Training Practice of Sing Tel Opus - Essay Example

? Case Study -- Report Table of Contents Executive Summary 3 Introduction 4 Importance of Training and Development (T&D) 5 Link between T&D and both individual and organisational performance 6 Strengths and weakness of various training methods 8 Link of T&D with other HRM concepts 10 Conclusion 11 Bibliography 15 Executive Summary The project begins with the training practice that has been developed by Sing Tel Opus for training its employees. It is implemented in the organisation on the ground that training and development is crucial for differentiating the organisation in the market. It is discussed how such programs are effective in realising the maximum potential of the employees. Then the importance of training and development in enhancing individual and organisational performance has been discussed and the way in which adds to the productivity. Finally, a link has been brought out to bring out the relationship between training and other aspects of human resource management. Most importantly, training was found to have a direct relationship with motivation of employees. Training is effective in identifying the requirements in employees’ performance and by motivating him to do so. The project is primarily based on secondary research. Finally the project recommends the implementation of different techniques of training, namely on-job and off-job training. In this context, both the advantages and drawbacks are discussed at length. Introduction This project aims to bring forth the importance to training and development programs in organisations for uplifting individual as well as organisational performance. The Sing Tel Optus case study is chosen for the purpose of identifying the above requirements. The case speaks of a new training and development program introduced by the company to train its employees. This training is not only meant to enhance the existing skills of the staff, but is also aimed at rewarding the employees for successful completion of the program. The main purpose of this case study is to bring out the impacts that this program has had on the employees and the organisation. In this context, the project tries to discuss how the program adds to the skills and productivity of the employees. It brings out the results that the program has generated in uplifting the market image of the company as being a favourable employer. The different kinds of training methods, namely, on-the-job and off-the-job training methods have been discussed. The advantages and drawbacks of each method have been discussed. This has been done in the context of Sing Tel Opus’s training strategies and the benefits and loopholes of the same. A relationship between such training and development strategies and the various human resource management practices have been brought to focus in the project. Concepts like motivation and performance appraisals have a direct relation with the system of training and development in organisations. The interdependencies between these concepts have been highlighted in the project. Importance of Training and Development (T&D) There is a common phrase said by Confusius in 5th century BC, “Give a person a fish and you feed him for a day. Teach a person to fish and you feed him for a lifetime” is still valid (McClelland, 2002, p.7). In the early days, businesses considered the workers similar to other factors of production. Therefore, the main aim was to get maximum utilisation of the labour force. However, with time the corporate people realised that human resource is quite different from the other resources. To improve the productivity of this particular resource, it should be trained. This through process motivated businesses to plan different types of training and develop programmes for its human resource so that it can acquire required skill and knowledge to fulfil the job responsibility in best possible manner. Scholars such as Knowles (1989), Noe (2008) & Blanchard and Thacker (2007) pointed out that the motivation to learn is influenced by two major components; these are motivation as well as learning. Motivation is the amount of effort provided by an individual to achieve the goal; whereas learning is the permanent change in ones behaviour that occurs because of experience. Therefore, the human resource department should plan such training programmes that motivate the workforce to acquire required skill and gather knowledge. Through these training programmes the employees learn how to fulfil their job responsibilities in best possible manner. Success of these training programmes depends on the ability of the supervisors. They must provide required support and retain openness in the communication process (through feedbacks and suggestions). Nijman in 2004 suggested that a well developed and well executed training programme improves work attitude and job performance among the employees (Ismail, et al., 2010, p.6). The given case study on Sing Tel Optus explains that the company has introduced a nationally recognised training programme for both the ground level employees (CSR) as well as for the frontline managers (the team leaders). The main motto of these training sessions is to provide required skill and expertise to the employees so that they can execute their job responsibility as per the pre-determined quality standards. When a new employee joins the company, he or she has very less understanding about the job to be performed. Hence, these employees are given the entry level training (induction training) so that they can understand the organisational culture and the prevailing organisational values. The new employee also learns about the basic skills and gathers knowledge required to perform his or her role. This induction training is enough for one to start performing on the job. Later on, the team leader constantly appraises the employee’s performance and point out the areas that requires further training. As these training are specifically designed on the requirement of each and every employee, they are more effective in sorting out the main problem faced by individual employees. The participants are well aware that such training will improve their productivity and will assist them to move ahead in the career. Therefore, with great enthusiasm the employees participate and try hard to learn whatever is being explained them in the training sessions. Training process continues for each and every employee until he or she is part of the company. Even the managers have to participate in the training to develop them for taking higher job responsibility and to manage their subordinates effectively. Link between T&D and both individual and organisational performance Training and development policies are adopted by the companies to train the newly joined employees as well as the existing workforce. These training and development activities ultimately benefit both the organisation