CENTRAL LUZON STATE UNIVERSITY

Sociological Template No. 1

Science City of Muñoz, Nueva Ecija Philippines 3120

COLLEGE OF EDUCATION

Training and Developing Employees

A written report submitted by

Derrick D. Dumol , PhD student
in partial fulfillment of the requirements of the course ED 806
Human Resource Management

Submitted to
Dr. Rolando D. Dollete
Professor VI

April 2020
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Introduction
Even though the terms “training” and “development” are used
interchangeably, there are a couple of differences between the two concepts. The
differences are related to the scope of their applications. Essentially, a training
program comes with very precise and measurable goals such as learning how to
perform a particular procedure with accuracy or how to operate a piece of
machinery.
On the contrary, a developmental program centers on acquiring broader skills
that can be applied in a wide range of situations. They include skills such as
decision-making, communication, and leadership.
This written report explains the significance of employee training and
development. It also outlines the various approaches that organizations use to train
their employees.

What is Employee Training and Development?

Employee training and development refers to the continued efforts of a
company to boost the performance of its employees. Companies aim to train and
develop employees by using an array of educational methods and programs.
In the past few years, training and development have emerged as a crucial
element of strategy. More company owners have realized that investing in employee
training and development not only serves as a motivation, but it also enables the
organization to create a highly skilled workforce.

Training vs Development
Training
 Job related abilities, application driven and help improve performance on
currently held job
 Immediately useful
 Short term periodic process

Development
 Help person to grow and enhance future responsibilities and performance
 Individual, job and career enhancement
 Long term ongoing process

Benefits of Employee Training and Development

Although there are a few drawbacks in investing in employee training, the
benefits from such programs outweigh them significantly. The benefits include:

a. Addressing weaknesses
If a company owner evaluates his workforce closely, he is likely to find two or
more of his employees lacking certain skills. A training program presents an
opportunity to instill the needed skills in the employees.
Similarly, a development program helps to expand the knowledge base of all
employees. In doing so, company owners are able to bridge any gaps and weak
links within their organizations. In such a way, every employee will be in a position
to fill in for his colleague and handle any task with efficiency.
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b. Improved performance of employees
An employee who receives training from time to time is in a better position to
improve his work productivity. Thanks to training programs, every employee will be
well versed with the safety practices and proper procedures to follow when carrying
out basic tasks. A training program also helps in building an employee’s confidence
since he will gain a better understanding of the industry and the responsibilities of
his role.

c. Boosts company profile and reputation

As mentioned earlier, employee training is not just good for the employees but
also for the firm. Conducting frequent training and development programs is one
way of developing the organization’s employer brand, thus making it a prime
consideration for the top employees working for competitor firms, as well as
graduates. A company that trains its employees will be more attractive to potential
new employees, particularly those looking to advance their skills.

d. Innovation
When employees receive consistent training and upskilling, it fosters their
creativity. The training programs help employees to be more independent and
creative when they encounter challenges in their work.

Common Training Methods for Employee Training and Development

Although there are new training techniques emerging every day, several
common training approaches have proven highly effective. They include:

1. Orientations
Orientation training is crucial to the success of new recruits. It doesn’t matter
whether the training is implemented through a handbook, a one-on-one session, or
a lecture. What matters is providing new employees with information regarding the
firm’s background, strategies, mission, vision, and objectives. Such training gives
new employees an opportunity to familiarize themselves with company policies,
rules, and regulations.

2. Lectures
Lectures are particularly efficient when the aim is to provide the same
information to a large group at once. In doing so, there is no need for individual
training and thus, savings on costs. However, lectures also pose some
disadvantages. For one, they center on one-way communication, which leaves little
room for feedback. Also, the trainer may find it challenging to assess the level of
understanding of the content within a big group.

3. Computer-based Training (CBT)

With this approach, computers and computer-based tutorials are the primary
means of communication between the trainer and employees. The programs are
structured in such a way that they provide instructional materials while also
facilitating the learning process.
The core benefit of computer-based training (CBT) is that each employee is given
the freedom to learn at their own pace in their most convenient time. It also helps to
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reduce the total cost that an organization incurs in training its employees. Costs are
minimized by reducing the training duration, eliminating the need for instructors,
and reducing travel.

