The Significance of Developing the Human Resources - Essay Example

?Employment Training Part Introduction Today organizations are increasingly recognizing the significance of developing the human resources that areengaged in the organization. The training function that looks at coordinating the effort of the organization towards the development of the employees is popularly known as the human resource development (HRD). Training is often used in coincidence with development, but the two terms are entirely different from one another. Employee training can be defined as the planned process that attempts to facilitate the learning of the employees associated with the job-related behaviour, skills and knowledge, which in turn helps in correcting the deficiencies that the employees have in their performance (Sims, 2002). In this study the focus is on formal and informal training in the organization, their strengths and weaknesses and why are they required in an organization. Training Training is associated with the work related computing that comes in variety of forms staring from “formal, scheduled classroom instruction to spur-of-the-moment sessions with a co-worker to self-based trial and error efforts” (Danziger and Dunkle, 2005, p. 1). Both individuals as well as the organization have their own choices regarding the training method. The training can be characterized in several dimensions. The two most important dimensions that are considered while selecting a training method are the degree of interaction that takes place between one another during the training and the degree of formality involved in training. Based on this, there are two types of training formal and informal. Figure 1 Source: (Danziger and Dunkle, 2005) Formal Learning Formal learning is the learning that takes place in a structured and organised environment and is explicitly in terms of resources, time and objectives. From the learners’ point of view, it is intentional and leads to certification and validation. It aims towards achievement of competencies, skill and knowledge (Patrick, 2010). Formal training leads to formal learning amongst the individuals. Formal training is the professionally developed training program or session that has a fixed agenda to be offered or discussed either on or off site during the compensated working hours of the employees. Formal training includes professional conferences, seminars, employee skills and development programs, apprenticeship training, certification training and technical trainings (Crotty, 2004). The learning is evolved from certain organized program of instructions. Formal learning is achieved by the learners, when they undergo some well designed training programs in their workplace. Formal leaning displays certain specific essential features that are: This have a specific curriculum The trainer is responsible for delivering its teaching strictly in accordance with the curriculum. There is a certain assessment system that assesses the achievement of leaning objectives of the learner and certifies it (Jarvis and Watts, 2012). Informal Learning Informal learning is signified as the learning process that takes place from the daily activities of an individual related to leisure, family and work. It is not structured or organised in terms of learning support, time and objectives. From the perspective of the learner, it is unintentional and is often referred to as “learning from experience” or simply experience. The main idea behind informal learning is that people by their virtue of existence are exposed to various learning situations continuously (Patrick, 2010). However, informal learning has gained increased attention as a significant part of management and leadership development. Some of the research scholars have signified informal learning as lesson of experience that has helped many mangers in reaching to the top of the organization (Halliday-Wynnes and Beddie, 2009). Learning from the experience is a continuous process that often entails in dealing with failure or hardship. For instance, in cases where the business leaders learn from their mistakes often recognises the significance of compensating or correcting from their weaknesses or mistakes (Landy and Conte, 2009). Need for formal and informal learning in organization Formal learning is seen to dominate workplace training and development programs. Formal learning is characterised by certain specific objectives and assessments regarding the accomplishment of the objectives, which leads to recognition of the individual. This feature makes formal learning an attractive element in workplace. On the other hand, learning from co-workers and clients along with some other informal sources, such as industry associations and suppliers serves as an important source of informal learning. Informal learning ensures improvement of the skills among the employees and other benefits. The organizations are seen to emphasize on improved management along with technically skilled staff. Informal learning is highly correlated with higher productivity over time. On job experiences as well as informal training are significant part of the learning and development process of the managers. For instance work transition that signifies new assignment, job demand related to task that is implementing changes and job demand from obstacle are the three important work experiences, which provide challenges for promoting learning and development. The job assignments that requires critical decision making capabilities and high level of responsibilities assists the