Benefits of the Effective Learning and Development
Introduction
Organizations
need people with high and appropriate levels of knowledge, skills and
abilities. Steps taken to meet this need are business-led in the sense that
they are based on an understanding of the strategic imperatives of the business
and support the achievement of its goals. But organizations also need to take
account of the personal needs of those they employ for development and growth (Armstrong
and Taylor (2014,p 283). With the support of the aforesaid statement this blog analyses
the benefits of the Effective Learning and Development and how it practices in a
selected organization to enhance a workers knowledge, skills and attitude in
order to create an attractive place to work.
Definitions
Learning and
development is the process of acquiring and developing knowledge, skills,
capabilities, behaviors and attitudes through experiences. Thus, it ensures that
the organization has the knowledgeable, skilled, engaged and committed
workforce it needs ( Amrstrong,2009).Learning capability is characterized as the
foundation to apprehend the organizational performance and individual development
(Gilley,A.,Gilley,J.W., Quatro and Dixon, 2009). According to Sloman (2003) Learning
happens when individuals actively seek to acquire the knowledge and skills that
promote the organization’s objectives. Harrison(2009) defined
learning and development more broadly as an organizational process to aid
collective progress through the collaborative, expert and ethical stimulation
and facilitation of learning and knowledge that support business goals, develop
individual potential, and respect and build on diversity. Learning and
development was defined as the organizational process of developing people
involves the integration of learning and development processes, operations and relationships. Its
most powerful outcomes for the business are to do with enhanced organizational
effectiveness and sustainability (CIPD,(2001) cited in Armstrong (2006),p 535).
Therefore, based on the above Learning and development is important in any
organization as it increases the organization staff efficiency, skills and
productivity that will help them to succeed in the organization at present as
well as to prepare them to takeover higher responsibilities in future.
The
Components of Learning and Development:
As illustrated by Armstrong,(
2009) the components of Learning and development are as follows;
Learning
– the process by which a person acquires and develops knowledge, skills, capabilities,
behaviours and attitudes involves the modification of behavior through experience
as well as more formal methods of helping people to learn within or outside the
workplace.
Development
– the growth or realization of a person’s ability and potential through the
provision of learning and educational experiences.
Training –
the systematic application of formal processes to impart knowledge and help
people to acquire the skills necessary for them to perform their jobs satisfactorily.
Education –
the development of the knowledge, values and understanding required in all
aspects of life rather than the knowledge and skills relating to particular areas
of activity.
Comparison of Learning and Training
Learning
is the process by which a person constructs new knowledge, skills and
capabilities, whereas training is one of several responses an organization can
undertake to promote learning(Reynolds et al, 2002). According to
Armstrong(2009) the encouragement of learning makes use of a process model,
which is concerned with facilitating the learning activities of individuals and
providing learning resources for them to use .Conversely, the provision of
training involves the use of a content model, which means deciding in advance
the knowledge and skills that need to be enhanced by training, planning the
programme, deciding on training methods and presenting the content in a logical
sequence through various forms of instruction. A distinction is made by Sloman
(2003) between learning, which ‘lies within the domain of the individual’ and
training, which ‘lies within the domain of the organization’. As Dessler and
Varkkey (2011) explained, training refers to the methods employers use to give
new or present employees the knowledge and skills they need to perform their
jobs.
The
strategic priorities for human resource development as defined by Harrison
(2005) are to raise awareness of the need for a learning culture that leads to
continuous improvement; develop the competence of managers to become actively
involved in learning that leads to knowledge creation; expand learning capacity
throughout the organization; focus on all the organization’s knowledge workers,
not just the key personnel; harness e-learning to knowledge sharing and
knowledge creation. Thus the organizations based on an understanding of the
strategic imperatives of the business and support the achievement of its goals,
make efforts to build competent employees through conducting effective learning
and development programs.
