/or  modification of behaviour through learning which 
present employees the basic skills they need to  occurs as a result of education, instruction, 
effectively perform their jobs. Alternatively speaking,  development and planned experience”.
training is the act of increasing the knowledge and   Training is a process that tries to improve skills, or add 
skill of an employee for doing his/her job. to the existing level of knowledge so that the employee 
is better equipped to do his present job, or to mould 
 Training refers to the teaching and learning activities  him to be fit for a higher job involving higher 
carried on for the primary purpose of helping  responsibilities. In other words, training is a learning 
members of an organisation to acquire and also to  experience that seeks a relatively permanent change in 
apply the required knowledge, skill and attitudes to  an individual that will improve his/her ability to 
perform their jobs effectively. perform his job.

 A formal definition of training & development is it is 
any attempt to improve current or future employee 
CONCEPT OF DEVELOPMENT performance by increasing an employee’s ability to 
 Development’ has broader scope and aim to develop people  perform through learning, usually by changing the 
in all respects. Accordingly, development covers not only  employee’s attitude or increasing his or her skills and 
activities/skills which improve job performance, but also  knowledge. The need for training & development is 
those activities which bring about growth of the  determined by the employee’s performance deficiency, 
personality, help individuals progress toward maturity and  computed as follows:
actualization of their potential.
 Development enables individuals to become not only good   Training & Development need = Standard 
employees but better men and women also. Clearly,  performance – Actual performance.
development is an ongoing continuous process, while   *Training refers to the process of imparting specific 
training is a one‐shot deal. In ultimate sense, development 
refers to behavioural modification of people through  skills.
continuous learning practices. Development relates to   *Development refers to the learning opportunities & 
non‐technical organisational functions such as problem  designed to help employees grow.
solving, decision‐making and relating to people.

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 Development refers to those learning opportunities  TRAINING AND DEVELOPMENT 
designed to help employees grow. Development is not 
primarily skill‐oriented. Instead, it provides general  NEEDS
knowledge and attitudes which will be helpful to   Productivity – Training and Development helps in 
employees in higher positions. increasing the productivity of the employees that helps 
 Efforts towards development often depend on personal  the organization further to achieve its long‐term goal.
drive and ambition. Development activities, such as   Team spirit – Training and Development helps in 
those supplied by management developmental  inculcating the sense of team work, team spirit, and 
programmers, are generally voluntary. inter‐team collaborations. It helps in inculcating the 
zeal to learn within the employees.
 Organization Culture – Training and Development 
helps to develop and improve the organizational 
health culture and effectiveness. It helps in creating 
the learning culture within the organization.

 Organization Climate – Training and Development 

helps building the positive perception and feeling   Morale – Training and Development helps in 
about the organization. The employees get these  improving the morale of the work force.
feelings from leaders, subordinates, and peers.  Image – Training and Development helps in creating a 
 Quality – Training and Development helps in  better corporate image.
improving upon the quality of work and work‐life.  Profitability – Training and Development leads to 
 Healthy work environment – Training and  improved profitability and more positive attitudes 
Development helps in creating the healthy working  towards profit orientation.
environment. It helps to build good employee, 
relationship so that individual goals aligns with 
organizational goal.
 Health and Safety – Training and Development helps 
in improving the health and safety of the organization 
thus preventing obsolescence i.e no outdated ideas are 
encouraged

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6 Essential Qualities Training 
 Training and Development aids in organizational  Managers Need
development i.e. Organization gets more effective 
decision making and problem solving. It helps in   The training and development of employees is crucial 
understanding and carrying out organizational  to any organisation’s performance. For businesses, the 
policies. aim is to gain a competitive advantage. For other 
organisations you’ll want to improve how you work or 
 Training and Development helps in developing 
obtain better outcomes. Ultimately, all organistions
leadership skills, motivation, loyalty, better attitudes, 
are looking to optimise their human resources by 
and other aspects that successful workers and 
honing the skills of their workforce.
managers usually display.
 Training is, therefore, a huge responsibility and needs 
motivated and skillful individuals to handle it. While 
there are many opinions on the efficacy of some 
training programs, few doubt the necessity of really 
good, targeted training.

1. A Deep Knowledge of the  2.The Ability to Measure and 
Business Assess Staff Training Needs
 How your product is bought, sold, and delivered to   Awareness of how the training needs of your 
customers. employees is critical to developing your 
 Why your product exists, and what problem it solves. team. Professional trainers are expected to conduct a 
 How your broader industry operates, the pressures it  thorough training needs analysisbefore undertaking a 
has, and how it makes money. training assignment, and as a manager, you’ll need to 
 An awareness of the competition and new trends in  as well. This process will help you determine two 
your line of business things – what needs to be learned by your team, and 
how to prioritise the learning.
 The aim of most corporate training is to maximise
company resources and build an efficient and 
productive workforce.

