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Training: All You Need to Know

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Words: 1793 |

Published: Mar 1, 2019

Words: 1793 | Pages: 4 | 9 min read

• Employment of inexperienced and new labour requires detailed instructions for effective performance on the job.
• People have not to work, but work effectively with the minimum of supervision, minimum of cost, waste and spoilage, and to produce quality goods and services.
• Increasing use of fast changing techniques in production and other operations requires training into newer methods for the operatives.
• Old employees need refresher training to enable them to keep abreast of changing techniques and the use of sophisticated tools and equipment.
• Training is necessary when a person has to move from one job to another because of transfer, promotion or demotion.
• As the business world is continuously changing and dynamic, organizations will need to provide to their employee training throughout their careers. If they do not provide continuous training they will find it difficult to stay ahead of the competition.
• The other benefit of training is that it will keep employees motivated. New skills and knowledge can help to reduce or minimize boredom. It also demonstrates to the employee that they are valuable enough for the employer to invest in them and their development.
• Employee Training can be used to create positive attitudes through clarifying the behaviours and attitudes that are expected from the employee by employer.
• Employee Training can be cost effective, as it is cheaper to train existing employees compared to recruitment of new employee with the skills you need.
• Training can save the organization money and time if the training helps the employee to become more efficient.
• To impart to new entrants basic knowledge and skills
• To assist the employees to function more effectively in their present position by exposing them to the latest concepts, information and techniques and developing in them the skills required in their fields,
• To build up a second line of competent officers and prepare them as a part of their career progression to occupy more responsible positions.
• To broaden the minds of the senior managers by providing them opportunities for interchange of experiences within and outside with a view to correct the narrow outlook that may arise from over specialization.
• To impart customer education.
• New candidates who join an organization are given training. This training familiarize them with the organizational mission, vision, rules and regulations and the working conditions.
• The existing employees are trained to refresh and enhance their knowledge.
• If any updations and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing a new equipment, changes in technique of production, computer implantment. The employees are trained about use of new equipments and work methods.
• When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.
• Technical or Technology
• Quality Training
• Skills Training
• Soft Skills Training
• Professional Training and Legal Training
• Safety Training
• Team Training

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ASTD-American Society for Training and Development. (n.d.). Benefits of Training. Retrieved from 261-271.

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Career Development And Training Essay Samples

Type of paper: Essay

Topic: Workplace , Development , Employee , Career , Career Development , Training , Employment , Employees

Words: 1300

Published: 05/23/2023

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Introduction

Essentially, career development is a progressive process that continues even after employment. According to Noe (2010), it all starts from school work where employability happens to be the most primary goal in career development. Upon employment, career development continues through organizational as well as personal efforts. This can involve training in the case of an organization or furthering education in a personal context. Employee training could aim at organizational goals but impacts significantly on an individual’s career development.

The Role of Training in Organizational Development

Employee training refers to the enhancing of employee’s capabilities and knowledge in performing different tasks at the workplace. It has shown numerous benefits for every company that has used it effectively (Albrech, 2011). First, it increases the productivity by the employees of the organization who are well trained thereby providing quality results in a timely manner and with less supervision. Also, employees get motivated as they feel that their position is secure with the increased expertise and competencies. In this respect, the turnover rate goes down and thus ability to retain talent and attract external competencies. As a result, the employees are happy feeling knowing that they stand a chance of promotion due to the skills that they have acquired. This eligibility for promotion makes them a vital asset to the company. Further, the expertise reduces the chances of accidents occurring due to poor skills or inexperienced employees. The training reduces the chances of errors thus saving the company from remuneration expenses due to injuries or accounting errors.

Methods of Employee Development

Noe (2010) describes two methods of employee training that include the on the job training that is performed with a hands-on approach where the employee performs the actual task that he/she is being trained on. It is the most effective as the results are visible to the trainer providing the ability to rate the success of the training for application without monitoring. It is the simplest method and saves on cost. It is quite essential in motivating the employees as they learn by doing. Such methods examples are coaching, temporary promotions and job-rotation.The other method is the off the job training that describes training practices performed away from the workplace or working environments. It is mostly used on a large number of new employees and when the training deliverables are expected in a short span of time (Albrech, 2011). Essentially, it is fast and expensive but provides prompt results as many employees can gain a competence in a week’s time span. Such methods include seminars and conferences.