as well as the employees. In the contemporary business environment a company has to adjust itself with the changing technology and working style. Therefore, it has to constantly upgrade itself by introducing required changes in the technology to produce goods and services. However, mere introduction of the change in technology will not be sufficient. The workforce should also be training to accept this change in the technology and to improve the productivity. In general, an organisation should invest 3 to 5 percent of the total revenue for adult education. Denis Diderot, a French philosopher and literate of the Age of Enlightment, said “Education shouldn't be finished when an individual leaves school, it should encompass all the ages of life... to provide people in every moment of their life with a possibility to maintain their knowledge or to obtain new knowledge” (Vemic, 2007, p.211). The organisations invest for training and development for improving the knowledge base of its workforce and thus it provides several training and development programmes. These training programmes are very useful for the individuals who participate. Through these activities an individual gather knowledge about the changes taking place in the prevailing technology and process. As a result the participant can upgrade his or her knowledge base. This employee will be more effective in adjusting with the technical changes introduced in the organisation. The learning programmes for T&D mainly focus on the existing loopholes in the employee’s performance. Through these training and development session, employees get a chance to identify where they are lagging behind and how they can overcome it. The benefits of training and development programmes are not confined only with the employees; the organisations also get benefited in long run. As the first glance, one can find these training and development activities quite costly because companies have to invest for organising these training. Sometime the industry experts have to be hired for required expertise. Even, the employees have to devote their productive time for attending the training and development programme; therefore the daily productivity reduces. Thus, these training and development activities are quite costly as it requires effective time and resources of the employees and the management. However, on the long term prospective, these T&D add value to the workforce, and the improved productivity of the employees helps the organisation to acquire sustainable growth (Mireku & Hurtz, 2008, p.1). In the given case study, the company uses a well developed extensive training and development plan not just to develop the workforce but also to acquire a market image of best employer. This assists the company to attract and to retain talented human resource even in the tight labour market condition. On the other hand, training and development improves performance of each and every employee that results in improvement in their productivity. Again, a highly productive human resource result in higher returns for the company and ultimately the company gets benefited in the long run. Strengths and weakness of various training methods There are several training methods used by the organisations as per the requirement. In general, these training programmes can be segregated as off-job training and on-job training. According to Herzberg, human resource needs to be motivated so that it improves its performance and these training and development programmes can be effective in motivating the employees. Some of the commonly used motivational tools in the organisation are reduced time spend at the work, spirally increasing wages, fringe benefits, human resource training, sensitivity training, two way communication, job participation and employee counselling (Herzberg, n.d., p.88-90). This list given by Herzberg clearly pointed out that training and development is one of the motivational tools that should be used by the organisations. According to the human resource specialist, the training programmes should be tied to the strategic business plan followed by the company. However, the corporate failed to coordinate T&D policies with its strategic business plan (Catalanello & Redding, 1989, p.51). Therefore, while developing the training and development activities for the employees, the human recourse department should work hand in hand with the respective frontline manager. After collecting adequate information from the frontline manager, the HR department should decide whether the employee requires on-job training or off-job training. Each of the training process has some strengths as well as weaknesses; so these should be taken into consideration while finalising the nature of the training programmes. In the given case study on Sing Tel Optus, it has been found that the human resource management uses off-job training at the time when a new employee joins as CSR. This is basically induction training. On an off-job training the employee get ample time to concentrate on the theoretical information provided about the job to be performed. As the employee has no pressure of conducting the job; hence they take more interest in gathering knowledge and learning new concepts. For handling large number of employees, it is an effective training technique. Finally, off-job training process has a financial benefit associated with it (Jacobs, 2003. p.71). However, off-job training suffers with certain loopholes. Such training consumes a lot of productive time of the employees as well as of the supervisors. The in-tray and case studied need to be updated regularly that adds extra burden on the HRM department. Whatever the employees are learning, they cannot practice that and thus the doubts remain unidentified (Buckley & Caple, 2007, p.195). Once the off-job training process is over, the employees start performing and there they receive on-job training. On-job training has its own strengths and weaknesses. The main advantage is the trainee can visualise application of the skill on the job in a real time basis. Whatever the employees learns, he or she can practice and clear the doubts. This training is quite effective because the participants get a chance to apply the knowledge as soon as they learn it. As the participants learn on the job floor; therefore there is no requirement of special equipments and setup; so, it is quite economical. The supervisor can pin point the mistakes committed by the employee and these mistakes can be sorted out on the real time basis (Hackett & Institute of Personnel and Development, 1997, p.70). However, on-job training also suffers with certain weaknesses; as for example this is an abrupt training process where the planning and monitoring is quite less. In such training, the participants have to learn while performing the task; so the trainees are always under stress. Again, it has been commonly found that a well