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3. Strong Communication and  4. A Passion for Continuous 
Interpersonal skills Learning
 Understanding problems, conveying ideas, conducting   The best learners make the best teachers. A passion 
training – all of this is carried through words. If you  for learning reflects in the quality of your teaching. 
have trouble communicating, it’s unlikely you’ll be able  How can you teach and motivate others if you yourself 
to get your staff properly motivated, or effectively  are lackadaisical about the process of learning?
describe the reasons behind the need for the training 
you’re recommending to your employees.

5. Innovative Thinking 6. Embrace Efficiency
 The prospect of attending yet another training session   Training budgets are almost never static.
can make anyone, from seasoned corporate executives   Training managers almost never had the resources 
to employees who have just started, want to shoot  they need, whether it’s time, money, tools, or buy‐in 
themselves in the head. We’ve all been in plenty of  from the rest of the company. These are the realities of 
repetitive and monotonous training sessions. the training business though, and they’re not going to 
 We’ve all sat through presentations that were boring or  change, so make sure you develop an acute 
were clearly being taught with a minimum of effort by  appreciation of and desire for efficiency.
the instructor. 
 Even if students are excited to explore a topic, a bad 
training sessions can kill any enthusiasm they may 
have had and trainees will soon start zoning out.

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TRAINING & DEVELOPMENT   The Company wants to empower its staff members to take 
some ownership of their own development, with support 
POLICY
 The Company’s training & development policy has been developed in 
from their managers and the Company as a whole.
line with the Company's overall vision and strategy, it reflects a belief   The Company believes that its line managers have a key 
in the need to develop all permanent and temporary employees,  role to play in people development.
whether employed on a full‐time or part‐time basis. It is based on the 
following principles:  The Company will work within recognised good practice 
 The Company thinks of its workforce as an asset as well as a cost, and  guidelines, to ensure that both the quality and quantity of 
believes that it should invest in that asset. training and development is relevant and 'fit for purpose'.
 The Company believes that all its employees have the potential to grow, 
both in their work role and personally, and it shall endeavour to   The Company will regularly review its overall level of 
provide opportunities for growth and personal development. investment in staff training and development to ensure 
 The Company considers it appropriate to base such training and  that adequate and appropriate resources are provided.
development opportunities on the requirements of the business, and 
decisions about investment in staff training and development will be   The Company plans its training and development activities 
made accordingly. in line with industry standards, and maintains 
 The Company believes that responsibility for training and development  relationships with relevant bodies.
should be shared between the Company and its employees.
 The Company will ensure that appropriate procedures are in place to   Training and development initiatives
plan, deliver and evaluate training and development activity.

 The Company will provide a range of training and  2. Programmes leading to a professional or academic 

development opportunities for staff, which fall  qualification
into four broad categories:
 The Company encourages employees who wish to do 
1. Programmes relating to the enhancement of skills for  so to pursue continuous professional development 
an employee's current position and where appropriate to gain further qualifications.
These include on the job training, internal and   The Company will pay the fees at the start of a 
external courses including technical training, for  programme that is approved, provided that the 
example on the use of software packages, and  employee signs an agreement with the company that 
specialist training relating to the skills that employees  they will repay the fees if they fail to complete the 
require for their job. course, or if they leave the company within three 
years of signing the agreement, or within one year of 
completing the programme.

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4. Health and safety training
3. Programmes that have specific management or 
 This includes courses in manual handling, risk assessment, 
supervisory focus fire safety, first aid, and food and hygiene regulations. 
These include internal and external courses on  Roles and responsibilities for implementation
management development, supervisory skills for line   Both line managers and employees have a responsibility to 
managers, and leadership development programmes. implement training and development initiatives. 
 There will be an opportunity to discuss development needs 
through the performance review process and agree 
appropriate courses of training and or study. 
 Line managers should encourage their staff to undertake 
relevant programmes. Employees are expected to take up 
the opportunities provided and report back to their line 
manager on their applicability once completed.
 Line managers have a responsibility to monitor and 
evaluate the effectiveness of learning for employees who 
have undergone training and development. 

Line managers can contact the HR Manager to give 
Planning and  Individual requests for 
feedback on internal and external training  implementing new  training and 
initiatives development
programmes, including their quality and cost 
effectiveness. 
Where possible, Line managers will offer the employee 
the opportunity to use and develop newly acquired 
skills. Coaching and 
Monitoring and 
evaluating investment 
mentoring in training and 
development

Recording of training 
and development  Equal opportunities
activities

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Planning and implementing new  Individual requests for training and 
initiatives development
 Any new training initiatives will be planned as a result of  Employees can request training and development at 
training needs analysis activities, which in turn are part of the 
Company's performance review process.  any time but this will usually be done within the 
 In addition, the Company is committed to reviewing training  performance review process, as outlined above. 
initiatives so that relevant training and development is provided 
for skills in specific job areas, where work procedures have  Employees should channel requests through their line 
changed, or where new standards are introduced.  manager.
 Any new training and development programmes offered to staff 
will be publicised through the Company's normal 
communication channels, including staff notices and 
departmental meetings. 
 The Company will make use, where appropriate, of e‐learning, 
and training will be provided to staff in how to access materials 
while at work and from home.