Objectives of Training program

The chief aim of formal education for the manager is to increase his ability to
learn from experience. The second aim is to increase his ability to help his
subordinates to learn from experience. There are three different purposes for
training.
a. Acquiring Intellectual Knowledge
A new employee may require knowledge about company policies. A teacher may
require information about the new provisions in the digital seminars. The acquisition
of knowledge is a fairly straight-forward process provided the individual wants the
new knowledge. It can be made available in several ways.
However, if he does not want the knowledge, there is considerable difficulty
getting him to learn it. In industry, attempts should be made to create a ‘felt need’
for new knowledge.

b. Acquiring Manual Skills

The acquisition of a manual skill requires practice or experience accompanied is
feedback. Pure trial and error method learning can be speeded up by guidance but
the individual cannot learn unless he performs and receives cues which tell him
about the success of his efforts. The necessary effort will be expended only if there
is a felt-need on the part of the learner.

c. Acquiring Problem Solving Skills

Much of the manager’s work is solving problems. These include organizing his
own and his subordinate’s activities, planning and a wide- range of other decision-
making activities.
These are skills involved in diagnosing problems, interpreting relevant data,
assessing alternative solutions and getting feedback concerning the effectiveness of
the solution. These skills can be improved and classroom education is one method
utilized for this purpose.

Training Process/Phases of Training

1: Decide If Training is Needed

In order to compete effectively, firms must keep their employees well trained.
The first step in the training process is a basic one, to determine whether a problem
can be solved by training.
The first step in the Training process is to determine Training needs. The
overall purpose of the assessment phase is to determine if training is needed and, if
so, to provide the information required designing the training program. Training is
conducted for one or more of these reasons:
a. required legally or by order or regulation,
b. to improve job skills or move into a different position,
c. for an organization to remain competitive and profitable.
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If employees are not performing their jobs properly, it is often assumed that
training will bring them up to standard. This may not always be the case. Ideally,
training should be provided before problems or accidents occur and should be
maintained as part of quality control.

The assessment consists of three levels of analysis: organizational, task, and person.
a. Organizational Analysis: It is an examination of the kinds of problems that
an organization is experiencing and where they are located within an
organization.
b. Task/Operational Analysis: An operational analysis identifies the kinds of
the skills and behaviors required of the incumbents for a given job and the
standards of performance that must be met.
c. Personnel Analysis: The objective of the personnel analysis is to examine
how well individual employees are performing their jobs. Training should be
given to those who need it. Assigning all employees to a training program,
regardless of their skill levels, is a waste of organizational resources and
create an unpleasant situation for employees who do not need training. The
objectives of training must be clarified, related to the areas identified in the
task analysis, and should be challenging, precise, achievable, and understood
by all.

2: Determine What Type of Training is Needed

The employees themselves can provide valuable information on the training
they need. They know what they need/want to make them better at their jobs. Just
ask them! Also, regulatory considerations may require certain training in certain
industries and/or job classifications.
Once the kind of training that is needed has been determined, it is equally
important to determine what kind of training is not needed.
Training should focus on those steps on which improved performance is
needed. This avoids unnecessary time lost and focuses the training to meet the
needs of the employees.

3: Identifying Goals and Objectives

Once the employees’ training needs have been identified, employers can then
prepare for the training. Clearly stated training objectives will help employers
communicate what they want their employees to do, to do better, or to stop doing!
Learning objectives do not necessarily have to be written, but in order for the
training to be as successful as possible, they should be clear and thought-out before
the training begins.

4: Implementing Training
Training should be conducted by professionals with knowledge and expertise
in the given subject area.
Nothing is worse than being in a classroom with an instructor who has no
knowledge of what they are supposed to be teaching! Use in-house, experienced
talent or an outside professional best option.
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The training should be presented so that its organization and meaning are
clear to employees. An effective training program allows employees to participate in
the training process and to practice their skills and/or knowledge.
Employees should be encouraged to become involved in the training process
by participating in discussions, asking questions, contributing their knowledge and
expertise, learning through hands-on experiences, and even through role-playing
exercises.
For making the training program effective the targeted group employee and
the using of methods such as On-the-job or Off-the-job training should select first.
The capacity and knowledge of trainers and their acceptance by the participants are
of secondary importance.
a. On the job: Training is administered at the actual work site using the
actual work equipment.
b. Off the job: Training is administered away from the actual work site. It
may be any prominent hall room or auditorium but the required training
environment equipment and materials should be available or arranged
there.

