03. Training Methods

 by Yasodha Pathirana

The Training method is a technique of acquiring knowledge, skill, and ability. Organizations use a combination of different training methods rather than a single Training method (Aktar, 2023). The program of Training helps the employee to adjust to rapid changes in job requirements and keeps them updated to new technologies and methods. Generally, there are two broad types of training and development methods. They are on the job and off the job training methods. What method should be used for the organization is determined by the individual circumstances and other factors like, “who”, “what” and “why” of your Training and Development program (Muhoho, 2018).

On the Job Training

On the Job methods refer to the methods that are applied in the work place, while the staff is actually working so as to acquire specific skill. This method is required to improve the staff that had inadequate academic qualification for his job performance. It is also regarded as training within the organization policy (Muhoho, 2018). On the job training helps employees to get the knowledge of their job in a better way (Khan, et al., 2011). In on the job training, managers, supervisors, trainers and colleagues spend a large amount of time with trainees to teach previously determined skill sets (Milhem, et al., 2014). The advantages of on the job training is that it is cheap, the trainees get the opportunity to practice immediately, trainees get immediate feedback and it can also help in integrating trainees into existing teams (Dessee, 2016). According to (Muhoho, 2018) there are some common on the job training techniques that are used by the organization to train employees.

1.       Job Rotation

This method involves moving employees to various positions in the organization so as to expand their knowledge and abilities. The method is excellent for broadening an individual’s exposure to the organizational operations and for turning a specialist into generalist, increase the individual experiences, allows the staff to absorb new information and stimulate new ideas (Muhoho, 2018).

2.       Orientation

This is given to newly appointed staff immediately after being employed. It protects new employee from making costly mistakes, it helps to understand the general objectives, mission, scope, programs, problems and policy, structure and key members of the organization. Orientation method is also important for the newly employed officers to enable them gain self-confidence and perform better to meet the desired expectation. The periods may vary from few days to few weeks depending on the situation (Muhoho, 2018).

3.       Coaching

Coaching is often provided by specialists from inside or outside the organization who concentrate on specific areas of skills or behaviors, for example leadership. It is also something that can happen in the workplace (Muhoho, 2018). Effective coaching will develop the strengths and potentials of subordinates and help them overcome their weakness. Coaching requires time, but if done well, it will save time and money and will prevent costly mistakes by subordinates; thus, in the long run, it will benefit the entire superior, the subordinates, and the enterprise (iEduNote, 2023).

4.       job instruction

Job instruction training is a form of on the job training where a new employee is trained step by step by a supervisor or an assigned coworker. This kind of training usually exists for jobs requiring manual skills such as factory workers. The jobs require relatively low skills and hence can be taught in a simple step by step procedure. Job instruction training can be provided on a one on one basis as well as one to many. Job instruction training is also used to train existing workers about new technology. The benefit of Job instruction training is that the training is real time and based on the real workplace. Hence the trainee not only observes the trainer perform the job but also gains hands on experience in performing the job under supervision (MBASkool, 2023).

Off the job Training

Off the job training takes place outside of the employee’s normal place of work. This type of training could be relatively straightforward or be concerned with achieving proficiency in more advanced skills (Dessee, 2016). The purpose of off the job training is to make employees more aware of their own behavior and how their behavior is perceived by others. It also increases the participants’ awareness and acceptance of the differences between them (Kum, et al., 2014). It is worthwhile providing off the job training when a large number of staffs have a similar training requirement and when there are adequate skills and resources for the design and provision of training (Milhem, et al., 2014).

1.      Lectures, Courses and Seminars

Lectures are the most commonly used direct method of training. This technique involves both practical and theoretical teaching process, which could be done within or outside an organization. It is a traditional technique of training employees. Staff attends formal lecture courses and seminars to acquire specific knowledge and develop their conceptual and analytical abilities. Lecture, courses and seminars benefit from today’s technology and are often offered in a distance-learning format. Feedback and participation can be improved when discussion is permitted along with lecture process. It is relative economic method (Muhoho, 2018).

2.      Role play

Role-playing is a training technique in which trainees act out roles or parts in a realistic management situation. The aim is to develop trainees’ skills in leadership and delegating. It is an enactment or simulation of a scenario in which each participant is given a part to act out. Trainees are provided with a description of the context-usually a topic area, a general description of the situation, their roles, and the problem they face (iEduNote, 2023).