Employee Development and Organizational Development

Employee development is an employer’s strategy that aims at improving the capabilities, development of new skills as well as accreditations in the organization’s employees. On the other hand, organizational development is a long-term strategy aiming at improving the effectiveness and gross margins of the organization and could include employee development. For example, employee training is an employee development strategy that also implicates on the organizational development. The relationship between the two happens to be both negative and positive (Noe, 2010). First, the training process will improve the competencies in the organization thus quality assurance is guaranteed. On the contrary, the process is expensive and leads to low productivity in the short term but higher productivity in the long term. Organizational and employee development could involve education support. Employee development offers a freedom of choice for employees who wish to pursue further education with organizational development being specific on the fields that the organization wants to improve its competencies.

Career Development

Essentially, the Human Resource Department has a major role in the guidance of the career managements of its employees. Long gone are the times when advising employees was seen as an old school practice owing to the benefits recovered by the employees when the department provides information and advice that enhances the employees’ engagement (Al Ariss, 2010). At times, some organizations have some in-house counselors who foresee the career development process of its employees. The best placement of such a counselor is in the HR department. The organizations can devise several ways such as compulsory career discussion forums that can be performed on an annual basis (Blustein, 2013). Essentially, there has been much of career development that I have had ever since I joined the university program that is not just about attending the training courses or classes but also going into how, that is, how I should perform various functions that I have acquired. The skills that I have acquired over time show a significant reflection of my capabilities and competencies. Also, the school has offered several career development programs and a supportive career guidance team that have offered significant clarification on the career path I should follow. Indeed, I can confirm that to have earned incredible career development skills and proper guidance that will be essential, even in my future career plans. Having the determination to secure a post in an established company and in my line of study, I believe that the expertise that I have earned over time will provide the best opportunity for promotions that could get me to a managerial position over a span of five years. However, if in any case, I happen to land in a field that does not relate to my education, I will take up the job as an opportunity to offer me diversity and experience. Essentially, not a single organization lacks an HR department, in which case I will assume my misplacement is short-lived and I will finally secure the right post in the organization.

My Future Company’s Role in Career Development

There are various basic practices that most companies adopt to enhance the employees’ career development ambitions. I hope that my company will adopt interminable training programs that will ensure that my expertise is improved significantly. This can include job-rotation and temporary promotions that will ensure that my experience and ability to cope with different forms of pressure is enhanced. Also, the company can offer opportunities for upward mobility or successions within the company or more particularly the department. Such opportunities are motivating factors that help any employee have an upward career development. As per my dream career dreams, I will be most glad to have my dream company offer an employee benefits loan or appreciation to further my education to the post-graduate level. In this respect, I will have achieved the significant objectives in my career development plans. With proper human resource management practices, the company for which I will be a staff in will have just enough of the opportunities I need to realize my career development plans. This way, I will have a role to play other than waiting for the department to help me achieve my career objectives. This includes my personal relationship with the management of the company and having a guiding partner who will help me achieve my ambitions in the given organization (Blustein, 2013).

In summary, career development should be more of an individual effort by taking on every single opportunity that comes along (Al Ariss, 2010). Training should be taken as the opportunity to improve one's skills in any organization. However, training and career development go hand in hand as training is an inevitable path in career development.

Al Ariss, A. (2010). Modes of engagement: migration, self-initiated expatriation, and career development. Career Development International, 15(4), 338-358. Albrech, S. L. (2011). Handbook of employee engagement: Perspectives, issues, research and practice. Human Resource Management International Digest, 19(7). Blustein, D. (2013). The psychology of working: A new perspective for career development, counseling, and public policy. Routledge. Noe, R. A. (2010). Employee training and development. McGraw-Hill/Irwin.

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Training Methods Essay

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Introduction

Methods of training, on the job training (ojt), lecture method, behavior modeling, reference list.

Training is a learning process where employees acquire knowledge and skills to improve their competence and to help them achieve organizational goals. Every organization will need to train its employees in order to increase their productivity and to become proficient and competent while carrying out their job duties.

