CONCEPT OF TRAINING

Training is the process of teaching the new and/or

present employees the basic skills they need to
effectively perform their jobs. Alternatively speaking,
training is the act of increasing the knowledge and
skill of an employee for doing his/her job.
Training refers to the teaching and learning activities
carried on for the primary purpose of helping
members of an organisation to acquire and also to
apply the required knowledge, skill and attitudes to
perform their jobs effec­tively.
According to Edwin B. Flippo, “training is the act of
increasing the knowledge and skills of an employee for
doing a particular job.”
Michael Armstrong points “training is the systematic
modification of behaviour through learning which
occurs as a result of education, instruction, development
and planned experi­ence”.
Training is a process that tries to improve skills, or add
to the existing level of knowledge so that the employee is
better equipped to do his present job, or to mould him
to be fit for a higher job involving higher responsibilities.
In other words, training is a learning experience that
seeks a relatively permanent change in an individual
that will improve his/her ability to perform his job.
CONCEPT OF DEVELOPMENT
Development’ has broader scope and aim to develop people in all
respects. Accordingly, development covers not only activities/skills
which improve job performance, but also those activities which
bring about growth of the personality, help individuals progress
toward maturity and actualization of their potential.
Development enables individuals to become not only good
employees but better men and women also. Clearly, development
is an ongoing continuous process, while training is a one-shot
deal. In ultimate sense, development refers to behavioural
modification of people through continuous learning practices.
Development relates to non-technical organisational functions
such as problem solving, decision-making and relating to people.
A formal definition of training & development is it is
any attempt to improve current or future employee
performance by increasing an employee’s ability to
perform through learning, usually by changing the
employee’s attitude or increasing his or her skills and
knowledge. The need for training & development is
determined by the employee’s performance deficiency,
computed as follows:
Training & Development need = Standard
performance – Actual performance.
*Training refers to the process of imparting specific
skills.
*Development refers to the learning opportunities &
designed to help employees grow.
Development refers to those learning opportunities
designed to help employees grow. Development is not
primarily skill-oriented. Instead, it provides general
knowledge and attitudes which will be helpful to
employees in higher positions.
Efforts towards development often depend on
personal drive and ambition. Development activities,
such as those supplied by management developmental
programmers, are generally voluntary.
TRAINING AND DEVELOPMENT NEEDS
Productivity – Training and Development helps in
increasing the productivity of the employees that helps
the organization further to achieve its long-term goal.
Team spirit – Training and Development helps in
inculcating the sense of team work, team spirit, and inter-
team collaborations. It helps in inculcating the zeal to
learn within the employees.
Organization Culture – Training and Development
helps to develop and improve the organizational health
culture and effectiveness.   It helps in creating the
learning culture within the organization.
Organization Climate – Training and Development
helps building the positive perception and feeling about
the organization. The employees get these feelings from
leaders, subordinates, and peers.
Quality – Training and Development helps in improving
upon the quality of work and work-life.
Healthy work environment – Training and Development
helps in creating the healthy working environment. It
helps to build good employee, relationship so that
individual goals aligns with organizational goal.
Health and Safety – Training and Development helps in
improving the health and safety of the organization thus
preventing obsolescence i.e no outdated ideas are
encouraged
Morale – Training and Development helps in
improving the morale of the work force.
Image – Training and Development helps in creating
a better corporate image.
Profitability – Training and Development leads to
improved profitability and more positive attitudes
towards profit orientation.
Training and Development aids in organizational
development i.e. Organization gets more effective
decision making and problem solving. It helps in
understanding and carrying out organizational
policies.
Training and Development helps in developing
leadership skills, motivation, loyalty, better attitudes,
and other aspects that successful workers and
managers usually display.
6 Essential Qualities Training Managers Need
The training and development of employees is crucial
to any organisation’s performance. For businesses, the
aim is to gain a competitive advantage.  For other
organisations you’ll want to improve how you work or
obtain better outcomes.  Ultimately, all organistions
are looking to optimise their human resources by
honing the skills of their workforce.
Training is, therefore, a huge responsibility and needs
motivated and skillful individuals to handle it.  While
there are many opinions on the efficacy of some
training programs, few doubt the necessity of really
good, targeted training.
1. A