managers in developing the deep insight, skills and knowledge that are critical elements in providing effective performance. It has been proved that training other than formal is more effective. Research have shown that 70 percent of the skills or knowledge comes from problem solving and on-the-job experiences, 20 percent comes from mentoring and developing and 10 percent comes from formal and structured courses (Kajewski and Madsen, 2012). However, as compared to other types of training in case of technical training a mixture of formal and informal learning is seen to gain prevalence (Kozlowski and Salas, 2009). When most of the industries and disciplines are seen to explore the application of social networking tools, knowledge management and collaboration, technical experts are seen to embrace both the methods (Elliott and Turnbull, 2005). Thus, a combination of both structured formal learning and unstructured informal learning are used in the organizations. Hence, in order to maximise the benefits from the learning portfolio, the organizations need to use more balanced and strategic view of their offering. Strength and weaknesses of formal learning The major strengths of formal learning are as follows: Large numbers of employees are able to undergo same training and learn same process or information at the same time. If the learning process is designed well then it contents are most accurate, up to date and highly aligned to the job responsibilities of the individual. It is generally seen that employees who have undergone formal training programs are much faster in accepting their responsibilities, once they start or joins back to the job. Properly designed formal training programs conform to adult learning principles and include a variety of methods that are appealing to every type of learning styles (Radakovic and Antonijevic, n.d.). Though the formal learning process is highly structured and scheduled, but it suffers from some major weaknesses as follows: The control of the whole process of learning is primarily in the hands of the organization who is arranging for the training and not with the participants. As the training sessions are not tailored to the requirement of the individual participants, so there is variable relevance to the participants. There is delay in what is learned and the same delivered in job (Saks and Haccoun, 2010). Strength and weaknesses of informal learning The major strengths of informal learning are: Creating situation for informal learning has proved to be more efficient and less expensive given that all electronic devices and social media technologies are all in place. Informal learning is less intimidating and more personal for some people. Informal training can be more preferred way of sharing knowledge with others among the experts. As this type of learning occurs more naturally during the normal work days; so employees may be more willing to learning new things in this way (Radakovic and Antonijevic, n.d.). The main difficulty that is faced in informal learning process is that it is either very hard or sometimes impossible to ensure that the candidate recognises the scope and nature of the informal learning process. Another problem with this system of learning is that it may not lead to any sort of recognition if the learning outcomes are not achieved as per the standards fixed by the assessment body or the evaluator. Conclusion Formal learning signifies that learning is managed, designed and designated by the educators on behalf of the learners within the workplaces, colleges and schools. On the other hand, informal learning is the learning process that occurs outside the boundaries and structures of formal learning, where the focus or topic is decided by the individual, who is undergoing training. The whole discussion suggests that though formal learning is more preferred in the organizations, but informal learning like relevant experiences that an individual gains in job can lead to short term as well as long term results, such as career development and job performance. Although in most of the organization training are seen to occur in formal setting, yet informal training is a critical element in the development of the individual that in turn leads to organizational or individual success. The organizations in order to get maximum return from their training programs should consider a mixer of both formal and informal learning. While formal learning is a well structured process and is time bound, informal learning is unstructured and ongoing process. Thus, mixtures of both the two are expected to generate optimum results for both the individual and the organization. Reference List Crotty, P.A., 2004. Selection and definition of performance indicators for water and wastewater utilities. Colorado: American Water Works Association. Danziger, J. and Dunkle, D., 2005. Methods of Training in the Workplace [pdf] Available at [Accessed 5 October 2013]. Elliott, C. and Turnbull, S., 2005. Critical thinking in human resource development. London: MacMillan. Halliday-Wynnes, S. and Beddie, F., 2009. Informal learning: At a glance. Leabrook: NCVER. Jarvis, P. and Watts, M. 2012. The Routledge international handbook of learning. London: Routledge. Kajewski, K. and Madsen, V., 2012. Demystifying 70:20:10. DeakinPrime [pdf] Available at < http://deakinprime.com/media/47821/002978_dpw_70-20-10wp_v01_fa.pdf> [Accessed 5 October 2013]. Kozlowski, S.W.J. and Salas, E., 2009. Learning, training, and development in organizations. 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