An 8-page guide for employers on how they can encourage their staff to pursue professional and career development. This guide is aimed particularly at firms in the manufacturing sector, where workers traditionally show little interest in professional development outside work hours. Contains tips on how to create and maintain an effective program.
Doitmarketing - Great article from Chamber Executive magazine about the ChamberLearning initiative that brings world-class training and speakers to chambers of commerce nationwide.
do it marketing,doit marketing,doitmarketing,marketing coach,marketing speaker
This document provides information about the Talent Management Solutions 2010 conference being held on April 14-15, 2010 in Arlington, VA. The conference will focus on topics related to talent management, such as understanding the changing landscape of talent management, establishing a strong talent pipeline, creating an effective onboarding process, and using an ROI approach to talent retention. Speakers will provide insights and case studies on these topics. The document outlines the agenda, speaker biographies, registration information, and logistics for the two-day conference.
The document discusses how many companies are experiencing a "capability recession" due to workforce cuts and reduced training budgets during the economic downturn. This has negatively impacted productivity, engagement, and performance. The document proposes that companies can address this issue by optimizing a blend of formal training, informal learning, and knowledge sharing through social learning. Implementing a social learning environment can help companies reduce training costs, improve return on learning investments, and create a more adaptable workforce. The document provides examples of how BT analyzed performance issues and estimated potential savings of £8 million per year by improving their learning environment through social learning.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
This document discusses improving business productivity through more effective employee training. It notes that while training is important, budgets are tight and current training methods are often ineffective. It promotes the idea that training needs to be more engaging, interactive, and flexible to fit employees' schedules in order to better connect with trainees and improve knowledge retention. The document introduces Productive Training technology solutions that can deliver high-quality instructor-led training remotely or in-person, making training more accessible and reducing costs.
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
College interns can provide significant value and productivity gains for employers. A study by The Internship Institute found that a single manager can gain the equivalent of 225 full workdays per year by supervising 4 interns working 15 hours per week each. While requiring around 10 hours of supervision per week, interns completed an average of 60 hours of work. This resulted in a net productivity yield of 1,800 hours or 225 workdays annually for the supervising manager.
Doitmarketing - Great article from Chamber Executive magazine about the ChamberLearning initiative that brings world-class training and speakers to chambers of commerce nationwide.
do it marketing,doit marketing,doitmarketing,marketing coach,marketing speaker
This document provides information about the Talent Management Solutions 2010 conference being held on April 14-15, 2010 in Arlington, VA. The conference will focus on topics related to talent management, such as understanding the changing landscape of talent management, establishing a strong talent pipeline, creating an effective onboarding process, and using an ROI approach to talent retention. Speakers will provide insights and case studies on these topics. The document outlines the agenda, speaker biographies, registration information, and logistics for the two-day conference.
The document discusses how many companies are experiencing a "capability recession" due to workforce cuts and reduced training budgets during the economic downturn. This has negatively impacted productivity, engagement, and performance. The document proposes that companies can address this issue by optimizing a blend of formal training, informal learning, and knowledge sharing through social learning. Implementing a social learning environment can help companies reduce training costs, improve return on learning investments, and create a more adaptable workforce. The document provides examples of how BT analyzed performance issues and estimated potential savings of £8 million per year by improving their learning environment through social learning.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Day one will cover topics such as talent management strategies, workforce planning, employee branding, and using social media for engagement. Day two will discuss communication strategies, employee retention, leadership development, and succession planning. The document provides details on registration, hotel accommodations, speakers, and session content to help attendees understand how the conference will address current challenges in talent management.
This document provides information about the Talent Management Solutions 2010 conference, which will take place April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include understanding the changing talent management landscape, creating effective onboarding programs, using social media to connect the workforce, and revitalizing employee retention. Speakers will provide case studies and techniques for talent management best practices. Participants can learn how to develop comprehensive talent management strategies to build a thriving workforce.
This document discusses improving business productivity through more effective employee training. It notes that while training is important, budgets are tight and current training methods are often ineffective. It promotes the idea that training needs to be more engaging, interactive, and flexible to fit employees' schedules in order to better connect with trainees and improve knowledge retention. The document introduces Productive Training technology solutions that can deliver high-quality instructor-led training remotely or in-person, making training more accessible and reducing costs.
This document provides information about the Talent Management Solutions 2010 conference to be held on April 14-15, 2010 in Arlington, VA. The conference will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, employee onboarding and retention. Speakers will provide case studies and techniques for communication, leadership development, and succession planning. The conference aims to help attendees create comprehensive talent management strategies.