5: Evaluation of the Training Program

One way to make sure that the training program is accomplishing its goals is
by using an evaluation of the training by both the trainees and the instructors
Training should have, as one of its critical components, a method of measuring the
effectiveness of the training. Evaluations of the training program will help employers
or supervisors determine the amount of learning achieved and whether or not an
employee’s performance has improved on the job as a result.
Assess the program’s success or failures. The credibility of training is greatly
enhanced when it can be shown that the organization has benefited tangibly from
such programs.
In this phase, the effectiveness of the training is assessed. Effectiveness can
be measured in monetary or non-monetary terms. It is important that the training is
assessed on how well it addresses the needs it was designed to address.

Employment Development
The challenges associated with the changing nature of work and the
workplace environment are as real for the Berkeley campus as elsewhere. Rapid
change requires a skilled, knowledgeable workforce with employees who are
adaptive, flexible, and focused on the future.
As a manager, one of your key responsibilities is to develop your staff.
Managers encourage growth and career development of employees by coaching, and
by helping employees achieve their personal goals of the institution and beyond. A
leader can develop human resources by providing adequate training, encouragement
of staff development, and opportunities for growth.

Types of Employment Development

1. Management Development
The management and leadership development process is flexible and continuous,
linking an individual's development to the goals of the job and the organization.
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Management development programs give an employee the opportunity to develop a
broad base of skills and knowledge that can be applied to many jobs on campus.
The overarching goal is a comprehensive curriculum for managers and
supervisors to develop the necessary core competencies to become excellent
leaders. Expanding management core competencies will enable campus managers to
keep pace with the demands of a changing organization.

2. Career Development
Career development is the ongoing acquisition or refinement of skills and
knowledge, including job mastery and professional development, coupled with
career planning activities. Job mastery skills are those that are necessary to
successfully perform one's job. Professional development skills are the skills and
knowledge that go beyond the scope of the employee's job description, although
they may indirectly improve job performance.
Since career development is an ongoing, dynamic process, employees may need
encouragement and support in reviewing and re-assessing their goals and activities.

Summary
Knowledge and skills are crucial to every company nowadays. Firms are
evaluated based on their physical structure and intellectual capital. The easiest way
to develop and improve a firm’s intellectual capital is to conduct regular training and
development programs.
Also, supporting untrained employees costs the organization more than it
would if it employed well-trained individuals. Other perks of employee training and
development include improvements in employee performance, boosting company
reputation, and addressing weak links in the organization.
In the age of globalization, knowledge is becoming a reliable source of sustained
competitive advantage. It is becoming a basic capital and the trigger of
development.
Training programs are also necessary for any organization for improving the
quality of the work of the employees at all levels. It is also required when a person is
moved from one assignment to another of a different nature.
Taking into account this context, this chapter aims at providing insight into
the concept, need and methods of training, also areas of evaluation of training,
retraining, and dimensions of organizational learning.
Modern organizations, therefore use their non-HR resources (money, time,
energy, information, etc.) for permanent training and development of their human
resources.
Since the organizational knowledge is largely located inside the human mind,
i.e. the head of employees, as carriers of knowledge and activities, human resources
are becoming the key factor of business success.
Organizational development is always conditioned by human knowledge and
skills. This is why; contemporary organizations pay more and more attention to the
development of their employees. Thus, employee education and training are
becoming an optimal answer to complex business challenges, and the management
of the human resource is taking a central role in modern management.
Employees are hired based on their current knowledge. New employees may
not be able to perform their assigned job satisfactorily. As time goes on knowledge
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becomes obsolete. Often they must be trained to the duties they are expected to do.
Even the experienced employees in a new job need the training to improve their
performance. Through the process of employee training and development, the
management of human resources provides constant knowledge innovation, creates
conditions for mutual knowledge and experience exchange, and proactive behavior-
in this way contributing to competitive advantage and satisfaction of all participants
in business procedures.

References

CRAIG, W. 2018. ‘8 Ways to successfully develop employees year-round’. Retrieved

from Forbes

BASHIN, H. 2018. ‘5 Reasons employee development is important to your company’.

Retrieved from Marketing 91

LEE, A, WILLIS, S & TIAN, A. 2018. ‘When empowering employees works, and when
it doesn’t’. Retrieved from Harvard Business Review

TAULLI, T. 2018. ‘How to create an effective company training program’. Retrieved

from Forbes

2018 Workplace Learning Report’. Retrieved from LinkedIn Learning

What is employee training and development?. Retrieved from Allencomm