3.      Audiovisual Methods

Films, television and video are often used for training in a variety of contexts. Videos can be used to demonstrate particular tasks. Videos are often used in orientation sessions to present background information on the agency history, purpose, and goals. This use eliminates the need for trainers or supervisors to repeat themselves for all new employees and ensures that the same information is presented every time (Muhoho, 2018).

4.      Conferences

In this method, the trainer delivers a lecture on the particular subject, which is followed by queries and discussions. The conference leader must have the necessary skills to lead the discussion in a meaningful way without losing sight of the topic or theme. This method is used to help employees develop problem-solving skills (Muhoho, 2018).

Figure 1 - Training Methods 

According to these discussions it is concluded that there are many Training and Development methods and techniques are used by organizations. (Amegayibor, 2021) stated that in his studies, Training and Development methods had a significant relationship with organizational performance and it has a significant relationship with quality service delivery. According to the (Milhem, et al., 2014) it is important to choose the right way of training delivery method related to the nature of work and organization objectives, in concluding it is important to note that successful organizations usually invest more in training than other organizations.

References

Aktar, S., 2023. The effect of training and development methods on employee satisfaction and performance in commercial banks. Management Dynamics in the Knowledge Economy, Volume 11 (1), pp. 30-47.

Amegayibor, G. K., 2021. Training and development methods and organizational performance: A case of the local government organization in Central Region, Ghana. Journal of Social, Humanity, and Education, Volume 2 (1), pp. 35-53.

Dessee, E. H., 2016. Addis Ababa University. [Online]
Available at: http://etd.aau.edu.et/handle/123456789/13368
[Accessed 18 November 2023].

iEduNote, 2023. iEduNote. [Online]
Available at: https://www.iedunote.com/methods-of-training
[Accessed 21 November 2023].

Khan, R., Khan, F. & Khan, M., 2011. Impact of Training and Development on Organizational Performance. Global Journal of Management and Business Research, 11( 7), pp. 62-68.

Kum, F. D., Cowden, R. & Karodia, A. M., 2014. The Impact of Training and Development on Employee Performance: A Case Study of Escon Consulting. Singaporean Journal of Business Economics and Management Studies, Volume 3 (3), pp. 72-105.

MBASkool, 2023. MBASkool. [Online]
Available at: https://www.mbaskool.com/business-concepts/human-resources-hr-terms/15445-job-instruction-training.html
[Accessed 2023 November 2023].

Milhem, W., Abushamsieh, K. & Aróstegui, M., 2014. Training Strategies, Theories and Types. Journal of Accounting – Business & Management, Volume 21 (1), pp. 12-26.

Muhoho, J. E., 2018. The Impact Of Training And Development On The Performance Of Administrative Staff In The Public Sector Organizations: The Case of the Second Vice President’s Office – Zanzibar. International Journal of Life Sciences Research, 6(3), pp. 174-190.

University, U., 2023. The Effect of Training and Development Methods on Employee Satisfaction and Performance in Commercial Banks. Management Dynamics in the Knowledge Economy, 11(1), pp. 30-43.

 

02. Benefits of Training and Development Programs

 by Yasodha Pathirana

Training and development programs are very important for sustain and survive in today’s business world. The importance of Training and Development programs for employees are rapidly growing and as a result of that organizations financing large amount on employee Training and Development programs. A perfect employee Training and Development program must be the mixture of knowledge, career development and goal setting. These approaches will benefit the program to be more useful for the employees and organization (Jehanzeb & Bashir, 2013 ).

Employee Benefits from Training and Development Program

1.     Employee Performance

According to (Mohd, et al., 2020) there is a positive relationship between training and employees’ performance. Training effects on behavior of employees and their working skills which resulted in enhanced employee performance and further constructive changes that serves as increase employee performance (Jehanzeb & Bashir, 2013 ). Employee performance depends on many factors like job satisfaction, knowledge and management but there is relationship between training and performance indicating that employee performance is important for the performance of the organization in which Training and Development is beneficial for the employee to improve training performance (Oluwaseun, 2018).

2.      Employee Job Satisfaction

Companies which provide Training and Development programs for their employees are achieving a high level of employee satisfaction and low employee turnover (Rahman, 2014). According to (Chaudhry, et al., 2017) when employees are trained at their high level, the employee level of satisfaction increases and stay in the organization. Furthermore (Chaudhry, et al., 2017) shows that Training and Development programs enhance the capability of job satisfaction but also help to decrease turnover plan and hiring charges.

