Companies Based Education, Training and Developments - Essay Example

Companies based education, training and developments of the mane Education, Training, and Development There are very many companies that offer career guidance and such companies tend to be my own evaluators. Company education and training programs is the undertaking of the company owners together with the management team to ensure that viable trainings are available to the employees. For the quality output from the workers to be achieved, quality training inputs must be put in place. In all the companies that undertake various business ventures, making profit, producing quality and quantity products is their core objectives. Therefore in order for the companies to realize these objectives, good machines and working tools must be put in place. In most cases it is the employees who operate these machines, therefore competent employees must be hired. The employees who have the necessary skills and knowledge are indispensable in the company. Different companies produce different varieties of products and also have different methods of producing these products. There is need for the employees to be internally trained based on the kind of the activities that the company is engaged in. However in many years the companies have shown laxity or failed completely to provide in house training programs for the employees. Sometimes employees are urgently hired to fill the vacant seats which perhaps have just been created by the death of a former employee or an incapacitated employee. This action always does not create room for the training of the new employees (McGuire & Gorgensen, p.267). Other companies might fail to provide sufficient in- house training programs because they lack quality training programs due to their high initial capital outlay. This especially affects small companies which perhaps have just been established and still new in the business market. Most companies also tend to make an assumption that college, universities and various learning institutions do exist to provide trainings to the students on how they should positively contribute to the business community. The fact is that these learning institutions don’t actually exist to teach students on how to be productive employees or business leaders in the market (Mckeena & Beech, 2008, p.36). If you read keenly the mission statements of some highly recognized learning institutions and public universities, one will totally fail to believe that they are trying to teach students how to be good employees and to contribute positively in the global market. There is nothing in the mission statements that makes one to believe that students are taught business skills. For instance Harvard University is a well known and recognized learning institution in the world but in its mission statement one will have nothing to believe that they teach students how to become good business people and employees. In the Harvard mission statement: “Harvard strives top create knowledge, to open the minds of the students to that knowledge and to enable students to take best advantage o9f their educational opportunities, to build self reliance and habits of long life learning.” I have not seen anything that leads me to believe that Harvard University do train ant teach students on how to become productive and good business men. Therefore this assumption by the companies is misleading and the company officials, especially the human resources manager in his capacity should ensure that proper in-house training programs are available to the employees if good results are what to go with. Another reason that has contributed to the provision of the insufficient in-house training programs is the fact that a big number of employees have become a stumbling block. Where the companies provide training programs, only few workers do take advantage of the training programs. This has discouraged the human resources management departments from bringing in more in-house training facilities. The practices of stealing already trained employees by other big companies have also derailed the efforts of the human resources manager (Bramely, 1984, p.23). The human resources managers must curb the underfunding of the in-house training facilities. This is because they are the eye of the companies when it comes to the matters related to the administrations, recruitment of new staffs and also responsible for all staffing needs. Employers have a vast interest in making sure the employees have necessary skills and competence to handle ever developing business issues in the market (Price, 2007, p.180). This means that any viable management policies which the human and resources manager invents must be given an ear or considered by the employer. I do strongly believe therefore that the HRM has all what it takes at his disposal to ensure that the in-house training facilities are available to the employees. Recommendations to ensure sufficient allocation of the in-house training funds HRM can come up with formidable recommendations that will ensure the in-house training programs are put in place. First the HRM should ensure that all the staffs are permanently employee to avoid the staff raiding by other companies. This will enable the HRM to know exactly the number of the long term employees the company has and hence arrange for their internal training facilities at affordable cost. The human resources manager must develop a sound and realistic training program that will be of the fringe benefit to the entire employees depending on the training area that seems to require improvements.HRM should do this together with the experts employed by the company (Price, 2007, p.182). The training program should broadly cover a combination of relevant topics like; communication skills, personal presentation and