Training and Development - ADNOC Company - Assignment Example

Training and Development HR /ADNOC Company Table of Contents 1.1 Brief introduction of the background of the company 1.2 Definition of training and development in Human Resource 1.3 Objectives of training programs in organizations 1.4 The person responsible for developing training programs in the organization 1.5 Types of training available to employees 1.6 Frequency of training sessions 1.7 Benefits of training 1.8 Employee orientation and induction 1.9 The process of training needs analysis 2.0 The effectiveness of training for employees 2.1 Company’s training plan, training budget and individual training plans 2.2 Learning outcomes used in adult learning 2.3 Problems encountered in training and development 2.4 Recommendations and findings 2.5 Conclusion Name of Student Name of Professor Name of Class Date of Submission Training and Development / ADNOC Company ADNOC Distribution was founded in the year 1973 and deals with integrated energy. ADNOC distributes its petroleum services and products internationally and especially within the Arab Emirates. It is one of the largest petroleum companies owned by the government in the Arab Gulf and it incorporates a lot of creativity and innovation. Due to its great success in business over the years, ADNOC has gained respect for its high level of quality and reliability. The activities of the group are many including marketing, refining, production of crude oil, transport and supply and the manufacturing of petrochemicals. There are joint ventures and about 15 specialists who conduct the company’s activities in both downstream and upstream in integration (Murban 7). What are the main objectives of the training program in the organization? Training and development program is formulated with the intention of attaining certain objectives for the individual and the organization at large. As a result, this program adheres to achieve the following; Improve Quality- The aspect of quality is very crucial. Quality can be broken down in terms of services offered, the quality of the employees, machine quality as well as work culture. If there is proper training and development, the level of quality can be improved in all the above areas. As a result, the organization will be able to achieve its objectives. Employee performance is very important if an organization is to produce efficient results. Employees have to be treated as resources that need investing in order to produce. One of the main reasons why training is necessary is so that the level of quality in the organization in all areas may be improved for the good of the organization. Productivity- The organization thrives on making profits. One of the major purposes of an organization is to survive competition and emerge on top. If the level of productivity of the company’s assets is improved, then the organization can experience some good profits. Machinery and equipment can be upgraded and adjusted to increase productivity. In the same case, men as a factor of production need to be upgraded and worked on if productivity is to be enhanced. It is therefore one of the reasons why training is embarked on so that the organization can get the best out of the employees. Training also acts as a motivator for employees as their intellect is improved and they feel appreciated by the management (Anthony 23-26). Career Development- This may apply to employees who have been in the organization for some time. They also need training in order to improve their careers. A training session may help the employee identify some hidden strengths and talents they have which may be developed and in essence improve productivity and quality. Human Resources Development- Organizations need to maximize and utilize the resources of the organization. These resources include men who are human resources. Employees form the backbone of any organization and if they grow then the company will also experience growth (Reeves 35-38). Who develops the training program in your organization? A training program should consist of learning opportunities which support professional development by offering learning opportunities. This can only be done by ensuring that the program encourages the education and training of employees with regard to organizational needs. An effective training program provides for personal and professional growth by helping the employee figure out what's really important to them. The human resource manager is responsible for formulating the training program. This is because they stand a better chance of socializing with employees and identifying what their major problems may be. They should speak to as many employees as possible to know their exact needs so that a proper program is formulated depending on their personal needs (Arthur 78-79). What are the types of training available to your employees? Internet-Based Training- This is also an independent training method where all training materials are found on a company’s website. Employees can interact better by playing some games and short quizzes which may improve participation. Group Classroom Training- This is similar to a seminar since the set up includes a trainer or the speaker who is in charge of informing a group of employees. This kind of training includes the outdoors whereby employees have to be taken to a venue paid for by the company to hold their sessions. It might be costly but it is also a good opportunity for employees to get a different feel from the indoor environment. Self-Study Training- Self-study training methods involve written materials that new employees review on an independent basis. Most often, self-study materials include such items as the employee handbook, a written document outlining standards of conduct and information relevant to the company and its industry (Shawn 17-19). How often do you conduct training in a year? Training is conducted at least twice a year. This is because according to the budget set aside for training, it is only possible to do it twice. The first time the training is on the job while the second time its out of the job environment. Most of the time, the same employees that have been there for a long time are still there and it is easier to train those. However on the other hand, the organization is also employing new people at least twice a year and they may need a lot of training especially on their job definition. What training benefits has your staff received so far? These reasons include: Improved morale and job satisfaction among employees Employee motivation is enhanced Better efficiency in processes which will improve the financial gain Adoption of new technologies and methods of doing things due to increased capacity Improvement of innovation and creativity in strategies Employee turnover is reduced The company image is improved (Reeves 11-14). Do you conduct orientation or induction training within your organization? If so, what is involved? Orientation of new employees helps in integrating the employee into the organization by assisting in motivation, retention and job satisfaction. Each individual is therefore enabled to become a contributing member of the work team. Inducing the employee is when you make the employee feel comfortable at the work place especially when they are new. The HR should ensure that the new employee is briefed properly on their job description so that they may clearly know what is expected of them. He should be introduced to the rest of the staff so that he is not treated as a stranger. After that, he should be given a work station where he can place his personal items and also rest as he tries to work. A good environment of respect and understanding may go a long way in ensuring that the new employee feels accommodated before they can make new friends and adapt well to new work place. For this reasons, this organization offers orientation by talking new employees around the work place to familiarize them to the place. Orientation and induction are necessary in incorporating new employees to the main team (Gregory 45-47). Do you conduct a training needs analysis for training? Please explain how it is done? In case of any changes in an organization, the needs analysis is the