College interns can provide significant value and productivity gains for employers. A study by The Internship Institute found that a single manager can gain the equivalent of 225 full workdays per year by supervising 4 interns working 15 hours per week each. While requiring around 10 hours of supervision per week, interns completed an average of 60 hours of work. This resulted in a net productivity yield of 1,800 hours or 225 workdays annually for the supervising manager.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
The story describes two woodcutters, Rahim and Rahman, who barely earned enough to survive. One day, Rahim wanted to share his lunch with a beggar, but Rahman stopped him and instead offered to teach the beggar how to cut wood. Rahman showed the beggar how to use an axe and cut wood. Later, when someone purchased the beggar's entire bundle of wood, Rahman explained to Rahim that by teaching a skill rather than just giving food, the beggar would never go hungry again and would have a means to support himself long-term.
This document discusses training and development in organizations. It defines training as the modification of behavior through learning to improve current job performance, while defining development as learning activities directed towards future needs and career growth. It outlines different types of training like on-the-job training methods, soft skills training, sales training, and technical training. It also discusses the current scenario of the training industry in countries like India, UK and USA.
Training and development programme by TATA GroupShrey Kapoor
The Tata Group places strong emphasis on training and development. They have established programs like the Tata Administrative Service (TAS) and Tata Management Training Centre (TMTC) to develop leaders within the organization. TAS is a one-year training program that provides cross-functional rotations, rural exposure, and mentorship. TMTC conducts 250 programs annually using internal and external faculty to disseminate knowledge and skills. The goal is to maximize employee potential and encourage mobility across companies. Training helps employees adapt to changes, new roles, and advances learning.
This document provides an overview of a project report on employee training and development. The primary objective is to lay the foundation for training and development. Secondary objectives include improving current training processes and understanding the nature, importance, and various aspects of training programs. The scope involves exploring the field of human resources through feedback from those involved in training. The document defines training and development and discusses identifying training needs for a company through a needs assessment. It outlines the training process and development process, including competency mapping, identifying gaps, and conducting training programs. The research methodology employs an exploratory study through secondary data analysis and experience surveys, followed by a descriptive study to document the actual training processes used by the company.
Role of training and development in promoting the growth of hospitality industryiaemedu
This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
This document discusses strategies for motivating, engaging, and retaining retail employees. It argues that employee motivation has a direct impact on customer experience and company performance. The document recommends that retail managers act as mentors to employees using a 5i approach: involve, instil, inspire, ignite, and infuse. This mentoring approach is meant to deepen employee involvement in the company and engage them to provide better customer service. The full mentoring program described aims to benefit both employees and managers.
This document provides an overview of employee training and development. It discusses the importance of training employees to improve job performance and how training aims to impart new skills and knowledge. Employee development focuses more on personal growth and preparing employees for future roles. Different training methods are outlined, including on-the-job training, vestibule training, simulations, and role playing. The document also discusses determining training needs, implementing training programs, and evaluating training effectiveness using the ADDIE model of analysis, design, development, implementation, and evaluation.
TRAININGg & DEVELOPMENT at tata group and tata motorsUsha Bhadoria
The document discusses training and development practices at Tata Group. It explains that Tata aims to develop leaders within the company through various programs, including the Tata Management Training Centre (TMTC) and Tata Administrative Services (TAS). TMTC provides over 250 training programs annually using internal and external faculty to develop skills. TAS is a 12-month leadership development program that provides cross-functional experience through assignments. Tata Motors also runs extensive training initiatives, including skill development programs, to train 40,000 people in automotive skills over three years.
Endurance Training - The Fuel for Your Company's Growth and DevelopmentPeak Focus
This document discusses the importance of employee training for business success. It argues that as businesses focus on growth, productivity, and profitability, the skills and capabilities of employees become essential. A systematic training program can provide skilled staff, reduce turnover, improve quality and productivity, and allow the company to perform at its best. The document outlines steps to design an effective training program for both new and experienced employees, including assessing skills, setting objectives, selecting trainers, and evaluating the program. Regular training is presented as key to building organizational capabilities and a competitive advantage through employees.
The document discusses effective employee training and its benefits for companies. It notes that training improves employee performance and skills, as well as increasing strategic knowledge, self-management, self-efficacy, and loyalty towards the employer. Effective training is a long-term investment that benefits both employees and employers. The document also compares shadowing and mentoring approaches to training and discusses the concept of the "training paradox," where over-training employees can make them more attractive to competitors but also increases retention.
Training and development refers to improving employee performance through learning and developing skills, knowledge, and attitudes. The goal is to minimize performance gaps and meet future needs of the organization. Training provides specific skills for current jobs, while education involves theoretical learning. Development helps employees grow into higher positions through general knowledge and attitudes. Effective training and development programs provide skills, education on concepts, development opportunities, and focus on ethics, attitudes, decision-making, and problem-solving skills. This helps organizations gain competitive advantages like removing performance deficiencies, increasing employee retention, and meeting future needs from within.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
Training & Development of employ presentationSuffian FAyyaz
This document discusses employee training and development. It begins by introducing the topic and defining training as learning experiences that result in improved job performance. It then discusses the importance of training by outlining issues that can result from untrained employees like low productivity, inefficiency, and lost customers. The document also covers various training methods like on-the-job training, distance learning, and management development programs. It emphasizes that training existing employees is easier than hiring new ones. Finally, it briefly discusses job evaluation and the selection process.
