Role of training in Employee Development

“Training is the organized procedure by which people learn knowledge and skills for definite purpose”-Beach

Training and development is an integral function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development”.

The name of the discipline has been debated, with the Chartered Institute of Personnel and Development in 2000 arguing that "human resource development" is too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to feel comfortable with. Eventually, the CIPD settled upon "learning and development", although that was itself not free from problems, "learning" being an over-general and ambiguous name, and most organizations referring to it as "training and development".

Training and development encompasses three main activities- training, education, and development.

• Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
• Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
• Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason why people leave their jobs is conflict with their bosses. As said by Dr. John Hoover "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

Typical roles in the field include executive and supervisory/management development, new-employee orientation, professional-skills training, technical/job training, customer-service training, sales-and-marketing training, and health-and-safety training. Job titles may include vice-president of organizational effectiveness, training manager or director, management development specialist, blended-learning designer, training-needs analyst, chief learning officer, and individual career-development advisor.

Hence today’s HR Managers are playing a very proactive role in achieving the organizational goals/ efficiency by conducting the required regular training sessions in collaborating with both internal and external trainers, and also working extensively in retaining the talent by providing them with a progressive career growth in the organization .

As aptly quoted by Dale Yoder, "Training is the process by which manpower is filled for the particular jobs it is to perform’.

Pl.Note: The above expressed views are absolutely personal views of the author.

N.V.Ravindra

Dy.Manager HR

Hyderabad