health and safety standards. This plan will just take shorter time and the training shall have been given to all employees whether new or longer established. When practical training schedule is developed, the employer will always disburse enough funds for the program The developed training program must be implemented and evaluated. The significance of the in-house training program is that it can always be scheduled to fit in with the company’s regular business. Mostly the HRM together with the employer should set a side short time for trainings without necessarily interfering with the daily business of the company (Wilson, 2009, p.162). For instance the training can start with a particular section in the company and spreading to the rest of the company. Here the sections or the departments which might not have a deadline assignment should start training, going down in that manner to other departments until all the staffs receive training In-house training has proven to be cost effective and consistent, because the training line managers are always in contact with the employees and can therefore easily know which bunch of the employees have not received trainings and in which area. Thorough evaluation of the in-house training program is very crucial as it can enable the management particularly HRM to deduce something. Evaluation can always be done using customer questionnaires and audits and it should be considered a necessary aspect of the n training program (Bethrower, 1979, p.57). Introduction of external workshop seminar The HRM must also make sure that the training line managers always attend seminars and workshops top be updated with the universal training tips and the new training guidelines. The human resources manager together with the training line managers should seek support from the employees by effectively communicating to them. This is very important as it will enable the HRM and the training line managers to state the aim of the trainings. It must be taken at the back of the mind that some employees are very stubborn. When proper evaluation is done, the HRM will always be in a position to identify which area need lots of funds and communicate the report to the employer. This move will avoid unnecessary underfunding of the in-house training programs. The HRM should always be consistent in its plans to help establish strong in-house training program. Enough money and resources must be budgeted for to avoid any form of frustration in this area of training. HRM and training line managers must be thorough and consistence in their approach, this will enable the program to fully succeed and find its expression in the lives of the employees. In-house trainings to the employees are very essential if the companies are in need to keep track of the changing global business developments (Banfield & Rebecca, 2008, p.83). By acquiring essential skills like time management, leadership development, team building, communication, diversity, creativity and decision making, an employee will always deliver. I have full confidence in this and so is the human resource manager of any particular company. In-house training programs come with many benefits because they are fully customized to the entire employees departments and the company itself (Blakeslee, 1982, p.39). Training is also flexible and can take place as a single session or multiple sessions delivered in the course of several months to a year. Most importantly is that typically the training can be delivered in one or two days formats depending on the number of the employees and their work schedule and the training topic. This basically means that the training is scheduled when it is convenient to the employees so the stubborn employee have no reason to decline when call upon for trainings. Another important element and the benefits of these trainings are due to the fact that they are economical because the employees don’t need to travel. Employees will also learn to speak the same language during trainings, a fact that will enable the training to stick (Armstrong, 2006, p.116). It is important to implement and evaluate the developed training program. The HRM should ensure that its plans are consistent to help establish strong in-house training program. The HRM must also ensure that the training line managers always attend seminars and workshops so that they can be about the universal training tips as well as the new training guidelines. Mostly the HRM together with the employer should set a side short time for trainings without necessarily interfering with the daily business of the company Bibliography Altschuld, J., Thomas, R, McColskey, W 1984, “An Evaluation Model for Development of Technical Training Programs.” Armstrong, M 2006, A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page. Banfield, P. and Rebecca, K 2008, Introduction to Human Resource Management. Oxford. Oxford University Press Blakeslee, G. S. 1982, “Evaluating Communication Training Program.” Training & Development Journal, 36, 11, 84-89. 5,4, 3-36. Bramely, P. & Newby, A. 1984, “The Evaluation of Training Part I: Clarifying the Concept.” Journal of European & Industrial Training, 8, 6, 10-16. Brinkerhoff, R 1981, “Making Evaluation More Useful.” Training & Development Journal, 35, 12, 66-70. Brown, M. G, 1980, “Evaluating Training via Multiple Baseline Designs.” Training Development Journal, 34, 10, 11-16. McGuire, D. & Gorgensen 2011 ‘Human Resource Development: Theory and Practice. Mckeena, E. and Beech, N 2008, Human Resource Management: A Concise Analysis. 2nd ed. England. FT Prentice Hall. Price, A 2007, Human Resource Management: in business context.3rd ed. London .Cengage Learning Wilson, J.P 2009, Human Resource Development: Learning and Training for individuals and organizations.2nd ed.United Kingdom.Kogan Page Ltd Read More