There are two types of training methods: in-service training and pre-service training. Pre-service training is offered by formal institutions where persons attends regular classes in order to attain a formal diploma or degree whereas in-service training is undertaken when an organization offers time to time knowledge or skills upgrade to its staff.

Training methods are divided into cognitive methods and behavioral methods. Cognitive methods give information either in written form or orally and provides guidelines on how to go about job tasks. They include lectures, discussions, demonstrations, virtual reality, programmed instructions, computer based training and intelligent tutorial systems. On the other hand, behavioral methods enable learners to exercise behavior in real fashion and they help in skill development and attitude change.

Behavioral methods include games and simulations, behavioral modeling, case studies, equipment stimulators, business games, role plays and in-basket techniques. The training method selected should be able to motivate the learners to improve on their performance. In addition, the training should help staff transfer what they have learned in training to job situations and they should be allowed to actively participate during the training or learning period (Bass and Vaughan, 1966).

On job training, also known as hands on training, is the most commonly used training method in small organizations. This form of training always takes place at the actual work place.

The existing experienced and skilled managers and supervisors take the lead in training less experienced and knowledgeable employees who join or are already working in the organization. William and Kazanas (2004) mention that there is no official procedure for undertaking an OJT and point out that that trainers need not to have formal qualifications as long as they are experienced and have knowledge in the field.

The employees are coached, mentored, and instructed by their superiors on how to handle their job duties. This training method helps to identify weaknesses and strengths of the employees. However, the competence of this method cannot be proven because some sloppy work habits can be passed from supervisors to the trainees and this might affect their output.

Besides, finding the right time to implement training schedules can be a challenge because the trainers’ responsibilities might be left unattended to and this might affect the organizations’ performance. In spite of these limitations, this method is one of the most effective training techniques and has been successfully used in many organizations. Alipour, Salehi, and Shahnavaz (2009) avow that OJT results into more creativity, realization of organizational goals, and enhances work quality.

This method is considered the most effective training method because it targets a large number of individuals at a relatively low cost. Lectures can be conducted either in a formal or informal setting.

In an informal lecture, the audience actively participates while in a formal lecture, the subject matter is introduced by the instructor and he presents the main part of the lesson with little involvement of trainees.

This training method is relatively inexpensive as it reaches a large number of people. It can also be effective especially when the learners are involved. The instructor can deliver a lot of information to the learners in a short period of time.

Even though the lecture method has been considered the most appropriate training method, it has some drawbacks such as the inability to identify and correct misunderstandings among learners since he may not have full control of the audience. The effectiveness of this training method has been proven in numerous studies.

For instance, Burke and Day (1986) mention in their study that when interactive approaches such as quizzes, small group discussions, case studies, question cards, demonstrations and role playing, among others are used in lectures, it can be very effective in not only improving knowledge of the learners, but it might also enhance the learners’ interpersonal skills.

This training method has been acknowledged as the most suitable method for developing interpersonal skills. In this training technique, the learners observe what others are doing and learn how to perform similar tasks. For instance, they can watch a videotape and thereafter practice what they observed through role-plays or other types of simulation techniques. The underlying theory behind this training method is that once a person has watched the behavior shown in the video, he is likely to replicate it on job situations.

This method can be used in safety training, interviewee and interviewer training, sales training and interpersonal skills training. It reduces the time, costs of trial and error processes, and provides learners with opportunities to discover learning comfortably through practice (Decker &Nathan, 1985). Through practice by role-plays, the learners also develop interpersonal skills. This method has been found to be effective by in a number of studies according to Mayer & Russell (1987).

Alipour, M, Salehi, M, and Shahnavaz, A. (2009). A Study of on the Job Training Effectiveness: Empirical Evidence of Iran. International Journal of Business and Management , 4(11), 51-75.

Bass, B. M., and Vaughan, J. A. (1966). Training in industry: The management of learning . Belmont, CA: Wadsworth Publishing.

Burke, M J, and Day, RR. (1986). A cumulative study of the effectiveness of managerial training. Journal of Applied Psychology , 71(2), 232-245

Decker, P. & Nathan, B. (1985). B ehavior Modeling Training: Principles and Applications . New York: Praeger.

