Professional Documents
Culture Documents
Employee Training and Development
Employee Training and Development
Ballesteros
PhD 706
There are several things that can be considered an organization's most valuable
knowledge are seen as crucial factors. Patents, copyrights, intellectual property, brands,
trademarks, and Research & Development, are all examples of intangible assets that
were developed by individuals. People are therefore most important because they are an
public and private—to make an investment in people by giving them access to the best
critical to treat employees with the value they offer since the work they produce affects
what clients and partners perceive. Physically replaceable employees who are in
positions of leadership cannot have their knowledge and abilities replaced. This is why
even while each employee is employed to provide the same set of talents, they each
contribute something unique to the table. The productivity and talent of an organization's
workforce determine its growth and development. Employers need to value their staff
members and reward them appropriately. This comprises their talents, experiences,
knowledge, and abilities. These are all priceless intangible assets that will ensure the
company's future. Employees will willingly participate in the race and outperform the
are crucial to providing goods or services, an organization's top priorities are to increase
employee productivity and performance. The final product is created by employees, who
also handle the funds and keep the documents needed for decision-making. Any
organization's first client is its workforce. Employees who are not content and pleased at
work will not produce results that are performance-oriented. Employees serve as an
Therefore, if an employee is unhappy, he may spread bad rumors about the company
even after leaving it. An unhappy employee will also manifest lack of motivation and
perform poorly, which will result in subpar performance. With their beliefs and never-
benefactors. The most important assets that employees bring to the table are their skills
and working practices. No matter what level, employees run the company. This means
that their fortitude, dedication, and emotional bond with the company cannot be valued
as assets in terms of money. When employees are motivated, they go above and beyond
to accomplish new goals, satisfy client wants and needs, create new and unique goods,
and work really hard to fulfill the goals of the firm. Employee contributions to the
the duty of the management to understand the significance of training and development's
impact on employee performance. Employee training and development helps the
and sustained by people with good training. Many managements find it difficult to invest
in staff training and development since it costs their organizations a lot of money each
year. This investment in staff training and development covers a wide range of subject
service, and interpersonal skills, among others. Employee training and development
initiatives show organizations are taking advantage of people who can commit to taking
to fill the gaps between current and expected performance. Training is an organized
activity with the goal of disseminating knowledge and/or instructions to improve the
knowledge or skill. Training is a set of organized, systematic actions meant to raise one's
knowledge and programmed behavior so that people are aware of the standards and
guidelines that should be followed in order to carry out their jobs successfully. Since it
element of development, it may also be viewed as a more general concept. The overall
intended to help employees grow. It is career-oriented. Given that training is a part of it,
its scope is wider which involves teaching technical, interpersonal, and conceptual skills.
supports employees in achieving a variety of goals, and helps individuals reduce their
anxiety or workplace aggravation. The person may lose motivation to continue working
on a task if it is not completed correctly and the outcomes are not regarded as expected.
If they feel unproductive and unsatisfied with their work, those who are unable to execute
at the desired level of performance may even decide to leave the company. Because of
this, employee training and development acts as a tool that not only improves the skills
needed to perform a job, but also offers a way to help people feel more content with the
outcomes of their performance. Better performance and retention are the results of
improved competences.
The correct candidate should be hired initially during the recruitment and selection
process. However, even the ideal candidate could require instruction in how the
organization operates. Lack of training can lead to decreased production, a loss of clients,
and strained relations between staff members and supervisors. Dissatisfaction can also
be the outcome, which can lead to retention issues and excessive turnover. There are
four steps that typically take place for employee training to be effective. The new hire first
responsibilities improves, they may participate in external training. Employee training and
new employees understand policies and how their particular position fits into the overall
mentoring program can ensure that the new hire is linked with an experienced mentor
who can help them navigate any obstacles they may face in the workplace in addition to
making them feel welcome. Lastly, to help employees further develop their abilities,
specialists or influential people from outside the organization offer external training.
session and continues after it is over. The training process is a carefully thought-out, step-
by-step procedure that should be followed while choosing a training program. Identifying
the need for staff training is the first stage in the training process. It analyzes what the
organization's long-term needs are and what the company expects of its people. There is
a learning gap if the necessary information and abilities are not in alignment. Three
analyses are used to evaluate the learning gap: an organizational analysis, a person
analysis, and a task analysis. The organizational analysis looks at the end result that a
company wants to achieve in relation to how it uses its resources to achieve the same.