Effectiveness of a
Learning and Development Programme
As
deliberate in Armstrong (2009), in order to make a learning and development
programme effective,
- the
event or programme should be based on a
thorough evaluation of learning needs,
- clear
objectives have to be set for the outcomes of the event or programme,
- standards
should be set for the delivery of the event or programme,
- success
criteria and methods of measuring success should be established,
- a
blend of learning and development methods should be used (– informal and formal
that are appropriate for the established
needs of those taking part.)
- the
responsibilities for planning and delivering the programme or event should be clarified,
- those
responsible for the learning activity should be well-qualified in whatever role
they are expected to play,
- adequate
resources should be allocated to the programme or event,
- the
programme or event has to be with the support of top management,
- the
programme should be implemented effectively as planned, within its budget and
in accordance with the defined standards,
- the application of the programme or event should
be regularly monitored to ensure that it meets the defined objectives and
standards, and
-the
achievements of the programme or event should be evaluated against the success
criteria and swift corrective action is taken to deal with any problems.
Benefits provided by Learning &
Development Activities
According
to Armstrong (2009) a cost/benefit analysis is required, which compares the
benefits expressed in quantified terms as far as possible that will result from
the learning activity. The management has to be convened that there will be an
acceptable return on the investment (RoI).The following potential benefits could
be expected from investing in learning and development.
- Improve individual, team and corporate
performance in terms of output, quality, speed and overall productivity.
- Attract high quality employees by offering
them learning and development opportunities, increasing their levels of
competence and enhancing their skills, thus enabling them to obtain more job
satisfaction, to gain higher rewards and to progress within the organization.
- Provide additional non-financial rewards
(growth and career opportunities) as part of a total reward policy.
- Improve operational flexibility by extending
the range of skills possessed by employees (multi-skilling).
- Increase the commitment of employees by
encouraging them to identify with the mission and objectives of the organization.
- Help to manage change by increasing
understanding of the reasons for change and providing people with the knowledge
and skills they need to adjust to new situations.
-
Provide line managers with the skills
required to manage and develop their people.
- Help to develop a positive culture in the
organization, one, for example, that is oriented towards performance
improvement.
- Provide higher levels of service to
customers.
- Minimize learning costs (reduce the length of
learning curves).
But
organizations also need to take account of the personal needs of those they
employ for development and growth since it will lead the organization to be an
attractive place in which to work. Hence, it is crucial to discuss how
practically the said processes are implemented in an organization.
Learning and Development of a selected
Organization
The Organization
I employed at is a premier private sector commercial bank operating in Sri
Lanka with the largest branch network among private sector commercial banks,
spread across the length and breadth of the country and caters to all segments
of the market through its diverse product and service offering. The Bank has
accolades so many national and international awards while it has a national
long term rating of AA- (lka) by Fitch Ratings (Lanka) Ltd and ranked among the
Top 1000 Banks in the world.
The
Training policy of the bank is derived from the broad objectives of the bank in
relation to its human resource. The main objective of training is to create a
well balanced team with the ability to perform efficiently and effectively.
Training and development will be the principal vehicle for developing skills
and abilities of employees other than through job assignments. It will help to
implement strategy by influencing employee knowledge, skills attitudes and
values. Hence, generic skills were deployed across the Bank through training
and development and cross functionalization of talent; and through redeployment
of employees from operational functions to more value creating activities such
as sales and marketing, across the many business verticals and locations of the
Bank, supported by a concerted effort at automation and re-engineering of
processes.
When
an employee joins the Bank an orientation is provided to him/her about the
company, their job role, rules and regulations of the company, staff benefits
and how increments are given by performance. The Bank scheduled series of Training
Programs throughout the year and a Training Needs Analysis document is sent out
by the Talent Development Center who is especially dedicated to train and
develop staff at all levels. This document is circulated amongst the entire
branch network, departments and regions in order to capture the actual training
needs of staff members. A series of training programs presently available is given
and superiors are required to nominate as per actual requirements of relevant
staff members. A group of well renowned Trainers conduct diversified programs
in order to train and motivate staff at all levels. Additionally, there are
tailor-made in-house programs such as the Expert Credit Skills Program, Program
on International Trade, Program on Operations for Managers and Assistant
Managers, Program on Trade and International Remittances, Product Awareness Programs.