KPMG in India provides a range of accounting training solutions on topics such as IFRS, US GAAP, and Indian GAAP to help professionals understand and apply changing accounting standards. Their training services include classroom sessions, workshops, and e-learning modules and have been delivered to over 10 years for clients in various industries. KPMG also develops customized in-house training programs and assists clients with identifying training needs, developing training materials, and evaluating training effectiveness.
1) Training is important for employees and companies to adapt to changing job demands and technologies. It increases employee skills, knowledge, and performance to benefit both employees and employers.
2) For employees, training enables career growth through promotions and job changes, increases productivity and job satisfaction, and makes them more employable. For companies, training reduces costs from mistakes and accidents, increases productivity and quality, and improves employee loyalty and retention.
3) Effective training follows learning principles like modeling good behaviors, motivating employees by emphasizing relevance, and providing feedback and reinforcement to solidify learning. When implemented properly, training benefits all stakeholders.
Training report on Training & Development at VSIPLsunil pandey
This document is a report on summer training at Visual Soft India Private Limited submitted for a Master's degree. It includes declarations by the author and acknowledgements. The report contains 5 chapters that discuss the need for training and development in organizations. It examines the effectiveness of training programs at Visual Soft India Private Limited in developing employee skills. The report analyzes data from a training needs assessment survey and provides findings on the impact of training on employee performance, behavior, and productivity. It also evaluates the cost-effectiveness of training methods used by the company.
The document discusses the changing role of training in organizations. It notes that training is shifting from a reactive role, responding to changes mandated by management, to a proactive role where training leads workplace changes. This represents a fundamental paradigm shift. Effective training now focuses on developing critical thinking, problem solving, and interactive skills like communication and collaboration, enabling employees to be proactive. Organizations are also blending in-house and online training methods like blended learning to better train employees across broad international footprints. Proactive training management involves considering individual learning styles, aligning training with career goals, and getting constant feedback to foster a culture of learning.
Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
This document discusses training and development in organizations. It begins by defining training and development as formal efforts to improve employee performance and self-fulfillment through educational methods. It emphasizes that ongoing training is vital for business success. The document then covers the philosophy, concepts, definitions, objectives, importance and process of training. It distinguishes between training, which improves current job skills, and development, which enhances conceptual skills for future roles. The overall goal of training is to reduce gaps between required and actual employee performance.
This document provides guidance for managers on increasing the impact of employee training. It outlines important questions managers should ask and steps they should take before, during, and after employee training programs. Specifically, it recommends that managers 1) ensure training is the appropriate solution, 2) discuss training goals with employees beforehand, and 3) have follow-up meetings after training to reinforce learning and its application on the job. Taking these steps can help maximize the benefits of training investments.
This document provides information about the Talent Management Solutions 2010 conference, including the schedule, speakers, and topics. The two-day conference will be held on April 14-15, 2010 in Arlington, VA and will focus on strategies for recruiting, engaging, and retaining employees. Topics will include talent management best practices, social media strategies, onboarding programs, employee retention, and succession planning. Speakers will provide case studies and techniques for communication, branding, and leadership development.
The story describes two woodcutters, Rahim and Rahman, who barely earned enough to survive. One day, Rahim wanted to share his lunch with a beggar, but Rahman stopped him and instead offered to teach the beggar how to cut wood. Rahman showed the beggar how to use an axe and cut wood. Later, when someone purchased the beggar's entire bundle of wood, Rahman explained to Rahim that by teaching a skill rather than just giving food, the beggar would never go hungry again and would have a means to support himself long-term.
This document discusses training and development in organizations. It defines training as the modification of behavior through learning to improve current job performance, while defining development as learning activities directed towards future needs and career growth. It outlines different types of training like on-the-job training methods, soft skills training, sales training, and technical training. It also discusses the current scenario of the training industry in countries like India, UK and USA.
Training and development programme by TATA GroupShrey Kapoor
The Tata Group places strong emphasis on training and development. They have established programs like the Tata Administrative Service (TAS) and Tata Management Training Centre (TMTC) to develop leaders within the organization. TAS is a one-year training program that provides cross-functional rotations, rural exposure, and mentorship. TMTC conducts 250 programs annually using internal and external faculty to disseminate knowledge and skills. The goal is to maximize employee potential and encourage mobility across companies. Training helps employees adapt to changes, new roles, and advances learning.
This document provides an overview of a project report on employee training and development. The primary objective is to lay the foundation for training and development. Secondary objectives include improving current training processes and understanding the nature, importance, and various aspects of training programs. The scope involves exploring the field of human resources through feedback from those involved in training. The document defines training and development and discusses identifying training needs for a company through a needs assessment. It outlines the training process and development process, including competency mapping, identifying gaps, and conducting training programs. The research methodology employs an exploratory study through secondary data analysis and experience surveys, followed by a descriptive study to document the actual training processes used by the company.
