Table of Contents
Some of the most effective learning and development programs today include the following best practices 1
Training programs should be strategy-driven. 1
Set criteria to define success. 1
Training programs should be supported by key strategies, systems, structures, policies and practices 1
Training should be driven through many channels. 1
Learning by doing and establishing shared accountability. 2
Employee Training Linked to Organizational Success. 2
Benefits of Training for Organizations. 4
Some of the best companies today realize that continuous learning and development is key to organizational success. For this purpose, professional trainers may be hired to conduct training sessions on specific topics. These trainers have the responsibility to develop training strategies, which help in knowledge retention and enable the employees to achieve success in the workplace. Trainers need to be mindful of some training best practices to accomplish this goal. This paper will review some of the best practices that should be followed in the training industry (Warner & Goodall, 2009).
Some of the most effective learning and development programs today include the following best practices
Training programs should be strategy-driven
Trainers should be well aware that all training and development programs need to be in line with the organization’s overall strategic goals. They should closely interact with the clients to ensure that the designed and implemented programs help to achieve business success by overcoming an area of improvement (Warner & Goodall, 2009). The trainers should align the learning objectives and business objectives to make the training more relevant.
Set criteria to define success
The success of training programs should be measured against different criteria. Training programs should result in a return on investment, either in the long term or the short term. Professional trainers should clearly outline how the training initiatives help an organization fully achieve its goals. The timeframes should be identified at the beginning, and a re-evaluation of the programs should be conducted on a regular basis.
Training programs should be supported by key strategies, systems, structures, policies and practices
When designing a training program, the trainers should ensure that learning is aligned with and directly supported by organizational structures, lines of authority, decision-making, values and other business practices. This would help to establish boundaries and reinforce the desired results.
Training should be driven through many channels
Some of the training in organization success to reinforce learning outcomes and ensure that people get the right skills at the right time, in the right way and at the right cost. They closely liaison with the companies to tap methods, such as classroom lecture and role-plays, on-the-job application, e-learning, and use of other technology and support tools to match the learning styles of each employee. Each approach offers multiple benefits and should be looked into for delivery of effective training programs.
Learning by doing and establishing shared accountability
Some of the best programs enable the employees to maximize their potential through self-directed training and development. By identifying their own needs, creating individual learning plans and seeking learning opportunities, employees are encouraged to take responsibility for learning and apply the learned concepts at work. By experimenting and learning by doing, an employee may find himself to be more effective at work and contribute to organizational success. Many trainers recognize that learning is built around action rather than theory (Warner & Goodall, 2009).
Training best practices can vary depending upon the specific situation, culture and maturity of each organization. However, the best trainers ensure that they are well aware of the training needs before implementing any initiative. The industry is built around the belief that the process of doing, reflecting and learning is a continuous one.
Employee Training Linked to Organizational Success
Investing in employee training will provide your organization numerous benefits. Several studies found training is positively related to employee job satisfaction, organizational commitment, and work performance. Employers who support employee training and development have lower turnover and more engaged employees. Providing development opportunities demonstrates to the employee that their organization cares for their well-being and career. Essentially, investing in training creates a stronger bond between the employee and the organization. As the economy improves, employees will have more opportunities outside of your organization and the risk of higher turnover will increase. Therefore, developing this “mutual commitment” between employee and employer is particularly important now more than ever.
Providing employees with development opportunities, such as training, keeps employees motivated and engaged in their jobs. Employees learn new skills that allow them to work more efficiently and effectively. Motivated and engaged employees perform better, ultimately improving organizational outcomes and profitability. Training provides a positive return on investment, not only to the individual employee, but to the organization as a whole as well.
The American Society for Training and Development’s Warner & Goodall (2009) State of the Industry Report, states that organizations across various industries continue to be committed to employee learning and development. Compared to previous years, organizations actually invested more in learning and development, with an average of $1,228 per employee. As the economy begins to slowly recover, providing learning and development for employees should be part of your organization’s strategy. Successful organizations understand the value of investing in their most important asset: Human capital.
Even in tough economic times, organizations continue to see the value of this investment. Training and Development Magazine (Warner & Goodall, 2009) profiled the “best learning organizations” and their learning and development practices. This article cited Jiffy Lube University (Keeping Learning Well-Oiled by Jennifer Salopek). All Jiffy Lube employees have training paths through Jiffy Lube University that require them to complete certifications throughout their career at various milestones. During the first year the employee is provided with 150 hours of training. Since implementing their training program, the organization has seen a drastic reduction in turnover, with some locations seeing a 50 percent drop. The magazine also features Grant Thornton LLP, a public accounting firm based out of Chicago (Learning Adds Up To Revenue Growth by Saks, Haccoun & Belcourt (2010). Don Beeman (National Director of Leadership Development) estimates that Grant Thornton’s annual senior development program has driven roughly $30 million in new business during its first three years of implementation and the return on-investment is over 1,000 percent (Noe, 2002).
In the November 2011 edition of Training and Development Magazine, William H. Rogers Jr. (president and CEO of SunTrust Banks Inc.) states that empirical measurement provides evidence that employee training increases engagement. He states “Because we’ve measured the impact of engagement, we know that highly engaged teammates contribute more – often much more – than less engaged teammates in terms of client loyalty, client profitability, and enhanced shareholder returns. It’s obvious that training is a key driver of engagement, and we’re developing the math to support that belief”. Some of the most successful companies clearly see the value in training and continue to immerse learning values throughout their organizations.
