(BDO 329)UNIT 2.1: Basic concepts in training and development

Education

any activity directed at providing knowledge, skills and moral values and understanding required in the normal course of life through systematic instruction or a formal setting which results in a qualification

Broader in scope than training

example: Suzy is a HR practitioner and has degree in HR. She is going back to University to study for a Honours degree in HR as it is a requirement for her to be promoted to Hr Manager

Training

A process whereby people acquire capabilities to aid in the achievement of organisational goals.

Focuses on the outputs & specific outcomes

Training is job/task related

example:Thabo needs to analyse data as part of his job as a research analyst. He takes up a 5 day course on “analyzing data using Microsoft excel”

difference between training and development: FOCUS

T: Learning related to present job

D: Learning experiences

difference between training and development: APPROACH

T: Provided by employer to employee

D:Employer to employees, employee to employee and employer to customer

difference between training and development: AIMS

T: Planned learning( acquisition of knowledge and skills) and short learning intervention

D: Long term learning intervention, stimulating new ideas/insights through planned learning and focus on the creativity and experience of the individual

difference between training and development: OUTCOME

T: Changes in skills

D: Not always job related change in attitudes or values

LEARNING

the acquisition of knowledge, understanding, values and skills, competencies and experiences, through studying, begin taught or experience

Learning includes studying(formal or informal), being taught or self-taught, or experience and it can be self-initiated.

example: Jay is a candidate attorney. He wants to specialize in property law. Recently he has begun doing his own research on property law and is job shadowing a property lawyer.

DEVELOPMENT

Continuous process of preserving and enhancing employees' competence in their jobs by improving their knowledge, skills, abilities, values attitudes and other characteristics. Deepening and enhancing knowledge in line with one's personal development goals (work or personal related)-

Outcomes are less specific than those for training. Long-term change

Development is continuous, diverse, not necessarily job related, aims for personal growth and is combination of several activities

example: Rodney has been a training manager for 4 years now. Recently he has decided to embark of a journey of personal growth. He has decided to attend some public talks and see a career counsellor on how to devise new work goals.

Purpose of training and development : Improving performance

• employees who perform unsatisfactorily because of a deficiency in skills are prime candidates for training.

• Bridges the gap between predicted and actual performance.

• Provides skills for employees promoted or hired without full competence.

• Trains employees with aptitude but without prior job-specific skills.

Purpose of training and development : Updating employees skills

managers in all areas must always be aware of technological advances that will make their organisations function more effectively.

• Ensures employees adapt to internal and external changes.

• Keeps skills and knowledge aligned with organisational strategy and goals.

Purpose of training and development : Improving effective people management

rapidly changing technical, legal and social environments have affected the way managers perform their jobs, and management employees, who fail to adapt to these changes become obsolete and ineffective.

Prevents managerial obsolescence by keeping managers up to date with new methods, processes, and changing environments.

Purpose of training and development : Addressing organisational challenges

managers are expected to attain high goals in spite of personal conflicts, vague policies and standards, scheduling delays, inventory shortages, high levels of absenteeism and turnover, labour-management disputes and a restrictive legal environment

• Provides solutions to issues such as conflicts, vague policies, scheduling delays, technology changes, absenteeism, turnover, labour disputes, and legal restrictions.

• Applies across different functional areas (HR, marketing, finance, ICT, manufacturing, etc.).

Purpose of training and development : Orienting new employees

Helps newcomers adjust socially and professionally.

new employees form their initial impressions of the organisation and its managers. These impressions may range from very favourable to very unfavourable, and may influence their job satisfaction and productivity.

Purpose of training and development : Preparing for promotion and managerial succession

training enables an employee to acquire the skills needed for a promotion.

Supports career development and talent management, reducing turnover of high-potential staff.

Purpose of training and development : Satisfying personal growth needs

Provides achievement-oriented employees with challenges and growth opportunities.

T&D can play a dual role by providing activities that result in both greater organisational effectiveness and increased personal growth for all employees.

PURPOSE OF T&D

Improving performance

Updating employees’ skills

Improving effective people management

Addressing organisational challenges

Orienting new employees

Preparing for promotion and managerial succession

Satisfying personal growth needs

THREE CRITICAL ISSUES THAT RECEIVE THE HIGHEST PRIORITY IN TWENTY-FIRST CENTURY T&D INITIATIVES.

Quality improvement programmes

• Technological change-related programmes

• Customer service programmes

Quality improvement programmes

These have been instituted in response to increasingly high demands for quality from the customer and the need to be more competitive in a global economy.

