Training Strategy for Organization Effectiveness - Article Example

Training Strategy for Organisation Effectiveness By Devangini Mahapatra Chauhan Training and development are essential activities for the maintenance of organizational health. Training takes place for strategic development of employees in order to correct any deviations in their performance towards the achievement of the organizational goal, or to help them tap into a certain pool of potential which will further their standing in the organization. The second kind of training adheres to preparing the employee for promotions and other such activities. Therefore, training and development processes may either be diagnostic or based on future role play. In this case, the kinds of training followed by an organization may be categorized into on the job and off the job training methods. While on the job methods rely on training within the organization at the expense of the same, off the job methods refer to external sources where an employee may obtain training. In this regard, this paper will seek to assess the benefits derived from various on the job training strategies that revolve around soft skills and other communication skills. This is owing to the fact that without the relevant interpersonal skills, there will be no development and there will be scope for constant conflict through misunderstanding and wastage of resources. Therefore, this paper will study the benefits of training through the theoretical and empirical frameworks within which training strategies are decided upon, so as to carry out an assessment of the very roots where training and development begins and to propose a contextual point of judging responses and development areas. From here, the paper will examine various areas of operational value on the basis of which training and development may be assessed. This paper thus starts on the assumption that human resource development must have strong relevance with corporate strategy, in order to encourage employees to apply skills that have been imbibed in them during the development programs. Thus, when applied in a systematic manner, organizations ensure that they derive maximum benefit from training and development programs, as these adhere to positive mobilization of resources for optimum use and goal achievement within the organization within the framework of motivation of employees for a better future. (Wentling et al, 1999) Through a special focus on training in the area of soft skills and communication skills, this paper traces the recent developments in human resource management and management training. Training and Development Patterns The Manpower Services (1981) Commission, which was set up by the 1973 Employment and Training Act until it was replaced in 1988, defined training as: "A planned process to modify attitude, knowledge or skill behaviour through leaning experience to achieve effective performance in an activity or range .of activities. Its purpose, in the work situation, is to develop the abilities of the individual and to satisfy the current and future needs of the organisation". In this context, it is impetrative to assess the beneficial nature of training strategies in context of the theory applied for determining the need for such training. Therefore, the process of assessing the needs before planning the training strategy involves the following steps: (Marquardt, 1996) ( i ) Identification of needs - an analysis of needs addresses the problems at hand besides anticipating future demands. The benefit of this step lies in the fact that it considers the best and most cost effective way to meet those training needs right at the onset, which make the training strategy planning and implementation process more fluid. ( ii ) Definition of specific knowledge requirements - this stage to examines the skills and knowledge level that is required to be developed in order to meet the new objectives identified by the training needs. This helps the management gain perspective as to which kind of training strategy will be the most effective one when adopted for the situation at hand. ( iii ) Planning process - This includes paying special attention to the training techniques that have been used in the past and their effectiveness. This helps show any deviations and how they may be modified or discarded entirely. Further, in the planning stage, one also decides on the locations of training which is generally based on the model being followed to meet training needs and objectives as well as other learning requirements. ( iv ) Trainer Competence - For competence in communication and soft skills, it is crucial to have the right mix of all factors. One of these factors include the trainer. While the organization itself may have a training department, it may also source its training projects to external trainers. These trainers are sent by training companies who conduct sessions over a period of a few weeks depending on the situation at hand and the employee requirements. Therefore, in choosing a competent trainer, the organization makes sure that it gets the best of development as these trainers know the knack of basing their training on the availability of suitable training methodologies and the degree of responsibility. ( v ) Evaluation of training - this is where the planners evaluate the training needs and prioritize them before carrying out a similar process of evaluation for the training strategy they have in mind so as to link the strategy with the needs and reach certain projections regarding success or failure. This helps bridge numerous gaps in the implantation stage and is thus extremely important and beneficial for a smooth sailing process. Through this process, there is also an increased focus on the specific training objectives so as to zero in on the best strategy which will produce the scope for improvement and enhance the effectiveness of training. ( vi ) Implementation process - In this regard, the assessment of the existing training methods are taken into consideration so as find the best option for making use of the training strategy in terms of development of individual areas. This helps save time and cut cost besides rendering a certain amount of effectiveness and authenticity to the whole process. This also brings about standardization of training practices which leads to more research and improvisation, into areas like skills, knowledge and attitudes, as well as the most effective ways of affecting these areas. Conception of a Relevant Training Strategy The conception of training has a strong nexus with terms like symmetry owing to the fact that it depends of a foolproof organisation of facts and material that will lead to the formulation of