Training and Development - Abu Dhabi National Oil Company - Case Study Example

Training and development Name of the Student: Name of the Instructor: Name of the course: Code of the course: Submission date: Table of Contents Table of Contents 2 Introduction 3 Brief background of ADNOC 4 Discussion and analysis of findings 4 Recommendation and Conclusion 9 References 10 Introduction It is an apparent fact that training and development plays a critical role in any given organization. The sole purpose of training and development is to enhance both the capabilities of the employees as well as the organization. In a situation where an organization continuously invests in the enhancement of the level of knowledge and skills among its employees, this investment usually pays off in terms of more effective and productive employees. It is also imperative to note that training and development programs in an organizational set-up can be focused either on individual or team performance. The importance of training and development in various companies is best epitomized by Salas et. al. (2012) who determined that each year sees firms in the United States spend an estimated $135 billion on employee training. This is founded on the cognition by these companies that there is the necessity to encourage continued learning and development among the employees if they have to retain the top niche in their various fields. This is based on the fact that a trained workforce can be integral in the provision of competitive advantage to the companies and thus it is plausible to continuously formulate and implement the best training and development programs possible. Against this backdrop, this paper will be based on an interview of Zayed, who is a human resource specialist responsible for training and development at Abu Dhabi National Oil Company (ADNOC). Additionally, it will discuss and analyze the approach which is taken by this organization and proceed to comment on the findings. Nonetheless, it is imperative to first gain a brief background of ADNOC in order to gain a comprehensive insight into the establishment of its training and development programs and their overall impact on the organizational performance. Brief background of ADNOC ADNOC was established in 1971 with the primary goal of operating in the realms of oil and gas industry. Since its establishment, ADNOC has been characterized by steady growth in its activities best exemplified by the establishment of companies and subsidiaries. This is coupled with the creation of integrated oil and gas industry in the realms of exploration and production, oil refining and gas processing, support services, chemical and petrochemicals, maritime transportation and refined products as well as distribution (ADNOC Website, 2013). In realization of the fact that the workforce in this organization is the most imperative asset, ADNOC has in the past made considerable and continued investment in the development of a workforce which has high qualifications and committed to the mandated tasks. This entails not only comprehensive and thorough programs of staff training and development, but has also placed great emphasis on the motivation of the workforce as well as recognition and rewards (ADNOC Website, 2013). Thus, in the quest to achieve and competent and efficient workforce, ADNOC has continuously striven in the creation and maintenance of a learning environment. Subsequently, the lifespan of the employees’ careers are characterized by affording opportunities to these employees to improve their skills and competencies and eventually bring success both to themselves and the company (ADNOC Website, 2013). Discussion and analysis of findings This section will be based on different questions asked to the primary respondent in this study. In regard to the main objective(s) of the training program at ADNOC, Mr. Zayed cited that this program is chiefly geared towards affording the employees with the necessary skills and knowledge to assist them in carrying out their respective mandates. This is fundamental in the contemporary working environment which is characterized by extensive dynamics occasioned by changes in technology among other factors. This objective of training and development at ADNOC is fortified by Silva (1997) who cited that this practice makes the other services of the organization to be effective and mostly entails the acquisition of knowledge and skills needed by the human resource to undertake its functions. Additionally, the training program is aimed at the creation and maintenance of a learning environment at ADNOC, both in the short and in the long term. In regard to the question of who develops the training program at ADNOC, Zayed cited that the HR manager at the organization has the sole responsibility of developing the training program. Nonetheless, the interviewee noted that this is often done in consultation with other relevant departments, for instance, engineering which offer input on the necessary skills and knowledge which are supposed to be impacted on the employees during the training sessions. Thus, the development of training the program can be perceived to entail a synergy of input from different individuals and collectives who make it to be not only comprehensive but also relevant to the needs of the employees. This is consistent with the first step of the Instructional Systems Design (ISD) Model which is need analysis. Mr. Zayed also revealed that there are several types of trainings which are available to the employees. These include but not limited to on-job training which entails training of employees on the current trends in the market aimed at keeping their skills and knowledge levels up to date. There is also special training which is often conducted when employees are shifted to different tasks which they might not be well acquitted with. Lastly, there is induction training which is often offered to fresh appointees in the organization aimed at affording them with the necessary skills and knowledge which are outside their area of expertise. Nonetheless, it is integral to note that every type of training which targets a specific group of employees is often undertaken after analyzing the tasks which provides a clear indication of which type of training is needed. The other question was how often ADNOC conducts its training in a year. According to Zayed, training is often conducted twice in a year. This is usually aimed at ensuring that the employees are constantly exposed to new knowledge and skills which improves their effectiveness at the workplace. Moreover, by the virtual of conducting the training twice in an year, ADNOC is usually in a position of informing and training the employees on the latest trends, for instance, technological trends in the industry which are key in ensuring that this company maintains its competitive advantage in the market. In regard to the question of what training benefits that the staff at ADNOC has received so far, the informant revealed that the