The document outlines the strategic value of training and development in organizations, emphasizing the importance of effective training programs for enhancing employee performance, promoting safety, and preparing for future manpower needs. It distinguishes between various types of training and delivery methods, detailing the planning, implementation, and evaluation phases crucial for a successful training initiative. The text also highlights the role of community development in relation to company operations, particularly addressing the needs of out-of-school youth and integrating corporate social responsibility within mining operations.

1. The Value of
Training and
Development

2. Lesson Objectives :
At the end of this chapter, students are expected to:
✓Identify the strategic value of training and
development
✓ Differentiate the types of training delivery
✓Identify the most common methods of training used
by organizations
✓ Recognize the content and resources needed to
meet training goals and objectives.

3. SHAQUILLE RASHAUN "SHAQ" O'NEAL

4. Strategic Value of
Training and Development

5. A serious training program can bring employees
to a higher level of performance as they share the
similar skills and knowledge.
Nowadays, much emphasis is given on
employee training that covers safety, code of conduct
and very recently - about sexual harassment. It
appears that training is not just intended to develop
skills but also for employees to be aware of regulatory
and legalities at the production floor.

6. Are training and
education the same?

7. Flippo (1961) differentiated
between educations and training, locating
these at the two ends of a continuum of
personnel development ranging from a
general education to specific training.

8. Training is concerned with those activities which
are designed to improve human performance on
the job that employees are at present doing or
are being hired to do.
Education is the development of the human
mind, and it increases the powers of observation,
analysis, integration, understanding, decision
making, and adjustment to new situations.

9. Businesses have to introduce changes and
strategies that will enhance the growth of the
organization. One of this strategy is through
training and employee development.

10. What are the primary reasons why
a company embarks on a training
program for its employees?
Reasons are the following:

11. ✓To increase the productivity and adherence to quality standards
✓To increase organizational stability and flexibility
✓ To reduce too much supervision
✓ To enhance the economical use of resources and heightened
employees' morale
✓ To increase productivity and promote better industrial relations
✓To prepare the future manpower needs
✓ To promote safety and reduce accidents and downtime at the
production floor
✓To reduce employee turn-over and absenteeism

12. Whataretheexpected effects ofatrainingprogram inan
organization? Thefollowing effectsontheemployees canbecited:
✓ It helps the employees to feel confident even when faced
by technology changes
✓It gives the employees the facility to actively respond to
the changes created out of organizational restructuring
✓It facilitates employee career development
✓It promotes acceptance of change management more
smoothly It helps in meeting employees' need for continued
growth.

13. Training has a very high strategic value to any
organization. It can be used as a strategic human
resource tool to meet organizational objectives. The
company can also enhance its overall improvement in
terms of outputs. A learning climate can be increased
when a company gives training and development a
high priority. With the trends in globalization where
up-skilling is the new directions, training and
development definitely is the sure way for every
organization to go.

14. Added strategicvalueoftraininganddevelopment arethe
following:
✓It gives an organization a good chance to stay ahead of its
competitors.
✓ It ensures the employees that they have develop the skills
and knowledge which are up-to-date that can boost business
and guarantees growth.
✓ It allows industries to keep up with the latest technology
which are constantly changing.
✓Regular training ensures that the concerned staff and
employees keep up with what is new and innovative.

15. ✓It helps retain top caliber staff as implementation of a sensible
training program makes them feel that the company is concerned
with their development and advancement.
✓ It gives the employees incentive to learn new skills and
technology responsibilities. and at the same time give them
avenues to put the skills learned into practice.
✓It can help the employees to open new opportunities to rise up in
the ladder of the organization with chances of promotions and
new responsibilities.
✓Ongoing training programs support your employees to up-skill
and take new roles which results in better job satisfaction

16. Approaches to Training

17. There are three main approaches to training which are
commonly used in most organizations. These are:
Traditional
Approach
Experiental
Approach
Performance-
based
Approach

18. The Traditional Approach
The focus of this approach is intervention by the
training staff who oversees the entire exercise and
programs.
In this type, the training staff designs the following:
*Objectives Contents *Teaching techniques
*Assignments *Lesson plans
*Tests
*Evaluation tools

19. The Experiential Approach
Inherent to this approach is the
incorporation of experiences where the
participants become active and, in a way,
influence the proceedings of the training. Here,
real and simulated situations where the trainees
will eventually operate are practiced.