trained and experienced performer may not be a good mentor wile explaining the tricks of job to the subordinate. As a result, the supervisor may get frustrated resulting in a harsh relation with the subordinate (Hayes & Ninemeier, 2008, p.218). Link of T&D with other HRM concepts The nationally recognised training programme offered by Sing Tel Optus is a unique example that reflects link between training and development practices with other human resources concepts. The company uses training programmes not just to develop the workforce but also to motivate the employees for improving their performance. When the employees realise that such training is adding extra value, they feel motivated to join and learn more. Among these motivated employees the rate of employee turnover is comparatively low. As a result the time and cost associated with selection & recruitment and providing induction training can be saved. A learning organisation is always an attractive place among the labour force. People prefer to join these organisations because they can constantly update their knowledge. The employees are aware that such value addition will assist them to move ahead in the career path and acquire a higher position in the organisation. Through induction training the human resource management explains required does and don’t to the newly joined employees. Thus, the employees get accustomed with the organisational culture and values. Once the employee understand the organisational culture, it becomes easy for him or her to adjust in the company. This also improves the coordination among the employees within the organisation and strengthens the team spirit. Finally, the training and development programmes for the team leader is effective in providing required assistance to them so that they can take the responsibility for managing the team. In the on-job training programmes the employees and the team leaders get a fair chance to known each other. This results in a better inter-personal relationship. The team leaders can get closer and find out the problem faced by the employees and then they can work with the HRM to provide required training. After considering all these factors, it can be concluded that the training and development programme are linked with many other HRM concepts. Conclusion During the course of the project it was found that training and development is required not only to enhance individual performance but also to attain organisational objectives. The most important function of training is to motivate the employees. Providing training is another way of making them believe that their performances are valued in the organisation and is accountable for the organisation’s success. The workforce also feels the urge to learn new skills and techniques. Very often they remain unaware of their drawbacks which lower their performance. Training helps in identifying these drawbacks, providing feedbacks and ultimately designing strategies to overcome the drawbacks. Most importantly, trainings are designed to meet the individual requirements of employees. This is effective in improving their productivity in such skills in which they have been lagging. It is also seen that a direct relationship exists between training and individual and organisation performance. With the ever-changing technology, the requirement for training becomes all the more important. Employees are required to upgrade their skills on different technological knowhow. Otherwise their knowledge becomes stagnant and eventually productivity falls. An employee, well trained always has a greater level of confidence and will to perform his job. Research reveals that an organisation which has a well designed training and development program is more productive than an organisation without the same. The sum of all the individual performance gets reflected through the performance of the organisation. It was seen that both on-the-job and off-the-job training are critical for an organisation. Off-job training allows the employee to concentrate on both the theoretical and practical aspects of the program. However, it requires allocation of productive time of the supervisors. On the other hand, on-job training allows the employees to learn the job on the floor using the equipments. This training method involves much stress on the employees but has such benefits like the possibility of constant monitoring. Lastly, it was seen that training and development remain interlinked with the other aspects of human resource management practices in organisations. The motivational factors and factors on which appraisal of employees are framed are based on the training and development requirements of employees. Reference Buckley, R. & Caple, J. 2007. The Theory and Practice of Training. Kogan Page Publishers. Catalanello, R. & Redding, J. December 1989. Three Strategic Training Roles. Training & Development Journal. [Pdf]. Available at: http://lms.powercam.cc/sysdata/user/42/irisli/blog/doc/cba900c1b2bd22c3/attach/157.pdf [Accessed on January 30, 2011]. Hackett & Institute of Personnel and Development. 1997. Introduction to training. CIPD Publishing. Hayes, D. K. & Ninemeier, J. D. Human Resources Management in the Hospitality Industry. John Wiley and Sons. Herzberg, F. No date. One More Time: How Do You Motivate Employees? [Pdf]. Available at: http://www.sph.ukma.kiev.ua/images/Seminar_4_One_More_Time_How_Do_You_Motivate_Employees%20%28Herzberg%29.pdf [Accessed on January 30, 2011]. Ismail, A., Abdullah, M. M. B., Sieng, L. L. C. & Francis, S. K. January 2010. Linking supervisor’s role in training programs to motivation to learn as an antecedent of job performance. [Pdf]. Available at: http://upcommons.upc.edu/revistes/bitstream/2099/8560/1/112.pdf [Accessed on January 30, 2011]. Jacobs, R. L. 2003. Structured on-the-job training: unleashing employee expertise in the workplace. Berrett-Koehler Publishers. McClelland, S. D. August 2002. A Training Needs Assessment For The United Way Of Dunn County Wisconsin. [Pdf]. Available at: http://www2.uwstout.edu/content/lib/thesis/2002/2002mcclellands.pdf [Accessed on January 30, 2011]. Mireku & Hurtz. April 2008. Employees’ Perceived Costs and Benefits of Participating in Employee Development. Annual Conference of the Society for Industrial and Organizational Psychology, San Francisco, CA. [Pdf]. Available at: http://www.csus.edu/indiv/h/hurtzg/research/SIOP08_MirekuHurtz.pdf [Accessed on January 30, 2011]. Vemic, J. 2007. Employee Training And Development And The Learning Organization. UDC 331.363. Economics and Organization. FACTA Universitatis. Vol. 4, No 2. pp. 209 – 216. [Pdf]. Available at: http://facta.junis.ni.ac.rs/eao/eao200702/eao200702-13.pdf [Accessed on January 30, 2011]. Bibliography Rae, L. 2000. Effective Planning in Training and Development. Kogan Page Publishers. Sims, R. R. 1998. Reinventing training and development. Greenwood Publishing Group. Read More