Over and above the programs mentioned, there are special Leadership Programs
conducted for the Senior Management of the Bank and Leadership workshops
conducted for the Corporate Management in order to keep them aligned with the
Bank’s vision, mission and objectives.
The
Bank takes a long term view of their investment in people and commits resources
to provide professional and quality programs for staff, designed to meet their
growing aspirations as well as the organization business needs. These programs
extend beyond job training to capacity building for leadership, supporting
career progression and personal development.
As a
motivational aspect and in order to get exposure and a broader perspective of
the global platform, the Bank nominates staff for overseas programs and on-site
visits which have shown much positive impact on motivational and productivity
levels.
Internet based Training
Internet
or Web based learning is rapidly replacing other types of training. Trainers
increasingly employ Internet-based learning to deliver programs. As explained
by Alansky,K.(2011)until 2004, ADPs new sales associate training required two
weeks of expensive classroom training at ADP s Atlanta, Georgia, training
center. Today, ADP trains its new salespeople online, using a Blackboard
learning management system similar to one used by many online college students.
According to Wright,G. (2010) the Italian eyewear company Luxottica (whose
brands include Lens Crafters, Pearl Vision, and Sunglass Hut) provides
standardized training to its 38,000 employees worldwide via instant access
online to information such as new products and regulations.
Basically
there are two ways to make on-line courses available to employees (Dessler and
Varkkey(2011).
1. Employer can encourage and/or
facilitate having its employees take relevant outline courses from its own
online (intranet) offering from online training vendor on the web.
2. To arrange with an online training
vendor to make its concerns available via the employer’s intranet based
learning performance.
“The movement today is toward integrating the
e-learning system with the company’s overall, enterprise and information
systems. In that way employee can automatically update skills, inventory and
succession plans as employees complete their training”(The Next Generation of
Corporate Learning,(2003),p47).The training, learning and development needs a
different eye, different hand, different mind and different heart that matches
with the evolving needs of coming times. Quinn,C.N (2014) explains that training
is no longer enough as technology provides more opportunities to enhance
knowledge and as such learning is
modernizing to match the requirements of people. As stated by Ticxel ()
the business will need to anticipate demographic developments and bring products
and services into line with the changing customer base in the markets which, at
any cost, is not possible without trained and versatile human resource.
The Bank
I employed at was one of the first organizations to introduce e-learning for its
staff. The first e-learning system was developed in-house in 2005 and was the
recipient of a Silver Award in the ‘In-House Applications’ category at the
National Best Quality Software Awards 2007 conducted by the British Computer Society.
Over the years the Bank has progressively used e-learning to strengthen its
training and development function. Mindful of the changing work scenarios with
more and more millennial joining the workforce, the Bank tried to place
training on a platform that would appeal to the younger members of its staff
and made a strategic decision to make learning seamless. The investment in the Bank
Talent Space is part of the long term strategy of the Bank. Talent Space
is a cloud based solution and can be accessed anytime, anywhere through any personal
device. The system has many features such as courses, library, discussion
boards, examination modules, ranks and badges and has been developed as an
interactive mechanism for learning with social media aspects to cater to the
needs of the Gen Ys in the Bank. The Bank has partnered with one of the
leading software companies in Sri Lanka to develop this e-learning system. Thus,
the bank’s HR function has transformed from an administrator to a synergistic
business partner further proving the bank as a learning organization.
The Bank was awarded the ‘Excellence in Training &
Development – Overall Award for Best Results Based Training’ at the Asia’s
Training and Development Excellence Awards in four consecutive years, which is
a recognition of its focused strategy, dedication and commitment to build
capacity and support personal development and aspirations of its staff.
