Training & Development
Training & Development play a crucial role in the success and growth of an Organization, competitiveness, and long-term success.
They empower employees, increase job satisfaction, and enable the organization to adapt to evolving challenges and opportunities.
Let us take a look at the basics of Training & Development.
Here are some reasons why they are important:
Skill enhancement:
Above all Training & Development programs help employees acquire new knowledge, skills, and competencies relevant to their roles.
Generally by providing them with the necessary training, organizations ensure that employees stay updated with the latest industry trends, technologies, and best practices.
Further this, in turn, enhances their performance and productivity.
Increased employee engagement:
Accordingly investing in employee Training & Development shows that the organization values its employees and is committed to their growth.
When employees feel supported and provided with opportunities to learn and develop, they become more engaged in their work.
Likewise engaged employees are more motivated, satisfied, and loyal to the organization.
Improved job satisfaction:
Training & Development programs contribute to employee job satisfaction.
When employees receive training to enhance their skills and perform their jobs more effectively, they feel more confident and capable.
Moreover this sense of accomplishment and growth leads to higher job satisfaction and reduces turnover rates.
Talent retention and attraction:
Organizations that prioritize Training & Development are more likely to retain their top talent.
Accordingly employees appreciate organizations that invest in their professional growth and are more inclined to stay with such employers in the long term.
Moreover, a reputation for providing excellent training opportunities can also attract talented individuals to join the organization.
Adaptability and innovation:
Training & Development enable employees to adapt to changing market dynamics and technological advancements.
Moreover they learn new techniques, methodologies, and strategies that help the organization stay competitive and innovative.
Further well-trained employees are more equipped to identify opportunities, solve problems, and contribute to the organizations overall growth and success.
Succession planning:
Training & Development programs prepare employees for future leadership roles within the organization.
Likewise by identifying and developing potential leaders, organizations can ensure a smooth transition when key positions become vacant.
Hence this reduces the risk of a leadership vacuum and ensures continuity in organizational effectiveness.
Enhanced teamwork and collaboration:
Training programs often include interactive activities and exercises that encourage teamwork and collaboration.
When employees participate in training together then they develop better relationships, understand each other’s strengths and weaknesses, and learn to work effectively as a team.
Hence this leads to improved communication, cooperation, and synergy within the organization.
Indeed Training & Development are essential for organizations to stay competitive, improve employee performance and engagement, attract and retain talent, foster innovation, and ensure long-term success.
Therefore by investing in their employees’ growth and development, organizations create a positive and productive work environment that benefits both individuals and the organization as a whole.
On the contrary Competency models identify the Knowledge, Skills and Abilities (known as KSAs) needed to perform a particular job in an organization.
COMPETENCY
We at Sofcon Systems India Pvt. Ltd. utilize Competency Models to identify what types of training are needed for new employees or an employee who is changing job.
Further we go through a process of identification and evaluation of how well the employee has learned through provision of the training.
PROCESSES
For this purpose we take care of both Organizational Training and Employee Development.
Because these two are related but separate pieces of the organization’s processes involving the management of its employees.
TRAINING
Especially Training is the process of teaching employees the skills necessary to perform a job.
However we train employees to provide them with the KSA’s they will need to succeed in their work.
Moreover Training is primarily intended to be put to immediate use by the individual being trained.
DEVELOPMENT
Somewhat in contrast to the Training that we do so that employees can do their job or do an existing job better is the process of Employee Development.
However both Colleges and Corporations have been criticised for not doing a good enough job of developing Business Leaders.
Therefore this is one of the reasons why we focuses on developing Skills not just Knowledge.
For this purpose Employee Development is ongoing education to improve Knowledge and Skills for present and future jobs.
Hence our team has designed Employee Development to teach employee how to move up in the Organization by becoming skilled at those tasks that they will need to know to move into those higher-level jobs in the future.
Further Development tends to be less technical and is aimed at improving human communication, conceptual and decision-making skills and employees to remain competitive in today’s dynamic environment.
