Training involves modifying employee behavior through learning programs to achieve knowledge and skills to perform work effectively. Development provides learning experiences to help employees grow and reach their potential, especially in higher positions. Training is more job-specific while development is broader. Training needs analysis identifies gaps in employee or organizational performance that could be addressed through training. It involves assessing current and future performance, skills, and training options. Training is most effective for addressing "can't do" issues due to lack of knowledge or skills, while other interventions may be needed for "won't do" issues involving motivation.
Training involves modifying employee behavior through learning programs to achieve knowledge and skills to perform work effectively. Development provides learning experiences to help employees grow and reach their potential, especially in higher positions. Training is more job-specific while development is broader. Training needs analysis identifies gaps in employee or organizational performance that could be addressed through training. It involves assessing current and future performance, skills, and training options. Training is most effective for addressing "can't do" issues due to lack of knowledge or skills, while other interventions may be needed for "won't do" issues involving motivation.
Training involves modifying employee behavior through learning programs to achieve knowledge and skills to perform work effectively. Development provides learning experiences to help employees grow and reach their potential, especially in higher positions. Training is more job-specific while development is broader. Training needs analysis identifies gaps in employee or organizational performance that could be addressed through training. It involves assessing current and future performance, skills, and training options. Training is most effective for addressing "can't do" issues due to lack of knowledge or skills, while other interventions may be needed for "won't do" issues involving motivation.
Training involves modifying employee behavior through learning programs to achieve knowledge and skills to perform work effectively. Development provides learning experiences to help employees grow and reach their potential, especially in higher positions. Training is more job-specific while development is broader. Training needs analysis identifies gaps in employee or organizational performance that could be addressed through training. It involves assessing current and future performance, skills, and training options. Training is most effective for addressing "can't do" issues due to lack of knowledge or skills, while other interventions may be needed for "won't do" issues involving motivation.
Download as DOCX, PDF, TXT or read online from Scribd
Download as docx, pdf, or txt
You are on page 1/ 4
Training and Development
Training is defined as the planned and systematic modification of behavior through learning events, programs and instruction which enable individuals to achieve the level of knowledge, skills and competence to carry out their work effectively.
Development is defined as the growth or realization of a person’s ability and potential through the provision of learning and educational experiences.
Training is much narrowly based than development and is job-orientated or task-orientated. Its purpose is to develop the abilities of the individuals and to meet the current and future human resources needs of the organization. Trainings are normally given to the lower level employees to improve their specific skills.
Development is more general and more individually oriented than training. It provides general knowledge and attitudes which will be helpful to employees in the higher position. Development programs are generally voluntary.
Human resources managers require to analysis the training needs analysis process. A training need is a shortage of skills or abilities, which could be reduced or eliminated by means of training and development. Training needs analysis identifies training needs at employees, departmental or organizational level in order to help the organization to perform effectively and efficiently. To approach the board of directors about training to the employees and prove that training is really required to improve the performance of employees by the process of training needs analysis. Training needs analysis involves:
Monitoring current performance using techniques such as observation, interviews and
questionnaires. Anticipating future shortfalls or problems. Identifying the type and level of training required and analyzing how this can best be provided.
Training needs analysis is the first step in the training process. TNA assessment includes:
1. Task Analysis: To identify the important work-related tasks (tasks, duties and responsibilities: JD), and knowledge, skills, behaviors, abilities; determine if the content and activities are consistent with trainee on the job experiences; and to develop measurable and relevant content, objectives and methods. 2. Person Analysis: To ensure that trainees have the basic skills, motivation, prerequisite skills or confidence. If he or she does not have required skills, then he or she may need to be trained. 3. Organization Analysis: To align training with business strategy and to ensure there are resources and managerial support for training.
Training might be appropriate when the performance issue is a “can’t do” issue:
Poor performance (resulting from a knowledge or skill deficiency).
Lack of basic skills (reading, writing, technology, math skills). Legislation or policies requiring new knowledge or skills. New technology. A customer request for new products or services. Higher performance standards. New jobs.
Training is not the best intervention when the performance issue is a result of:
Recruiting, selection or compensation problems.
Policies and procedures issue. A lack of coaching and feedback. Insufficient tools, equipment and resources. Physical setting problems. A lack of motivation (job-person not fit; person-org not fit) ; a “won’t do” issue.
Training decisions are
The scale and type of training system needed
Training methods Timing and duration of training programs Location of training The training provider Training budget
Training process includes:
1. Organizational objectives and strategies
2. Assessment of training needs 3. Establishment of training goals 4. Devising training programs 5. Implementation of training programs 6. Evaluation of results Benefits of training
Keep up with industry changes
keep in touch with technology development Advance employee skills Attract new talents Increase employee job satisfaction.
90 percent effective was on-the-job training
70 percent effective was helping someone do a job 50 percent effective was watching someone do a job 30 percent effective was watching a video 20 percent effective was listening to a “trainer” 10 percent effective was reading instructional materials.