20. The Performance-Based Approach
In this approach, goals are measured
through attainment of a given level of
proficiency instead of just passing tests and
garnering high scores. Approaches in
training vary from one company to another.

21. Types of Training

22. In most corporations, the types of training are broadly
divided into two:
Pre-Service Training or Entry Training for Incoming
Employees
- This is more theoretical in nature and within certain
duration.
In-Service Training
- This is offered when the employee is already a part
of the organization and designed to develop the
employee's skills and knowledge as incumbents in the job. In
this type, some of the detailed trainings are as follows:

23. 1. Induction and Orientation Training
- Given immediately after employment to
acquaint a new employee about the
organization, its personnel, policies and safety
practices.
2. Foundation Training
- This provide information on government
rules and regulations applicable to the
organization.

24. 3. On-the-Job Training
- This training is ad hoc in nature and
conducted to address a particular area of the job
that must be improved. It is normally coupled with the
day-to-day work activity.
4. Refresher or Maintenance Training
- This is to update and maintain specialized
knowledge of the current employee. It also deals with
new information and recently introduced innovations.

25. 5. Career Development Training
- Intended mostly for middle managers.
This is being conducted to upgrade the skills
and ability of concerned employees so they can
assume greater responsibilities.

26. Phases of Training:
Planning Phase

27. Training involves a lot of phases and while there are
variations depending on which company is implementing the
program, generally it starts with needs identification to
evaluation and other steps.
These are the phases involved:
Planning
Phase Implementation
Phase
Evaluation
and Revision
Phase

28. Planning Phase:
Training Needs Identification
This addressed the identified gap between
"What is" and "What should it be". The gap
identified is the problem and normally is the
difference between "Desired Performances" as
against "Actual Performance".

29. This is the core of any effective training
program which calls for identifying what and who
needs to be trained. When the needs analysis is
poorly conducted, it can lead to training solutions that
train:
The wrong competencies or skills .
The wrong people.
The wrong learning methods

30. When these things happened, it will be
a waste of a lot of time, efforts and
resources on the side of the company.

31. There are steps that HR department can follow
in conducting the needs analysis.
These are:
Step 1: Be clear of the desired business outcome
Step 2: Connect desired business outcomes with
employees' behavior
Step 3: What Competencies are trainable?
Step 4: Competencies to be Evaluated
Step 5: Performance Gaps must be Determined

32. Major Procedures in Three Areas:
There are three areas where major procedures can be used in the
determination of training needs and these are:
Organizational
Analysis
Individual
Analysis
Group
Analysis

33. Organizational Analysis
Here the emphasis is placed within the organization and is
based on the objectives of the company. This will include:
❑Analysis of efficiency indices
❑ Human resources
❑Organizational climate

34. Individual Analysis
Its aim is identifying specific training needs for
an individual; or group of employees so that training
can be tailored to meet their needs. It concerns skills,
knowledge or attitudes that must be develop for them
to perform effectively in an assigned task

35. Group Analysis
This is used to identify major discrepancies in achieving pre-
determined targets for each of a particular group. The major
techniques used in this type are:
• Brainstorming
• Buzzing
• Advisory
• Committees
• Conferences
• Problem
• clinics
• Workshops
• Task forces

36. This process ultimately led to identifying and understanding the
training content which should be based on the following:
JOB Analysis TASK Analysis
KNOWLEDGE &
SKILL- GAP Analysis

