Training and Development

Marc A. Espolong

GROUP 15
Victor F. Demadara
Jeunessaline A. Banico
Alejandro C. Dioqino
Hernalyn D. Macado
TRAINING
➢ Involves employees
acquiring knowledge and
learning skills that they
will be able to use
immediately.
➢ Many companies use the
term "learning" instead of
"training".
Learning is continual growth and development of
employees' skills and knowledge in order to handle the
difficulties that the business faces from its external
environment.
Employee learning that isn't reinforced by the
company's compensation structure has a slim
likelihood of influencing employee behavior and
performance.
Employee training and development is
increasingly becoming a major strategic issue
for organizations for several(5) reasons.
➢ rapid changes in technology continue to cause
increasing rates of skill obsolescence
➢ the redesign of work into jobs having broader
responsibilities (that are often part of self-managed
teams) requires employees to assume more
responsibility, take initiative, and further develop
interpersonal skills to ensure their performance and
success
➢ mergers and acquisitions have greatly increased
➢ employees are moving from one employer to
another with far more frequency than they did in
the past.
➢ the globalization of business operations requires
managers to acquire knowledge and skills related to
language and cultural differences.
The strategic challenges for training exist alongside
standard types of training that are done for new
organizational hires
(Orientation and Socialization) and for those
employees assuming new job responsibilities.
Orientation (onboarding)- to put the new recruits at
ease and to make him introduced with key personnel
and informed about company policies, procedures and
benefits.
Socialization- a process through which the individual
becomes familiarized to the society and social group.
BENEFITS OF TRAINING AND
DEVELOPMENT

Training and Development is a continuous process

in an organization to achieve its organizational goals
by improving the skills and knowledge of the
employees.
Organizations can benefit from training, beyond bottom-line and general efficiency and profitability measures, when they create more flexible workers who can
assume varied responsibilities and have a more holistic understanding of what the organization does and the role they play in the organization’s success.

Providing employees with broader knowledge and skills and emphasizing and supporting ongoing employee development also help organizations reduce layers
of management and make employees more accountable for results.
➢ In some cases,
especially when it
comes to employee
development, there
may be no quick
return on
investment.
➢ Short-term financial
performance
indicators are less
likely to value
training and less
likely to create and
support a culture
that fosters
One critical decision that can impact the benefits and
outcomes achieved by training is whether training
activities will be centralized or decentralized within the
organization.
Centralized training-provides saving and allows the
firm to have a tighter control on all training initiatives.
This can ensure that all training programs are in line
with the organization strategy and each other, as well
as that little to no work is wasted.
Decentralized training- moves training into each
individual business unit and can facilitate stronger
Planning and
Strategizing Training
Needs assessment
The first step—needs assessment—involves determining why specific training activities are required and placing the training within an appropriate
organizational context. Needs assessment involves three levels of analysis;
➢ Organizational- At this level, the training is considered within the context of the organization’s culture, politics, structure, and strategy
➢ Task- this involves looking at specific duties and responsibilities assigned to different jobs and the types of skills and knowledge needed to perform each task
➢ Individual- The individual level of assessment considers the people to be trained.
Objectives
These objectives should follow
directly from the assessed needs
and be described in specific,
measurable terms. Measures
should be stated in terms of both
desired employee behaviors as
well as the results that are
expected to follow such behavior.
 Two critical issues must be
Design and Delivery
considered in the design of the
training prior to its delivery.
➢ Interference- occurs when
prior training, learning, or
established habits act as a
block or obstacle in the
learning process.
➢ Transfer- refers to whether
the trainee or learner can
actually perform the new
skills or use the new
knowledge on the job.
Evaluation

The organization needs to receive feedback on the

training and decide whether the training should be
continued in its current form, modified, or eliminated
altogether.
Organizational
Development
➢ An effort that focuses on improving an organization's
capability through the alignment of strategy, structure,
people, rewards, metrics, and management processes.
➢ Focuses on the entire organization rather than individual
employees or employee groups.
➢ Focuses on the macro- or organization-wide perspective of
performance and responsiveness and micro-aspects of
organizational needs and responsiveness.
 Organizational Development Goals

➢ The goals differ per

organization. Goals can include
increasing profits, profit
margins, market share, moral
and/or cultural values, and the
general adaptability (or agility)
of the organization.
Organizational Development Interventions