The person analysis examines whether the employee's performance is satisfactory and
whether he or she is able to achieve the organizational goal. Organizations should specify
the learning objective after assessing the learning gap. The foundation of training efforts
is established by the goals and objectives of the training. Therefore, setting training
objectives offers the entire learning program direction. The analysis of the aspects that
must be taken into account while establishing a training program, including who will be
the trainer, who has to be trained, and what training methods will apply, must begin once
the objective of the training program has been established. Putting the training plan into
a setting that is appropriate for learning. To keep the trainees engaged, it should ideally
be a participative approach, and the trainer should encourage role-playing and interactive
activities. Lastly, the purpose of training assessment is to determine whether or not the
training's goals and objectives have been met. The participants must provide feedback
on the training's outcomes. Asking the participants' managers if they are using the skills
they learnt in the learning program on their day to day job can serve as a follow-up.
organizational outcomes. The process of assessing staff training and development needs
must take into account the importance of each need in relation to organization goals.
Employees receive several types of training depending on their level. The following are
to prevent, identify, and get rid of subpar products, typically in a company that
makes products. Employees that receive this kind of training are equipped with
the skills to identify products or services that are not up to quality standard and
c. Skills training – its purpose is to give employees the specialized instruction they
need to acquire the information and skills required to successfully perform the
d. Soft skills training - training that puts an emphasis on improving abilities like
e. Professional training - the kind of training needed to stay current in one's own
professional field.
h. Safety training - training which is done to safeguard workers from harm from
workplace mishaps.
An organization may opt for one method of delivery over another depending on the
sort of training taking place. Keeping in mind that the majority of effective training
programs will use a variety of delivery techniques, the sorts of delivery methods that can
are several ways to choose an on-the-job coach, but most often, the coach is
chosen based on personality, skills, and knowledge. Usually, this kind of skills
training is conducted internally. The individual who conducts the training is the
course's main drawback. The instruction could not be effective if he or she has
poor communication skills. Similarly, if this person has "other things to do," he
or she might not take the time necessary to train and guide the person.
b. Mentoring and Coaching - An experienced person can train and develop a new
c. Brown Bag Lunch - Brown bag lunches are a training delivery strategy intended
and training information is delivered to them while they are eating. In a more
interest from workers who might not want to "work" during lunch breaks can be
uses technology to enhance the learning process. There are two varieties of
technological capabilities.
employee pairs up with a less skilled employee to increase their skills. Job
alone. The drawback of this kind of training is the potential for the job shadowed
of this training strategy. Of course, in order to ensure that the employee learns
the skills required to do the skills of the new job, more training would be required
with this training delivery technique. Options for job swapping might inspire
training. For technical training, safety training, professional training, and quality
renowned tool for assessing and examining the outcomes of educational, training, and
learning initiatives is the Kirkpatrick Model. Reaction, Learning, Behavior, and Results are
the four stages of evaluation that make up this system. The effectiveness of a training
program is more precisely measured at each level of the model that follows. Reaction,
which gauges whether learners find the training beneficial, enjoyable, and applicable to
their employment, makes up the first level of criterion. The most typical method for
determining this level is to ask students to score their training experience in an after-
course survey. It also gives the trainer the opportunity to fill up any gaps in the program's
content that would have been critical. Level 2 evaluates each participant's learning based
on whether they develop the desired attitudes, knowledge, abilities, and commitment to
the course. Pre- and post-assessments should be used to determine accuracy and
comprehension while evaluating learning, which can be done both formally and informally.