CONCLUSION
To
be competitive, organizations in many industries must have highly skilled,
knowledgeable workers. They must also have a relatively stable labor force
since employee turnover works directly against obtaining the kind of
coordination and organizational learning that leads to fast response and
high-quality products and services. Greer(2003). Employee motivation and
satisfaction as employees feel valued and able to grow and develop throughout
their careers and the knock on effect is that the organization also grows and
develops. Learning helps develop some working practices aligned to
organizational goals. Training is a systematic activity performed to modify the
skills, attitudes and the behavior of an employees to perform a particular job,
Learning increases productivity and effectiveness. The Benefits of material
development Increase reduction, build confidence and credibility, make
succession planning easier, re-energize staff and improved efficiency. Training
and development encourages organizations to adjust new innovations by expanding
proficiency of workers.
Training
is an Investment rather than a cost to the organization. The utilization of all
other resources directly depends on efficient utilization of human resources.
Every organization needs to have well-trained and experienced people to perform
the activities that have to be done. As jobs have become more complex in the
banking sector, the importance of employee training has increased. A key for
obtaining consistent success with training programs is to have a systematic
approach to measurement and evaluation. Recognition of the training methods and
measurement techniques are crucial for the organization’s training success.
Thus as it was detailed in
the blog, ongoing training is important not just to employee development, but
it also affects the success of a business. However, training should not be seen
as a one-off exception, but as a regular necessity, to help fill skill gaps and
keep the business moving forward successfully.
List of References
Armstrong,M.
(2006) Handbook of Human Resources
Management Practice, 10th ed, London and Philadelphia Kogan
Page,
Armstrong,M.
(2009) Handbook of Human Resources
Management Practice, 11th ed., London and Philadelphia Kogan
Page,
Armstrong,M.
and Taylor,S. (2014) Armstrong’s Hand
Book of Human Resource Management Practice,13th ed, London, Kogan Page
Dessler,G.
and Varkkey,B.(2011) Human Resource
Management, 12th ed, India, Manipal Press Ltd
Dessler,G.
and Varkkey,B.(2011)Human Resource
Management, Delhi, Dorling Kindersley (India) Pvt. Ltd.
Gilley,A., Gilley,J.W., Quatro,S.A. and Dixon,P.(2009)
The
Praeger Handbook of Human Resource Management, Volume1, West-Westport,
Praeger
Publishers
Greer,C.R.(2003)Strategic Human Resource Management , 2nd
ed,USA,Pearson Custom Publishing
Wright,G, Retailers
Buy into Relearning, HR Magazine,( December
2010), pp. 87- 90.
Harrison,R. (2009) Learning and
Development,5th ed, London, CIPD,
Harrison,R.
(2005), Learning and Development, 2nd
ed, London, CIPD
Honey,P.
and Mumford,A. (1996) The Manual of
Learning Styles,3rd ed, Maidenhead, Honey Publicaions
Alansky,K
Blackboard Pays Off for ADP, TD65, No.6
( June 2011),pp.68- 69.
Mumford,
A. and Gold,J. (2004) Management Development: Strategies for action,
CIPD,
Reynolds,J.,
Caley,L and Mason,R. (2002) How Do People
Learn?, London,
Sloman,M.
(2003) E-learning: stepping up the
learning curve, Impact, CIPD, January, pp 16–17
Sloman,
M (2003) Training in the Age of the
Learner, London, CIPD
The
Next Generation of Corporate Learning” Training
& Development, June 2003,p. 47
Ticxel,R.P(),Learning and Development, A Practical
Introduction,2nd ed, London,CIPD
Quinn,C.N.,
The Learning and Development Revolution,(
2014), Vol. 68 Issue 8, p. 59.
I do agree with the fact that e-learning is becoming more common and convenient in business organizations. Especially in BPM companies, like where I am currently working in, e-learning is a must from day one. This comes very handy due to easy access at any given time and place, and also maintains a track record of all training modules completed by an employee from the day he/she joins the company. A certificate is issued once each training is completed too.
ReplyDeletee-learning allows the organization to build a library of courses that serves as a repository for new and current employees.
DeleteWell, there are not many disadvantages of eLearning, the main one being that you get knowledge only on a theoretical basis and when it comes to putting to use whatever you have learnt, it may be a little different. The face-to-face learning experience is missing, which may matter to some of you.
