Marjorie V.

Ballesteros
PhD 706

EMPLOYEE TRAINING AND DEVELOPMENT

There are several things that can be considered an organization's most valuable

resources. An organization’s personnel, which may vary in numbers, in the tens,

hundreds, or thousands, is its most important asset. Employee productivity and

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

organization's most valuable resource. Therefore, it is the responsibility of institutions—

public and private—to make an investment in people by giving them access to the best

training and development possible.

The success or failure of a company is largely determined by its workforce. It's

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

opposition if they feel valued.

 Employees are regarded as invaluable assets for a variety of reasons. Since they

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

organization's public face. The degree of an employee’s happiness is important.

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-

ending efforts to elevate the company, employees serve as the organization's

benefactors. The most important assets that employees bring to the table are their skills

and knowledge. Their qualifications include participation in training and development

initiatives, specialized experience, and knowledge of organizational cultures, systems,

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

organization cannot, it should go without saying, be compensated financially. As a result,

the customer feedback is fantastic.

The core of an organization is impacted by employee performance. It is therefore

the duty of the management to understand the significance of training and development's
impact on employee performance. Employee training and development helps the

organization and its employees to achieve their objectives.

Differentiated programs, services, and competencies are key components to the

success of organizations. However, these components must be developed, implemented,

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

matters, including managerial, supervisory, executive, compliance, regulatory, customer

service, and interpersonal skills, among others. Employee training and development

initiatives show organizations are taking advantage of people who can commit to taking

on more responsibility as well as high potential employees.

Training and development is a function within human resources management used

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

recipient's performance or to assist him or her in achieving a necessary level of

knowledge or skill. Training is a set of organized, systematic actions meant to raise one's

level of competency, knowledge, and skill. It involves communicating fundamental

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

increases the effectiveness of individuals, groups, and organizations, training is

concentrated on enhancing the abilities required to achieve organizational goals. It is a

short-term process where trainees are non-managerial.

 Although training and picking up new abilities and skills may be viewed as an

element of development, it may also be viewed as a more general concept. The overall

growth of the workforce is referred to as development. These are learning activities

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.

It is a long-term process where trainees are managerial.

Employee training and development takes place at various organizational levels,

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

completes an orientation before receiving on-site training on job-specific topics. The

employee should subsequently be given a mentor, and when comfort with their work

responsibilities improves, they may participate in external training. Employee training and

development is the process of assisting employees in developing their organizational,

interpersonal, and personal capabilities. The purpose of employee orientation is to help

new employees understand policies and how their particular position fits into the overall

picture. Training for an individual's position or on numerous HR subjects, such as sexual

harassment and customer service, can be provided during in-house trainings. A

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.

Effective training starts long before a trainer conducts a one-on-one 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

practice is referred to as implementation of the training program. It is important to create

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.

The best methodologies, tactics, strategies, programs, implementation

environments, and assessment venues must be chosen by leaders at all levels of

management in order to reach expected levels of individual performance and

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

several types of training that can be provided to employees:

a. Technical training - a training designed to teach new employees the technology

requirements of their position. It might cover any software or other applications

that workers utilize while doing business with the company.

 b. Quality training – a training that refers to educating staff members about how

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

are taught what to do in such a situation.

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

specific duties of their job roles.

d. Soft skills training - training that puts an emphasis on improving abilities like

communication, teamwork, and problem solving. This could be knowing how to

politely and sincerely greet customers or how to answer the phone.

e. Professional training - the kind of training needed to stay current in one's own

professional field.

f. Team training - training which enables teams to enhance their decision-making,

problem-solving, and team-building abilities to meet organizational objectives.

g. Managerial training - training that aims to transition an employee from having

a team member to team leader mindset.