➢ Are structured program designed to solve a problem, thus

enabling an organization to achieve the goal. These
intervention activities are designed to improve the
organization's functioning and enable managers and leaders to
better manage their team and organization cultures.
Integrating Training with Performance
Management Systems and Compensation
➢ This unit may be separate and
autonomous from other HR functions,
such as performance measurement
(appraisal) and compensation and
benefits administration. However, when
training, performance measurement,
and compensation are administered
separately and not integrated within a
larger, integrative HR strategy, there is
less chance of that appropriate and
necessary reinforcement.
➢ When employees are asked to learn critical new
skills and/or absorb important new knowledge
and apply this in their jobs, the means by which
their performance is assessed must reflect these
changes. The more critical the skills and
knowledge are to the organization’s strategy, the
greater the emphasis that should be placed on
assessing them in the organization’s
performance management system. Similarly,
compensation should reflect the results of
training.
 Organizational
Development
Conclusion
➢ It is the means by which organizations determine the extent to which their human assets are viable investments. Development, particularly
with regard to the kinds of Changes of how work is performed and the organizational contexts in which work is conducted mandate that
organizations conduct specific, targeted, strategic training and development initiatives as a prerequisite for continued success.
Career Development
and Management
CAREER DEVELOPMENT
and MANAGEMENT
CAREER DEVELOPMENT
-refers to a set of programmes designed to match an
individual’s needs, abilities, and career goals with current
and future opportunities in the organization. Since career
development focuses on future opportunities, it has
essentially a long-term orientation.

Career development differs from

employee development through training
and development in terms of time
perspective. While career development
has long-term orientation covering the
entire work-life of an individual, employee
development has immediate and
intermediate-term orientation
 Career Development - Objective & Importance
The main objective of career development is to ensure that people
with appropriate qualifications and experiences are available when
needed.

Career development is an integral aspect of career management with

major emphasis being on the enhancement of employees’ career
which commensurate with the requirements of the organisation.
The focus of career development is on the following:

a)Obtaining relevant information about

individual employees’ interests and
preferences

b) Matching individuals’ career interests and

aptitudes to job requirements

c) Providing career path information to

employees to enable them to make their
career plans;

d) Providing financial inducements and

facilities to employees for acquisition of
Components of a Career Development System

Self Assessment Tools: This is the first technique that is widely used
by organizations in their efforts to career management of their
employees. This is a career exploration tool where individuals
complete self-assessment exercises and fill information about their
skills, interests, competencies, work attitudes and preferences, long
and short term goals and obstacles and opportunities.

Career Planning Workshops: Once employees are through their

self-assessment, they share their findings with other individuals and
their supervisors in career-planning workshops
Components of a Career Development System

Individual Counseling: It is one of the most common

activities that are undertaken by almost all people
developing organizations. Generally, individual counseling is
provided by career development specialists, HR specialists
or life skills development trainers.

Organizational Assessment Programs: include tools and

methods for evaluating employees’ potential for growth
within the organization.

Developmental Programs: used by an organization to

develop their employees for future positions. They can be
internal as well as external and can be performed under the
supervision of human resource staff or trainers and
CAREER MANAGEMENT
Career management is
conscious planning of one’s
activities and engagements
in the jobs one undertakes in
the course of his life for
better fulfilment, growth and
financial stability
CAREER
MANAGEMENTS
PROCESS
CAREER MANAGEMENT PROCESS

Self-awareness - This is the first step in the career management system and provides
self-introspection.

Career exploration/career development planning

● Career values – It is essential to integrate work values with overall life values to
know what is necessary for you in life. It is the work values that acts as a guiding
force and helps to focus on the essential things.
● Work preferences – it play a significant role in career development planning. It is
a personal choice, and it is quite natural for two people to have different work
preferences in life.
● Strengths – Understand your strengths if you are interested in career
exploration/career development planning.
● Weakness – It is also essential to identify your weakness if you are interested in
career exploration/career development planning.
CAREER MANAGEMENT PROCESS
Lifelong learning

Technology is reigning supreme in all the spheres of

our life. All the technical devices like tablets, phones,
and computers have become necessary in the
workplace and often determine how we are
managing our work life.

Networking

One of the most critical aspects of career

exploration/career development planning is effective
networking. It is an essential asset that can take your
career a step further. Develop and hone your ability
to connect and interact with important people.
OBJECTIVES OF CAREER MANAGEMENT

➢ To help in improving the

performances of the employees.
➢ To integrate and align the goals of
the employees with those of the
organization.
➢ To inform the employees about the
available career options in the
organization
➢ It ensures the availability of a pool
of skilled and competent employees
in the organization.
ADVANTAGES OF CAREER MANAGEMENT

➢ Ensures a regular supply of professional talent

to fulfill the goals and objectives of a company.
Staffing inventories is one of its significant
advantages.
➢ It helps an employee to set realistic goals.
➢ It minimizes the rate of employee turnover
and boosts employee retention.
➢ Provides better opportunities for career growth
to the employees in an organization.
➢ This leads to enhanced employee motivation.
➢ It encourages employment equity through
appropriate placement and selection during
the recruitment process.
END