3.     Increased Employee Productivity

Every organization need to maintain a competitive level of productivity and quality. Productivity is considered to be the most important factor in improving organization performance and company competitiveness as well as a critical long-term resource for national economic and social development (Bature, et al., 2013). Furthermore, (Kumar, 2020) concluded in his research that all the Training and Development programs of company are highly effective and beneficial to the employees in their best contribution to their personal growth and development as well to meet the organizational objective.

 Organizational Benefits from Training and Development Program

1.     High Employee Retention

Several organizations have revealed that one of the characteristics that help to retain employee is to offer them opportunities for improving their learning. Therefore, it has confirmed that there is strong relationship between employee Training and Development, and employee retention (Jehanzeb & Bashir, 2013 ). A well-structured Training and Development program contributes to a positive workplace culture, enhances job satisfaction, and provides employees with reasons to stay and grow within the organization, ultimately leading to higher retention rates.

2.      Organizational Performance

Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. It is very necessary for any organization to give its employees training to get overall goals of the organization in a better way (Khan, et al., 2011). Training and Development initiatives create a skilled, adaptable, and motivated workforce, positively impacting various aspects of organizational performance and contributing to long-term success.

3.     Increased Profit

Organizational development affects the bottom line in a variety of ways. Through raised innovation and productivity, efficiency and profits are increased. Costs are also reduced by minimizing employee turnover and absenteeism. As organizational Development aligns objectives and focuses on development, product/service quality and employee satisfaction are increased. The culture shift to one of continuous improvement gives the company a distinct advantage in the competitive marketplace (Mewar University, 2023). Therefore, A strategic focus on Training and Development can lead to a more skilled, engaged, and efficient workforce, directly influencing various factors that contribute to increased organizational profit.

The below figure shows that the employee benefits and organizational benefits of Training and Development.

Figure 1 - Employee and Organizational Benefits from Training and Development Program

According to the above discussions it is concluded that Training and Development programs create a win-win situation for both organizations and employees by promoting a skilled, engaged workforce and contributing to overall success and satisfaction.

References

Bature, N., Friday, O. & Mustapha, A., 2013. Manpower Training and Development: A Tool for Higher Productivity in Zenith Bank Plc, Maitama Branch, Abuja. European Journal of Business and Management, Volume 5, p. 2.

Chaudhry, N. I. et al., 2017. Impact of Working Environment and Training & Development on Organization Performance Through Mediating Role of Employee Engagement and Job Satisfaction. European Journal of Training and Development Studies, 4(2), p. 38.

H, R., 2014. Training and Job Satisfaction for Organizational Effectiveness: A Case Study From The Banking Sector. Central European Business Review , 3(1), p. 28.

Jehanzeb, K. & Bashir, N. A., 2013 . Training and Development Program and Its Benefits to Employee and Organization: An Conceptual Study. European Journal of Business and Management , Volume 5, p. 245.

Khan, R., Khan, F. A. & Khan, M. A., 2011. Impact of Training and Development on Organizational Performance. Global Journal of Management and Business Research, 11(7), pp. 63-68.

Kumar, R., 2020. The Impact of Training and Development on Employees Performance and Productivity: a case study of Granules Omnichem Pvt. Ltd. Visakhapatnam. Asian Journal of Management, 11(2), pp. 174-180.

Mewar University, C. R. I., 2023. Academia.edu. [Online]
Available at: https://www.academia.edu/29970984/Training_and_Development_Program_and_its_Benefits_to_Employee_and_Organization_A_Conceptual_Study
[Accessed 16 November 2023].

Mohd, I. H., Julan, J. & Besar, T., 2020. Strategic Training and Development: The Impact on Employees’ Performance. Journal of International Business, Economics and Entrepreneurship, Volume 5 (2), p. 81.

Oluwaseun, O. O., 2018. Employee Training and Development as a Model for Organizational Success. International Journal of Engineering Technologies and Management Research , 5(3), p. 182.

Rahman, H., 2014. Training and Job Satisfaction for Organizational Effectiveness: A Case Study From The Banking Sector. Central European Business Review , 3(1), p. 28.

 

 

01. Introduction to the Training and Development

by Yasodha Pathirana

Due to the Competitive market all the organizations have to act more wisely to grab more opportunities. Therefore, all organizations are trying to recruit the correct manpower. In any sector organizational growth and the survival depends on its employees. Therefore, to keep these valuable employees, every organizations have to conscious about the job satisfaction and retention of employees. For surviving the business world Training and Development is the key element of any organization. Therefore, organizations are investing a large amount for employee Training and Development programs. 