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

be used to carry out the types of training are as follows:

a. On-the-Job Coaching - It means teaching an employee the skills required to

complete jobs by a qualified person. The employee is demonstrated how to

carry out the actual job by a management or an experienced individual. There

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

employee by using the mentoring method. In most cases, mentoring is utilized

as an ongoing technique to train and develop a worker. This kind of instruction

has the potential drawback of causing personality and communication style

conflicts. Additionally, it may result in the mentee becoming overly dependent

on the mentor or the mentor exercising micromanagement. This is more distinct

than on-the-job coaching, which is frequently brief and concentrates on the

abilities required to carry out a certain job.

c. Brown Bag Lunch - Brown bag lunches are a training delivery strategy intended

to foster a relaxed environment. It is one where employees bring their lunch

and training information is delivered to them while they are eating. In a more

laid-back setting, it pulls people together. Low attendance and insufficient

interest from workers who might not want to "work" during lunch breaks can be

a drawback to this form of training.

d. Web-Based - It may be referred to as e-learning, computer-based learning, or

technology-based learning. Any web-based training, regardless of its name,

uses technology to enhance the learning process. There are two varieties of

online education. First, instructor-led facilitation is used in synchronous

learning. When learning asynchronously, you are in charge of your own

learning and there is no teacher to guide you. Web-based learning has a

number of benefits. First off, it can be cost-effective, requires no travel, and is

available on demand. However, drawbacks could include a lack of

personalization in the instruction as well as restricted bandwidth or

technological capabilities.

e. Job Shadowing - It is a technique of delivering training where a skilled

employee pairs up with a less skilled employee to increase their skills. Job

shadowing is one form of training approach used in apprenticeships. The

apprentice could eventually acquire the necessary abilities to do the work

alone. The drawback of this kind of training is the potential for the job shadowed

participant to pick up "bad habits" or expedient methods of accomplishing work

that may not be advantageous to the firm.

f. Job Swapping - Two employees agree to switch positions temporarily as part

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

workers by offering a change of scenery. Employers may also benefit greatly

 from cross-training their staff in various job functions. The time spent learning,

however, may result in wasted time and financial loss.

g. Vestibule - It frequently takes place in a lecture hall, conference room, or

classroom and is effective for delivering orientations and certain skill-based

training. For technical training, safety training, professional training, and quality

training, many organizations also adopt vestibule training.

Every time a training is given, it is important to assess its success. A widely

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

minimize inconsistencies, a specified, transparent scoring process must be decided upon

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

changes. Evaluating conduct frequently reveals problems in the workplace. Lack of

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

and correct course during the learning process.

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

advantages of employee training and development:

a. It boosts employees' confidence, motivation, and morale.

b. It fosters a sense of security, which lowers absenteeism and turnover.

c. It improves staff participation in the change process by equipping them with the

skills needed to adapt to novel and difficult circumstances.

d. It makes opportunities for recognition, better salary, and promotions available.

 e. It aids the company in enhancing the staff's availability and caliber. It is

important to keep in mind that people are more productive as a result of training

and development initiatives that enhance their knowledge and skills.

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

organizations consistently hold managers or executives responsible for developing their

direct reports, gaps in talent development capabilities, a lack of alignment between

human capital and organization strategy, and inconsistent execution are just a few of the

common obstacles that face employee development programs.

Chairman Francisco T. Duque III stated that the Civil Service Commission serves

as the principal human resource institution of the Philippine government in a speech at

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

to public accountability," as stated in the 1987 Constitution. Studies on human resources

(HR) and learning and development (L&D) have shown that L&D affects professionals'

capacity to satisfy competences and achieve performance standards required by a certain

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.

A HR program called the Competency-Based Learning and Development Program

(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

requirements is based on competencies. Employees receive training that is tailored to

their requirements. Opportunities for learning and development in this context include

formal classroom instruction, on-the-job training, self-development, and development

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

interventions in an organization are founded on needs that have been recognized,

confirmed, and clearly linked to the goals and objectives of the company. Second, the

development, planning, implementation, and evaluation of these interventions are

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,

synchronized, and accomplished. The learning and development framework considers

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

toward Strategic HR.

Employees wouldn't be able to do their responsibilities to their full ability without

adequate training and development opportunities. Due to their higher levels of job

satisfaction, employees who are completely capable of performing their job-related

responsibilities tend to stay on the job longer. In addition to helping individuals achieve at

their highest potential, training and development is an essential instrument for

encouraging innovation, efficiency, and productivity in the workplace. An organization can

achieve its objectives by helping employees find the best learning opportunities.

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