first step. This is majorly because it defines the gap between the organizational and desired performances. An in house consultant may perform a needs analysis with the purpose of outlining the following issues; Performance problems An introduction of new tasks or technology which is rather anticipated An organizational desire to gain from an opportunity they may have perceived A needs analysis brings out the need for training areas that are well targeted. However, training is hardly the most preferred method of closing up a gap between the goals and actual performance of the organization. The ones responsible for carrying out the needs analysis should understand the problem, consider the solutions available and give a report on what their findings are. If it is done properly, the needs analysis is such a great investment for the company since it saves on money and time by dwelling on the specific problems arising. Organizations that fail to realize the necessity of the needs analysis may end up making mistakes that would cost them by turning to training and development which does not outline the major problems. This is because a well formulated needs analysis will provide precise information on the solutions to be taken in order to solve the particular issues that have arisen (Arthur 65-66). How is your staff selected to attend training? Observation- In this approach, the way employees perform is the source of information. It is good for the HR to do a check at times and see how its employees are fairing on. At times, there might be a form of laxity and a general dragging of work. By simply observing, one can notice a change in the patterns of what time employees report to work how they are meeting their deadlines and what is their level of productivity. After this is outlined, the HR stands a better chance to initiate a training session so that employees have high morale and produce better results (Reeves 2-4). Interviews- This involves asking intelligent questions to employees after building credibility and listening to their answers properly. Furthermore, one should strive to obtain employee personal commitment and effort by establishing relationships with potential trainees who are necessary to the success of the trainer. After receiving feedback from employees, deductions can be made depending on what most of them said to determine the next training session. How do you evaluate the effectiveness of the training your staff is involved in? Review your training and development strategy long before employee training begins. Incorporate performance appraisal reviews into your training strategy as your starting point. Reviewing individual or departmental performance measurements before training establishes a baseline from which you can measure progress after employees complete training. If at all possible, quantify the performance ratings -- this helps in producing metrics you can use for later comparisons. Once employees complete training, conduct post-training performance appraisals and compare those ratings to previous evaluations. Solicit employee feedback through opinion surveys and training evaluations. Training and development specialists generally begin orientation by asking employees what they expect to learn from each session. Identifying employee learning objectives will help you determine if the training meets employees’ expectations. For example, at the beginning of new hire orientation, human resources staff asks employees what they expect to learn during orientation. Training specialists construct a list from employee input and review the list on completion of orientation. If there are areas that orientation didn't cover, the facilitator has a record of employee expectations and can review orientation topics to ensure future sessions include those topics. Calculate employee productivity- If you provide job skills training or training on new equipment for use in production-oriented work environments, measuring the effectiveness of your training can be simpler if you take before and after measurements. Prior to job skills training, calculate productivity using equipment and processes already in place. Following training, conduct similar measurements with employees utilizing the new equipment or processes. This type of measurement can be easily performed on a smaller scale and multiplied to generate organization-wide metrics. Do you have a company training plan? Training budget? And individual training plans? The company’s training plan is always revised on a yearly basis in case of new employees. It gives direction on the previous training sessions, challenges encountered and how beneficial they were to the employees. A budget is always in place in order to determine how much the organization will spend to invest in employees. According to previous spending, the organization can tell on where to increase or deduct in terms of what was more productive. Individual training plans are more of personal development ideas on how to better the individual. They are meant for the employee to se the importance of investing in self as a resource in order to be productive and achieve personal career goals. What are the common learning outcomes you use in adult learners? Learning outcomes result from learning activity whereby statements are given and specify what learners will be able to do. Outcomes can be summarized as attitudes, skills and knowledge. Learning outcomes therefore should be deduced from an assessment of needs. The gap between the existing and desired condition should be determined by the needs assessment. In general, learning outcomes assist in; Identifying the learner’s behavior that needs to be changed Offer guidelines for instruction, evaluation and content Identify in specific what needs to be learned To pass across a message on what is to be accomplished by the learners (Gregory 8). So far, what problems have you encountered in the conduct of training within the organization? Training Costs- Training is an expense that some companies are not willing to pay. Small organizations may not be able to afford to hire a training consultant or to send their employees to formal training programs. But training is now more accessible through the use of technology. Online courses have made it easier and less costly to train (Reeves 46). Organizations can also use other training tools that do not cost anything, such as mentoring, on-the-job training and shadowing. Return on Investment- Training is an investment that must show returns. Often, it is difficult to see the actual impact of training. An evaluation form completed at the end of training only shows participant reactions. Senior management needs concrete proof, such as increase in productivity and sales. Training must also result in a decrease in errors, customer complaints, accidents and down time. Training becomes of value when it contributes to the bottom line. The HR department must provide metrics that support the training expense (Shawn 38). In conclusion, ADNOC has gained a lot by taking their employees through the training and development sessions. The HR team can outline the benefits and how employees’ morale has been boosted after training. They have realized that so many of them would come back to work refreshed and with new innovation ideas to help the company move forward. It is for this reason that ADNOC has produced good quality services consistently because their employees have been invested in. If a company wants to succeed they should embrace training because the skills and abilities of employees are enhanced and as a result more employees are even involved in the decision making process. Works Cited Anthony, Landale. Gower Handbook of Training and Development. London: Gower Publishing, 1999. Print. Arthur, Diane."Training and Development". Managing Human Resources in Small & Mid-Sized Companies. 1999: 1pp. 17-23. Gregory, Kesler. "Why the leadership bench never gets deeper: Ten insights about executive talent development" (PDF). HR Planning Society Journal, 2002: 25 (1). Reeves, Cohn. "Growing talent as if your business depended on it". Harvard Business Review, 2004: 83 (10): 62–70. Shawn, Smith. "Training and Development". The HR Answer Book. 2004: 36: 1- 67. Read More