Training and development
Definition
Training and development is a planned process to modify attitudes, knowledge or skill behavior through learning experiences to achieve effective performance in an activity or range of activities.

The learning process:
Learning process is the process of acquiring knowledge through experience which leads to a change in behavior.

The way in which individuals learn( Four theories of learning)
Reinforcement theory
Information theory
Cognitive or problem-solving approaches
Experiential learning theory
The effect on learning of individual differences
Honey and Mumford
Theorists
Reflectors
Activists
Pragmatists

The role of management
Managers can try to develop the learning organization by:
Encourage continuous learning and knowledge generation at all levels
Has the processes to move knowledge around the organization
Can transform knowledge into actual behaviour
Learning organization
Learning organization is “An organization that facilitates the learning of all its members and continuously transforms itself.”
The building of the learning organization
Role of the Training Manager/others
Responsibilities:
Planning and organizing training activities
Determining and managing training activities
Directing training activities
Consulting and advising

Responsibility for training is shared between personnel specialists and department supervisors.
Roles
Personnel specialists are responsible for:
Analyzing the training needs
Formulating the general policy
Supervising apprentice training
Arrangement for outside training, e.g. with local colleges
Training supervisors to train on the job
Arranging management development programmes
Department managers/supervisors may be responsible for:
Submitting information on departmental training needs
Looking after apprentices
Making sure that release is arranged for off-the-job training
Coaching
Giving on-the-job-training
Process that training needs can be met
Determination of the development and training objective
Determination of the appropriate training strategy
Planning and implementation
Evaluation of the programme
Regular reviewing the system

The process of training and development
Job training analysis
The process of identifying the purpose of the job and its component parts, and specifying what must be learnt to achieve effective performance.

Identifying training needs
The means used to assess training needs include:
Organization and departmental goal
Overall performance of the organization
Job analysis
Records of employee performance
Feedback from customers
Observation of employees
Surveys of staff and customers surveys covering their satisfaction and dissatisfaction

Training needs analysis covers three issues
Current State
Organization current result
Existing knowledge skill
Individual performance
Desires State
Desired result, standard
Knowledge skill needed
Required standards
Methods of training and development
Training courses, both internal and external
On-the-job training
Mentoring
Coaching
Computerized interactive learning
Planned experiences
Self-managed learning

Internal training & development methods for individual

Apprenticeship
Induction courses
Job instructions
Training centers
Job rotation
Films and CCT(Closed circuit television)
CBT and CAL(Computer-based training)
and (Computer-assisted learning)
Programmed learning
Coaching
Mentoring
Secondments
Work shadowing

Internal Training & Development Methods for the Groups
Lecture
Discussions
Case studies
Role-playing
Business games
T-group
Self-managed learning
Self-managed learning is highly personalized, in which the employee takes the initiative.
Support from the organization may be received.
Outdoor management training
Outdoor training equates the skills of outdoor pursuits such as canoeing, sailing or rock-climbing.

The essential demands of these activities include
Planning
Organizing
Team building
Dealing with uncertainty
Direction
Control.

The development methods available to management
Management development schemes include:
Student sponsorship
Professional and technical qualifications such as ACCA
General management development, e.g. courses at the various business schools
Internally organized management development
Staff evaluation
This is an attempt to obtain information (feedback) on the effects of a training programme and to assess the value of the training in the light of that information.
The five levels of evaluation
Hamblin’s levels of evaluation are:
Trainee action
The new skills and knowledge acquired
Job behavior
Organizational function
Ultimate value

Q11 Scenario: Training

JIK Ltd is a retail chain selling camera equipment and supplies to professionals and the general public. Feedback surveys completed by its customers have recently highlighted customer service problems, including ‘ignorant or uninformed staff’ and ‘insufficient or inattentive staff’
JIK has traditionally recruited photography enthusiasts to work in its stores and has not so far felt the need to offer training in either technical knowledge or customer service skills. The manager of the store, Matthew
Hlavcek, has been heard to say:’ Photographers knows what they want, and they know that they can get it from us. Training is a waste of time and resources.’
As the newly-appointed assistant manager at Hlavcek’s store, you decide that the feedback surveys give sufficient impetus for you to recommend a new attitude to training.
Required:
Draft a report for Matthew Hlavcek, outlining the following.
(a) What you consider to be the benefits of training to:
(i) The organization 5marks
(ii)The individual 5marks
(b) How you would identify the training needs of staff. 10marks
(c) What methods you would choose to satisfy the training needs of staff. 8marks
(d) How you would carry out evaluation of training methods. 6marks
(e) What you understand by the term ‘employee development.’ 6marks
Total Marks=40

Management development
Development is the growth or realization of a person’s ability through conscious or unconscious learning. Development can consists of a variety of activities.