Monitoring and evaluating 
investment in training and 
development Coaching and mentoring
 The Company firmly believes that it is critical to the  The Company encourages line managers to provide 
success of both the planning and delivery of training and  coaching and mentoring support for staff who are 
development activities that the resources invested are 
monitored and the outcomes achieved are measured.  undergoing training and development. 
 Such outcomes may be demonstrated at an individual,  Managers have a responsibility to ensure that the skills 
departmental and corporate level. Senior managers have  and knowledge of more experienced staff members are 
an important role to play in this process. The Company  shared with more junior employees to ensure that 
uses its evaluation findings for future business planning  learning occurs in a planned way.
and the planning of continued investment in staff training 
and development. 
 Accordingly the evaluation findings will be regularly shared 
with the senior executive team.

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Recording of training and 
development activities Equal opportunities
 Following a performance review discussion, a copy of the  Decisions relating to training and development should 
approved personal development plan is placed in the employee's 
personnel file.  be made fairly and consistently, and equality of 
 This information is collated annually to form the basis of the  opportunity should be provided for all staff in this 
Company's forward training and development plan. All training  area.
attended will be recorded by the HR department, along with 
costs including for example, expenses for travel and subsistence. 
 On completion of any internal or external course the employee 
will complete a course evaluation form, countersigned by the 
line manager, and return this to the HR department.
 Analysis of the evaluation forms gathered will be undertaken by 
the HR Manager and used within the overall evaluation of 
training and development.

 An effective training program is built by

following a systematic, step-by step
process.
 Training initiatives that stand alone (one-
off events) often fail to meet
organizational objectives and participant
expectations.
 In today’s post we outline the five
necessary steps to creating effective
training programs that drive positive
business impact.

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Assess  ASSESS TRAINING NEEDS:

training
needs  The first step in developing a training

Set program is to identify and assess needs.

organizational  Employee training needs may already be
training
objectives established in the organization’s
Create training action strategic, human resources or individual
plan
development plans.
 If you’re building the training program
Implement training initiatives from scratch (without predetermined
objectives) you’ll need to
Evaluate & revise training
conduct training needs assessments.

 CREATE TRAINING ACTION PLAN:

 SET ORGANIZATIONAL TRAINING
 The next step is to create a comprehensive
OBJECTIVES :
 The training needs assessments
action plan that includes learning theories,
(organizational, task & individual) will instructional design, content, materials and
identify any gaps in your current training any other training elements.
 Resources and training delivery methods
initiatives and employee skill sets.
 These gaps should be analyzed and
should also be detailed.
 While developing the program, the level of
prioritized and turned into the
organization’s training objectives. The training and participants’ learning styles
ultimate goal is to bridge the gap between need to also be considered.
 Many companies pilot their initiatives and
current and desired performance through
the development of a training program. gather feedback to make adjustments
 At the employee level, the training should
before launching the program company-
match the areas of improvement discovered wide.
through 360 degree evaluations.

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 IMPLEMENT TRAINING INITIATIVES:
 The implementation phase is where the
training program comes to life.
 Organizations need to decide whether
training will be delivered in-house or
externally coordinated.
 Program implementation includes the
scheduling of training activities and
organization of any related resources
(facilities, equipment, etc.).
 The training program is then officially
launched, promoted and conducted.
 During training, participant progress
should be monitored to ensure that the
program is effective.
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 EVALUATE & REVISE TRAINING:
 As mentioned in the last segment, the training
program should be continually monitored.
 At the end, the entire program should be
evaluated to determine if it was successful and
met training objectives.
 Feedback should be obtained from all
stakeholders to determine program and
instructor effectiveness and also knowledge or
skill acquisition.
 Analyzing this feedback will allow the
organization to identify any weaknesses in the
program.
 At this point, the training program or action plan
can be revised if objectives or expectations are
not being met.
BUILDING
CAPABILITIES
SUCCESSION
INNOVATION
KNOWLEDGE BASE
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 Building Capabilities: One way to view training and
development is through the development of human talents in
countries shifting from state-owned to privatized economies.
This shift demands that individuals can assert their own free
will, such as by owning a business. Public sector training
enables employees to oversee development of private
businesses in these countries. Government workers become
partners with private business owners, offering limited
regulation so that a free market economy can develop.
 Succession: Training and development also prepares
people to take over public sector jobs when people leave on
their own or through retirement. Each public agency has to
prepare leaders to assume control when leadership is
lacking. If an agency recruits often for leadership positions
outside the organization, the organizational culture will
change under new leadership.
 Innovation: Training and development activities also help a
public organization to develop innovative solutions to
internal dilemmas. In other words, employees and managers
in an agency need some degree of flexibility in planning
how to manage work tasks. Working in teams, these
employees can determine unique solutions to problems
without having to follow the same model as another
government agency.
 Knowledge Base: Training and development routines
standardized throughout the organization become part of its
knowledge base. Every time a new employee joins an
agency, he will need a training and development plan, which
includes what standardized and specialized courses he must
take to become fully prepared for his position. A hiring
manager or HR specialist will document changes in a
training and development plan that helps an individual
adapt better to a job.