Role of training and development in promoting the growth of hospitality industryiaemedu
This document summarizes research on the role of training and development in promoting growth in the hospitality industry. It discusses how training increases employee skills and motivation, helping retain talent. Training techniques have evolved to improve behavioral traits and technical skills through corporate trainers, role-playing, and practical drills. The major challenges for the hospitality sector are a shortage of skilled employees and high attrition rates. Effective training and development programs are needed to build competencies in areas like people management, business skills, communication, and etiquette to support growth in the industry.
This document discusses strategies for motivating, engaging, and retaining retail employees. It argues that employee motivation has a direct impact on customer experience and company performance. The document recommends that retail managers act as mentors to employees using a 5i approach: involve, instil, inspire, ignite, and infuse. This mentoring approach is meant to deepen employee involvement in the company and engage them to provide better customer service. The full mentoring program described aims to benefit both employees and managers.
This document provides an overview of employee training and development. It discusses the importance of training employees to improve job performance and how training aims to impart new skills and knowledge. Employee development focuses more on personal growth and preparing employees for future roles. Different training methods are outlined, including on-the-job training, vestibule training, simulations, and role playing. The document also discusses determining training needs, implementing training programs, and evaluating training effectiveness using the ADDIE model of analysis, design, development, implementation, and evaluation.
TRAININGg & DEVELOPMENT at tata group and tata motorsUsha Bhadoria
The document discusses training and development practices at Tata Group. It explains that Tata aims to develop leaders within the company through various programs, including the Tata Management Training Centre (TMTC) and Tata Administrative Services (TAS). TMTC provides over 250 training programs annually using internal and external faculty to develop skills. TAS is a 12-month leadership development program that provides cross-functional experience through assignments. Tata Motors also runs extensive training initiatives, including skill development programs, to train 40,000 people in automotive skills over three years.
Endurance Training - The Fuel for Your Company's Growth and DevelopmentPeak Focus
This document discusses the importance of employee training for business success. It argues that as businesses focus on growth, productivity, and profitability, the skills and capabilities of employees become essential. A systematic training program can provide skilled staff, reduce turnover, improve quality and productivity, and allow the company to perform at its best. The document outlines steps to design an effective training program for both new and experienced employees, including assessing skills, setting objectives, selecting trainers, and evaluating the program. Regular training is presented as key to building organizational capabilities and a competitive advantage through employees.
The document discusses effective employee training and its benefits for companies. It notes that training improves employee performance and skills, as well as increasing strategic knowledge, self-management, self-efficacy, and loyalty towards the employer. Effective training is a long-term investment that benefits both employees and employers. The document also compares shadowing and mentoring approaches to training and discusses the concept of the "training paradox," where over-training employees can make them more attractive to competitors but also increases retention.
Training and development refers to improving employee performance through learning and developing skills, knowledge, and attitudes. The goal is to minimize performance gaps and meet future needs of the organization. Training provides specific skills for current jobs, while education involves theoretical learning. Development helps employees grow into higher positions through general knowledge and attitudes. Effective training and development programs provide skills, education on concepts, development opportunities, and focus on ethics, attitudes, decision-making, and problem-solving skills. This helps organizations gain competitive advantages like removing performance deficiencies, increasing employee retention, and meeting future needs from within.
A project report on training and development with reference to halProjects Kart
This document provides an overview of Hindustan Aeronautics Limited (HAL), an aerospace and defense company based in India. It outlines HAL's mission to become a globally competitive aerospace industry achieving self-reliance in design, manufacturing and maintenance of aerospace and defense equipment. The values of HAL include customer satisfaction, commitment to quality, cost effectiveness, innovation, trust, respect for individuals and integrity. HAL was formed in 1964 by merging Hindustan Aircraft Limited with two other companies and traces its roots back to the pioneering efforts of an industrialist in the early 20th century.
Training & Development of employ presentationSuffian FAyyaz
This document discusses employee training and development. It begins by introducing the topic and defining training as learning experiences that result in improved job performance. It then discusses the importance of training by outlining issues that can result from untrained employees like low productivity, inefficiency, and lost customers. The document also covers various training methods like on-the-job training, distance learning, and management development programs. It emphasizes that training existing employees is easier than hiring new ones. Finally, it briefly discusses job evaluation and the selection process.
KPMG in India provides a range of accounting training solutions on topics such as IFRS, US GAAP, and Indian GAAP to help professionals understand and apply changing accounting standards. Their training services include classroom sessions, workshops, and e-learning modules and have been delivered to over 10 years for clients in various industries. KPMG also develops customized in-house training programs and assists clients with identifying training needs, developing training materials, and evaluating training effectiveness.
1) Training is important for employees and companies to adapt to changing job demands and technologies. It increases employee skills, knowledge, and performance to benefit both employees and employers.
2) For employees, training enables career growth through promotions and job changes, increases productivity and job satisfaction, and makes them more employable. For companies, training reduces costs from mistakes and accidents, increases productivity and quality, and improves employee loyalty and retention.