Mayer, S.J., and Russell, J.S. (1987). Behavior Modeling Training in Organizations: Concerns and Conclusions. Journal of Management Spring, 13(1), 21-40.

William J. R., and Kazanas, H.C. (2004). Improving On the Job Training , 2nd edition. San Francisco: Jossey-Bass.

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Best topics on Training

1. The Highlights of Some of the Best Kinesiology Tapes

2. How the Gym Influences Fitness

3. Famous Indian Badminton League and Its Role

4. World Record of the Fastest Tennis Ball Hit

5. Jackie Robinson as the African American to Play Major League Baseball

6. Sarath Ton and Her Effect Wrestling Techniques

7. An Importance of Foundation in a Play of Badminton

8. Teachers And Professional Athletes Are Paid Differently: Teachers Should Be Paid More

9. All Work And No Play Makes Jack A Dull Boy: Application Of Saying In P. E.

10. The Disadvantages of Intense Training Among Runners

11. The Extraordinary Features of Lacrosse as a Game

12. Benefits of Martial Arts Classes for Mind and Body

13. Yoga, The Popular Alternative to Exercising and Its Benefits

14. A Cultural Analysis of Track and Field and Its Controversial Changes in the 2020

15. Track and Field as a Transformative Force in My Life

• American Football

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What is a Training Essay?

A training essay is a documented experience for training. A student must have 45 hours of documented training for each credit she attempts to earn through a training essay. An example of this would be a student having 135 hours of training in one discipline (subject matter).

Professional Training, Licenses, and Certifications

Bay Path recognizes the workplace learning that receives an evaluation by the American Council on Education (ACE). Students can earn credit by writing a Training Essay that is typically 2 to 4 pages in length. Students can earn one credit for every 45 hours of documented training. Bay Path accepts ACE credit for military service.  In addition, and on a case-by-case basis, the institution will consider credit recommendations for experiences other than military service.

If you have taken any of the formal courses or examinations evaluated by this organization, Bay Path will accept the credit recommendations with the submission of an ACE credit transcript. Students should send ACE transcripts to the Associate Registrar for The American Women’s College at Bay Path University. Credits receive approval and denial according to the established practices of that office. NOTE : A maximum of 12 credits can transfer into a Bay Path degree program once a student matriculates.

Bay Path advises that students pursuing ACE credits should initiate this process prior to matriculation so that established transfer limits do not affect the acceptance of these credits. The following websites help students connect to ACE and identify possible ACE-approved training.

• National Guide to College Credit for Workforce Training http://www2.acenet.edu/credit/?fuseaction=browse.main
• College Credit for Military Service https://www.acenet.edu/Programs-Services/Pages/Credit-Transcripts/Military-Guide-Online.aspx

Prior Learning Assessment Handbook Copyright © by Bay Path University is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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New Employee Training, Essay Example

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The most blatant issues indicating the need for training are, literally, vocal: customer complaints.  No matter the type of business in question, this is the most influential means of ascertaining the efficacy of it, for it is expressed by the clients the business is in place to serve.

This factor of its being external to the organization adds credibility to it as well, for it is in a sense a subjective assessment of the business’ level of actual success.   That said, it should be noted that all needs assessment must proceed from an approach beyond what is immediately apparent, or the obvious issue at hand.   That is to say, the desired outcome must be primary, as ascertained immediately upon viewing the given situation (Bogardus, 2009,  p. 239).   For example, the need may be that technology training is required to enhance performance because certain employees are making mistakes.  In this case, the outcome to be sought is a consistent degree of education and certification.

Other issues may include poor employee attendance, internal disputes, inefficient organization, and observable declines in productivity.   These issues are frequently identified by a common consequence: poor business. Consequently, before training is implemented, the actual issues must be recognized and dealt with accordingly.  If, for example, a problem lies in cross-cultural employee interactions, the desired result is a harmonious workforce, and the training to be conducted should involve cultural awareness education.  In each instance, the need perceived dictates the response in training.

In regard to specific cases wherein prioritizing training needs is called for, the circumstance of customer complaints, as noted, is foremost.  Customer dissatisfaction on some level is inevitable in any service-related business, but no business can afford to handle it poorly.  The training here must be in social skills, along with a greater education as to the processes by which the business may resolve the conflict.   Some empowerment is also recommended in this training.