training programs have had three primary benefits to the staff. These are elevation of career competencies whereby the staff has become more competent in discharging their duties through learning both the soft and technical skills which are required in their jobs. Secondly, the training programs have been integral in fostering satisfaction among the employees and culminated to greater commitment and motivation among them as well as reduced turnover rates. Lastly, training programs have been beneficial to the employees in terms of improving their performance in the workplaces. This latter benefit is also revealed by Jehanzeb and Bashir (2013) who determined that training impacts on the behavior of the employees as well as their workings skills and subsequently culminates in improved employee performance and more constructive changes which serves to heighten the employees’ performance. It was also evident from the interview that ADNOC conducts both orientation as well as induction trainings. Both of these are fundamental for new employees in the sense that they ensure the employees are in a suitable position to swiftly and comfortably adapt to the new working environment. These trainings involve the HR manager, the heads of various departments as well as the leadership organ of the organization. The major benefit of this form of training is that it impacts the new employees with the organizational culture, mission and vision of the organization, values as well as the goals of the company. Additionally, Mr. Zayed revealed that ADNOC usually conducts a training needs analysis for training which is often in three levels. These are organizational analysis which identifies where there is a necessity of training in the organization. Next there is task analysis which points to the type of training which is needed and lastly person analysis which is key in the identification of the individuals or collectives who need training in the organization. The other question was in regard to how the staff in this institution is selected to attend trainings programs. In this case, Mr. Zayed revealed that it is mandatory for every new employee to attend training programs for a minimum of two weeks. In case of the on-job training, the attendees are usually selected based on the specific needs of a particular department, for instance, new technology in oil refining and gas processing. In this case, members of the concerned department in the above process are selected to attend the training on rotational terms to ensure that the operations of this department continue concurrently with the training program. In regard to the evaluation of the effectiveness of the training provided to the staff, Mr. Zayed revealed that there is a robust monitoring and evaluation mechanism (M&E) primed at ADNOC which is the third major step in the ISD model. In this case, evaluation is often done at the end of the training program. Several tools are often put into utility while conducting this M&E process. These include but not limited to sample output and effect indicators, monthly statistical reports, client feedback form and incident report form/consent for release of information. All these are aimed at assessing whether the training program culminated in skills, knowledge or any affective in the trainees (Aguinis & Kraiger, 2002). Mr. Zayed further revealed that ADNOC has a training plan which is usually executed twice in a year. This is accompanied by a budgetary allocation on training activities in every financial year whereby resources for conducting two training every year are set aside during the budgetary allocation. Nonetheless, there are no individual training plans based on the fact that these plans usually target teams and collectives. In regard to the question on the common learning outcomes used in adult learners, Mr. Zayed determined that the effectiveness in using new technologies, understanding latest trends in the contemporary market as well as their capacity to apply what they learnt in the training programs in their daily work, for instance, occupational health and safety practices. The last question was on the problems which have been encountered so far in the conduct of training within ADNOC. Mr. Zayed revealed that there are two primary problems which have been encountered namely non-availability of appropriate trainers in some cases and the reluctance of the management to increase budgetary allocation on training and development to match the increasing number of trainees occasioned by the expansion of the organization. These challenges have tended to inhibit the effectiveness of training programs. Recommendation and Conclusion From the above findings, it is recommended that ADNOC adopt individual training plan in order to capture the distinct training needs of individuals in this workplace. This is founded on the learning differences between individuals in the same team and the training program might fail to impact on certain individual based on their unique learning needs. Additionally, it is recommended that the management structure of ADNOC ought to increase its financial allocation on training programs in line with the increasing number of employees needing training. This will ease the work of the training organizers and facilitators who are often constrained by limited funding. In conclusion, the preceding analysis has evidenced that training and development plays an important role in any given organization through enhancing both the capabilities of the employees as well as the organization. This paper has also briefly explored the background of ADNOC, its operations as well as the training and development mechanisms primed in this institution. In the latter section of this review, various findings about training and development at ADNOC elicited after an interview with Mr. Zayed who is a human resource specialist responsible for training and development at ADNOC have also been analyzed and linked with various theories and practices learnt in this course. Lastly, several recommendations have been forwarded aimed at improving the practice of training and development at ADNOC. References ADNOC Website, (2013). Retrieved 08 May, 2013 from http://www.adnoc.ae/ Aguinis, H. & Kraiger, K. (2002). Benefits of Training and Development for Individuals and Teams, Organizations, and Society. The Annual Review of Psychology, 60: 451–74. Jehanzeb, K. & Bashir, N.A. (2013). Training and Development Program and its Benefits to Employee and Organization: A Conceptual Study. European Journal of Business and Management, 5(2): 243-252. Salas, E. et. al. (2012). The Science of training and development in Organizations: What Matters in Practice. Retrieved 08 May, 2013 from http://www.psychologicalscience.org/index.php/publications/journals/pspi/training-and-development.html Silva, S.D. (1997). Developing the training role of an employers' organization. Retrieved 08 May, 2013 from http://www.ilo.org/public/english/dialogue/actemp/downloads/publications/srsdevel.pdf Read More