Senior HRD management must understand the variety of individual learning demands of their staff before they can design effective training, learning and development interventions. Critically justify this statement using your conceptual knowledge of learning theories and case examples?
The Development of Human resource in an Organization is a vital part which helps in increasing the productivity. It is a part of HR Management which majorly relates with development and training of the labor force in an organization. It is considered that human resource has infinite budding capabilities. The process of Human Resource Development is a structure which helps employees to opportunities such as career development, employee training and employee performance management. The main objective of Human Resource Development is to enhance the skills of Human Resource – the employees, the workforce. With the help of Human Resource Development the quality of a superior workforce can be developed. This helps an Organization to reach its target with an efficient workforce as their main source of productivity. In an Organization the Senior Human Resource management requires to comprehend the various demands of an individual in order to design and effective development interventions, learning and training.
Learning and development is a necessary part of that ensures the employees of an organization to effectively carry out their present role. Certain trainings are necessary for the safety and health of the employees related to occupational issues (Saks and Haccoun, 2010). The organization considers the added value which they will receive form knowledgeable and highly skilled employees. Those organizations who are willing to improve their efficiency, profitability and productivity generally seeks to adopt diverse developing and learning activities that allows the employees to augment their potential and provide important supply to the Organization (Azulay, n.d.). Development and Learning can also be considered as the basis of competitive advantage, which enables the employees to gain new appropriate skills and knowledge.
The provision for development and learning occasion alone does not necessarily mean that they will enhance an organization to be more effective and productive, it requires many more steps .There are certain reasons for which an employee development and training are necessary, they are:
These are the general benefits of development and learning of employees but in real it depends on the employee’s participation (Dejesus, 2012). Every individual’s perception and perspective differs. Where one person loves to attend seminar there one person loves to do vocational training (OrdoÌÂñez de Pablos and Tennyson, n.d.). Training and development evaluates on an overall basis, but whether individually it had been a satisfactory activity for the employee or not cannot be determined easily. In organizations which has a good number of employees identifies the need of development only when a climatic change is going to happen or due to some technological advancement (Ehrhart, Schneider and Macey, n.d.). Various requirements like person analysis, performance analysis, content analysis, training suitability analysis, work analysis, organizational analysis and cost benefit analysis can be evaluated through development and training of employees .
In order to understand the requirement of training the Human Resource manager must find out the urgency of learning and development (Aamodt, 2013). In small organizations where the number of employees is low may have more emergency requirement of training than nigger organizations. This happens when the organization recruits new employee who are not acquainted with the work culture of the organization (Woodside, 2010). But in cases like technological up gradation the Organizations who have a large number of employees, will need a course of development and training which will enhance the technological skills of the employees. For instance like if NAT steel is adapting a new technology in their day to day operations then special skilled employees are required to operate. Instead of recruiting or hiring the company can train few of its skilled employees so that they could operate the technology. But these few skilled employees could turn to be an asset for the organization. They could not only apply their techniques in their respective field but also train their subordinates for a collaborative operation.
In order to train the employees it is important to take individual concerns for the human resource department (Werner and DeSimone, 2011). This marks the organizations and the Human Resource Departments fairness for maintaining a sense of equality among their employees (Mankin, 2009). If the learning and development are conducted after taking individual concerns then the individual willfully participates in the process. This also acts as a motivation for the employee’s participation (Chalofsky, 2014).
The Individuals concern also helps in many ways, like it helps in getting innovative ideas for training, and even they confronts the issues that individuals have. For organizations that have a good number of employees it is not possible to go and collect the opinion of each and every employee. In that case surveys are conducted and a feedback is also taken from the representatives. Though for commercial giants maintaining a democratic style of operation is very hard yet with the help of survey they could get some idea about the employees concern. In
Today, Manufacturing industries focus on enhancing the individual skills for their employees. Like Hyflux Ltd, which has around 2,500 staff all over the world, provides developmental opportunities to their employees (Mom.gov.sg, 2015). Their program of development is designed in order to sharpen the personal effectiveness and competencies along with some knowledge about the business. They mainly give stress to the point that individuals can also develop their skills by interacting with their senior management and peers. This is also a type of development and learning, which happens in an informal manner. This type of informal development happens when the employee considers learning to be a significant process in their course of occupation.
There are different types of training in an Organization; they are coaching, on-the-job training, workplace projects, Mentoring, Secondment, job enrichment, further study, action learning and formal training. Among them mentoring, secondment, action learning and further study for the employee totally have to deal with the concern of the employees. A secondment refers to the temporary move of an individual from one field to another role or level in an organization (Hor and Keats, 2008). Here the individual concern will matter whether they agree to move or whether they are interested. If the individual has apathy towards the training then the money and the time that will be spent on him will go in vain (Office, 2008). Similarly in case of further study, this arrangement requires individual concern otherwise it would be an ineffective attempt (Yee, Yeung and Cheng, 2008). Suppose, in Medtronic the people appreciate the various opportunities for their employees to develop and grow. It helps to develop towards their current role and also provide opportunities for move across borders and functions to develop (Medtronic.com, 2015). This kind of developmental opportunities needs to be appreciated by employees or else the growth of the individuals as well as the growth of the company would remain as it is.
In case of Personality Development training, an organization decided to provide a personality development course to its de-motivated employees so that they could be motivated and work better for their organization. In this case it is necessary for the employees to consult regarding the time they will be allotted, the need for the course and whether everyone has to do this particular course. If the time decided for the course is half an hour after their working hour then many would have issues about the time. Similarly, certain people might think that training on personality development won’t be useful to them.