Deep Knowledge of the Business
How your product is bought, sold, and delivered to
customers.
Why your product exists, and what problem it solves.
How your broader industry operates, the pressures it
has, and how it makes money.
An awareness of the competition and new trends in
your line of business
The aim of most corporate training is to maximise
company resources and build an efficient and
productive workforce. 
2.The Ability to Measure and Assess Staff
Awareness of how the training needs of your
Training Needs
employees is critical to developing your team. 
Professional trainers are expected to conduct a
thorough training needs analysisbefore undertaking a
training assignment, and as a manager, you’ll need to
as well.  This process will help you determine two
things – what needs to be learned by your team, and
how to prioritise the learning.
3. Strong Communication and Interpersonal skills
Understanding problems, conveying ideas,
conducting training – all of this is carried through
words. If you have trouble communicating, it’s unlikely
you’ll be able to get your staff properly motivated, or
effectively describe the reasons behind the need for
the training you’re recommending to your employees.
4. A Passion for Continuous Learning
The best learners make the best teachers.  A passion
for learning reflects in the quality of your teaching.
How can you teach and motivate others if you yourself
are lackadaisical about the process of learning?
5. Innovative Thinking
The prospect of attending yet another training session
can make anyone, from seasoned corporate executives
to employees who have just started, want to shoot
themselves in the head. We’ve all been in plenty of
repetitive and monotonous training sessions. 
We’ve all sat through presentations that were boring
or were clearly being taught with a minimum of effort
by the instructor.
Even if students are excited to explore a topic, a bad
training sessions can kill any enthusiasm they may
have had and trainees will soon start zoning out.
6. Embrace Efficiency
Training budgets are almost never static.
Training managers almost never had the resources
they need, whether it’s time, money, tools, or buy-in
from the rest of the company. These are the realities of
the training business though, and they’re not going to
change, so make sure you develop an acute
appreciation of and desire for efficiency. 
TRAINING & DEVELOPMENT
The Company’s training POLICY
& development policy has been developed in line
with the Company's overall vision and strategy, it reflects a belief in the need
to develop all permanent and temporary employees, whether employed on a
full-time or part-time basis. It is based on the following principles:
 The Company thinks of its workforce as an asset as well as a cost, and
believes that it should invest in that asset.
 The Company believes that all its employees have the potential to grow, both
in their work role and personally, and it shall endeavour to provide
opportunities for growth and personal development.
 The Company considers it appropriate to base such training and
development opportunities on the requirements of the business, and
decisions about investment in staff training and development will be made
accordingly.
 The Company believes that responsibility for training and development
should be shared between the Company and its employees.
 The Company will ensure that appropriate procedures are in place to plan,
deliver and evaluate training and development activity.
The Company wants to empower its staff members to take
some ownership of their own development, with support
from their managers and the Company as a whole.
The Company believes that its line managers have a key role
to play in people development.
The Company will work within recognised good practice
guidelines, to ensure that both the quality and quantity of
training and development is relevant and 'fit for purpose'.
The Company will regularly review its overall level of
investment in staff training and development to ensure that
adequate and appropriate resources are provided.
The Company plans its training and development activities
in line with industry standards, and maintains relationships
with relevant bodies.
Training and development initiatives
The Company will provide a range of training and
development opportunities for staff, which fall
into four broad categories:
1. Programmes relating to the enhancement of skills for
an employee's current position
These include on the job training, internal and
external courses including technical training, for
example on the use of software packages, and
specialist training relating to the skills that employees
require for their job.
2. Programmes leading to a professional or academic
qualification
 The Company encourages employees who wish to do
so to pursue continuous professional development
and where appropriate to gain further qualifications.
 The Company will pay the fees at the start of a
programme that is approved, provided that the
employee signs an agreement with the company that
they will repay the fees if they fail to complete the
course, or if they leave the company within three
years of signing the agreement, or within one year of
completing the programme.
3. Programmes that have specific management or
supervisory focus
These include internal and external courses on
management development, supervisory skills for line
managers, and leadership development programmes.
4. Health and safety training
This includes courses in manual handling, risk
assessment, fire safety, first aid, and food and hygiene
regulations. Roles and responsibilities for implementation
Both line managers and employees have a responsibility to
implement training and development initiatives.
There will be an opportunity to discuss development
needs through the performance review process and agree
appropriate courses of training and or study.
Line managers should encourage their staff to undertake
relevant programmes. Employees are expected to take up
the opportunities provided and report back to their line
manager on their applicability once completed.
Line managers have a responsibility to monitor and
evaluate the effectiveness of learning for employees who
have undergone training and development.
Line managers can contact the HR Manager to give
feedback on internal and external training
programmes, including their quality and cost
effectiveness.
Where possible, Line managers will offer the employee
the opportunity to use and develop newly acquired
skills.
 Planning and Individual requests for
implementing new training and
initiatives development

Monitoring and
Coaching and evaluating investment
mentoring in training and
development

