This document discusses training and development (T&D) and how to build a strong link between T&D and employee retention. It outlines how T&D can increase retention by reinforcing employee value, providing learning opportunities, and allowing employees to grow. The document also recommends designing a strategic T&D plan aligned with business objectives, offering diverse development opportunities linked to career progression, and viewing T&D as a bridge to employee satisfaction and higher retention. Finally, it presents Pelmatogram as able to help companies develop or improve their T&D toolkit and provide training courses and executive coaching.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
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A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Training and Development can be defined as a system used by an organization to improve the skills and performance of the employees to improve productivity in an organization.
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Coaching, Training and Consulting services.
The purpose of the provided services is to support and help companies to grow, develop and effectively go through changes.
Our view is that people are the core element of organizations / companies and if people are selected adequately and developed appropriately companies grow and adapt to changing environments.
Our role as coaches, trainers and consultants is to establish with our clients trust-based relationships in order to provide them specialized professional services and propose solutions on specific areas.
Our objective is to provide innovative, holistic and results producing services which can:
1.Empower healthy business development and growth
2.Result in a flexible and creative adaptation in any socioeconomic environment
Specialties
EXECUTIVE COACHING, BUSINESS COACHING, TRAINING WORKSHOPS, RECRUITMENT, PEOPLE DEVELOPMENT, BUSINESS DEVELOPMENT
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Industrial Training & Workshop ProposalCareer Shiner
This proposal helps you to make the decision for industrial or on-campus training or workshop program for your students.
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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5. How can Training & Development increase
employee retention?
Reinforces the value
of the employee
Opportunity to learn
new skills and
improve existing skills
Employees feel they
are able to grow in a
position
www.pelmatogram.com
6. Agree? Disagree?
… and after all the investment
employees decide to leave
www.pelmatogram.com
7. How to build a strong link between
“Retention” and “Training & Development”?
Design a Strategic
Training &
Development plan
aligned with the
business model and
objectives.
Design & Implement
tailored made
Training &
Development
programs for your
companywww.pelmatogram.com
8. How to build a strong link between
“Retention” and “Training & Development”?
Offer a broad menu of
development
opportunities with
multiple training
methods
Have mid and long
term programs
associated with career
progression and
leadership
development
Link development
opportunities with
performance and
recognition www.pelmatogram.com
9. Agree? Disagree?
… Training is a bridge that can
lead to employee satisfaction and
a higher retention rate for your
organization
www.pelmatogram.com
10. Training & Development Process
Business
Plan
Training
Strategy &
Policy
Training
Needs
Analysis
Training
Plan
Training
Implementation
Training
Evaluation
www.pelmatogram.com
11. The 4 dimensions of Training &
Development
Strategic
and
Operational
Results
Training
Engagement
On the job
coaching
Performance
Process
Integration
12. Training & Development Model
70% 20% 10%
Work Experiences
• On-the-job
development
• Stretch
Assignments
• Cross Functional
Teams
Relationships
• Coaching
• Mentoring
• Networking
Training
• Courses
• Conferences
• E-learning
www.pelmatogram.com
13. Personal Development Plan
Name:
Job title:
Level:
Team:
Short Term Goals
(1 year)
1.
2.
3.
Mid Term Goals
(2 -3 yrs)
1.
2.
3.
Mid Term Goals
(3-5 yrs)
1.
2.
3.
Competences
based
www.pelmatogram.com
14. Personal Development Action Plan
Training &
Development
Need
Priority Target
date
Action Evaluation Performance
Impact
Name:
Job title:
Level:
Team:
www.pelmatogram.com
16. How can we help your company?
Develop or improve
your T&D toolkit
(step-by-step)
Training courses and
programs
Executive and
Professional
Coaching
16
www.pelmatogram.com
17. Ética e Sigilo Profissional – Pelmatogram – HR Solutions with a Legacy
Development is lined with career paths, career progression ( vertical and horizontal), tomorrow results holistic intervention, setting up a VISION, construct a strategy
Training Development
Short-term focus/Task Oriented Long-term focus/Skills oriented
Group based (more often than not) Individually based
Focuses on the “today” needs Leads to the “tomorrow” results
Compliance area strength Opportunities to develop strategic approach
Other items that my small group noted were:
Information versus values Targeted to the individual; growth after training
5% 95%
Means End
Knowledge Expansion
For today For tomorrow
Short-term Long-term
Task-oriented Skill-oriented
Piece of development Holistic
Training is the means to a development end. It’s important to remember that not all training leads to development, but it could and you should see if this is how to look at things in developing that “vision” mentioned before.