ReplyDeleteI do agree with you. e-learning eliminates the structure of classroom instruction that some learners need and introduces isolation into the learning environment .
DeleteThompson (2002) highlighted that learning ability and skills of employees can be improved by getting more trainings which brining up more result in motivation as trainings are powerful tools of motivation and get good advantages for the organisation and employees both.
ReplyDeleteResearch by Aragon and Valle (2013) into the impact of training on the performance of managers established that firms that train their Managers obtain better results than those that do not, and that the intensive training contributes to improved performance.
Delete.
Hi Shiromi, As a valuable insight the definitions for distance learning and distance education have been proposed by Keegan (1986) and Garrison & Shale (1987). Khan (2001) and Hall (1997)
ReplyDeleteassociate Web-based learning with Web browser technology, often delivered via the
Internet or intranets. Much literature associates e-learning with Web-based learning over
the Internet (e.g. Rosenberg, 2000; Driscoll, 2002; Horton, 2000). Schank (2001) refers
to learning activities involving computer networks as e-learning, and stresses that E learning is not merely distance learning.
As illustrated by Sitzman et.al, (2006) the virtual classroom taken online learning into a new level. A virtual classroom uses special collaboration software to enable multiple remote learners using their PCs or laptops to participate in live audition and visual discussion,communication via written text and learn via content such as power point slides.
DeleteTo add to what you have already stated : Effective training affects employees’ behavior and their working skills which results into employees enhanced performance as well as constructive changes (Satterfield & Hughes, 2007) Development seems to reduce the turnover rate of employees (Deckop et al. 2006). Thus advancement opportunities do not only reduce absenteeism, but it increases employee’s commitment and satisfaction that helps reduce turnover (Atif et al. 2010).
ReplyDeleteHi, Lakshmi, I do agree with your comment.Resignations and turnover can increase if people are not given opportunities for learning and development, or feel that demands are being made upon them that they cannot reasonably be expected to fulfil without proper training. Research by Aragon and Valle (2013) into the impact of training on the performance of managers established that firms that train their managers obtain better results than those that do not, and that the intensive training contributes to improved performance
DeleteHi Shiromi, SHRM strategically utilizes organizational resources and talent within Human Resource functions to make organizations more effective in the modern workforce (Melo & Beck, 2015). Organizational learning and knowledge management allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation (Lionzo & Rossignoli, 2013). Promoting Strategic HRM, organizational learning, and knowledge management has the potential to enhance organizational performance and achieve strategic goals in modern organizations (Sabir & Kalyar, 2013). Cultural norms, learner preferences, organizational learning programs, and transformative learning practices are intertwined in a cohesive ideology. The influences of self-efficacy and self-leadership strategies upon cultural norms, organizational learning programs, and transformative learning practices determine the possible independent and collective effects upon learners’ preferences (Rice, 2019).
ReplyDeleteAs noted by Tamkin et al (2002), learning can be modelled as a chain of impact from the planning of learning to meet organizational or individual learning needs to the learning that takes place in a learning event, from learning to changed behaviour, and from changed behaviour to impact on others and the organization as a whole.
DeleteIn addition to your training methods mentioned in the blog Tarique, (2014) mention much more about type of Learning technologies and advantages of those. Social networking, gaming, simulated reality, mobile learning and cloud learning have enhanced access to content, reduced instructional time, increased the amount of content offered to learners, reduced the cost of supplying training, increased teamwork between lecturers and learners, and increased the importance of the learning function within the organization. Over the last several years.
ReplyDeleteAs argued by Armstrong (2014)the emphasis is on self-paced learning – learners control the rate at which they learn, although they may be given targets for completion and guidance from tutors on how they should learn. However, the impact of e-learning is strongly influenced by the quality of the support provided to learners. It is the effectiveness of this support rather than the sophistication of the technology that counts.
Delete“Training” refers to a systematic approach to learning and development to improve individual, team, and organizational effectiveness (Goldstein & Ford 2002).