the most effective training strategy along the lines of the model discussed in the above chapter. This symmertrical training strategy is a perfect one I have used for analysis that will reveal the benefits of training and development within the organisation. In this context, symmetry has been defined as the law of nature. Here, we will also talk about Phi, as the golden ration defines this law of symmetry. To explain the connection of symmetry and the use of phi to develop a training program or strategy to reflect the perfect ratio, I have constructed a grid called an organisation. The lines of the grid called an organization are its people, and the points where they meet are the communication hubs. All activities and operations within the organisation depend on communication and the transmission of the right information at the right time, and in a right way. (Wentling et al, 1999) The training strategy seeks to engage strength in these hubs in order to give rise to a phenomenon known as development. Thus, this golden ratio holds the answer for perfect symmetry in one's organization. Read growth through a breakdown of communication barriers. This brings us to the soft skills which we have used for the development of an effective training strategy, after the process of initiation as discussed in the above chapter has been effectively followed. These skills have been represented as the points in the grid so as to facilitate the process of analysis. POINTS IN THE GRID: Accent Neutralization Culture Sensitization Content Customization Email etiquette Speech enhancement The first kind of communication involves a personal form of contact - written or verbal. On the other hand, the second kind takes place on a mass scale - like the various forms of media. The most important one is a third kind - unified communication and soft skills training. (Bender, 2000) There now exists a spectrum of elements that contribute to this unified approach in terms of communication - written and verbal. Training and development as the core activities, mould the individual, control the listener and empower the organization. This approach will be studied in connection with the perfect model for training and development as follows. Elements of Training: Communication Training - This includes elements like accent neutralization, grammar and fluency, public speaking, as well as tonal and speech enhancement. These skills not only affect the overall standing of the organisation, but also show the level of competence within it in terms of its dealings outside. Therefore, training and development is greatly beneficial as far as such factors are concerned, for the reason that when someone from the organisation has to travel abroad or interact with the top notches in other organisations, there is a level of confidence within the person. This more often than not leads to the achievement of the goal attached to that particular interaction. (Bender, 2000) Soft Skills Training - Soft skills are of special importance within and outside the organisation. These include elements like customer service, presentation skills, listening skills, culture sensitization, business etiquette, and travel etiquette. These skills are helpful in various scenarios where one has to demonstrate a certain level of understanding regarding various fields that are external to his or her direct purview of job responsibilities. In the development of such skills, training affects the individual on a professional as well as personal level. This in turn helps the employees connect the organisational goals with their personal goals and gives them an impetus to carry out their actions in a deeply motivated form so as to strive for the betterment of the organisation as well as their own social standing. (Bender, 2000) Integrated Content Management Skills - In a world where email and text messages are of extreme importance and consequence, the written word is always the equally important one. This is why organisations in today's world believe in addressing the employee's competence and weaknesses that are observed thereof, in context of writing skills. Therefore, training must involve elements of content management like business writing skills, email etiquette, profile building and branding options, report and proposal writing, documentation, content generation and retainer ship programs, as well as scriptwriting for marketing and customer support centres. In this way, content management training lays special focus on marketing and these skills require special training. (Bender, 2000) Methodology a) Pre Investigative Phase: The first part of this investigation is where we interface with the client. This is followed by a systematic evaluation of the team that requires training. Based on the diagnosis, the trainer churns out a customized program for the organization. b) Workshop Oriented Routines: This includes the use of numerous modes like presentations, audio visual aids and recordings, as well as activities, in our sessions. Resulting from the previous phase, this stage is a cocktail of traditional classroom modes, floor coaching techniques, one - on - one session. This renders real time authenticity to the unique training sessions, through a proportionate mix of various ingredients to form a particular style. c) Review Stage: Regular review of progress through customized report cards helps evaluate the performance of the trainees and recognize their areas of potential. Apart from strengthening the organisation's strength - i.e., the human capital - the training and development process also comes up with follow up calendars to continue the process of consulting and training. (Wentling et al, 1999) Role and Benefits of Need Customisation This section will demonstrate the benefits of training and development where the development of a training strategy takes place on the basis of needs. This customisation of needs renders authenticity to the training program and thus helps categorise the vital elements for analysis of benefits. This analysis revolves around the following chapters that have to do with a unified approach towards all round development of the corporate participant at any and every level: (Wentling et al, 1999) Unified training for communication, soft skills and interpersonal skills: This includes training imparted towards meeting problem areas where communication issues, as well as personality traits like interpersonal relations are concerned. The key areas here include presentation skills, listening skills, writing skills, accent neutralization, culture sensitization, apart from business and travel etiquette. a) Pre-program Assessment: To decide upon a relevant and effective model for the communication workshop, our