37. A. Job analysis
It involves a close look at the job and its components or
parts. This allows the trainer to understand what subject
employee does in the organization and his specific role.
Job analysis is "Task Identification" of a particular job.
The following may provide a guide for the completion
of the job analysis:

38. ❖Identify the job that is to be the subject of the analysis.
❖Prepare the list of tasks which can be done using different approaches and
methods.
❖Verify the task which should be done by experts, supervisors and analysts.
❖Determine the frequency on how frequently the task is performed in different
scales (seldom, occasionally, weekly or monthly".
❖ Determine the importance along with the frequency. Not all jobs are
important.
❖Estimate the learning difficulty and review the findings

39. Example of job analysis worksheet
Tasks Frequency
Performed
Importance Learning
Difficulty
Total
Score/Focus
Supervision 4 3 1 8
Conducting Training 4 3 3 10
Planning Projects 2 3 3 8
Government relations 4 4 4 12
Networking with non-
government
organizations(NGO
4 4 4 12

40. B. Task Analysis
This helps in understanding what comprises an
individual block as compared to job analysis
which covers the major blocks of content to be
included in the training.

41. Sample of Task Analysis Worksheet
Job: Training Program
Trainor
Task: Conducting Training

42. C. Knowledge and Skill-Gap Analysis
This is the process of determining the training needs of
individual employees in relation to the important tasks
identified for training. It shows how skilled or proficient
an individual employee is on these tasks and whether
there is difference from the desired performance and
whether there is a need for training.

43. Skill-Gap Analysis Worksheet
Job: Safety Lecturer

44. Training Methods

45. Training Methods
A training program can only succeed when the right
training methods are used. A training method is a strategy or
tactic that a trainer used to deliver the content so that the
trainees achieve the learning objectives.

46. According to Bass and Vaughn (1966), training methods should be selected on the
basis of the degree to which they can do the following:
❑ Allow active participation on the part of the trainees.
❑Help the learners transfer learning experiences from training to actual job
situations.
❑Provide participants with knowledge of results about their attempt to improve.
❑ Provide some means for the participants to be reinforced for the appropriate
behavior.
❑ Provide the trainees with an opportunity to practice and repeat what they
learned when needed.
❑ Motivate the trainees to improve their own performance. Help the participants to
increase their willingness to change and become a catalyst and change agent.

47. Phases of Training:
Implementation Phase

48. Implementation Phase:
Once the Planning Phase of a training program is completed, follows now the
Implementation Phase. This is the point where the trainer activates the training
plan and put it into operations. Attention to the following is necessary for this
phase:
➢ Selection of contents and methods has been finalized.
➢ The logistical aspects of implementing the program have been arranged
➢ The choice of the venue (whether to be conducted within or outside the company
premises) has been finalized, approved, and arranged.
➢ Completed the classification of employeesaccording to competencies and rank (rank
and file, supervisory and executive Completed the classification of employees
according to competencies and rank (rank and file, supervisory and executive

69. The Runruno Gold-Moly Mining Project
oThe Philippines is an archipelago with a total land area of approximately
300,000 square kilometers (116,000 sq miles).
oExploration Plc, a UK-based company) is located 200 miles north of Manila in
the mineral rich province of Nueva Viscaya.
oExploration to date has defined a JORC-compliant Inferred & Indicated
mineral resource of 2.0Moz gold and 34.4Mlb molybdenum, contained within
31.17 million tons at average grades of 2.00 grams/tone gold and 0.05%
molybdenum.
oIn 2005, Metals Exploration Inc. optioned the Runruno property from FCF
Mining Corporation., the claimholder of record.

70. oThe Foundation focuses on empowering people so that
they are able to help themselves, and supports local
improvement programs in education and skills
development, health care, sanitation, employment,
environmental awareness and literacy.
oIn more specific terms, the different stakeholders from
community and the Foundation, in a social development
planning exercise, crafted the following:

71. FCF Corporate Social Responsibility (CSR)
oThe Runruno Project has a very strong community development component.
oTo translate this overall corporate philosophy, FCF Minerals Corporation
established the Runruno Livelihood Foundation (henceforth to be referred to
as the Foundation) to be its community development arm tasked to
established a strong and lasting relationship with local stakeholders and at
the same time, fulfill its commitments to the host communities.
oThe primary rationale for setting up the Foundation is to separate the
pursuance of community development efforts from exploration and mining
operations.