ReplyDeleteEffective training uses the systematic approach with an emphasis on skills analysis. The purpose of the training should be clearly defined in terms of the behaviour required as a result of training. The focus of the training should be to develop transferable skills. The training should be evaluated on the basis of the extent to which it has achieved its purpose Armstrong (2014).
DeleteThe organization needs to invest in learning and development by providing proper learning opportunities and facilities, but the main responsibility for learning and development rests with individuals, who will be given the guidance of their managers and members of the HR department.(Armstrong , 2014)
ReplyDeleteI do agree with your comment. Sambrook and Stewart (2005: 79), on the basis of their trans Europe research, concluded that ‘Despite the wishes and, in some cases, the efforts of HRD professionals, learning and development practice still relies to a significant extent on traditional and formalized training interventions.’T
DeleteThe 70/20/10 model for learning and development is based on research conducted by the Centre for Creative Leadership which was described by Lombardo and Eichinger (1996). The model explains that people’s development will be about 70 percent from work experience, about 20 percent from social learning (through managers by example and feedback and by fellow workers) and 10 percent from courses and reading. In other words, by far the majority of learning takes place in the workplace. This method is being using as guiding principle for learning and development programmes.
ReplyDeleteAs defined by Honey (1998), the process of learning to learn is the acquisition of knowledge, skills and insights about the learning process itself. The aims are to: ● provide a basis for organizing and planning learning; ● pinpoint precisely what has been learnt and what to do better or differently as a consequence; ● share what has been learnt with other people so that they benefit; ● check on the quality of what has been learnt; ● transfer what has been learnt and apply it in different circumstances; ● improve the learning process itself so that how people learn, not just what people learn, is given constant attention.
DeleteMuiswinkel(2013) stresses the importance of evaluating the benefits in relation to :
ReplyDelete- costs associated with the learning activities
- how accurately the measurements are made
Often it is very difficult to gauge full organization commitment towards the human resource development (HRD) and total financial commitment made towards same. It is commonplace in an organization where we experience the Chief Executive Officer conducting executive development programs and shipping clerk conducting on-the job training for new employees (Swanson and Holton III,2008).
Kearns and Miller (1997) claimed that if a business objective cannot be cited as a basis for designing training and development, then no training and development should be offered.
DeleteThis comment has been removed by the author.
ReplyDeleteOrganizations are reluctant to invest in training program that has not been sufficiently evaluated in terms of its potential contribution to the organizational goals and mission, and its effectiveness and uses on job to achieve the desired results (Noe & Schmitt, 1986). Bramley and Kitson (1994) define training as a intentional effort by an organization to rise employee’s learning work associated competence. Employees’ learning has become an important instrument through which organization can improve its service quality, productivity and profitability decrease labor cost (Kim, 2006).
ReplyDeleteEvaluation can take place at different levels, starting with immediate reactions to the learning event and completed with an assessment of the impact it has had on organizational performance. The best known and most used system of levels was developed by Kirkpatrick (1994).The four levels of evaluation suggested by Kirkpatrick are Reaction, Evaluate learning, Evaluate behavior and Evaluate Results.
DeleteAs stated by Jehanzeb and Bashir (2013) There is no specific strategy for developing the employee training, anyway specific techniques that would be estimated. An ideal employee training and development program must be the blend of information, career development and objective setting. These methodologies will benefit the program to be more useful for the employees and organization.
ReplyDeleteAs discussed by Armstrong (2014) a blended learning programme might be planned for an individual using a mix of planned experience, self-directed learning activities defined in a personal development plan, e-learning facilities, group action learning activities, coaching or mentoring, and instruction provided in an in-company or external course.
DeleteIn addition as there is no particular way of retaining individuals with the organizations, the organizations believe that a characteristic which enables to retain an individual, is to provide the opportunity for increasing employees learning (Logan,2000). As there is a strong relationship between employee training and development, and employee retention (Rosenwald,2000).