In fact Organizations having employees, who maintain knowledge, skills and development, plays an important role in betterment of society or in a way betterment of world.
As a result Orientation, now better known by the term on-boarding is the process of introducing new employees to the organization and to their jobs.
Generally new employees are often called newcomers in an organizational entry level and newcomer socialization done effectively during the on-boarding process increases new employee job satisfaction, performance and reduces turnover rates.
ONBOARDING
On-boarding is an introduction to the person to the company.
What do we need to think about when we introduce somebody to an organization?
Consequently we need to think about introducing the new employee to all of the things that exist within the organization’s society that they are entering.
Therefore this process is very similar to someone moving to a different country or having to assimilate to a new culture.
Accordingly our team in Sofcon Systems has designed Orientation to answer all of the questions necessary to allow new employees to integrate into the society they are entering.
One of the first things an individual would need to know is about the laws, rules and regulations in the new society;
So we introduce the new employee to the organization’s policies, procedures, rules and regulations.
Further the second thing that individual would probably want to know is how to act and interact with others in the new society.
So in addition to introducing the new employee to the job we make him aware how to interact within the organization.
STRUCTURE
We talk with the individual about underlying organizational structure plus guide him about where to go and whom to talk with to get certain things done.
Who should they talk in their department with if they have questions about their job or about how things are done in the department?
Also who should they speak with in other departments if they have questions that cannot be answered within their primary work group and when is it acceptable to go to those individuals?
PAY
Next they want to know how they get money they need in order to survive in society.
So we tell them about their pay and benefits including whom to contact with questions.
In particular People entering this new society would also probably want to know how to stay safe as they go about their business.
So we talk to them about safety in the organization.
Moreover they might need to fill out paperwork to open a bank account and also to get a driver’s license to identify who they are and so forth.
Similarly certain paperwork is necessary for the organization to function successfully.
Hence during on-boarding process, we ask new employees to fill out the paperwork.
JOB CHANGE
The second common point where training is necessary when an individual goes through jobs change in some form.
PERFORMANCE
The third common point at which manager’s need to investigate the requirement for additional training occurs when there has been some failure of an employee or employees to perform successfully and meet organizational standards.
REMEDIATION
Remediation is the correction of a deficiency or a failure in a process or procedure.
In remediation, we work to correct the actions of the individual responsible so they can successfully carry out the action in the future.
The next point at which to evaluate the need for training is in situations where we are working to develop current employee skills and abilities.
So that employee can move into higher-level jobs within the organization.
DEVELOPMENT
Generally offering development opportunities decreases turnover.
Therefore many organizations have rigorous development programs that include job rotation to various departments within the organization.
Hence Mentorsare assigned for Classroom and on-the-job training and for many other programs, all of which designed to train employees and develop their capabilities for future use within the organization.
In fact we have planned our training process very carefully to take care of above mentioned points.
Thus we need to take a look at what is currently going on in the organization and how that differs from what needs to happen in the future to accomplish our strategic business goals.
STRATEGIC
Training & Development are another set of strategic HRM tasks.
Once we do this we can analyse the types of training that will be necessary to build new knowledge skills and abilities of workforce.
On the whole we follow five steps in the training process as you see here-
Let us take a look at how we go through this training process.
Step1– assessing needs.
NEEDS
In the first place we conduct a needs assessment to determine what training is necessary to improve performance.
Step 2– selecting how to shape behaviour with training methods.
METHODS
In the second place we select a method of shaping employee behaviour based on learning theories.
So that we can change employee behaviour to improve performance.
Step 3– designing training.
DESIGN
In the third place we design Training & Development based on the needs assessment.
For this purpose we must determine which training methods we will use to shape employee behaviour.
Step 4– delivering training.
DELIVER
Before we actually conduct the Training & Development, we must select the delivery method.
Step 5– assessing training.
ASSESS
After we complete the training our last step is to assess how effective the training was at developing the needed skills.