3) Effective training follows learning principles like modeling good behaviors, motivating employees by emphasizing relevance, and providing feedback and reinforcement to solidify learning. When implemented properly, training benefits all stakeholders.
Training report on Training & Development at VSIPLsunil pandey
This document is a report on summer training at Visual Soft India Private Limited submitted for a Master's degree. It includes declarations by the author and acknowledgements. The report contains 5 chapters that discuss the need for training and development in organizations. It examines the effectiveness of training programs at Visual Soft India Private Limited in developing employee skills. The report analyzes data from a training needs assessment survey and provides findings on the impact of training on employee performance, behavior, and productivity. It also evaluates the cost-effectiveness of training methods used by the company.
The document discusses the changing role of training in organizations. It notes that training is shifting from a reactive role, responding to changes mandated by management, to a proactive role where training leads workplace changes. This represents a fundamental paradigm shift. Effective training now focuses on developing critical thinking, problem solving, and interactive skills like communication and collaboration, enabling employees to be proactive. Organizations are also blending in-house and online training methods like blended learning to better train employees across broad international footprints. Proactive training management involves considering individual learning styles, aligning training with career goals, and getting constant feedback to foster a culture of learning.
Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
The document discusses the need for corporate training programs and their advantages. It notes that in today's competitive global environment, staff are under pressure to meet high standards, requiring the development of new training strategies and methods. Training needs analysis that is aligned with organizational goals can help formulate an effective people development strategy. Some key advantages of training programs include addressing employee weaknesses, improving performance, ensuring consistency, increasing worker satisfaction and productivity, improving quality, and reducing costs and supervision needs.
This document discusses training and development in organizations. It begins by defining training and development as formal efforts to improve employee performance and self-fulfillment through educational methods. It emphasizes that ongoing training is vital for business success. The document then covers the philosophy, concepts, definitions, objectives, importance and process of training. It distinguishes between training, which improves current job skills, and development, which enhances conceptual skills for future roles. The overall goal of training is to reduce gaps between required and actual employee performance.
This document provides guidance for managers on increasing the impact of employee training. It outlines important questions managers should ask and steps they should take before, during, and after employee training programs. Specifically, it recommends that managers 1) ensure training is the appropriate solution, 2) discuss training goals with employees beforehand, and 3) have follow-up meetings after training to reinforce learning and its application on the job. Taking these steps can help maximize the benefits of training investments.
Training involves teaching employees skills and knowledge to perform their jobs effectively. It is a planned effort to help employees acquire and apply required competencies like knowledge, skills, and attitudes. Training methods include on-the-job and off-the-job techniques and aim to bridge gaps in existing versus required skills and knowledge. The goal of training is to improve employee and organizational performance.
The document discusses training and development practices at Infosys. It begins with an introduction to training and development, outlining its objectives and importance as a source of competitive advantage. It then covers topics such as orienting employees, various training methods including on-the-job and off-the-job approaches, and the training process from needs assessment to evaluation. The document also briefly discusses management development and provides an overview of training at Infosys before concluding with a bibliography.
This document outlines 12 scalable and nimble options for upskilling employees through peer-to-peer learning, new business ventures, computer-based training, partnering with educational institutions, volunteering, mentoring programs, and leveraging free online resources and technology partners. Example applications are provided for each option.
This document discusses training and development programs. It begins by stating that future employee needs will be met through such programs, and that organizations take on fresh graduates as apprentices or trainees. It then discusses how training and development has become more important for maintaining a skilled workforce and adapting to changes. The document provides an overview of different training methods, including on-the-job training approaches like job instruction training and coaching as well as off-the-job methods like simulations, case studies, and role playing. It also covers the importance, benefits, and needs for training.
This document provides information about Human Resource Management Group 4. It lists the group members and covers topics on human resource development, reward management, and what human resource development is. It defines human resource development as the training and development provided to employees. It discusses various methods of human resource development like onboarding programs, career development programs, mentoring/coaching, and online training. It also outlines benefits of human resource development and best practices for training and development. Reward management aims to fairly and consistently reward employees according to their value. It discusses different types of rewards and methods to evaluate rewards. Determinants of rewards include performance, efforts, seniority, skills, job difficulty, and punctuality.
The traditional model of classroom training is becoming outdated as organizations demand that learning be immediately applicable and measurable. On-the-job training, coaching, and learning approaches that allow for rapid skill application and feedback are replacing lengthy classroom sessions. Effective learning focuses on developing the specific skills needed to achieve business goals and occurs through practice within work contexts rather than theoretical classroom discussions.
This document discusses various types of training provided by employers. It describes 16 different types of training including problem solving training, interpersonal skills training, basic literacy training, diversity training, technical training, refresher training, orientation training, job training, promotional training, apprenticeship training, internship training, quality training, soft skills training, professional training, team training, and managerial training. Each type is defined and examples are provided of how it is used to develop employee skills and knowledge to meet organizational goals.