TRAINING IS
REVENUE
REDUCE COSTS NOT CORE TO
GENERATION
THE BUSINESS

LEVERAGE THE
ACCESS TO MITIGATE
COST OF
TALENT RISK
TECHNOLOGY

IMPROVE
GEOGRAPHIC
SCALABILITY
REACH
OF RESOURCES

LEVERAGE
SPEED TO
CHANNEL
MARKET
RELATIONSHIPS

11

1. REDUCE COSTS – The number one
reason why companies outsource training is
to save money. It’s the common denominator
and culminating reason for all the other
reasons mentioned below. We should never
forget that how you manage training is
always about how we manage costs.
2. ACCESS TO TALENT – We’ve said it many
times…no company has all the
knowledge they need internally to be
successful. Sometimes it’s necessary to hire
an expert to teach internal employees how
to do something that is new to their
company. Yes, hiring an outside consultant
to deliver a training course is considered
outsourcing.
4. SPEED TO MARKET – Bringing a new
product to market may be dependent on
getting resellers trained on how to sell or
service your product. Using a training
outsourcing company may allow you to
get your product into a lot of customers’
hands much faster, without scaling up
internal resources.
06‐12‐2019
3. GEOGRAPHIC REACH –
 When General Motors began manufacturing
cars for the Chinese market, they needed to
train local employees; repair technicians,
sales agents, and many more within the
Chinese market.
 It made a lot more sense for them to
outsource training to a company who had
resources in China and who understood
the Chinese culture.
 It wouldn’t have been feasible for GM to
take U.S. employees to China for all this
training. And it doesn’t mean they have to
use a Chinese company to do it. Just a
company with local resources.
5. LEVERAGE CHANNEL
RELATIONSHIPS –
 If your company is a software products
company, it may be a good idea to source
the marketing and delivery of your training
to an established IT training company.
 The IT training industry is a mature channel
market. Companies like Kaplan IT, Global
Knowledge, Learning Tree, and New
Horizons, have a powerful channel to IT
professionals.
 Not only does sourcing this training through
a channel partner make sense, it also may
help drive new revenues.
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6. IMPROVE SCALABILITY OF
RESOURCES –
 Running an internal training organization
requires people of various levels of skills
and talent. Full-time internal staff is a fixed
resource. But training is a variable activity.
 Using an external supplier allows you to flex
the number of resources to deliver the
training you need – when you need them. It
allows your company to scale up and down
based on the demand of training you need.
 MAKES A LOT OF SENSE WHEN YOUR COMPANY IS HIRING
A LOT OF PEOPLE IN A SHORT PERIOD OF TIME.
8. REVENUE GENERATION –
 Use training as a way to make money!
 More and more companies are now
recognizing that training is a source of
revenue, and they have intellectual
property that is valued in the market.
 So they use another company that knows
how to market, sell and deliver training to
a mass or targeted audience to create
new revenues streams.
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7. MITIGATE RISK –
 Training helps prevent failures. It helps
protect us from the liabilities of our
company being sued if we don’t provide the
right training.
 Think about it this way – if we don’t provide
the training our employees or customers
need, and when they need it, we’re
vulnerable to being sued if an injury or
catastrophic failure occurs.
 So training reduces our risk. It’s easy to
see that using a company who specializes in
training could help prevent unnecessary
failure costs. It sounds like insurance.
9. TRAINING IS NOT CORE TO THE
BUSINESS – For many companies, training
is a necessity. But the development,
management and delivery of training is a
distraction. For companies that manage
training everyday, it IS core to their
business. And they are much better at it!
10. LEVERAGE THE COST OF
TECHNOLOGY – One of the first
expenditures training professionals make
when starting up a training organization is to
license an LEARNING CONTENT
MANAGEMENT SYSTEM (LMS/LCMS). Why?
Because it is cheaper than designing and
building it themselves.
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