Hence we do this by determining our success at shaping behaviour.
If the assessment of the training reveals that the behaviour has not shaped or changed as needed.
Then we may need to go back to step 1 and start the training process again.
In fact a needs assessment is the process of analysing the difference between what is currently occurring within a job.
Or jobs and what is required either now or in the future based on the organization’s operation and strategic goals.
CORRECT
If a needs assessment is not done correctly then a training course may be poorly designed.
Or it may cover the wrong information.
UNNECESSARY
As a result we may end up creating a training program that is even unnecessary.
Or
We may fail to determine that an issue is based on poor performance rather than the lack of knowledge.
Moreover there are significant issues that we can avoid if we correctly go through the process of a needs assessment.
DIAGNOSIS
If we do not do a diagnosis correctly, then managers may create training solutions that do not solve an existing problem.
EFFICIENTLY
So the manager has to go through a process of identifying where in a current sequence of events, things are not working the way they should.
Or how they can be done more effectively.
Only by diligent going through the process of looking at a chain of events in the status quo can a manager identify where the process can be changed?
CHALLENGES
Managers face many challenges.
These include
- minimally prepared or underprepared worker’s difficulty,
- identifying the return on investment,
- employee resistance to change,
- feelings of insecurity from matching the training to the strategic goals of the organization,
- logistics issues including scheduling and
- Making locations available for training courses.
Further Managers have to work through each of these challenges in order to make training programs successful.
UNPREPARED
One of the most significant challenges to work process of training is the fact that so many of the individuals being hired into the workforce are ill-prepared in educational basics including reading and math skills.
ROI
Return on investment and cost justification are critically important.
Generally Businesses today are naturally concerned with the return they get from any corporate investment.
Since Training is time-consuming and expensive and is no different from any other investment.
Hence executives expect and require that training provide a positive return on investment known as ROI.
RESISTANCE
All individuals resist changes to their routine.
In fact they resist for a variety of reasons including insecurity based on their concern that they may not be able to successfully adapt to the change.
In some way this insecurity leads to resistance to change and it can cause significant difficulty in the training process.
Hence Management must overcome resistance to change exhibited by all workers so that training can be successful.
CONGRUENCE
Strategic congruence is another challenge in the training process.
One of the most critical requirements in the corporate training program world is the need to ensure the training meets the strategic goals of the organization.
Any training program that does not aim squarely at the strategic goals of the organization is difficult to justify in a corporate environment.
Because we have to ensure our Training & Development programs helped to carry out the organization strategy over the long term.
SCHEDULING
Scheduling is the last of our common challenges and it involves both the timing and the location of training.
As with most things there is never an ideal time to schedule a training course especially if it runs for several days or even weeks.
Actually the trainers have to leave their regular jobs undone for the period of time of training.
And the organization has to be able to operate without those trainees performing their normal tasks.
In addition the training may require the use of physical locations that have special equipment.
Or tools that are only available for limited periods of time.
Although during the year these logistic issues might seem minimal.
But they frequently create significant problems for the HR department in scheduling and effectively delivering training courses.
In particular three common learning theories include
- Classical conditioning,
- Operant conditioning and
- Social learning.
Let us have a look.
CLASSICAL CONDITIONING
Classical conditioning was made famous by psychologists named Ivan Pavlov.
Pavlov became famous for causing dogs to salivate even when not in the presence of food.
Further Pavlov proved that when dogs were conditioned to associate the ringing of a bell while being fed.
Then they learned to salivate when the Bell was run.
What does the fact that a dog would salivate on command have to do with human learning?
At first glance it looks a little silly.
PAVLOV
However what Pavlov proved was that animals will react involuntarily to a stimulus in their environment.
So do humans react inadvertently or voluntarily to a stimulus in the environment?
Of course they do.
Human beings react inadvertently or involuntarily to stimuli the same way that other animals do.
BEHAVIOURS
The behaviours are learned because you have changed the way that you act.