This document discusses training and development in human resources. It defines training as activities that provide opportunities to acquire and improve job-related skills. Training is important for both organizational and individual benefits, such as increased efficiency, productivity, and skills development. There are various on-the-job and off-the-job training methods that can be used, including job rotation, coaching, lectures, and programmed instruction. The goals of training are to prepare employees for their current and future roles and prevent skills obsolescence from changes in technology or other factors.
Accuprosys is a boutique business Consulting firm headquartered in Hyderabad. We provide end to end Consulting business Solutions to various corporates across mid market segments in India. Over the years, we have supported several organizations to emerge as successful business entities by keeping pace with their day to day business requirements. Accuprosys understands and upholds that each segment has its own requirements, our unique consulting expertise with decades of experience and knowledge base across various disciplines makes us the best option to help our clients to increase the productivity and organizational growth with a less turnaround time.
The document discusses the nature and objectives of training and development in organizations. It defines training and development as processes that impart skills, knowledge, and opportunities for employees to grow. Training aims to improve performance by reducing deficiencies, while development provides general knowledge and attitudes to help employees advance to higher positions. The key inputs of effective training and development programs are skills, education, development, ethics, and decision-making/problem-solving abilities. Such programs provide competitive advantages like improved performance, employee retention, and meeting future skill needs. The training process involves needs assessment, instructional design, evaluation, and ensuring the transfer of learning.
- Journal clubs are proposed as a way to engage employees and improve retention during economic downturns when projects are reduced. They involve employees studying research papers and sharing learning with peers.
- Benefits include stimulating intellectual growth, improving soft skills like communication, and promoting networking and team spirit. This engagement demonstrates organizational commitment and increases employee motivation and commitment to work.
- A case study found that creating a journal club improved employee motivation levels and engagement with work and the organization.
Training and development by Neeraj Bhandari (Surkhet,Nepal)Neeraj Bhandari
This document discusses training and development in organizations. It begins by defining training and development, noting that training is designed to provide employees with skills for their current jobs while development focuses on long-term learning beyond the present job. Several objectives of training are outlined, including imparting new knowledge and skills, improving performance, and fulfilling organizational goals. The document then details the typical process of training including needs analysis, program development, delivery, and evaluation. It concludes by describing various training methods such as classroom lectures, role playing, case studies, and apprenticeships.
Why is Employee Skill Development Important to the Organization.pdfMr. Business Magazine
Employee skill development is a win-win situation for both the employee and the organization. The organization will grow as employee uses his skill to perform better and efficient when at work.
How Employee Learning and Development Can Drive Business Growth.pdfMenTutor
Investing in employee learning and development can lead to business growth. Discover the benefits, strategies, and best practices for effective employee training programs, including mentorship, alignment with company goals, and creating a culture of continuous learning. Overcome challenges such as limited budget and resistance to change to improve employee productivity, quality of work, customer satisfaction, innovation, and more.
Training and development refers to improving employee performance through learning and development opportunities. It aims to develop employee competencies, improve performance, and meet future organizational needs. The key aspects of training and development include needs assessment, designing training programs, delivering instruction, and evaluating impact. Training improves employee and organizational performance, leads to competitive advantage, and benefits both employees and employers.
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Investing in Training: A Guide to Engage Employees in Career Development
1. Investing
in Training
A Guide to Engage Employees in Career Development
Brant - Haldimand - Norfolk
“With the Canadian economy becoming increasingly knowledge-based,
workers need to keep their skills and knowledge up to date through
job-related training and life-long learning.”
– Human Resources and Skills Development Canada.
2. Purpose of This Guide
This guide is meant to help employers encourage their staff to pursue
training and career development.
It responds to a need that local manufacturers identified during com-
munity consultations led by the Workforce Planning Board of Grand
Erie in 2010.
Grand Erie manufacturers look to their workers to add skills to keep pace
with industry changes and give them a competitive edge. Meanwhile,
workers benefit by increasing their value, abilities and knowledge,
enhancing their job stability and opportunities for advancement.
Companies told us they earmark money in their budgets for employees
who want to take training and education to upgrade their skills or learn
new ones. However, few employees had used training dollars.
Interviews and surveys completed with a dozen Grand Erie manufactur-
ers – collectively employing more than 1,150 workers – indicated that
staff either “rarely” took advantage of training dollars or did so less than
managers needed. At the same time, employers acknowledged that they
could do a better job communicating about their training programs.
In the following pages, you’ll find tips on how to engage your workforce
and encourage employees to pursue training.
Acknowledgments
We would like to acknowledge and thank the companies and organizations who contributed their time and information
for this project.
Twelve Grand Erie companies provided information and completed surveys. Several organizations also gave suggestions
in designing the survey.
• Henry Technologies (Chil-Con Div.) • Patriot Forge Inc.
• J.P. Bowman Ltd. • Reynolds Custom Machine Inc.