ReplyDeleteResearch by Aragon and Valle (2013) into the impact of training on the performance of managers established that firms that train their managers obtain better results than those that do not, and that the intensive training contributes to improved performance. Accordingly, select, brief and train managers and team leaders which leads that they appreciate the positive contribution they can make to improving retention by the ways in which they lead their teams.
DeleteJelena (2007) highlighted, that knowledge is a reliable source of sustainable competitive advantage of any organization therefore learning organization always creating new knowledge and new technology to cope with particular environment or situation in order to produce good products and excellent services.
ReplyDeleteAs explained by Easterby-Smith and Araujo (1999)literature on organizational learning focuses on the observation and analysis of the processes of individual and collective learning in organizations, whereas the learning organization literature is concerned with using specific diagnostic and evaluative tools that can help to identify, promote and evaluate the quality of the learning processes inside organizations.
DeleteBenefits of training listed by Nassazi (2013);
ReplyDelete1) High morale
2) Lower cost of production
3) Lower turnover
4) Change management
5) Provide recognition, enhanced responsibility and the possibility of increased pay and promotion
6) Help to improve the availability and quality of staff.
Learning and development activities make a major contribution to the successful attainment of the organization’s objectives and investment in it benefits all the stakeholders of the organization Armstrong (2014).
DeleteEffective training program to the employees can be used to bridge the gap between the current performance and the desired performance (Bossche, Segers and Jansen, 2010). Vo and Hannif (2012) say companies have to increase their budgets for training and development due to the lack of vocational training and education given by the government of that country. As a country how do you think we should face this?
ReplyDeleteThank you Achintha for bringing an important point to the notice. Since our education system is not yet designed to cater the requirements of job market in the country, it is the responsibility of the private sector organizations to invest more in training and development in order to have the trained workforce to meet the organization’s requirement. As a responsible corporate citizen our Bank has introduced the “ Student Bank Concept” to schools with the expectation of enhancing the savings habit among the students and to make them familiarize with the Banking procedures. The concept has become popular among the students and schools and the student bankers get the opportunity to attend training sessions conducted by the Bank officials at the Bank training center. The student Bankers will also get the opportunity to join the bank as interns upon completion of their secondary education
DeleteHi Shiromi to add more, uplifting existing and new employees skill levels through training and development to complete tasks can be considered as a long term investment to the company (Dessler, 2008).
ReplyDeleteAs described by .Llong et.al (2016) training and development is obvious and crucial HRMP on the company's achievements. He further stated that for powerful training and development a few elements such as training cost, training programs, nature of the training, training strategy and training needs which have a connection amongst training and the company's efficiency should be considered.
DeleteIt can also be commented as the human resource factor is the most important in an organization (Cole, 2004). Therefore the company needs to give maximum attention. To groom the employees the learning and development can be considered as a motivator for them to perform well.
ReplyDeleteAs Reynolds et.al (2002) comment,’The disposition and commitment of the learner, their motivation to learn is one of the most critical factors affecting learning and training effectiveness. Under the right conditions, a strong disposition to learn, enhanced by solid experience and a positive attitude can lead to exceptional performance.
DeleteIt can also be added as when an organization train the employees it can be considered that the company is building its asset base because a well-trained set of employees would be an asset to the organization (Dessler,2008). It is proved that when employees receive extensive training and development, they can be most productive.
ReplyDeleteAs described by Story (1989)it involves "treating employees as valued assets",a source of competitive advantage through their commitment, adaptability and high quality of skills and performance.
DeleteHi Shiromi, just wanted to point out that the informal learning, which is also known as experiential learning can be an effective mode of learning; which taken place on the job as they go alone. Studies have revealed rather than the formal training individuals learn 70% from their job informally ( Eraut et al 1998). Also, Reynolds (2004) states:
ReplyDelete"The simple act of observing more experienced colleagues can accelerate learning; conversing, swapping stories, cooperating on tasks and offering mutual support deepen and solidify the process… This kind of learning – often very informal in nature – is thought to be vastly more effective in building proficiency than more formalized training methods."