There are basically six frameworks in learning and training. They are categorized according to three stages, the assessment, the source, implementation and evaluation:
Assessment:
In this session of training at first the need for the training is observed. Like in personality development it was found that most of the employees of the organization are lacking motivation. Then consultation with the management and the directors of the organization are done. Only after their approval the training process gets started.
Source: In order to conduct the training professionals or facilitators are consulted and offered to conduct training either within the premises of the organization or in appropriate place according to the facilitator. They can be expert within the organization or hired from outside.
Implementation: the process of training is designed analyzed developed and implemented. here after the sessions held for training in personality development tests are conducted. For personality development psychometric and performance tests are conducted. Here the coordination requirements are met.
Evaluation: after the training process is done the employees are evaluated. This is the most important part of training because it estimates the effectiveness of the training. After evaluation of this test it is seen whether the employees are motivated and is ready to increase their productivity level for the organization.
Throughout the process of training the attendance and a regular evaluation of the attention of the employees should be kept. The attendance determines the interest o the employees. if the employees attend the session out of their own interest then they agree with the managements decision but if the attendance and attention paid in the session is poor then the training course becomes a simple waste of money and time of the organization.
A very considerable fact is that majority employers hold the capability of training their new recruits for conducting need and training analyses and deemed with the amount of time and speed, workplace stands out to be a better venue for training (Grugulis, 2007). By providing opinion and viewpoint, stimulated research and realization of individuals it can be portrayed by an organization that the employer’s voice is not the only voice that should be heard (Faulin, 2013). Today apart from enhancing technical skills many organization has identified the importance of customer service and interaction (Moreland, Parente-Neubert and Simon-Walters, 2014). There are many Business Process Unit, who are dependent in effective customer service, like call centre (Grugulis and Vincent, 2009). The skill that is required here is known as soft skill, which enhances the communication and interaction skills. In order to grow the company requires training their employees, what kind of training is needed and whether it is necessary or not should be identified by the human resource manager. But whether the training is effective or not, whether it would help or not could be better explained by the employee themselves (Caligiuri, Lepak and Bonache, 2010).
Conclusion:
All employees deserve job security, decent working conditions, good pay and respect. These are the minimum requirement that needs to be satisfied so that the employee feels to be a part of the Organization. Hiring and recruiting an employee necessarily doesn’t means that he belongs to the company and he would work just the way the company wants. The individual have their own ideas, it can prove to be effective if shared. If employees’ notion and ideas are not considered then their willingness to work would begin to decrease. That is why many companies are giving opportunities for their staff to participate in decision making.
HR manager is considered as the mediator between the organization and its staff. Hence the decision of considering the voice of their employees rests upon the HR manager. He is responsible to see that the objectives of the organization is met having a satisfied and productive workforce. Hence while conducting training and development the senior management of Human Resource Development management must comprehend various individual learning demands of their employees before they can create an effective training, development interventions and learning.
References
Aamodt, M. (2013). Industrial/organizational psychology : an applied approach. Belmont, CA: Wadsworth, Cengage Learning.
Azulay, H. (n.d.). Employee development on a shoestring. Alexandria, Va.: ASTD Press, c2012.
Caligiuri, P., Lepak, D. and Bonache, J. (2010). Managing the global workforce. Hoboken, N.J.: Wiley.
Chalofsky, N. (2014). Handbook of Human Resource Development. Hoboken: Wiley.
Dejesus, N. (2012). How to Land a Top-Paying Employee development managers Job. Dayboro: Emereo Publishing.
Ehrhart, M., Schneider, B. and Macey, W. (n.d.). Organizational climate and culture.
Faulin, J. (2013). Decision making in service industries. Boca Raton: CRC Press.
GRUGULIS, I. (2007). Skills, Training and Human Resource Development. Palgrave Macmillan, p.240.
Grugulis, I. and Vincent, S. (2009). WHOSE SKILL IS IT ANYWAY ? ‘SOFT’ SKILLS AND POLARISATION. 1st ed. [ebook] Durham: : Durham Business School, p.31. Available at: https://www.esrc.ac.uk/…/7d1ff315-a0e8-466b-8bc6-f326eb0fd179 [Accessed 11 Mar. 2015].
Hor, J. and Keats, L. (2008). Finders keepers. Sydney: CCH Australia.
Mankin, D. (2009). Human resource development. New York: Oxford University Press.
Medtronic.com, (2015). Employee Stories – Leo. [online] Available at: https://www.medtronic.com/careers/employee-stories/leo/index.htm [Accessed 11 Mar. 2015].
Mom.gov.sg, (2015). NHRS Hyflux. [online] Available at: https://www.mom.gov.sg/skills-training-and-development/national-hr-capability/Pages/nhrs-hyflux.aspx [Accessed 11 Mar. 2015].
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Office, I. (2008). Skills for improved productivity, employment growth and development. Geneva: International Labour Office.
OrdoÌÂñez de Pablos, P. and Tennyson, R. (n.d.). Strategic approaches for human capital management and development in a turbulent economy.
Saks, A. and Haccoun, R. (2010). Managing Performance Through Training and Development. 5th ed. Nelson College Indigenous, p.250.
Werner, J. and DeSimone, R. (2011). Human Resource Development. 6th ed. Cengage Learning, p.671.
Woodside, A. (2010). Organizational culture, business-to-business relationships, and interfirm networks. Bingley: Emerald.
Yee, R., Yeung, A. and Cheng, T. (2008). The impact of employee satisfaction on quality and profitability in high-contact service industries. Journal of Operations Management, 26(5), pp.651-668.
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