Traditional Views to Training and Development - Dissertation Example

Training and Development Methods Introduction Training and development is an important part of Human Resource Development. Among the many duties of ahuman resource department in any organization is to find and implement training and development programs that will add to the productivity of the employees. There are different views that define the best training and development techniques. These views can be divided into traditional and modern world views (Allis, 2008) Traditional Views and Modern Approach to Training and Development According to this view, managers believe that each employee is born with the skills they have. Therefore, is futile to train them as this will not make the employee gain any more skills. The managers who follow this are usually reluctant to invest their organizations resources in training and development activities for their staff members according to Leng (2005). The traditional word view on employee training and development is slowly but surely being replaced by the more flexible modern view (James, 2009) According to Dane (2004), the modern approach takes into consideration all aspects of training and development. Most managers in the modern world consider training and development to be an important part of the organization. Many organizations in the corporate world use training and development programs as a means of retaining and making their workforce better (James, 2009) Importance of Training and Development Stolovich (2002) says that there are several reasons why managers organize for training and development programs for their employees. Some of these reasons include: To raise morale, motivation and job satisfaction levels among the companys employees To improve employees abilities, which leads to increased efficiency in the different areas of work for the employees. To encourage and increase strategy innovation in the work place To empower employees to gain new skills in the technical field and in risk management. To encourage employees to stay on in the company; to prevent employee turnover In general, training and development usually leads to an increase in profit and also helps in building a good image for the organization (Sadler, 2004). Methods of Training Employee training is done for a whole range of reasons. The most important of these reasons is to increase the productivity of an organizations staff. Different employees and Human Resource managers employ different training methods that they think will be beneficial to the company. Training can be classified into Cognitive and Behavioral methods (McNamara, 1997) Cognitive Methods McNamara (1997) describes these as the training methods that are more theoretical than practical. Cognitive methods are usually used to improve the employees general communication skills. The training methods that fall under this category include lectures, demonstration, discussion methods, and computer based training. Lectures This method is used when the manager wants to the employees understanding of a certain concept which might be new to them or not (Dunkle, 2005). Dunkle goes on to add that lectures are also very cost effective. Managers spend minimal amounts of money to the message across to a lot of people all at once. The lecture can be administered orally or in a written format. This method of training is very important as it is almost impossible to train people without telling them some theoretical aspects of the training itself (Dunkle, 2005) Though lectures have been hailed as being effectual, there is a downside to them. Lectures are quite inflexible. They are not interactive enough. Social interaction should be a major aspect of training but lectures fail to create an interactive environment for the participants, who in this case happen to be employees (Leng, 2005) Demonstration In this method, a visual display of a concept is presented to the trainees. This visual display depicts how something works or should work. It also shows how to carry out a particular task (Stolovich, 2002). This training method usually accompanies the lecture method and it is used to enhance the focus of employees on the important aspects of a given task (Dunkle, 2005). Again, the lack of interaction is a problem in this method. Discussion In this training method, the instructor provides the necessary topic that is related to context which the employees are familiar with. This topic is then expounded, explained and supported by the trainees and the trainer. At the end of the discussion, the trainer gives a simplified meaning of the topic (Dane, 2004). This method provides an avenue for interaction among the participants. However it is not enough for maximum interaction. (Leng, 2005) Computer Based Training This training method is done through the Internet and in some cases through the intranet. Since it is completely mechanized, there is absolutely no human interaction. Behavioral Methods According to Dane (2004) behavioral methods of training focus on giving practical experience to the people being trained. These methods provide the trainees with a platform that is similar to a real workplace condition. They are then required to behave exactly the way they would have had they been in that condition in the real sense. The methods that fall under this category are suitable for developing employees’ physical and mental skills. Under the behavioral approach there are several methods which include games and simulations, business games, role plays and in-basket techniques (Dane, 2004) Games and Simulations Games that are part of a training program require the trainees to take part in a particular exercise. The exercise is set as a competition whereby the participants are required to compete amongst themselves. Simulations on the other hand are the computerized