Exams and assessments in the form of interviews are two assessment methods. To
beforehand. Level 3 of the Kirkpatrick Model evaluates whether participants were actually
affected by the learning and whether they are applying what they have learned. It is one
of the most important processes. It is feasible to determine whether skills were
understood and whether it is practical to apply them in the job by evaluating behavioral
behavioral change may not indicate bad training, but rather that the organization's current
procedures and cultural contexts don't support the best conditions for learning the
intended change. Direct results measurement is the focus of the fourth and final level,
Level 4. Level Four compares the learning to the objectives of the company. When goals
are clearly defined, results are measured, and areas of noticeable influence are found,
the Kirkpatrick Model helps establish an actionable measurement plan. Firms can assess
the relationship between each level to better understand the training results by analyzing
data at each level. As an added bonus, doing so enables organizations to adapt plans
One of the most important motivators used to assist people and organizations in
attaining their short and long-term goals and objectives is employee training and
development. Along with improving knowledge, skills, and attitudes, training and
development also has a number of other advantages. The following are typical
c. It improves staff participation in the change process by equipping them with the
important to keep in mind that people are more productive as a result of training
Organizations need to be aware of potential concerns that could occur with staff
development initiatives, such as lack of financing, a lack of analytics and metrics, diversity
issues, and generational disparities. Particular difficulties are brought on by the current
state of the economy and the variety of workplaces. Lack of accountability because few
human capital and organization strategy, and inconsistent execution are just a few of the
Chairman Francisco T. Duque III stated that the Civil Service Commission serves
the 39th National Convention of the Philippine Society for Training and Development
Foundation, Inc. in 2014. The CSC must "establish a career service, adopt measures to
promote morale, efficiency, integrity, responsiveness, and courtesy in the civil service,
strengthen the merit and rewards system, integrate all human resource development
programs for all levels and ranks, and institutionalize a management climate conducive
(HR) and learning and development (L&D) have shown that L&D affects professionals'
job or company. L&D is well suited to fostering talent, preparing individuals for
advancement, filling competency gaps, and fostering peak performance. Even Asian
Development Bank (ADB) claims learning is the key to the success and survival of today's
firms, so from this alone we can see how L&D is vital in Strategic HR.
(CBLDP) deals specifically with the issue of competency gaps. It's a method where
priorities are established in accordance with organizational needs and capabilities are
used as the benchmarks for evaluating personnel development needs. The creation of
targeted programs with learning outcomes that directly relate to the competency
their requirements. Opportunities for learning and development in this context include
activities and interventions. But L&D is much more than just giving lectures. Actually, it is
a system. Four guiding concepts serve as the foundation for the it. The first is that all L&D
confirmed, and clearly linked to the goals and objectives of the company. Second, the
deliberate and methodical. Third, L&D professionals do their jobs expertly and with good
coordination. Last but not least, L&D efforts and activities are regularly carried out in
accordance with specified quality standards and are correctly planned, integrated,
institutional needs that must be met, a training plan that explains tactics to fill gaps, and
a learning and development management system that makes sure all training
interventions are complementary. The CSC can solve competency gaps among both its
own staff and the entire bureaucracy mainly of this structure. As L&D is upgraded in
government, the country is achieving its objective of developing a skilled and highly
motivated workforce. Upgrading L&D is a part of moving away from transactional HR and
adequate training and development opportunities. Due to their higher levels of job
responsibilities tend to stay on the job longer. In addition to helping individuals achieve at
achieve its objectives by helping employees find the best learning opportunities.
REFERENCES:
Jara, A. (2022, May 17). Employee Training and Development: The Benefits of
Upskilling or Reskilling Your Team. GetSmarter Blog. Retrieved September 20,
2022, from https://www.getsmarter.com/blog/employee-development/employee-
training-and-development-the-benefits-and-why-its-
important/#:%7E:text=What%20is%20employee%20development%3F,knowledg
e%20to%20improve%20job%20performance.
Rodriguez, J., & Walters, K. (2017, April). The Importance of Training and Development
in Employee Performance and Evaluation.
https://www.researchgate.net/publication/332537797_The_Importance_of_Traini
ng_and_Development_in_Employee_Performance_and_Evaluation. Retrieved
September 20, 2022, from
https://www.researchgate.net/publication/332537797_The_Importance_of_Traini
ng_and_Development_in_Employee_Performance_and_Evaluation