Recording of training
and development Equal opportunities
activities
Planning and implementing new initiatives
Any new training initiatives will be planned as a result of training
needs analysis activities, which in turn are part of the Company's
performance review process.
In addition, the Company is committed to reviewing training
initiatives so that relevant training and development is provided for
skills in specific job areas, where work procedures have changed, or
where new standards are introduced.
Any new training and development programmes offered to staff will
be publicised through the Company's normal communication
channels, including staff notices and departmental meetings.
The Company will make use, where appropriate, of e-learning, and
training will be provided to staff in how to access materials while at
work and from home.
Individual requests for training and
development
Employees can request training and development at
any time but this will usually be done within the
performance review process, as outlined above.
Employees should channel requests through their line
manager.
Monitoring and evaluating investment in
training and development
The Company firmly believes that it is critical to the success of
both the planning and delivery of training and development
activities that the resources invested are monitored and the
outcomes achieved are measured.
Such outcomes may be demonstrated at an individual,
departmental and corporate level. Senior managers have an
important role to play in this process. The Company uses its
evaluation findings for future business planning and the
planning of continued investment in staff training and
development.
Accordingly the evaluation findings will be regularly shared
with the senior executive team.
Coaching and mentoring
The Company encourages line managers to provide
coaching and mentoring support for staff who are
undergoing training and development.
Managers have a responsibility to ensure that the skills
and knowledge of more experienced staff members are
shared with more junior employees to ensure that
learning occurs in a planned way.
Recording of training and development
activities
Following a performance review discussion, a copy of the approved
personal development plan is placed in the employee's personnel
file.
This information is collated annually to form the basis of the
Company's forward training and development plan. All training
attended will be recorded by the HR department, along with costs
including for example, expenses for travel and subsistence.
On completion of any internal or external course the employee will
complete a course evaluation form, countersigned by the line
manager, and return this to the HR department.
 Analysis of the evaluation forms gathered will be undertaken by the
HR Manager and used within the overall evaluation of training and
development.
Equal opportunities
Decisions relating to training and development should
be made fairly and consistently, and equality of
opportunity should be provided for all staff in this
area.
REQUISITES OF EFFECTIVE
TRAINING
 An effective training program is built by
following a systematic, step-by step process.
 Training initiatives that stand alone (one-off
events) often fail to meet organizational
objectives and participant expectations.
 In today’s post we outline the five necessary
steps to creating effective training programs
that drive positive business impact.
 Asse
ss
trai
ning
nee
ds
Set organizational
training objectives

Create training action plan

Implement training initiatives

Evaluate & revise training

 ASSESS TRAINING NEEDS:
 The first step in developing a training program
is to identify and assess needs.
 Employee training needs may already be
established in the organization’s strategic,
human resources or individual development
plans.
 If you’re building the training program from
scratch (without predetermined objectives)
you’ll need to conduct 
training needs assessments.
 SET ORGANIZATIONAL TRAINING
OBJECTIVES :
 The training needs assessments (organizational, task &
individual) will identify any gaps in your current
training initiatives and employee skill sets. 
 These gaps should be analyzed and prioritized and
turned into the organization’s training objectives. The
ultimate goal is to bridge the gap between current and
desired performance through the development of a
training program.
 At the employee level, the training should match the
areas of improvement discovered through 
360 degree evaluations.
 CREATE TRAINING ACTION PLAN:
 The next step is to create a comprehensive action
plan that includes learning theories, instructional
design, content, materials and any other training
elements.
 Resources and training delivery methods should also
be detailed.
 While developing the program, the level of training
and participants’ learning styles need to also be
considered.
 Many companies pilot their initiatives and gather
feedback to make adjustments before launching the
program company-wide.
 IMPLEMENT TRAINING INITIATIVES:
 The implementation phase is where the training
program comes to life.
 Organizations need to decide whether training will
be delivered in-house or externally coordinated.
 Program implementation includes the scheduling
of training activities and organization of any
related resources (facilities, equipment, etc.).
 The training program is then officially launched,
promoted and conducted.
 During training, participant progress should be
monitored to ensure that the program is effective.
 EVALUATE & REVISE TRAINING:
 As mentioned in the last segment, the training program
should be continually monitored.
 At the end, the entire program should be evaluated to
determine if it was successful and met training
objectives.
 Feedback should be obtained from all stakeholders to
determine program and instructor effectiveness and also
knowledge or skill acquisition.
 Analyzing this feedback will allow the organization to
identify any weaknesses in the program.
 At this point, the training program or action plan can be
revised if objectives or expectations are not being met.
 ROLE OF EXTERNAL
AGENCIES IN TRAINING
AND DEVELOPMENT
BUILDING CAPABILITIES

SUCCESSION

INNOVATION

KNOWLEDGE BASE
 Building Capabilities: One way to view training and development
is through the development of human talents in countries shifting
from state-owned to privatized economies. This shift demands that
individuals can assert their own free will, such as by owning a
business. Public sector training enables employees to oversee
development of private businesses in these countries. Government
workers become partners with private business owners, offering
limited regulation so that a free market economy can develop.