• Kohler Pattern Works Ltd. • Seams Sew Easy/Bag Tex Packaging Inc./Van Gregor
• Lockwood Manufacturing Inc. Metal & Powder Coating Inc.
• Mitten Inc. • Western Spring and Wire Ltd.
• Myers Lawn & Garden Group • Chamber of Commerce Brantford Brant
• On Time Precision Components Inc. • Brant Human Resource Network
Project Co-ordination:
Mark Skeffington, Workplace Planning Board of Grand Erie
3. “In today’s knowledge-based economy, Canadians cannot afford to stop learning after they leave the for-
mal school system. In many cases, individual success and satisfaction in the workplace depends on con-
tinually learning in order to upgrade skills and acquire new knowledge.”
– Canadian Council on Learning
professional development life-long learning
career development
personal development
continuous learning
Those are all words that describe the same thing: Employees developing themselves by taking education and training-
related courses, classes or programs.
This kind of training is optional. It’s different from the formal training you require an employee to take to do their job,
such as health and safety training.
In most cases, employees express an interest in going to a workshop, taking a course, or pursuing a certificate, diploma
or degree.
Often, the education is related to the job a person does. Other times, an employee adds new skills and knowledge that
may help them fill another role. And sometimes employees just have an interest they want to explore.
Professional development and continuous learning is well entrenched in professional occupations. Lawyers, doctors,
business managers and others are expected to keep on top of the latest practices in their fields.
The concept is less associated with manufacturing. Yet, many manufacturers realize the value of professional develop-
ment for all their employees, whether they work in the front office or on the factory floor. Many manufacturers have
training dollars that interested employees can tap into.
Why Staff Development is Important
An Investment in Your People
Think of supporting your workers’ development as adding value to your company -- not as a cost. The cost to help an
employee improve themselves may be small compared to the benefits to the individual, your workplace and your company.
Benefits to You Benefits to Your Employees
• Enhances an employee’s value to your company • Increases an employee’s value to the company
• Increases your talent pool • Gives employees more knowledge, skills and tools to
• Creates a more engaged and happy employee do their job
• Fosters a learning environment • Opens more doors for career development
• Benefits co-workers, since learning can be contagious • Sends right message to employer
• Promotes sense of team • Shows a willingness to learn and improve
• Contributes to business success • Creates higher self-esteem and motivation
• Increases employee retention
4. Building an Effective Program
It can be a challenge to build a training program that employees actually use.
And that’s the goal – to get employees to use it. There’s no sense in setting up a program if an employer doesn’t really
want to spend the training dollars set aside.
Programs can be effective if they are set up well, regularly promoted and respond to the needs of both employers and
employees.
If a business builds a corporate culture that encourages life-long learning – believes in the benefits of a well-trained and
educated workforce -- employees will get the message.
“Organizations can take a proactive approach towards making opportunities available,
influencing individual choices, and recognizing and rewarding employees who pursue
self-improvement.”
– Service Canada, Human Resources Management for Employers, 2009
Tip #1 Tip #2 Tip #3 Tip #4 Tip #5
Create a learning Get employees Lead Have a Ongoing
culture involved by example policy communications
Show and tell Employees are more Demonstrate the Have a policy Training dollar
employees that likely to buy in if they importance of self- outlining your availability has to be
the company feel they’ve had a say improvement from training program shared with staff on a
values professional the top down regular, ongoing basis
development
Ask employees Communicate to staff
what training and Show that managers/ in clear language Reminding staff once
Make this clear education they think supervisors use the what your policy or twice a year is not
when hiring and in will help them program covers enough
employee orientation
Set up an employee Make it clear that Explain the rules Communicate the
Encourage employees advisory committee not just managers/ regarding eligible program using
to set personal goals to keep staff involved supervisors get to use training, tuition costs, different methods:
for learning training dollars pay-back agreements, staff meetings,
etc. memos, bulletin
boards, company
Use performance
newsletters, etc.
reviews for goal- If you turn down an
setting employee, explain
why
5. “The challenges of the 21st-century
global economy requires a workforce
who are continually curious and
keen to develop and learn. Some
employees will be more motivated
than others to meet this challenge.
Often it comes down to team culture
and the manager creating an envi-
ronment where learning and devel-
opment is respected, supported and
expected, and where the benefits to
the individual are spelled out.”
– Leading on Learning: A Hands-on
Guide for Line Managers.
Tip #6 Tip #7 Tip #8 Tip #9 Tip #10
Share Be Play up Reporting Rewarding
information flexible role models back employees
Inform staff about Employees may need Publicly recognize Require staff to report Reward staff who
potential training flexibility to balance staff who have back to co-workers complete training
and education training with their completed training and managers about
opportunities jobs and families their training
Consider linking
Use staff meetings, training usage
Set up a resource area Be open-minded bulletin boards, Written or verbal to advancement,
where information is about what qualifies newsletters, etc., reports can cover key bonuses or pay raises
available. Colleges, to highlight good learnings, how they
universities and examples think it will help them
If a course may not Rewards will
private trainers will and the company
help a worker now, it encourage other
send brochures and
may help them down Holding people up workers
course catalogues for
the road as role models will This also provides
free; this information
encourage others a role model to
is also available online
co-workers
6. Communication
How you communicate about a training program will go a long way to determine if employees use it.