Due to some prior experience, you do not intentionally learn to act in a particular way in response to the stimulus.
Finally the behaviours are direct action because the learning occurs as a result of something directed at you.
OPERANT
The second common learning theory is called operant conditioning which is based on reinforcement.
SKINNER
Again most of us have heard the individual by the name B F Skinner, who made this learning theory famous.
Skinner’s theory of operant conditioning says that the behaviour is based on the consequences received from behaving in a similar way in an earlier point in time.
In other words, if we acted in a certain way previously and received a reward then we will likely to repeat that behaviour.
If however we acted in a particular way and received a negative consequence or a punishment then we will probably not repeat that behaviour.
SKINNER BOX
Skinner tested this theory using the “Skinner box”.
He would put animals such as a pigeon or a rat in a box to provide a stimulus such as a light above a lever.
If the animal chose the right lever they were rewarded with food.
Moreover if the animal chose the incorrect lever they would receive punishment such as a mild electrical shock.
REWARD
Skinner showed that very quickly the animals would figure out which lever to press in order to receive the reward.
So operant conditioning results in direct voluntarily learned behaviour.
In particular the subjects in Skinner’s experiments voluntarily selected the lever that provided the reward.
So that they learn to behave in a particular way based on direct consequences of their action.
Hence Skinner proved that animals will voluntarily act in order to receive a reward and avoid acting in order to avoid receiving punishment.
SOCIAL LEARNING
Our third type of learning is called social learning.
It is similar to operant conditioning.
In this case the difference is that we are not learning from a consequence of our own action but from the consequences of the action of another person.
Social learning is also called vicarious learning.
VICARIOUS
The word vicarious means experienced or realized through imaginative or sympathetic participation in the experience of another person.
So social or vicarious learning is experienced through watching the actions of another person and witnessing the consequences of those actions.
In other words if a young boy watches his sister receiving a cookie as a reward for cleaning her room then he wants a cookie too.
Indeed he may determine that the best way to get a cookie is to clean his own room.
Hence this would be an example of social learning.
Again social learning is based on voluntarily learned actions on the part of an individual.
But it is based on indirect consequences of the actions of another person.
SOCIAL MEDIA
Recent innovation in using social media has provided a new tool for applying social learning.
Because we know that people learn from each other as much or more than they do from formal learning.
Therefore this is why on-the-job training is used so much because this type of learning works very well.
Since more than three billion people worldwide are members of at least one social media site.
Hence we can utilize social media as a learning tool.
MICRO LEARNING
Social media is all around us today.
It is also easy to adapt as a platform for organizational learning.
Especially a fairly new form of social media is called micro learning.
You will need to understand the applications of social media in a training and learning environment to successfully manage learning in today’s organizations.
In fact we can break these methods down into a process of
- Applying a reward /
- Removing a reward /
- Applying a punishment /
- Removing a punishment /
- Providing no response to the actions of the individual.
Let us explore the value of understanding the four methods of shaping behaviour.
METHODS
If we understand each of the four methods.
Then we can use them to cause workers to act in ways that are conducive to the improvement.
And also that are conducive to the ultimate success of the organisation.
POSITIVE
If we apply a reward, then we are using the concept of positive reinforcement.
Positive reinforcement is providing a reward in return for constructive action on the part of the subject.
In fact we should realize that positive reinforcement is most commonly used in terms of the methods of shaping employee behaviour.
When we train new employees to do their jobs and when existing employees need to learn new job requirements and processes.
NEGATIVE
Our second option would be to avoid or remove noxious stimulus a process called negative reinforcement.
Negative reinforcement is the withdrawal of a harmful thing from the environment in response to a positive action on the part of the subject.
Also Negative reinforcement is commonly based on rules with punishment being given for breaking the rules.
A rule itself is not a punishment.
Actually it is a means of getting people to do or to avoid a specific behaviour such as coming to work on time.
But if the rule is broken then punishment is usually the consequence.
