TRAINING AND DEVELOPMENT

 

Any effective company has training in place to make sure employees can perform his or her job. During the recruitment and selection process, the right person should be hired to begin with. But even the right person may need training in how your company does things. Lack of training can result in lost productivity, lost customers, and poor relationships between employees and managers. It can also result in dissatisfaction, which means retention problems and high turnover. All these end up being direct costs to the organization. (Branham,L, 2005). Internationally different companies provide training and development program to their employees for the improvement of their skills and abilities. In the start of 90s Sears Credit initiated a key rearrangement and retorted with a career-development programs. This program was developed for employee in order to line up their skills with changing jobs and also ensured that program was adding value for the growth of their organization. Companies also think that they were not allocating career opportunities to their employees with acquaintances and abilities to get benefit from these opportunities (O’Herron and Simonsen 1995).  Employee development programs must be comprises with core proficiencies, appropriate structure through which organizations develop their businesses at corporate level. The basic function of the theory is to gain knowledge, cooperation, inventive thinking and resolving problem (Janet Kottke,1999)

 

 

Figure 01: BENEFITS OF TRAINING AND DEVELOPMENT IN ORGANIZATION VIEW AND EMPLOYEE VIEW

(Source: Nadeem Ahmed Bashir, 2013 p.8)

According to Figure 01, benefits of training and development in organization view and employee view can be explained as below

 

EMPLOYEE BENEFITS

 

1.     CAREER COMPETENCIES

Employees get a lot of benefits from the employee training and development program. They learn the soft and technical skills as required by their jobs. In last 30 years unemployment is at its lowest rates which is not beneficial for the workers to start new job, if opportunities for growth are fewer (Dobbs 2000).

As an example, Fresh university graduates mostly considering for a firm which provides Intensively training programs to their employees, but this idea is risky for organizations to lose fresh trained employees with couple of years

 

2.     EMPLOYEE SATISFACTION

Loyalty with the organization cannot be calculated but it is substantial to intrinsic reward that employee feel. Employee feels comfortable and wants to stay with their organization, when they feel they are putting their efforts and skills in the bottom line for their organization (Logan 2000).

To illustrate this, companies which are willing to spend money on their employees, give value to work with those companies, even though that savings ultimately benefits the organization

 

3.     EMPLOYEE PERFORMANCE

Technical and professional skills are very important for the employees to perform a job in an effective way. Providing training opportunities to employees can enhance the performance of the employees. Reference to invention, training increased the educated mechanics to figure up two Jeep bodies using only a homemade hammer, chisel, and oxyacetylene welder. Concerning to implicit skills, Barber described in his study that profession of a mechanic needs “feels” to remain successful. Barber (2004)

 

ORGANIZATION BENEFITS

 

1.     MARKET GROWTH

Employee development programs are important for any organization to stay solvent and competitive in the market. Though it is expensive for the organization to spend the money on their employees but this investment is positive for the organizations to hold the place in the market. American Society for Training and Development mentioned two motives that are significant for employee’s knowledge, first employees identify the worth of training and marketable by organization and second CEOs of the companies understand that how fast information is transferring in current business environment (Fenn, 2000).

As an example, employee training programs derived through a high price, but have a positive impact on return-on-investment. Microsoft, and General Electric Company are entirely large effective organizations, and these organizations realize training opportunities as an investment

 

2.     ORGANIZATIONAL PERFORMANCE

To evaluate the effectiveness of training and development program it has been advised that check directly the relationship of training and organizational commitment. Further it has been revealed as certainly correlated to the efficiency of the organization (Bartlett 2001)

 

3.     EMPLOYEE RETENTION

The research described that employee retention is a challenging notion and there is no particular method to retain employees with the organization. Several organizations have revealed that one of the characteristics that help to retain employee is to offer them opportunities for improving their learning (Logan 2000).

 

REFERENCES

 

Barber J. (2004). Skill upgrading within informal training: lessons from the Indian auto mechanic. International

Bartel, A.P. (2000). Measuring the Employer’s Return on Investment in Training: Evidence from the Literature.

Bashir, N.A. (2013). Training and Development Program and Its Benefits to Employee and Organization. A Conceptual Study, p.8

Branham,L.(2005), 'The 7 Hidden Reasons Why Employees Leave'. American Management Association, 112–5

Dobbs, K. (2000, April). Tires Plus takes the training high road. Training, 37 (4), 56-63.

Fenn, D. (1999, February). Corporate universities for small companies. Inc, 21 (2), 95-96.

Industrial Relations, 39, 3, 502–524.

Journal of Training and Development, 8:128–39.

Kottke, J. L. (1999). Corporate universities: Lessons in building a world-class work force (revised). Personnel Psychology, 52, 530-533.320.

Logan, J. K. (2000, April). Retention tangibles and intangibles: More meaning in work is essential, but good

O’Herron, P., and Simonsen, P. (1995, May). Career development gets a charge at Sears Credit. Personnel Journal, 74 (5), 103-106.