People are active agents of their own learning (Reynolds et al 2002). Experiential learning takes place when people learn from their experience by reflecting on it so that it can be understood and applied. Learning is therefore a personal ‘construction’
Deleteof meaning through experience. Social learning theory states that effective learning requires social interaction. Wenger(1998) suggested that we all participate in ‘communities of practice’ (groups of people with shared expertise who work together) and that these are our primary sources of learning.
To add more,training is effort initiated by an organization to foster learning among its workers, and development is effort that is oriented more towards broadening an individual’s skills for the future responsibility. (George & Scott, 2012). Research studies have recognized the importance of training to be a central role of management. (Jehanzeb & Beshir, 2013).
ReplyDeleteTraining and development enables people to progress from a present state of understanding and capability to a future state in which higher-level skills, knowledge and competencies are required. It takes the form of learning activities that prepare people to exercise wider or increased responsibilities (Armstrong ,2008).
DeleteHi, Training effects on behavior of employees and their working skills which resulted in enhanced employee performance and further constructive changes (Satterfield and Hughes 2007) that serves as increase employee performance (Kraiger 2002).
ReplyDeleteScarborough and Elias (2002) believe that features of human capital that are so crucial to firm performance are the flexibility and creativity of individuals, their ability to develop skills over time and to respond in a motivated way to different contexts.
DeleteHi Shiromi,
ReplyDeleteFor the process of effective learning and development, Learning culture is much important factor for the organizational process as it should be recognized by all the employees ie. Top management and the rest of the employees as they are continuously engage and committed on organizational growth(Armstrong and Taylor 2014).
Reynolds (2004: 9) described a learning culture as a ‘growth medium’, in which ‘employees will commit to a range of positive discretionary behaviours, including learning’. He suggested that to create a learning culture it is necessary to develop organizational practices that ‘give employees a sense of purpose in the workplace, grant employees opportunities to act upon their commitment, and offer practical support to learning.
DeleteSustainable competitive advantage can be gained by the ability of learning faster than the competitors. In order to adopt quickly with the development and changing business environments some successful organizations brand and include learning organization concept in their strategic goals. For example, Coca-Cola, Cisco, General Electrics (Vemic, 2007)
ReplyDeleteA learning organization was described by Senge (1990,p 3), who originated the idea, as one ‘where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together’.
DeleteAdult (1995) confronted that staff training & development is a work or an activity that makes an significant contribution to the overall effectiveness & profitability to the organization. Training should provide a systematic approach to human being.
ReplyDeleteAs discussed by Armstrong (2008) Training should be systematic in that it is specifically designed, planned and implemented to meet defined needs. It is provided by people who know how to train and the impact of training is carefully evaluated.
DeleteThe effectiveness of learning and development also depends on how carefully trainers conceive, plan, and implement it. There is no substitute for rigorous thinking and execution. Unfortunately, many trainers think that they are responsible for organizing sessions, and the learning experiences are similar to their own experiences. Therefor it is essential to provide resources and learning opportunities for educators to develop the knowledge and skis they need to organize effective training and development. (Hayes Mizell, 2010).
ReplyDeleteThank you for bringing a valuable point to the notice. Stewart and Tansley (2002) recommended that training specialists should focus on learning processes rather than the content of training courses. Learning and development professionals have to become learning facilitators rather than simply training providers or instructors.
DeleteThe effectiveness of learning and development also depends on how carefully trainers conceive, plan, and implement it. There is no substitute for rigorous thinking and execution. Unfortunately, many trainers think that they are responsible for organizing sessions, and the learning experiences are similar to their own experiences. Therefor it is essential to provide resources and learning opportunities for educators to develop the knowledge and skis they need to organize effective training and development. (Hayes Mizell, 2010).
ReplyDeleteEmployee professional career development should be based on a bright career path that employees can easily identify and value( Nunn,2000). To achieve this, employees must classify their work priorities and current skills. Therefore, employees can begin to identify the jobs that would require in the future and the skills required to manage responsibilities ( Moses,2000).
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