Further we should realize that negative reinforcement is commonly used during new employee orientation.
Moreover to make sure employees know the expected behaviours and consequences for breaking the rules.
Certainly we do not want to punish employees for breaking the rule.
Because they do not know whether those rules exist.
In contrast to reinforcement we may punish bad behaviours.
PUNISHMENT
Punishment is the application of adverse consequences.
Or
Punishment is the application of the removal of a reward.
In order to decrease unwanted behaviour.
One method of punishment would be to remove a reward as a result of people doing something that they should not have done.
For example think of taking away the car keys of a school-age driver who does something wrong.
Or let us say our organization has a policy of providing free parking for our workers in a crowded downtown area.
Therefore we might take away parking privileges of an individual who continually harasses other workers in the parking lot.
Alternatively we can provide a noxious stimulus which is also considered to be a punishment by suspending a worker.
Likewise if we are applying a noxious stimuli or a negative response.
Then the negative response received by the worker is designed to cause the decline in the behaviour that was created in such a consequence.
In other words punishment can be the application of something bad which is a noxious stimulus or the removal of something good which is a reward.
EXTINCTION
Extinction is the lack of a response either positive or negative in order to avoid reinforcing an undesirable behaviour.
You may have heard the phrase ignore it and it will go away.
How does a lack of a response cause behaviour to be shaped in a way that we desire?
BEHAVIOR
Employees will sometimes exhibit problem behaviour to cause a reaction from the manager or fellow employees.
For instance the employee who exhibit the behaviour may delight in causing others concern or consternation.
Then we should realize that the extinction is also not very commonly used because we train employees.
Further we do not usually ignore behaviour in the hope that it will be repeated so that we can correct it.
METHODS
If we understand these methods of shaping behaviour.
Then they become powerful tools in our managerial toolbox for increasing performance.
These tools allow us to cause our employees to act in ways we want them to and avoid acting in ways that are detrimental to themselves or to the organization.
Now let us discuss how to increase and decrease behaviours to increase performance.
If we want to cause the behaviour to increase performance then we want to use positive or negative reinforcement.
REINFORCEMENT
Reinforcement whether positive or negative is designed to cause an increase in the targeted behaviour.
If on the other hand, we want to cause a particular behaviour to decrease we would use punishment in either of its formats or extinction.
Punishment and extinction are designed to cause the targeted behaviour to decrease over time.
There is however disagreement concerning whether or not we should use preferred learning styles in designing training including work-related training.
PREFERRED
Some of the recent research says that although we do not have a preferred learning style.
Then there is no evidence that receiving information in that preferred style allows us to learn any better than receiving instruction in another style.
Others argue though that there is evidence that we learn better using individual preferred learning styles.
If for no other reason than we are more comfortable with our preferred style.
Despite the disagreement, it pays to at least understand the issue of individual learning styles.
Because there is no evidence that training using preferred learning styles harms the learning environment.
LEARNING
Human Resource Management Training & Development experts might want to continue to review this research over the next several years to see how it ultimately affects learning.
OPTIONS
One of the common learning style inventories provides three primary learner options.
VISUAL
As you would think visual learners prefer to have material provided in a visual format such as graphs and charts.
AUDITORY
Generally auditory learners prefer to learn information based on hearing that information.
On the other hand auditory learners tend to perform best in a historical classroom setting where the teacher stands in front of the class and teaches while students passively listen.
TACTILE
Finally tactile learners prefer to learn by doing.
Tactile learners want to physically perform a task in order to learn.
Most of us use a mix of all three major learning styles.
Therefore a trainer should take each of these styles into account when creating training programs.
A more complex learning style inventory is the Kolb model which is probably the most accepted of the learning style models used today.
On the job training known as (OJT) is done at the worksite with the resources the employee uses to perform the job.
ONE-ON-ONE
The manager or an employee selected by the manager usually conducts the training one-on-one with the trainee.
JIT
Because of its proven record of success Job Instructional Training (JIT) a specific type of on-the-job training is a popular type of training used worldwide.