versions of the exercises that are part of games. Business Games In business games, people being trained are provided with some sort of information that represents a certain real life situation at the workplace. They are the asked to give suggestions that will be related to the game, but which can also impact positively on the organization. This method is useful to get the point across; however, it restrictive as it only requires the trainee to think in terms of the circumstances that surround his company. Role Plays Role plays help to develop great interpersonal skills. Each trainee is presented with a role to play. The role can be anything that the trainee is or is not familiar with. Role plays enable the trainee to acquire and enhance decision making skills as well as communication skills. In-Basket Techniques In basket techniques are similar to role playing. The trainee is given a role to play after having been given a thorough description of the same. He is then required to respond to issues arising from the role at a particular time. This process is followed by a discussion with the trainer on issues arising. Types of Development According to Stolovich (2002), development activities within any organization are geared towards the education of the trainees. He says that this is a more futuristic approach of employee retention effort as it increases his motivation and commitment to the organization. Development can be divided into two categories: On Job training and O the Job training (Stolovich, 2002). On the Job Training Methods According to Stolovich (2002) this kind of training takes place while the trainee is still working. The different categories of On the Job Training are: Coaching and Mentoring Coaching is viewed as the best corrective training for development method. According to James (2009), coaching is the development method that is favored by most people. It is the development method that most managers use to correct a certain malfunction in the organization (Stolovich, 2002). This method allows for one to one interaction between the coach and the person being coached. Mentoring is an important part of on the job type of development training as it enables junior members of an organization to interact with their seniors (Dane, 2004). The senior members usually get a chance to guide the juniors and explain to them the rules and standards that the organization has set in order to reach its goal (Clutterbuck, 2004). Job Rotation Stolovich (2002) says that this approach is suitable when the manager wants his employees to understand what different parts of the organizations operate. This approach is good as it enables junior employees to prepare for higher positions within the company. Job Instruction Technique According to Stolovich (2002), this technique focuses on the procedural and factual knowledge of an organization. When an employee goes through a job instruction technique, he is able to grasp the skills that are needed for the completion of a particular task. The employee is also able to change his attitude in line with the requirements of a certain task (Stolovich, 2002). Off the job Training Off the job development training techniques focus on employees when they are off work. Some of the off the job techniques described by Stolovich (2002) are discussed below. Sensitivity Training, Transactional Analysis and Lecture Sensitivity training enables people to change their mind sets about themselves and others around them for the benefit of the company. Employees undergoing sensitivity training are able to understand themselves and others at a reasonable level. Sensitivity training is important as it helps employees learn how to deal with each other. People who can work together are very productive. Transactional analysis is a development method that empowers employees with the ability to analyze others. This technique helps people to know how best they can influence others for the benefit of the organization. Just like in training, lectures are used as development tactics. Telling the employee about a certain job aspect or providing him with the theoretical explanation will enable him understand his job well when he does it. Analysis of Training and Development Methods All training and development should include aspects that are relevant to the organization. These aspects include behavior and attitude, morality and ethics, knowledge and skills as well as determination and leadership (Sadler, 2004). Development cannot be achieved through training only according to Gough (1996). Anything that can enable an employee develop his skills, commitment, abilities, initiative, tolerance interpersonal skills, confidence, self control, understanding and motivation is a good substitute for training (Purdy, 2008). Training and development, though widely used as a means to increase employee productivity, has a number of challenges. The different training and development methods cannot work if the trainee is not committed to the program. According to Austin (2008), attitude is an important part of the success of a training and development program. Yet the manager or trainer cannot do much to change the trainees attitude; only the trainee can change his mind set about training and development (Purdy, 2008). Under the behavioral approach to training, on of the methods used is role play. This method is good enough if the participants realize the significance of the roles that they are emulating (McNamara, 1997). This is why it is very important for the trainer to explain in detail not only what the role entails, but also the underlying objectives, concerns as well as responsibilities that come with the role (James, 2009) In some instances, training cannot be done without the use of equipments that should serve as simulators (McNamara, 1997). The use of such simulators during training