72. Vision
A steward of culture and environment, provider
of better quality basic services and projects,
contributory to the development of God fearing,
law abiding citizens, towards a self reliant and
progressive community.

73. Mission
To promote the values of selfless service, cooperation
for the development of the community through the
implementation of programs and projects that can
strengthen capability, and facilitate the establishment
of Income Generating Projects and other employment
opportunities while providing technical, educational
and health care services through the judicious use of
resources provided by the environment.

74. Goals
oTo unite and strengthen the relationship within the community.
oTo support and implement policies, guidelines, procedures and rules that will
ensure transparency, equitable access to the resources and services.
oTo promote the general interests first of the members of the community.
oTo help achieve quality and continuous education since it is the only and most
important key for people's active participation in any development projects and
programs intended for them.
oTo develop and enhance skills, capabilities, creativity and innovativeness of the
community people.

75. oTo empower the local stakeholder - the indigenous people, the women and the
youth sectors.
oTo preserve the unique traditional culture of the community and its people and to
strive on how they can be productively use in order for them to cope with the
demands of the globalization.
o To conduct programs that will motivate people to have physically matured, and
very happy life.
oTo encourage the whole members of the community to protect and productively
utilize the resources provided by their environment.

76. The Situation of the Filipino Youth
oWhile the Foundation is involved with diverse range of community-based projects, it
has introduced a community development initiative focused on the out of school youth
or OSYS not only in Runruno but province-wide in Nueva Vizcaya.
o The decision to pursue this particular initiative took considerations of the following
situations:
oFilipino youth, defined as those who are 15 to 30 years old, has always been
vulnerable in the current economic and political environment of the Philippines. It is
often difficult for youth to find employment owing to their lower qualifications and
relatively short work experience. This situation leads to high youth unemployment in the
Philippines. In 1997, a National Youth Commission (NYC) Survey found that
unemployed and out-of-school youth comprised 40 per cent of the total youth
population (NYC 1999a). Youth, as a sub-sector, are also easily affected by economic
downturns.

77. oAs a result, youth have the highest poverty incidence among the
various sectors of society (NYC 1998).
oCurrently, the Philippines have a projected over 90 million
population. The youth comprises more than 40 percent of the total
population.
oYoung worker are considered reserved labor force and victims of
cheap labor. Those who cannot find jobs here opt to become
domestic helpers or workers/laborers elsewhere in the world.

78. oIn a study conducted by the Cordillera Peoples' Alliance Youth Center, In the
Cordillera, which is the next region to Runruno, young workers can be found in
the mining community, in small scale agricultural production, industrial economic
zone, service sector and the call centers.
oPoverty in the countryside is driving the youths to migrate to the cities in the
hope of uplifting their situation.
oThe situation in the village of Runruno where FCF has a project is no different
from the above.
oSomething must be done - and a new initiative has to be introduced.

79. Alignment with Company's Overall
Community Relations Strategy:
The new initiative to address the problems and concerns of the OSYS of
Runruno and other villages is in line with the overall community relations
strategy specific to "developing and enhancing the skills, capabilities,
creativity and innovativeness of the community people".
This is also consistent with the provisions of the Implementing Rules and
Regulations (IRR) of the Philippine Mining Act of 1995 under Chapter XIV
specific to the development of mining communities. Section 134 so provides
that:

80. a. The Contractor/Permit Holder/Lessee shall assist in the development of the
host and neighboring communities and mine camp to promote the general
welfare of the inhabitants living therein;
b. The Contractor/Permit Holder/Lessee shall assist in developing mining
technology and geosciences as well as the corresponding manpower training
and development; and
C. The Contractor/Permit Holder/Lessee shall allot annually a minimum of one
percent (1%) of the direct mining and milling costs necessary to implement
Paragraphs (a) and (b) of this Section: Provided, That the royalty payment of
one percent (1%) of the gross output for the Indigenous Cultural Communities,
pursuant to Section 16 hereof, may include the aforementioned allotment to
implement Paragraphs (a) and (b) hereof. With the above, it is evident that
the implementation

81. With the above, it is evident that the implementation of
the initiative for the OSYS is both guided by the overall CSR
program of FCF Minerals Corporation through the Foundation
and at the same time, consistent with the pertinent mandate as
specified in pertinent laws in the Philippines

82. The Decision Making Process Resulting in
the Initiative
There were three (3) levels where processes
were involved in arriving at the decision to
implement said initiative:

83. Corporate Level:
oThis involved a series of discussion with the management on how
the concerns on employment of the locals from the community can
addressed? We must ease that pressure through appropriate
intervention/initiative.
oThe number of slots or positions were inventoried and a number
was established as to how many can be employed.
oTo accommodate more, the rotation basis was employed. This
however, still left the OSYS out of the picture as indeed, jobs are
limited.

84. oManagement agreed that to ease up the pressure and to provide
employment for the unemployed OSYS locals, an initiative as noted by
pursued which will provide not just training, but employment elsewhere.
oManagement required that a formal proposal project proposal be
submitted with budget requirements.
oThis is done to give the OSYS better chances and opportunity as they
enter the labor market.
oAlso, another major consideration is the objective that by providing skills
to the OSYs, should mining becomes operational, they can come back
and have quality employment since they are skilled already.

85. Government Agency Level:
oAnother series of meetings were held with the Provincial Technical, Education and Skills
Development Authority (TESDA), the government agency in the Philippines to provide
technical training for the different sectors.
oWe looked into appropriate programs that will be applicable for the OSYS. Training
slots and other considerations have to be checked with the Regional TESDA Training
Center facilities at the Capital City of Tuguegarao at Cagayan, north of Runruno.
oMeetings were held with the TESDA Training Center Director and information was
gathered on what training slots are available , schedules, costs and accommodations.
oFinalization of arrangements will follow after meetings and consultations are made with
the stakeholders and prospective beneficiaries at the village level

86. Village Level:
oMeetings were held between the representatives of the Foundation
and Barangay (Village) Council of Runruno to discuss the employment
concerns of the local residents and explore what training/skills
development programs can be implemented jointly to meet .
oIt was agreed to tap the help of the TESDA Provincial Office with
the village council and the Foundation.

87. oIn the meeting that ensued between and among the above parties, it was
agreed that a Training Need Analysis (TNA) be conducted by TESDA for the
village council and identified stakeholders.
oThe said TNA was conducted and the initiative for OSYS skills training in
welding at the Regional Training Center at the capital city was agreed upon.
oThe TNA also established that a Korean shipbuilding company in Olangapo
City is in need of thousands of welders.
o The village council was tasked to recommend the prospective OSYS, while
TESDA handled the screening and the Foundation providing the funds and
coordination.

88. Finalization and Implementation of the
Initiative:
oThe proposed OSY trainees were screened and it's decided
that it will start on a pilot basis.
oFour (4) OSYS qualified initially and final screening was
conducted to include submission of legal papers required at
the Center.

89. oA Project Proposal was prepared by TESDA outlining the role of
each of the parties involved in the initiative and attached was a
Memorandum of Agreement (MOA) between parties.
oBoth were reviewed by the Foundation and management and a
go signal was given for the MOA to be signed.
oFinal arrangements were made and another MOA was signed
between TESDA, the Foundation and the OSY trainees and their
parentsThis however, happened with much challenges. Even after
the OSYS were already certified by TESDA, their job placements
with companies at the Subic area did come easy.