JIT has four steps presented and described here
The first step is to prepare a trainee followed by trainer presentation then the trainee performs the task with follow-up.
Let us take a look.
Step 1-preparation of the trainee.
PREPARE
Put the trainee at ease as you create interest in the job and encourage questions.
Explain the objectives and quality and quantity of requirements and discuss their importance.
Step 2– presentation of the task by the trainer.
PRESENT
Perform the task slowly explaining each step several times.
Once the trainee seems to have the steps memorized then have the trainee explain each step as you perform the task.
Prepare a written list of steps in complex tasks and give a copy to the trainee.
Step3– performance of the task by the Trainee.
PERFORM
Have the trainee perform the task slowly while explaining each step.
Correct any errors and be willing to help the trainee.
Perform any difficult steps.
Continue until the employee can perform the tasks proficiently.
Finally step 4– follow up.
FOLLOW UP
Tell the trainee who is available to provide help with any questions or problems.
Gradually give the trainee more autonomy.
Begin by checking on quality and quantity frequently then decrease the amount of checking.
Based on the trainee’s skill level watch the trainee perform the task and be sure to correct any errors or faulty work procedures before they become habits.
Be patient and encouraging.
Even though OJT is a fairly expensive on a per person basis, many organizations still use it heavily because of the fact that it works very well.
To accomplish classroom training, the organization creates training courses including
- content instructional methods,
- lesson plans and
- instructor materials
And provide all of these materials to a qualified instructor who will teach the class.
CLASSROOM
Classroom training is generally very good for consistently transferring general knowledge or theories about a topic to a large number of people.
It is generally not very good for teaching specific hands-on skills because of the passive nature of learning in the classroom.
However it is effective when using the same equipment that is used on-the-job training.
It can be designed to cause changes in a variety of employee’s attitudes and behaviours.
And
As a result it can be assessed in any number of different ways depending on what we are trying to accomplish.
We describe four assessment methods.
How to choose an assessment method for our training?
FOUR LEVEL
One of the most common assessment options is called the four level evaluation method.
It measures reaction, learning, behaviour and results.
REACTION
Reaction evaluations measure how the individual responds to the actual training process.
Self-reporting measures are quick and common measures of training.
In reaction evaluations, the organization asks the participants —
How they feel about the training process including
- the content,
- the instructors,
- and the knowledge,
They gained by going through the process.
Also they may be asked about what skills they have learned during the training process.
In fact this is the lowest level of training evaluation.
And it is frequently discounted due to its subjectivity.
Because some people overestimate their capabilities.
LEARNING
Learning evaluations are level two measures designed to determine what knowledge the individual gained.
Whether they learned any new skills because of the training.
And whether the person’s attitudes towards their knowledge or skill set has changed as a result of the training.
In short Learning evaluations are easily done using
- Quizzes,
- Tests and
- Even topic based Discussions.
Learning evaluations help organizations evaluate the skill of the instructor.
As well as the it helps organizations evaluate the change in the knowledge set of the trainee.
If the instructor is inadequate as a teacher.
Then it should show up in learning evaluation Measurement.
In fact we should also be able to see whether or not an individual gained knowledge of the subject because of the training process.
BEHAVIOUR
Behaviour evaluations are a third level of evaluating training Processes.
Indeed Behaviour evaluations are designed to determine whether or not the trainee’s on-the-job behaviours change as a result of the training.
Hence Behaviour evaluations are usually taken after completion of the training process.
Moreover the behaviour evaluation is specifically designed to identify.
Whether or not the individual is able to transfer knowledge gained into new skills.
Which they use in their work.
RESULTS
Results evaluation is the fourth and final level of training evaluation.
In a results evaluation, we try to determine whether or not individual behaviour changes have improved organizational results.
In other words, we look at the organization’s bottom line to determine whether or not productivity has increased.
Indeed this is a level at which ROI is measured and evaluated to see.