T&D in leadership, team building, goal-setting, problem-solving, decision-making and computer modelling is often part of a quality improvement or total quality management (TQM) programme.

Technological change-related programmes.

These programmes will also continue to challenge organisations. The rate of advancement of techno logy continues to accelerate, so employers must continue to offer T&D to develop front -line employees and line managers as well as executive managers, accord ing to the needs of t he organisation

Customer service programmes.

These programmes are a top priority for organisations that consider themselves service-oriented organisations - an ever-growing group among organisations.

TQM programmes in such industries focus on the responsibility that each employee has to the customer.

customer service programmes became more important to assist organisations in providing exceptional customer services to strengthen t heir bonds with the existing customers and attract new customers.

TYPES OF T&D CATEGORIES THAT Human Resource Development TEAMS ARE RESPONSIBLE FOR

Required and regular

Interpersonal and problem-solving

Developmental and career

Job and technical

TYPES OF T&D CATEGORIES : Required and regular

Safety and compliance

Driving provisions

Wage and hour rules

Employee orientation

TYPES OF T&D CATEGORIES : Job and technical

Customer service

Equipment operations

Record-keeping needs

Telecommunications

IT systems

Product detail

TYPES OF T&D CATEGORIES: Interpersonal and problem-solving

Communication

Writing skills Team relationships

Coaching Problem-solving

Conflict management

TYPES OF T&D CATEGORIES: Developmental and career

Business trends

Strategic thinking

Leadership

Change management

Career planning

Performance management

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0

Developing new leadership capabilities for Industry 4.0

Managing the integration of technology in the workplace.

Enhancing the employee experience.

Building an agile and personalised learning culture.

Establishing metrics for valuing human capital

Embedding diversity and inclusion.

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0: Developing new leadership capabilities for Industry 4.0

Leaders will need to lead from the edge, adopt the right technologies, drive a new vision of organisational culture and shape innovative people strategies for the future of work.

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0: Managing the integration of technology in the workplace.

A growing area of responsibility for HR is to partner with CEOs and C-suite leaders to achieve the optimal combination of human workforce and automation(technology) to ensure a positive impact on the future of work.

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0: Enhancing the employee experience.

- Increased demands created by technology calls for focus on the employee experience i.e. creating a meaningful and purposeful work experience by understanding employee needs.

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0: Building an agile and personalised learning culture

Establish a culture of learning how to learn, foster life long learning and the desire to keep up with changes in industry.

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0: Establishing metrics for valuing human capital

Create clear ways to measure the value people bring to a business and show how investing in people improves performance

THE KEY IMPERATIVES FOR TRAINING AND DEVELOPMENT THAT SHAPE PEOPLE STRATEGIES IN INDUSTRY 4.0: Embedding diversity and inclusion.

HR plays a pivotal role in promo ting a sense of purpose and belonging in the workforce, and equality and prosperity for the communities and regions in which they operate.

Diversity, Equity, Inclusion, and Belonging(DEIB)- Foster a work environment where everybody is treated equally.

STRATEGIC PLAN REQUIRED FOR SYSTEMS APPROACH:STRATEGIC T&D

A more holistic and forward-looking approach to T&D that should help individuals anticipate which knowledge and skills will be required to achieve the organisation's strategic objectives.

T&D is strategic when it:

Develops essential employee capabilities that are linked to the organisation's strategic plan.

Proactively plans for T&D interventions to assist employees to adapt to organisational and environmental change.

Promotes ongoing learning in the organisation.

Creates and disseminates new knowledge throughout the organisation.

Facilitates communication and focus.

Stages in the strategic T&D plan

Stage 1: Strategise

Stage 2: Plan

Stage 3: Organise

Stage 4: Justify

Stages in the strategic T&D plan: Stage 1: Strategise

During this stage HR and T&D managers work with line management to determine the strategic linkage between T&D and the organisation's strategic business plan.

Stages in the strategic T&D plan: Stage 2: Plan

The next stage involves planning. Here T&D objectives and expectations of T&D should be identified and specific, measurable learning objectives created

Stages in the strategic T&D plan: Stage 3:Organise

Having completed stage 2 it must now be decided how T&D will occur and how many resources will be needed .

Stages in the strategic T&D plan: Stage 4: Justify

The final step in the process invo lves evaluating

processes to determine the extent to which the goals set in stage 1 have been met.