Addis Ababa Science and Technology University

College of Natural and Social Sciences

MBA (Industrial Management)

Advanced Human Resources Management (MBAD6112)

Assignment on
Developing Human Resources (AASTU)

Submitted to: - Afwork G. (PhD)

Submitted by: - Mr. Arkbom Hailu (GSR 034/13)

June 2021
Developing Human Resources AASTU

Table of Contents
1. Differentiate between training and development................................................................................ 3
2. Discuss the training and development practices in your organization. ................................................ 4
3. Why would organizations consider training and development as a strategic issue? ........................... 5
3.1 Strategic Nature of Employee Training and Development. .......................................................... 5
3.2 Criteria for Determining Strategy for HR Training & Development .............................................. 6
3.3 Approach to Training in a Small Family-owned Business and in a Multinational Company......... 6
3.4 Training and Development, Succession Planning and Organization’s Success ............................. 7
3.5 The Importance of Multicultural Diversity Training...................................................................... 7
3.6 Legal Considerations ..................................................................................................................... 8
3.7 Conclusion ..................................................................................................................................... 8
4. Reference .............................................................................................................................................. 9

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1. Differentiate between training and development

There are two principal functions of the Human Resource Management i.e., Training and
Development. Both the activities aim at improving the performance and productivity of the
employees. Training is a program organized by the organization to develop knowledge and skills
of the employees as per the requirement of the job. Conversely, Development is an organized
activity in which the manpower of the organization learns and grow; it is a self-assessment act.
Now let’s start understanding the difference between training and development in human resource
management (HRM), in tabular form

Table 1.1 Comparison Chart between Training and Development

Training refers to an education process in which employees get a chance to develop skills,
competency and learning as per the post duty requirements. Development refers to an informative
process which mainly helps in understanding about the overall growth and improvement of the
skills of the employee. Training is present-day oriented but Development is future day oriented.

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Training is a short-term process i.e., 3 to 6 months, but development is a continuous process, and
so it is for the long term. Training focuses on developing skill and knowledge for the current job.

Training is the act of learning basic skills and knowledge necessary for a particular job or a group
of jobs. Development, on the other hand, means growth of the individual in all respects. An
organization works for the development of its executives in order to enable them to gain advanced
knowledge and competence.

Training has a limited scope; it is specific job oriented. On the other hand, development is career
oriented and hence its scope is comparatively wider than training.

In training, the trainees get a trainer who instructs them at the time of training. In contrast to
development, in which the manager self-directs himself for the future assignments.

Many individuals collectively attend the training program. Development is a self-assessment

procedure, and hence, one person himself is responsible for one’s development.

2. Discuss the training and development practices in your organization.

In my organization which is AASTU (Addis Ababa Science and Technology University) there are
some offices which undertake training and development work for the staff as well as administrative
body of the university. Among this there is one office under the Academic Vice president which
is called Staff development Center, which is engaged in coordinating managing different training
and development program for the communities of the university. In addition to this there is also
one office which is called Career development office which is delegated to the president office.

These two offices in the university are even still conducting two training for the staffs, under staff
development center there is a training which is called HDP (Higher Diploma Program) which has
been giving for the past two months concentrated on teaching methodology, all the participant are
academic staffs from PhD to Msc academic rank. And on the second office there is a training called
Employability skills" from 16 June 2021- 19 June 2021, all the participant were from AASTU and
other stake holders in this area.

All the above one are some how training my be HDP can be considered as development but the
academic wing, strives to develop the academic rank of any Msc lecturer to PhD level so that the

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University will have a higher reputation in the research, teaching learning and community service
activities, as it is boldly stated on its mission.

The administrative wing also gets a training and development package like that of academic wing,
so that the working environment and the capacity of the employee will be enrich.

3. Why would organizations consider training and development as a strategic

issue?

A training program allows you to strengthen those skills that each employee needs to improve. A
development program brings all employees to a higher level so they all have similar skills and
knowledge. This helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks.

3.1 Strategic Nature of Employee Training and Development.

Training employees to perform their current tasks increases their productivity, which also
passively affects the efficiency of the whole company. Knowledge transferring leads to improving
customer's service and expanding business opportunities.

Employee training and development is the process within an organization that involves gaining or
transferring knowledge, skills, and abilities required for performing a certain activity or task.
Therefore, the advantages of training and development have a strategic nature for employees as
well as employers. In particular, employers enhance their possibilities to meet current and future
challenges. Training employees to perform their current tasks increases their productivity, which
also passively affects the efficiency of the whole company. Knowledge transferring leads to
improving customer’s service and expanding business opportunities. Besides, training and
development includes career improvement, which is beneficial for employers. Employers also win
from this, because career development and expanding job opportunities make a positive work
environment. As a result, employees become motivated to work and stay in the company for a long
period. A talented employee will be attracted to start working in the company. Appropriate training
and development plan assist in focusing on knowledge, skills and abilities that are required for
reaching corporate goals as well as building competitive advantage (Niazi, 2011). Overall, training
and development have five benefits, such as increased productivity, strengthened morale and

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decreased supervision, smaller number of accidents, and raised stability and flexibility. These
benefits prove that employee training and development have strategic nature (Dwivedi, 2009).