Training and Development have become one of the necessary functions in most organizations, because they lead to high performance in the same field and are important part of Human Resource Department, it has a significant effect on the success of an organization through improving employee performance (Mozael, 2015). Employee Training and Development assists the organization and employees in attaining diverse goals, such as improving morale, sense of security, employee engagement, and overall competencies necessary to perform a particular job (Rodriguez & Walters, 2017). And also, employee Training and Development is a vital component of Human Resources planning activities, because it not only maximizes the returns of individuals, but it may also attract better talent to the organization (Bapna, et al., 2013). In addition, (Rodriguez & Walters, 2017) explains that employee Training and Development serves as the tool that not only enhances the competencies required to perform a job, but it also provides the means to assist individuals in feeling more satisfied with the results of their performance.

According to these discussions it is concluded that Training and Development is the key element of any organization and in every organization Human Resources Department has major role to create a better Training and Development Programs align with organizational goals.

 Source: YouTube

According to the above YouTube video it clearly explained Learning involves acquiring knowledge and developing skills and also, employees acquire knowledge through formal and informal training activities and development experiences. Therefore, it is required to identify the terms of “Learning, Training and Development.”

Learning

Learning is the process by which a person acquires and develops new knowledge, skills, capabilities and attitudes. Learning is goal directed, it is based on experience, it impacts behavior and cognition, and the changes brought about are relatively stable (Armstrong, 2006). It is part of the process of change and adaptation to different circumstances. It enables us to draw on the past in order to cope better with the future. It is to do with change. Through learning people may change their view of the world, or their understanding of themselves, or their behavior, or something else. The change may not always be immediately obvious to others, or even to the learner. However, learning eventually produces some observable effect (Wilson, 2001).

Training

Training is the use of systematic and planned instruction activities to promote learning. It involves the use of formal processes to impart knowledge and help people to acquire the skills necessary for them to perform their jobs satisfactorily (Armstrong, 2006). The term ‘Training’ indicates the process involved in improving the aptitudes, skills and abilities of the employees to perform specific jobs and its helps in updating old talents and developing new ones (Kulkarni, 2013).

If organization develop good Training Programs it will help for employee performance and to overcome the organizational productivity. (Singh & Mohanty, 2010) showed that training is a fundamental and effectual instrument in successful accomplishment of the firm's goals and objectives, resulting in higher productivity.

Development

Development is an unfolding process that enables people to progress from a present state of understanding and capability to a future state in which higher-level skills, knowledge and competencies are required (Armstrong, 2006). Development programs provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of company. Manpower development focused on turning out human resource that is needed for effective performance in the organization (Karim, et al., 2019).

It shows that employee development help employees grow both professionally and personally, contributing to their effectiveness in their current roles and preparing them for future responsibilities.

References

Armstrong, M., 2006. A Handbook of Human Resource Management Practice. 10th Edition ed. London : Kogan Page.

Bapna, R. et al., 2013. Human Capital Investments and Employee Performance: An Analysis of IT Services Industry. Management Science, 59 (3)(2013), pp. 641-658.

GreggU 2019. What is Training and Development? [Online]. Available at: <. https://www.youtube.com/watch?v=qBQqR_DBwlo>. [Accessed on 13^th November 2023].

Karim, M. M., Choudhury, M. M. & Latif, W. B., 2019. The Impact of Training and Development on Employees’ Performance: An Analysis of Quantitative Data. Noble International Journal of Business and Management Research, 03(02), pp. 27-28.

Kulkarni, P., 2013. A Literature Review on Training & Development and Quality of Work Life. Researchers World - Journal of Arts, Science & Commerce, IV(2), p. 138.

Mozael, B. M., 2015. Impact of Training and Development Programs on Employee Performance. International Journal of Scientific and Research Publications, 5 (11)(2015), p. 38.

Rodriguez, J. & Walters, K., 2017. The Importance of Training and Development in Employee Performance and Evaluation. World Wide Journal of Multidisciplinary Research and Development, 3 (10)(2017), p. 206.

Singh, R. & Mohanty, M., 2010. Impact of Training Practices on Employee Productivity: A Comparative Study. Interscience Management Review, 3(1), pp. 52-53.

Wilson, J. P., 2001. Human Resource Development. London: Kogan Page.