pre- program assessment includes the following elements: b) Video Recording: To assess public speaking and presentation skills as well as body language c) Audio Passage: to assess listening skills d) Email case study: To assess written skills, email etiquette and business- writing skills e) Audio recording: For individuals whose work revolves around the telephone, we record calls to assess customer service skills, accents and improper phrases/ terms. Workshop Oriented Methodology: With constant use of workshops, audio passages, video recordings, email case studies and other interactive modes of imparting knowledge and spreading awareness, the training methodology is one that combines an interactive medium of study with a natural inclination towards applying this knowledge to real time situations. In summary: (Bender, 2000) a) Interactive classroom sessions b) Presentations c) Video recordings d) Audio visual aids e) Activities: speech related, problem solving, virtual communication and spontaneity Evaluation and Assessment for Enhanced Consultancy: This might sound like a boring classroom routine to many, but is actually more of a measure towards building sustained development through a continuous process of consultancy through evaluation of progress. This helps the training program highlight the advantages of floor coaching and is carried out in context encouraging creativity, as well as a more wholesome process of judgment where coordination through transparent communication is concerned. Building Exercises through extensive corporate experience: Problem solving is a trait that training often ends up applying to the activities one carries out in the course of classroom and building exercises which encourage positive thinking, and decision making apart from visibility of exponential growth in the organization in terms of personality and communication skills. A model of effectiveness This brings us to a study of the effectives of the above discussed model. In this regard, the implementation of the training strategy depends largely on the various operation aspects within the organization. This section will study the contextual framework within which one can zero in on the research areas. It has been recognized that effectiveness depends largely on the premise that the development process within the organization must create the scope for greater job satisfaction, lower staff turnover, reduced stress resulting from skill inadequacies and less difficulty filling executive vacancies. The answer to this lies in the process of integrating training strategies with the employee's ability to use the new skill and knowledge that he or she has garnered. This will lend a certain amount of credibility in terms of practical experience to the operations within the organization. (Marquardt, 1996) In this context, it has been asserted that training and development have been widely beneficial for employees in harnessing their strength and latent energy in order to effectively divert the same towards the resolution of various problems like job satisfaction, stress and turnover. This has led to strategic effectives of the organization. In the global economic race, one has to resort to various elements that have to do with the integration of the management's efforts with that of the rest of the employees. With human resource issues becoming the most important one owing to the fact that the human capital is the most important resource in the organization, as well as an increase in the awareness regarding human rights issues in various parts of the world, it has become imperative to strike a balance. This balance comes out of harmony in the workplace which is turn, affected by the level of competence one feels on various counts. The work culture and support within the framework which enhances the employee's chances of finding a place for himself or herself, depends largely on the quality of training and development which guides a person's attitudes and belief systems to culminate into a positive work culture. These areas are of strategic importance in the operational atmosphere of the organization. In order to optimize the benefits of training and development, one needs to place special focus on strategic reactions to various issues. These may be in a positive or negative way. For starters, it is imperative to have a sizable budgetary allocation for training programs. This has been followed by most modern day companies. Further, there must be a strong integration of internal as well as external training methodologies so as to encourage the employees to understand things in a practical situation and apply this learning in every sphere of their lives. In this way, training becomes an integral part of a person's life and development becomes second nature. Further, another area of operation interest is the equation of men and women. Both sexes must find equitable representation in the training needs assessment as well as training programs so as to avoid conflict. Also, one has to consider the overall demographics of the organization in order to formulate the relevant training programs or strategies that will contribute more effectively towards making them aware and helping them learn according to their current aptitude, which more often than not coincides with the age of the person. These factors go a long way in contributing to a model of measuring the effectives of the training and development strategy within the organization. (Marquardt, 1996) Conclusion Throughout the study, there is a strong focus on the model for the methodology of formulating an effective training strategy. This paper has highlighted the key areas where the training and development strategy of an organization has succeeded, besides laying down the areas that research must focus on to find ways where the training and development process can improvise. Thus there is a need to a focus on the practicability in terms of linking the organizational goals with the personal ones and render effectiveness to all corners of the organization. Therefore, in conclusion I would say that the organization making use of a training and development strategy needs to focus more on the formulation of a unique human oriented plan of action. This momentum needs to maintained through the implementation and reviewing stages as well. References: 1. Wentling RM, Palma-Rivas N (1999) Components of effective diversity training programmes. International Journal of Training and Development 2. Bender, S (2000) The transfer of knowledge and the retention of expertise. Journal of Knowledge Management. 3. Marquardt, Michael J. (1996) Building the learning organization: A systems approach to quantum improvement. Mc-Graw Hill. Read More