As distressing, and potentially disastrous, as customer complaints are to a business, the reality is that they provide significant opportunities for both business and employee.   It is established that customers respond in a pronounced and favorable manner when their issues have been properly addressed  (Robitaille, 2002,  p. 10).   In training employees to perform in this way, management should emphasize the great importance of the task.  The process here is best conducted, at least initially, in a classroom setting, where different scenarios of customer complaint situations may be played out by the employees.  While this training should move into a “hands-on” arena, with a trainer accompanying an employee, this should not be done until a foundation of basic, customer service skills is evident.  Given the wide range of possibilities the field of customer complaints presents, as well as the variables of personality as essential to it, certification is somewhat irrelevant.  More precisely, gratified customer response will provide the “certification”, and employees should know that this will be noted by management.

Next in line to be addressed is the supervisor who believes five employees require specialized, technological training.  Five is hardly an arbitrary number, so a genuine need is apparent.   Depending upon the technology in question, this training may best be facilitated

by training at the work sites. Training styles vary, and varied schools of thought support or oppose both self-led and classroom approaches. One factor, however, is a constant in training: distance lessens training value (Fitz-Enz, Davison,  2002,  p. 159). That is to say, the gap between when and where the training occurs and the actual job performance is an exponential opportunity for losses.   Retention is best achieved when employees learn in the doing of the task, but this is not meant in the sense that the employee is left to their own devices. “Hands-on” training is still training, and a supervising presence must be there for it to be effective (Sisson,  2001,  p. 15).  Moreover, technology is an increasingly complex and sensitive field, and allowances should be made for varying rates of employee learning. In this instance, certification should be mandated, as the training is of a technical nature. Such certification also provides the business with parameters regarding job assignments.

Lastly, The CEO’s request that efficiency training be implemented to improve employee attendance at pep rallies is a situation actually removed from training considerations.  This is, in fact, a case where the CEO requires “training”; he must be made to understand that the sort of employee spirit he seeks may not be instilled through education, but will most likely be evident when the employees experience the contentment with their jobs they derive from performing well, and from being appreciated.

In regard to delivery of training as differing because of employee rank, there is no clear answer. Each situation, as with training itself, demands its own solution. For example, if the need is for advanced training in a technology, the methods should be the same; a lack of knowledge in so specific an arena is not subject to employee placement. When, however, training in social skills within the workplace is called for, supervisors must be approached differently, as they bear different responsibilities. In no case, however, should employee rank encourage a cavalier approach. That is, more highly placed employees should be both better trained, and more accommodating of the processes.

An effective means of determining the success of training is to gain information from the employees themselves.  This applies to pre-training circumstances, as well.  Significant issues and potential courses may be identified from employees’ conveying, through the protection of anonymity, what they perceive to be weaknesses in their own arenas, regarding themselves or other employees (Mathis, Jackson,  2010,  p. 261).  Similarly, through following up on employee performance and expressions of personal confidence and satisfaction, the business may assess the effectiveness of the trainings undergone. It is easy to overlook that a significant asset to training derives from those requiring it, for they reveal a great deal about the ways the organization operates. This should not be taken as the only evidence of success, of course; the business must rely as well on the more pragmatic results of commercial success and customer satisfaction. However, the average business will invariably find that its greatest guide in understanding precisely how well it is doing, and at any time, may be found within the employees needing to be trained.

Bogardus, A.  (2009). PHR/SPHR Professional in Human Resources Certification Study Guide . Indianapolis, IN: Wiley Publishing, Inc.

Fitz-Enz, J., & Davison, B. (2002). How to Measure Human Resources Management, 3 rd Edition.  New York, NY: McGraw-Hill Professional.

Mathis, R. L., & Jackson, J. H.  (2010).  Human Resource Management, 13 th Edition.   Mason, OH: Cengage Learning.

Robitaille, D. E. (2002).  The Corrective Action Handbook .  Chico, CA: Paton Books. Sisson, G. R.  (2001).  Hands-On Training:  A Simple and Effective Method for On-the-Job Training.   San Francisco, CA: Berrett-Koehler Publishers, Inc.

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