3.2 Criteria for Determining Strategy for HR Training & Development

The major criteria for determining strategy for employee training and development are considering
real needs and capabilities of the company (Dwivedi, 2009). In particular, HR specialists should
conduct careful evaluation of corporate needs and then determine an appropriate type of training
that meets these requirements. Determining skill gaps is also the way for identifying strategy for
training and development of employment training and development. This can be performed
through analyzing job description and comparing the skills that the job demands with worker’s
real abilities. For example, the job description should contain the point about ability to provide
customer’s service in English, but employees could have poor knowledge of English. Therefore,
they should be taught to serve customers in English. Eventually, this meets the company’s needs,
because including requirement about English language into a written job description means that
the company has a goal to attract English-speaking customers. On the other hand, it is necessary
to consider financial capabilities of the company. The organization could have many needs, but if
budget is limited, it might be useful to determine key needs. To sum up, while determining strategy
for employee training and development, it is important to consider the current and future needs of
the company as well as its resources that are required for conducting these activities.

3.3 Approach to Training in a Small Family-owned Business and in a Multinational

Company

The choice of approach to strategic training and development is greatly affected by the size of the
company (Dwivedi, 2009). Thus, small family-owned business is not really focused on training.
Even if they decide to conduct it, they try to spend insignificant budgets on this. Owners try to
spend each dollar wisely, because they spend their own money and want to know what they gain
for these financial losses. Training in small family-owned business is carefully prepared and
addresses the key needs of the company and its employees. It is usually voluntary and is conducted
by the other workers or even owners. Small companies can also invite students from colleges that
would improve some skills and abilities of employees free of charge. Besides, the company may
invite law firms, accounting agencies or other groups for conducting training. Groups usually
educate employees for free or for small money. The popular forms for employee training and

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development are lectures, on-the-job training, and so on. As for multinational companies, they
have more time, finances, and human resources, so they have a more serious approach to strategic
training. First, they provide more hours of training to their staff. Second, training usually has
obligatory character. Finally, such companies have training professionals that apply a significant
number of types of training (e.g., simulations, computer-based training, and classes).

3.4 Training and Development, Succession Planning and Organization’s Success

Succession planning is a process by which the company assures that employees are hired and
professionally taught to fulfill all the important roles in the organization. Using succession
planning, the company hires managers, improves their knowledge, skills and abilities, and trains
them even for more challenging roles. Effective successive planning serves a guarantee for the
company that its employees are always developed and are able to execute all the necessary roles
(Rothwell, 2010). This means that the organization can reach high effectiveness of operations and
overall success. However, it is important for companies not to ignore succession planning after
first successes of the company, because company expansion involves risks. In particular, new roles
could appear and the company should have trained employees to fill in them. Apart from that,
appropriate succession planning helps the organization to deal with the loss of the most critical
workers, staff promotions, and modifying the company’s opportunities (Rothwell, 2010).
Therefore, the relationships between training and development, succession planning and
organization’s success are very strong. Succession planning includes training and development
that is used for preparing employees that could fill in key roles in the organization. Effectively
prepared succession planning has a significant effect on the company’s success.

3.5 The Importance of Multicultural Diversity Training

Multicultural diversity is very important for keeping balance within an organization. It is

particularly valuable for multinational companies that have operations in various countries.
Employees should know about the necessity to respect cultural differences of customers, partners,
colleagues, and suppliers. Employers should provide multicultural diversity training to raise
understanding and prepare staff for working in a culturally diverse workplace. Overall, such type
of training is able to increase the company’s productivity, because all the operations would meet
the needs of various sides. For example, French and American employees have various approaches
to a boss. French people are more relaxed and tend to refer all the issues to their boss, whereas

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Americans prefer taking responsibility to decide issues on their own if it is possible (Deb, 2006).
Besides, the multicultural diversity training helps the company to avoid legal issues that usually
leads to the loss of a significant amount of time and money. The thing is that federal laws as well
as legislatures across states prohibit discrimination against employees or customers based on their
age, race, religion or disabilities (Deb, 2006). Finally, the world is getting more and more
globalized, so it would be beneficial to hire people with different cultural backgrounds. They
would be able to understand the needs of a larger number of customers.

3.6 Legal Considerations

Training and development specialists are supposed to know labor laws and other regulations that
refer to the company where they work. This would allow them to inform employees about the
recent legislature. Choosing new specialist for this position, managers have to avoid discrimination
based on age, race, disability or faith (Deb, 2006). It is more reasonable to recruit specialists with
the Bachelor’s degree or the Master’s degree.

3.7 Conclusion

In conclusion, the employee training and development is today strategic in nature and helps to
satisfy needs of employers and employees. In particular, it motivates the productivity of staff and
company. However, small and large companies have various attitudes to this training. For example,
multinational companies have more serious and fundamental approach. Globalization has
increased the importance of multicultural diversity training. However, it is necessary to consider
legal issues during choosing a training specialist.

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4. Reference

1. Abdus Sattar Niazi, 2011, Journal of Public Administration and Governance, Training and

Development Strategy and Its Role in Organizational Performance Brig (Retd)

2. Deb – 2006, Strategic Approach to Human Resource Management

3. Dwivedi R.S., Nov 1, 2009, A Textbook book on Human Resource Management

4. WJ Rothwell, JM Stavros, RL Sullivan, A Sullivan - 2009, Practicing Organization

Development: A Guide for Leading Change

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