We need to look at training and development together versus pulling them apart. There are facets of both training efforts and development efforts that have value. With a strong, constructed strategy and vision, incorporating these two things is actually very natural.
Training and development are a partnership; they’re a process, not an event. They are both value driven.
Training is the means to a development end. It’s important to remember that not all training leads to development, but it could and you should see if this is how to look at things in developing that “vision” mentioned before.
We need to look at training and development together versus pulling them apart. There are facets of both training efforts and development efforts that have value. With a strong, constructed strategy and vision, incorporating these two things is actually very natural.
Training and development are a partnership; they’re a process, not an event. They are both value driven.
Typically, training is the process by which people are taught critical skills. The goal is to improve performance in the short term.
Development activities, on the other hand, tend to prepare people for additional job roles for the long term.
Development tends to refer to more personalized, individualized experiences, such as a certification process, job rotation period, coaching or mentoring.
In other words employee development is a broader term, that includes training as one, and only one of its methods for encouraging employee learning.
have you ever asked yourself this question: "If I spend money training employees, won't they just use
the skills they've gained to get a new job somewhere else that pays more?"
employees want to do a good job. People enjoy coming to work when they feel their efforts make a difference for the company.
They also enjoy receiving recognition for the contributions they make to the company.
training actually can increase employee retention, when the training reinforces
the value of the employee. In addition, a well-designed training program
Training is an investment in your human capital - The cost of Turnover
Training is a recruiting tool
You are more likely to attract and keep good employees if you can offer development opportunities.
Training promotes job satisfaction. Nurturing employees to develop more rounded skill sets will help them contribute to the company.
The more engaged and involved they are in working for your success, the better your rewards.
Training is a retention tool, instilling loyalty and commitment from good workers.
Staff looking for the next challenge will be more likely to stay if you offer ways for them to learn and grow while at your company.
Training adds flexibility and efficiency. You can cross-train employees to be capable in more than one aspect of the business.
Teach them to be competent in sales, customer service, administration and operations.
This will help keep them interested and will be enormously helpful to you when setting schedules or filling in for absences.
Cross-training also fosters team spirit, as employees appreciate the challenges faced by co-workers.
Training is essential for knowledge transfer. It's very important to share knowledge among your staff.
Learning and upgrading employee skills makes business sense. It starts from day one, and becomes successive as your employees grow.
Granted, it may take some time to see a return on your investment, but the long-term gains associated with employee training make a difference.
The short-term expense of a training program ensures you keep qualified and productive workers who will help your company succeed. That’s an investment you can take to the bank.
ROI : gain – cost/cost x100
WHAT'S INVOLVED IN TRAINING & DEVELOPMENT?
TRAINING AND DEVELOPMENT HAS SEVERAL DIFFERENT FACETS:
Orientation training for new employees
Teaching business and management skills for new hires or promotions
Training in effective people skills (very important)
Specific training for technical and professional skills
Being able to grow in a position and feel good about the job theyare doing is important to an individual and their view of the organization. By investing the appropriate training in an employee, they will develop a greater sense of self-worth as they become more valuable to the company
As a Human Resource Director for 12 years, I saw employees leave organizations for better jobs and more pay, but I can honestly say I never saw an associate leave a job for merely more pay. Keep your employees interested in continuing their career by using training as a way to demonstrate that the company values them. Training is a bridge that can lead to employee satisfaction and a higher retention rate for your company
... A bridge that needs to be walked... By the management team and HR
Challenge: Retain the human capital during a time of crisis.