Whether or not the training has paid off for the organization.
However ROI is not the only thing that we should measure at this level.
Finally the results that we may measure include
- Increased quality of work,
- Lower absenteeism,
- Reductions in rework,
- Scrap,
- Lower on the job accident rates
- And many others.
What we are looking for in a results evaluation is concrete evidence.
That the training resulted in organizational changes.
As well as that were valuable in some form.
One challenge in assessment is developing metrics to assess training.
Moreover Measurements of training have become significantly more important in the past few years.
In fact we now have the capability to analyse large sets of data to find out how successful a particular approach is in creating a more skilled workforce.
Also we want to make sure that we do not spend money without getting results.
CAREER
A career is the individually perceived sequence of attitudes and behaviours associated with work-related experiences and activities over the span of a person’s life.
This definition of the term career relies heavily on the perception of the individual.
Who is making the judgment concerning success or failure of the career?
So whether or not a career is identified as successful or as a failure is determined within the individuals own mind.
Generally a career consists of both attitudes and behaviours.
It is not only what you do.
However it is also the way you feel about what you do and how well you think you have done over time.
What is an attitude?
Attitude is simply a positive or negative individual judgment about a particular situation.
Our career involves not only the things we do but also the way we think.
And how we feel about our progression of jobs over time.
The definition of career involves not only the direct work that is done.
But also all work-related experiences and activities.
So even non-work activities that are work-related such as training off-site would be included in our definition of career.
Further we can even extend this to the way our family and friends interact with us and our job.
And we can say that any interaction of family friends and work can help define our career.
Basically this is one place where attitudes come into play.
In fact our friends and family know how we feel about our job.
Also how it allows us to interact with others or prevents us from interacting with others in different circumstances.
CAREER PATHS
21st century organizations need to provide employees with reasonable career paths and career counselling.
So that they can achieve their personal goals over the course of their career.
These services can create significant motivation in our workforce as we note throughout our conversation of talent management.
That can lead to major improvements in productivity and job satisfaction as well as lower absenteeism and turnover.
PRODUCTIVITY
Finally good employee development and Career Planning programs can help an organization avoid productivity.
And disciplinary problems associated with employees who are stagnating in a particular job.
It is all about employee engagement.
PLATEAU
A career plateau occurs when an individual feels unchallenged in their current job and has little or no chance of advancement.
There are many other reasons for career development but these are some of the most common issues.
Moreover there are a number of reasons why Career Planning has become a major issue to 21st Century organization.
Today there are a series of common methods that organizations use including the Outsourcing option /
Internal development
Through formal education experience and assessment.
Let us go through a brief description of each of these options for development.
OUTSOURCING
Based on a recent survey, 91% of large companies and 80% of mid-sized companies say that outsourcing one or more of the HR functions provides real value.
Also Outsourcing of the Training & Development function significantly legs other functions in the HR department.
Further modern organizations must evaluate whether or not outsourcing of the Training & Development function makes sense.
If the organization can reduce costs for Training & Development.
As well as if it can improve the quality of the development function.
Then it may make sense for the organization to consider outsourcing these functions.
ISSUE
Probably the most significant strategic issue in any outsourcing debate is whether or not the organization might lose control of key processes or functions.
That have historically been performed within the company.
EDUCATION
Our first internal method of employee development is formal education.
Becauseit provides employees the opportunity to participate in programs.
That will improve their general knowledge in areas such as
- Finance,
- Project Management,
- Logistics.
Generally the intent of formal education programs is to provide the student with a specific set of information about a particular topic.
Through formal education, we can provide programs for every individual within the organization from executives down to first-line supervisors.
EXPERIENCE
Employee development programs that use experience as a method for developing the individual would seek to put the person through a number of different types of job-related experiences over time.
Moreover such an experienced based program might include job rotation to provide them with a wide ranges of experiences within the organization.
Further this allows the person to see more of what goes on within the organization and how each job ties together.
