5.1,5.2,5.3,5.4,5.55.6

1. Mr Blessing
Understanding training and
development

2. 5.1 benefits of employee
development
 Employee development refers to the joint initiative
between employer and employee to develop new
or improved knowledge and skills.
 Both personal and professionally
 This can be done through the provisions of
learning opportunities.
 Properly planned and organised this process
delivers for the organisation and the individual.

3. 5.1 benefits of training to
individual
 Learning new skills
 Refreshing existing skills
 Developing enthusiasm to become
more effective at work
 Overcoming problems and
discovering better ways of doing
this
 Enhancing prospects for
progression

4. 5.1 benefits to the organisation
 Enhanced efficiency and effectiveness
 Maintained of skill levels
 Increased revenues through application of
knowledge and skills
 Improved commitment to the organisation
 Having people suitable for promotion
 Increasing capacity for greater output

5. 5.2 the advantages and limitations of
training
 There are a number of different training and
development methods that are available. These
include:
 Training on and off the job
 Coaching
 Mentoring
 Job rotation, work shadowing
 Action learning sets- where a small group of
individuals engage regularly to solve problems at
work by sharing ideas and solutions
 Learning delivered through and distance or e-
learning

6. 5.2 on the job training add and
dis
Advantages:
 Cost effective as employees can be productive
whilst training
 Opportunity to learn whilst doing training
alongside familiar people
Disadvantages:
 learning environment may not be conductive to
learning
 Effectiveness depends on ability and availability
of a suitable trainer and the time they have
available
 Bad habits may be passed on
 Potential for reduced productivity

7. 5.2 off-the-job training
Advantages:
 A broader range of training and development can be
accessed
 Recognised qualifications can be obtained
 Learning from outside experts
 Can improve confidence of learner
 Chang of context is beneficial for learning
Disadvantage
 Trends to be expensive
 May require transport and accommodation
 Lost productivity
 Employees with new skills/formal qualifications might leave
and require costly replacement
 Little control over course content

8. 5.3 role of targets, objectives and
feedback in employee development
 Successful training and development requires the
identification of current and future training and
development needs.
 This is for both individual and business.
 These should be in line with company objectives and
agreed by relevant stakeholders.
 Those needs should be defined in terms of targets
and objectives and incorporated into training and
development plan for both teams and individuals.
 He target is overall goal and outcome desired.
 Objectives are the activities that need to be
completed if the target is to be achieved.

9. 5.3
 SMART model should be applied
 Feedback is the process of monitoring progress
being made in the achievement of objectives.
 This involves identifying achievements and areas
that still needing improvement.
 Feedback can be formal or informal and is
essential for the reinforcement of learning.

10. 5.4personal development plans support the
training and developments of individuals
 Personal developments plans incorporate
targets/goals and objectives and identify the
specific actions to be taken with timescales.
 Resources requirements and milestones in the
plan may also be included.
 The plan should provide for the opportunity for
monitoring and review and for the learner to
receive feedback at appropriate intervals.
 You should select a specific model of
development plan and explain the purpose of
elements of the plan in achieving individual
training and development

11. 5.5 how to make use of planned and unplanned
learning opportunities to meet individuals
preferred learning styles
 Learning and development can be planned as
activities on the development plan.
 However, there are occasions when situations occur
that are not planned or predictable and that present
the need or offer the opportunity for individuals to
learn as a result of reflecting learning or action
learning
 It is also important to acknowledge that not everyone
learns in the same way.
 Some people learn from seeing something being
done, others prefer to learn by doing something
themselves.
 There are a number of models of learning styles and it
is useful to know which styles to suit best
 You should also know the preferred learning style of
others whose training and development you need to
organise.

12. 5.6 how to support individuals
learning and development
 Apart from training needs and preparing and
implementing training and development plans.
 There are a number of other ways in which the
line manager can support individual and team
development.
 Research shows the effectiveness of formal
training programmes is substantially increase by
on-the-job support
 Such as
 Providing work based learning opportunities
 Resources
 Coaching
 Mentoring