So how can executives prevent the departure of talented people?
Show talented people that they are valued and spell out the reasons why they should stay where they are rather than move on.
And, while bonuses are limited by the economic environment, effective leaders are finding other ways to motivate their people. In this emergency,
How to do this again depends on the talent category.
Stars, it might mean a bit less variety and a change of pace that will allow them to replenish their energy and reflect on where they are going.
Specialists, on the other hand, may benefit from more variety, including developmental assignments that extend their expertise into adjacent areas.
Heroes will find it helpful to be rotated out of potentially exhausting systems.
Executives around the globe have responded to the economic crisis by reviewing their systems for managing human capital. The smartest of them are not simply asking questions about their current investment and how it could or should change, but reassessing matters in strategic terms. They recognize that effective people management systems – those which put the right people into the right jobs at the right time and for the right costs – have a central role in supporting the firm’s business model.
Investment in human capital must focus on the critical factors in the firm’s business system: its products, customers, competitors and internal structures. Leaders are concentrating the efforts of their high-talent people on maintaining cash flow by making and selling products and serving customers. Importantly, they are also finding the best ways to develop their people despite the economic turmoil. As the crisis evolves we are seeing executives take some very pragmatic decisions in how they use their human capital to handle immediate business needs while also supporting longer-term individual development. Careful analysis of the company’s cash flow and its customers’ needs, followed by strategic redeployment of human capital will allow businesses to find and implement the best possible solutions. And, in a crisis, coaching talented performers as they are working on critical tasks is the best possible investment in human capital development.
Coach and develop
However, the nature of these key investment challenges vary according to the type of person involved: executive stars, functional experts and unsung heroes.
Executive stars are candidates for very senior leadership positions in the future. They are often rotated quickly through several different divisions and functions to gain experience. The main challenge in managing their development is to give them an appropriate assignment – one that stretches their competencies while at the same time allowing the unit to benefit from and draw on the star’s previous experience and current contribution of energy. In the crisis, trade-offs need to be made between the need for immediate action and the person’s development needs.
Functional experts are people who make a great individual contribution with their professional knowledge, intellect and creative capabilities. The challenge when developing them is to keep them fresh and energized. In non-crisis times this means varying their assignments and giving them time “off-line” to expand their learning, perhaps by visiting other firms and in professional conferences. Again, in hard times trade-offs need to be made.
Last but not least, unsung heroes are the middle managers and professionals who are not destined for senior management but whose work keeps the show on the road. Their development presents two types of challenges. First, leaders must help unsung heroes to digest the news that they cannot expect to be promoted. Secondly, where members of this group have already privately accepted their mid-level career, leaders must ensure that they remain engaged in the critical work of dealing with the crisis. One method is to maintain and even increase their involvement in the resolution of significant and complex issues and in special work that is beyond their specified job scope.
Retain and sustain
Alongside the demands of developing human capital lies another significant challenge: retaining it. During this crisis we are seeing some high-talented people leave their current companies for rivals that seem more agile and better equipped to deal with the emergency. So how can executives prevent the departure of talented people?
To begin with, smart executives show talented people that they are valued and spell out the reasons why they should stay where they are rather than move on. And, while bonuses are limited by the economic environment, effective leaders are finding other ways to motivate their people. In this emergency, smart human capital leaders are quickly discovering what matters most to those whom they cannot afford to lose – and providing it.
It is also important to recognize that even the most talented, energetic individuals can burn out. Obviously, sustained hard work is required from everybody during this crisis, so managing people to prevent negative overload is key. How to do this again depends on the talent category. For stars, it might mean a bit less variety and a change of pace that will allow them to replenish their energy and reflect on where they are going. Specialists, on the other hand, may benefit from more variety, including developmental assignments that extend their expertise into adjacent areas. Finally, unsung heroes will find it helpful to be rotated out of potentially exhausting systems.
Smart human capital leaders are quickly discovering what matters most to those whom they can ill afford to lose and then providing it.