 Succession: Training and development also prepares people to take

over public sector jobs when people leave on their own or through
retirement. Each public agency has to prepare leaders to assume
control when leadership is lacking. If an agency recruits often for
leadership positions outside the organization, the organizational
culture will change under new leadership.
 Innovation: Training and development activities also help a public
organization to develop innovative solutions to internal dilemmas. In
other words, employees and managers in an agency need some degree
of flexibility in planning how to manage work tasks. Working in
teams, these employees can determine unique solutions to problems
without having to follow the same model as another government
agency.

 Knowledge Base: Training and development routines standardized

throughout the organization become part of its knowledge base. Every
time a new employee joins an agency, he will need a training and
development plan, which includes what standardized and specialized
courses he must take to become fully prepared for his position. A
hiring manager or HR specialist will document changes in a training
and development plan that helps an individual adapt better to a job.
10 REASONS COMPANIES
ARE OUTSOURCING
TRAINING IN TODAY’S
MARKET
 TRAINING IS
REVENUE
REDUCE COSTS NOT CORE TO
GENERATION
THE BUSINESS

LEVERAGE THE
ACCESS TO
MITIGATE RISK  COST OF
TALENT
TECHNOLOGY

IMPROVE
GEOGRAPHIC
SCALABILITY
REACH
OF RESOURCES

LEVERAGE
SPEED TO
CHANNEL
MARKET
RELATIONSHIPS
1. REDUCE COSTS – The number one reason why
companies outsource training is to save money. It’s
the common denominator and culminating reason
for all the other reasons mentioned below. We
should never forget that how you manage
training is always about how we manage costs.
2. ACCESS TO TALENT – We’ve said it many
times…no company has all the knowledge they
need internally to be successful. Sometimes it’s
necessary to hire an expert to teach internal
employees how to do something that is new to their
company. Yes, hiring an outside consultant to
deliver a training course is considered outsourcing.
3. GEOGRAPHIC REACH –
 When General Motors began manufacturing cars
for the Chinese market, they needed to train local
employees; repair technicians, sales agents, and
many more within the Chinese market.
 It made a lot more sense for them to outsource
training to a company who had resources in
China and who understood the Chinese culture.
 It wouldn’t have been feasible for GM to take U.S.
employees to China for all this training. And it
doesn’t mean they have to use a Chinese company
to do it. Just a company with local resources.
4. SPEED TO MARKET – Bringing a new
product to market may be dependent on getting
resellers trained on how to sell or service your
product. Using a training outsourcing company
may allow you to get your product into a lot of
customers’ hands much faster, without scaling
up internal resources.
5. LEVERAGE CHANNEL RELATIONSHIPS –
 If your company is a software products company,
it may be a good idea to source the marketing and
delivery of your training to an established IT
training company.
 The IT training industry is a mature channel
market. Companies like Kaplan IT, Global
Knowledge, Learning Tree, and New Horizons,
have a powerful channel to IT professionals.
 Not only does sourcing this training through
a channel partner make sense, it also may help
drive new revenues.
6. IMPROVE SCALABILITY OF RESOURCES –
 Running an internal training organization requires
people of various levels of skills and talent. Full-
time internal staff is a fixed resource. But training is
a variable activity.
 Using an external supplier allows you to flex the
number of resources to deliver the training you need
– when you need them. It allows your company to
scale up and down based on the demand of training
you need.
 MAKES A LOT OF SENSE WHEN YOUR COMPANY IS HIRING A
LOT OF PEOPLE IN A SHORT PERIOD OF TIME.
7. MITIGATE RISK –
 Training helps prevent failures. It helps protect us
from the liabilities of our company being sued if
we don’t provide the right training.
 Think about it this way – if we don’t provide the
training our employees or customers need, and
when they need it, we’re vulnerable to being sued
if an injury or catastrophic failure occurs.
 So training reduces our risk. It’s easy to see that
using a company who specializes in training
could help prevent unnecessary failure costs. It
sounds like insurance.
8. REVENUE GENERATION –
 Use training as a way to make money!
 More and more companies are now
recognizing that training is a source of
revenue, and they have intellectual property
that is valued in the market.
 So they use another company that knows how
to market, sell and deliver training to a mass or
targeted audience to create new revenues
streams.
9.  TRAINING IS NOT CORE TO THE
BUSINESS – For many companies, training is a
necessity. But the development, management and
delivery of training is a distraction. For companies
that manage training everyday, it IS core to their
business. And they are much better at it!
10. LEVERAGE THE COST OF
TECHNOLOGY – One of the first expenditures
training professionals make when starting up a
training organization is to license an LEARNING
CONTENT MANAGEMENT SYSTEM
(LMS/LCMS). Why? Because it is cheaper than
designing and building it themselves.