Experience based employee development might also include the use of coaches or mentors for the individual.
Hence the coach or mentor would work with the person to identify how these different job experiences help the individual to learn and grow within the organization.
ORGANIZATION
In today’s flatter organizations, it has become more difficult to climb the old corporate ladder.
Also younger workers become bored doing the same job.
Therefore giving employees a variety of experiences through lateral jobs provide new challenges and experiences with pay raises.
That may help employees to be satisfied within the organization.
MBTI
The Myers-Briggs Type Indicator or MBTI is probably the most common personality type assessment used for employee development.
But each of the tests available to organizations has advantages and disadvantages compared to other options.
EQ
Emotional Intelligence (EQ) is the way that we identify, understand and use our own emotions.
As well as we identify, understand and use the emotions of others to promote our working relationships.
The validity and reliability of these tests still raises some questions.
However as with most personality assessments there is at least some evidence in business.
That higher levels of emotional intelligence provide employees with a greater chance of success as they move up in the organization.
STAGES
Individual employees go through a series of career stages as they progress through their work life.
Within each of these stages, the employee has different needs that the organization must meet.
So that the relationship between the two can remain stable.
As well as the worker will continue to be motivated to produce for the organization.
Moreover organizations must respond successfully to individual employee based on the employee’s current career stage.
Let us discuss the commonly identified stages of career development first identified by Donald Super and Douglas Hall.
They are summarized here.
EXPLORATION
The first career development stage called the exploration stage is the period of time during which the individual is identifying the personal needs.
That will be satisfied by a particular type of work.
Also the types of jobs that interest them and the skill sets necessary to be able to accomplish those types of jobs.
This stage is usually identified as being between the ages of 15 and 24.
ESTABLISHMENT
The second stage called establishment is the period of time where an individual enters into a career and becomes concerned with
- Building a skill set,
- Developing work relationships and
- Advancing and stabilizing their career.
In the establishment phase we see the individual begins to make significant personal contributions to their career in the organization
Also the individual begins to create relationships or alliances with co-workers that allow them to become more secure within the organization.
Moreover this stage is usually identified as covering approximately age 25 through mid-40s.
MAINTENANCE
Maintenance is the third stage of career development.
This stage covers the period of time from the mid-40s to age 60 years or older.
Generally in the maintenance stage the individual typically continues to advance.
But then the individual begins to seek personal satisfaction in jobs.
Which they perform for the organization.
This is the phase where we see individual employees begin to act as mentors or trainers to their younger co-workers.
Also they begin to act to improve organizations and its processes as well as policies.
Because they see a need to do so.
DISENGAGEMENT
Finally the fourth stage is identified as the disengagement stage.
Typically this stage shows lower levels of output and productivity as the individual prepares for life after work.
Because of the desire to balance non-work activities with work during this stage, the individual may begin to choose to work only on efforts.
That they feel necessary or worthy of their attention.
Also they may continue to mentor or sponsor other individuals in the organization as others progress through their own careers.
CONCLUSION
Now we know a bit about why it is important to create career paths for employees within organizations.
Also why it is important to provide employee development opportunities.
If we do think successfully then we end up with a series of positive consequences for both the organization and the individuals involved.
We have better productivity, better job satisfaction and employee engagement which results in lower absenteeism and turnover in Sofcon Systems India Pvt. Ltd.
Because we take Training & Development activity seriously and we have built separate infrastructure for it in our building.
However if we fail to do these things successfully.
Then a series of negative consequences can occur
That ultimately cost time and money to both the organization and the individual.
We believe that Employee development is a critical piece of the organizational puzzle in order to provide for long term success.
Further we propose to extend our Training & Development facility to Honeywell and their customers.
In conclusion, Training & Development are essential for organizations to
- Stay competitive,
- Improve employee performance and engagement,
- Attract and retain talent,
- Foster innovation, and
By investing in their employees’ growth and development, organizations create a positive and productive work environment.
This in turn benefits both individuals and the organization as a whole.