Armstrong defines management development as ‘a systematic process which aims to ensure that the organization has the effective managers it requires to meet its present and future needs’.

The two main areas of management appraisal
Performance
Potential
Managerial skills include the ability to:
Observe
Communicate
Motivate
Select relevant data
Diagnose problems
Formulate solutions
Make decisions
The skills-development programme
The skills-development programme is built on a deficiency list for each job-holder.
Competent assessment
A competent individual can perform awork role in a while range of settings over an extended period of time.
It includes three types:
Behavioral competences
Occupational competences
Generic competences
Assessment
Assessment may be:
Practical
Written
Oral

NVQs( National Vocational Qualifications)
There are five levels in each occupational area.
Appraisal
Appraisal is an activity by which data is collected and reviewed about an individual employee’s past and current work behaviour and performance.
Performance appraisal may be defined as “the regular and systematic reviewof performance and the assessment of potential with the aim of producing action programmes to develop both work and individuals”.
The benefits of the appraisal process
The outcome of the process provides a way to:
review past performance
Assess future potential
Set performance objectives
Help improve current performance
Assess training and development needs
Assist career planning decisions
Assess increases or new levels in salary
The appraisal process
Clarifying a person’s job
Assessing competence
Interviewing the job-holder
Identifying and agreeing future goals and targets
Agreeing action points e.g. training needs
Giving regular feedback
Techniques of appraisal
Employee ranking
Rating scales
Description/Report
The appraisal interview
The appraisal interview may rate performance, highlight strengths, set targets and discuss potential.
The key skills used to carry out an effective appraisal are questioning and listening.

Pre-interview documentation
The job description
A statement of performance
A diary or a record book
Peer assessment
Comment from clients, customers or other outside agencies.
The employee’s self-assessment form.
The employee’s file with background noted on attendance, time-keeping, Personality temperament and family.
The interview preparation
Part of interview preparation should consider:
the environment and atmosphere
your approach and main points

Communication skills combined with an interview situation is a very popular examination topic
Key communication skills in interview
The following should lists of skills is guide of ‘must do’s while conducting the interview.
Ask open questions requiring more than a ‘yes’ or ‘no’ answer.
Ask closed questions only when clarification is needed
Allow time for the appraisee to ask questions
Refrain from asking multiple or confusing questions.
Encourage conversations with body language and appropriate cues.
Key communication skills in interview
Periodically summarize, reflect and check your understanding.
Build upon answers
Refrain from talking too much
Handle difficult or sensitive areas carefully.
Be tolerant of pauses and silence.
Listen carefully, making sure that the interviewee knows you are listening.
Keep the conversation from wandering off to irrelevant areas.

Concluding the interview
There must be a clear and shared understanding of the outcome of the discussion with all parties knowing how, when and by whom action plans are to be progressed.
The follow-up procedures will be taking the steps to help the employee attain the agreed objectives by:
Providing feedback
Organizing training
Rescheduling work
Altering work methods
Upgrading equipment
The criteria of effectiveness
A job performance criterion should be measurable; capable of differentiation, open to influence from the job-holder and acceptable to those being assessed.
* Annual staff turnover can be an effectiveness measure.
Q12 Purposes and objectives of appraisal
You are leading a management seminar in an organization which is considering the introduction of a formal performance appraisal system. The following points are raised during question time: show how you would respond to each one.
(a)‘The only point of having appraisal is setting pay awards, and we already have job evaluation to do that.’ 8marks
(b)‘Our managers give informal feedback to their staff every day: why have a formal system?’ 7marks
Total marks=15marks

The health and safety policy
It outlining the company’ rules, regulations and procedures will include the following:
How to report accidents
Where the accident book is
The position of the first-aiders
The names of the official safety representatives and the manager in charge of policy
Information on working practices throughout the organization.
The obligation of management
The health and safety work act 1974
The act was designed to apply to four general areas:
Employees’responsibilities
Detailed employee health provisions
Re-emphasized fire precautions
Specific employers’ duties
Enforcement of the act
penanties

2. Employers’ obligations under the 1974 act
Employers have an obligation to prepare written policy statements to be incorporated into their procedures and rules.
3. Enforcement of the act
The Health and Safety Commission and Executive are empowered to serve improvement notices and prohibition notices.
4. Penalties
penalties against employers are potentially severe and can include closure orders and imprisonment.
Q13 the importance of health and safety
Much of the EU and UK legislation and regulation in regard to employment concerns the issues of health and safety at work.
Required:
(a) Explain why health and safety at work are important. 8marks
(b) Why might there be health and safety problems in the workplace, despite law and regulation? 7marks
total marks=15