has been seen to be highly beneficial while training people who work as product development engineers, pilots, drivers, telephone operators and even maintenance workers (Purdy, 2008) To avoid cases whereby the trainees take training as an unnecessary and tiresome chore the managers should find ways and means that make these exercises interesting and meaningful (Austin, 2008). Trainers and human development officers in an organization should try to come up with innovative ways to make training and development exercises more enjoyable for employees (Reynolds, Cale and Mason, 2002). You should put a lot of focus on the things that people love to do, rather than those which you have been told should work because it might not work for your organization. It is possible for training and development to be used to achieve multiple goals for the organization. However, this is not possible if managers and trainers are not imaginative enough to combine two or more training methods. The organization should set measures to determine its employees training needs. This way there will be situation where the workforce is forced to take part in a training program that will not help raise the organization’s standards. Challenges Facing Training and Development Methods Austin (2008) outlines a few challenges that many managers face as they try to find the perfect training and development methods for their employees. One of the challenges that Austin discusses is differing leaning styles among trainees. When some people hear about something for the first time, they have no problems understanding it. Some people need some visual aids to help them understand a concept. Austin sees this as a problem with some of the training methods only applying only the auditory part of training. Those people who cannot grasp meaning as fast as their colleagues are normally left out in the training process. Austin says that to correct this anomaly, the trainees should incorporate both the visual and auditory parts of training in their training and development plan. Another problem that trainers encounter is the generation gap in an organization’s employees. There are training activities that require a lot of exercises which some senior members of an organization may not be able to do. According to Austin, the younger generation is more comfortable with computerized type of training than the older generation. The person in charge of employee training and development in a company should ensure that there is an agreement as to the best type of training such that no one will miss on anything during training. Training consistency is another challenge that Austin highlights. Inconsistency in training, according to Austin, can cause the learners to get confused, hence rendering the whole effort worthless. To avoid such situations as these, Austin recommends that organizations acquire trainers who can consistently give training to employees without changing the sequence. Austin goes on to suggest the use of the internet as a means of overcoming these challenges. Not only can online materials be used for training purposes, they can also be used to provide the trainees with the necessary knowledge about specific training and development activities. He upholds the concept of using training and development content that has a majority appeal. The content should also be compatible with a variety of learning styles which include reading, listening, visual aids as well as personal interactivity. Conclusion It is obvious that training does indeed help in the development of productivity, customer satisfaction, morale, service quality and skills (Austin, 2008). Training and development should help in the development of the person. This in turn translates into more profits for the organization. However, it is important for the trainer to realize that not all training options yield the same results everywhere. Trainers should know when to desist from applying those training and development tactics which the trainees are not particularly fond of. The trainer should go for the training methods that will help the employees make the necessary changes in the work place. Reference List Allis, R 2008, Zero to One Million, McGraw Hill Books, New York. Austin, S 2008, EHS Today, The Evolution of Workplace Training, Viewed 15th Novemebr, http://ehstoday.com/training/evolution_workplace_training/ Clutterbuck, D. (2004) Everyone needs a mentor, CIPD, London. Dane, G 2004, Training and Management Development Methods, Emerald Group Publishing Limited, Viewed 15 November 2009 http://www.business-magazines.com/product.php?prd=107331 Dunkle, D 2005, Methods of Training and Development, University of California, Irvine, Viewed 15 November 2009 http://www.crito.uci.edu/papers/2005/DanzigerDunkle.pdf Gough, J. 1996 Developing Learning Materials, Barnes & Noble, London. James, M. 2009, The Advantages of Training and Development in the Workplace, viewed 15 November 2009 http://ezinearticles.com/?The-Advantages-of-Training-and-Development-in-the-Workplace&id=2494587 Leng, H. 2005, Training – Cost or Investment? Viewed 15 November http://www.thetrainingworld.com/articles/costorinvestment.html McNamara, C 1997, Suggestions To Enrich Any Training and Development Plans, viewed 25th November 2009, http://managementhelp.org/trng_dev/gdlns.htm Purdy, S. 2008, Effective Training Methods for Workplace Noise Reduction, National Acoustic Libraries, Viewed 15th November 2009 http://www.nal.gov.au/Current%20projects/Prev%2000-1.htm Reynolds, J., Caley, L. and Mason, R. 2002 How do people learn?, Barnes & Noble, London. Sadler, E 2004, Cognitive Style and Instructional Preferences, Instructional Sciences, Vol. 27, Springer, Netherlands. Viewed 15th November 2009, http://www.springerlink.com/content/l5g6271j10182pn4/ Stolovitch, H 2002, Telling Aint Training, ASTD Press. Read More