INTRODUCTIONTraining is a learning process thatinvolves the acquisition ofknowledge, sharpening of skills,concepts, rules, or changing ofattitudes and behaviors to enhancethe performance of employees.
Training is activity leading to skilled behavior It’s not what you want in life, but it’s knowing how to reach it It’s not where you want to go, but it’s knowing how to get there It’s not how high you want to rise, but it’s knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome It’s not what you dream of doing, but it’s having the knowledge to do it Its not a set of goals, but it’s more like a vision It’s not the goal you set, but it’s what you need to achieve it
Need for Training and DevelopmentBefore we say that technology is responsible forincreased need of training inputs to employees, it isimportant to understand that there are other factors toothat contribute to the latter. Training is also necessary forthe individual development and progress of theemployee, which motivates him to work for a certainorganization apart from just money. We also requiretraining update employees of the market trends, thechange in the employment policies and other things.
Factors that contribute to the increased need to training and development in organizations Change The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver.
Development It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self.
Process of training and developmentSTEP 1: ESTABLISHING A NEEDS ANALYSIS.STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.STEP 3: DELIVER THE TRAINING PROGRAMSTEP 4: EVALUATE THE TRAINING PROGRAM.
STEP 1: ESTABLISHING A NEEDS ANALYSIS.This step identifies activities tojustify an investment for training.The techniques necessary for thedata collection are surveys,observations, interviews, andcustomer comment cards
Objectives of needs analysis- "Why" is training needed?- "What" type of training is needed?- "When" is the training needed?- "Where" is the training needed?- "Who" needs the training? and "Who" will conduct the training?- "How" will the training be performed?
STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.This step establishes the development ofcurrent job descriptions and standards andprocedures. Job descriptions should be clearand concise and may serve as a major trainingtool for the identification of guidelines. Oncethe job description is completed, a complete listof standards and procedures should beestablished from each responsibility outlined inthe job description. This will standardize thenecessary guidelines for any future training.
STEP 3: DELIVER THE TRAINING PROGRAMThis step is responsible for the instructionand delivery of the training program.Once you have designated your trainers,the training technique must be decided.One-on-one training, on-the-job training,group training, seminars, and workshopsare the most popular methods.
STEP 4: EVALUATE THE TRAINING PROGRAMThis step will determine how effectiveand profitable your training program hasbeen. Methods for evaluation are pre-andpost- surveys of customer commentscards, the establishment of a cost/benefitanalysis outlining your expenses andreturns, and an increase in customersatisfaction and profits.
CASE STUDY: SIEMENS Workforce planning enables Siemens to identify its training needsSiemens is a one of the largest electrical and electronics engineering companies in the world. Every year it employs 20000 people in UK. In addition, Siemens UK invested a huge amount of money only on research and development, because their business focused on ‘innovation’.Therefore, for growth of their business, Siemens needs people with first class level of skill, knowledge and capability in engineering, IT, business and other relevant field.
Kinds of workforceEnvironment ScanCurrent Workforce ProfileFuture Workforce ViewAnalysis and Targeted FutureClosing the gaps
Siemens development programApprenticeshipsSiemens Commercial AcademySiemens Graduate Programs
Benefits of training and development to SiemensFlexible adaptable employees take on new roles and technologyImproving productivity and earning more revenueLong-term employee commitmentAttractive to future employeesEmployee confidence, motivation and job satisfaction
Effectiveness of Training and Development to At first, the employees and their line manager agree the objectives at the beginning of the project. After that, objectives monitored throughout the whole project formally or informally, it ensures that all training is successful and for the best interests of the company. Annually the line manager discusses the result about progress toward the objective that has been set. Feedbacks are also discussed with the employees whether any implementation is needed or not. It helps Siemens to get feedback from staff on changes.
Another thing is new objectives are also set. In some cases, appraisals linked to pay reviews. In some cases, appraisals linked to pay reviews. This helps the employee to feel valued and that motivate them to perform better or to put their best effort. When they have seen that staffs are up-to-date in a fast changing business and they are involved in rapid change with the situations, then they can measure that training and development program was successful.
Training and development helps Siemens in achieving its business objectivesAs Siemens provide training to their employees toimprove their performance as well as have up-to-date knowledge and skills remain competent in thehighly competitive market. This makes theemployee motivated and confident. In addition,they have updated knowledge so they are the assetfor the organization. The employees feel valuedand stay longer in organization
CONCLUSIONAn organizations primary business objective is tomake profit. So trained employee can make moreprofit by their skills and cost of new employeescan reduce by effective training program. Inaddition, valued, satisfied and skilled employeecan empower the organization and gain acompetitive advantage. By training anddevelopment program, Siemens can ensure itslong-term business objectives.