Increasing employee interest and usage depends on reinforcing the message – again and again and again. People
need regular reminders.
When to Communicate
Hiring and Orientation Staff or Team Meetings
• When hiring, make it clear to employees that • Regular staff or team meetings are a good time to
your corporate culture encourages employees remind employees about your program.
to participate in professional development. This • Use meetings to recognize employees who have
expectation applies to everyone, from managers completed courses.
down to production workers.
• Use meetings to have staff report back on their
• Make it clear to new hires that there’s money in the learning.
budget for training.
• Use meetings to share information about resources
• Explain your policy and how your program works in or upcoming courses.
simple, clear language.
Other ways to remind employees
Performance Reviews
• Posters on company bulletin boards
• A performance review is a perfect time to remind
staff of your company’s belief that professional • Periodic memos to staff
upgrading and training is expected and encouraged, • Information slips in pay cheques
and even rewarded. • Company newsletters
• This is an opportunity to talk to employees about • Company Intranet
whether they need any education, skills or training
to move forward in the company.
• It’s also a good time to help employees set personal
goals.
7. Resources
Where To Go
Area educational facilities offer a wealth of programs and courses, often delivered
in flexible formats and times, to meet the needs of people in the workforce. These
offerings include academic upgrading, continuing education, online or distance
learning, apprenticeships, certificates, diplomas and degrees. Visit their websites
to learn more or to access their course calendars:
Background Documents
Mohawk College
Campuses in Brantford, Hamilton and Stoney Creek Fostering Employer Investment
www.mohawkcollege.ca in Workplace Training: Report on
a Series of Regional Roundtables,
Fanshawe College
Campuses in Simcoe, Woodstock, St. Thomas and London Ron Saunders, Work and Learning
www.fanshawec.ca Knowledge Centre and Canadian
Policy Research Networks, April 2009.
Wilfrid Laurier University
Campuses in Brantford (Laurier Brantford) and Waterloo Employer Investment in Workplace
www.wlu.ca
Learning in Canada, Mark Golden-
elearnnetwork.ca berg, Canadian Council on Learning
Offers access to thousands of online courses and programs; also offers support and Canadian Policy Research Net-
services. work, 2008.
www.elearnnetwork.ca/en
Grand Erie District School Board -- Grand Erie Learning Alternatives Labour’s Vision of Workplace Train-
Offers adult, continuing education and general interest courses. ing and Life-Long Learning, Canadian
http://schools.gedsb.net/gela/ Labour Congress policy paper, 2005.
Private career colleges also offer courses and programs. A private career college must Leading on Learning: A Hands-on
be registered and approved by the Ministry of Training, Colleges and Universities
(MTCU). Guide for Line Managers, Campaign
for Learning.
For more information about how to choose a private career college and for private
career colleges in your community, contact the MTCU toll-free at 1-800-387-5514 Training Employees – Learning
or visit the MTCU website: Concepts, Service Canada, HR for
www.tcu.gov.on.ca/eng/postsecondary/schoolsprograms/pcc/
Employers, 2009.
Other Resources Learning – Job-related Training,
Indicators of Well-being in Canada,
Human Resources and Skills Develop-
Canadian Council on Learning
Good source for information and research on learning. ment Canada.
www.ccl-cca.ca
Education Matters: Recent Trends
The Canadian Society for Training and Development in Adult Education and Training in
The society has several chapters in Ontario, including Hamilton-Niagara, and promotes Canada, Statistics Canada, 2008.
Learn@Work week every September.
hwww.cstd.ca
HR Council for the Non-Profit Sector
Offers resources the private sector can use as well.
http://hrcouncil.ca
8. Workforce Planning Board of Grand Erie
The Workforce Planning Board of Grand Erie serves the communities of Brant, Haldimand and Norfolk as a leader in local
labour market planning. The Workforce Planning Board delivers authoritative research, identifying employment trends,
targeting workforce opportunities and bringing people together to act on solutions. The Workforce Planning Board
conducts annual research on the trends, opportunities and priorities impacting the local labour market and releases
regular updates, reports and an annual publication that captures strategic actions to address key labour market priorities.
OUR VISION
A skilled, adaptable workforce contributing to a vibrant economy.
Workforce Planning Board of Grand Erie
1100 Clarence St. South, Suite 103 B,
Brantford, ON N3S 7N8
Phone: 519-756-1116
Fax: 519-756-4336
www.workforceplanningboard.org
This Employment Ontario project is funded by the Ontario government.
The views expressed in this document do not necessarily reflect those of Employment Ontario