In response to trends indicating an increased commitment to learning and development, Trusight conducted a survey in September of 2011 to better understand our members’ training needs. The survey results found the top five topics organizations will focus on for employee training during 2012-2013 include Supervision/Management, Safety/Environmental, Personal/Professional Development, Communication and Interpersonal Skills, and Benefits. Organizations are looking for training ranging from basic supervisory skills to advanced strategic leadership (Noe, 2002).
It is clear that investing in employee training is a wise choice for your organization. Trusight provides a wide range of employee training, specializing in supervision training spanning all levels (from fundamentals to advanced). At Trusight we are committed to providing high quality training that will contribute to your organization’s success.
Is investment in the area of training and development linked to the bottom line within the business? Increasingly, high performing organisations today are recognising the need to use best training and development practices to enhance their competitive advantage. Training and development is an essential element of every business if the value and potential of it’s people is to be harnessed and grown. Many studies have highlighted the clear links between well designed and strategic training and development initiatives and the bottom line within the business. The image of an industry and of individual employers is also influenced by the extent and quality of staff training and development. Potential employees in such an open labour market will assess the track record of prospective employers in this vital area. Career progression and development is an increasingly attractive or even basic requirement for many such employees. In today’s business climate where all industries are experiencing staff and skills shortages, companies are faced with stiff internal and external competition for quality employees. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance.
Webster Dictionary (2012) defines knowledge as the fact or condition of being aware of something or the range of one’s information or understanding. It can also be defined as the sum of what is known: the body of truth, information, and principles acquired by humankind Skills. This refers to the ability, coming from one’s knowledge, practice, aptitude, etc., to do something well. E.g Carpentry, dance, art. Noe (2002) say that in an organization for any role at all, the important qualities which make good performers special are likely to be attitudinal. Skills and knowledge, and the processes available to people, are no great advantage. What makes people effective and valuable to any organization is their attitude. Attitude stems from a person’s mindset, belief system, emotional maturity, self-confidence, and experience. These attitudes are the greatest training and development challenges faced by many organisations today. Mestry (2012) explains that as soon as the basic work-related training is covered it is essential to focus on development for people as individuals – which extends the range of development of knowledge, skill and attitude. By this way development refers to learning opportunities designed to help employees grow in all respect. It is most concerned with shaping attitudes. Barber (2004) found out that development is not restricted to training – it is anything that helps a person to grow, inability, confidence, tolerance, commitment, initiative, interpersonal skills, understanding, self-control, motivation and more. Organisations are therefore changing to facilitate and encourage whole-person development and fulfilment – beyond traditional training. Benefits Related to Job Performance
Training effects on performance may be subtle (though measurable). In a qualitative study involving mechanics in Northern India, Barber (2004) found that on-the-job training led to greater innovation and tacit skills. Tacit skills are behaviors acquired through informal learning that are useful for effective performance. Regarding innovation, trained mechanics learned to build two Jeep bodies using only a homemade hammer, chisel, and oxyacetylene welder. Regarding tacit skills, Barber noted that the job of a mechanic requires “feel” to be successful. Specifically, trained mechanics developed an intuitive feel when removing dents—a complex process particularly when the fender is badly crumpled. As a result of informal training, one of the mechanics had a “good feeling of how to hit the metal at the exact spot so the work progresses in a systematic fashion” (Beier & Kanfer, 2010)
Benefits of Training for Organizations
Swanson cited by Mestry (2012) postulates that Fewer than 5% of all training programs are assessed in terms of their financial benefits to the organization. The picture changes among companies recognized for their commitment to training. Specifically, the majority of organizations recognized by ASTD for innovative training programs measure training impact at some level of organizational effectiveness (McGrath, 2012). Typical organizational performance measures in this latter sample include productivity improvement, sales or revenue, and overall profitability. Overall, research regarding organizational-level benefits is not nearly as abundant as the literature on individual- and team-level benefits. Not only have there been relatively few empirical studies showing organizational-level impact, but those studies that have been done typically use self-report data and unclear causal link back to training activities (Kozlowski & Salas, 2009
The performance of employees in an organization is the most imperative factor behind its success. A project may have all the necessary resources and even more but it will inevitably fail if the people involved in conducting it are not equipped with the required skills. This is a prevalent case for newly recruited officials and thus to prevent an impending failure the employees or personnel must be properly trained so that they are capable of catering to the needs of the organizational operations. This training will make the employees effective and efficient enough to be fit for Sailor Shipping ltd. and achieve the desired output.
Beier, M. E., & Kanfer, R. (2010). Motivation in training and development: A phase perspective. Learning, training, and development in organizations, 65-97.
Kozlowski, S. W., & Salas, E. (Eds.). (2009). Learning, training, and development in organizations. Taylor & Francis.
McGrath, S. (2012). Vocational education and training for development: A policy in need of a theory?. International Journal of Educational Development,32(5), 623-631.
Mestry, R. (2012). The training and development of principals in the management of educators (Doctoral dissertation).
Noe, R. A. (2002). Employee training and development. Boston: McGraw-Hill/Irwin.
Saks, A. M., Haccoun, R. R., & Belcourt, M. (2010). Managing performance through training and development. Cengage Learning.
Warner, M., & Goodall, K. (Eds.). (2009). Management training and development in China: educating managers in a globalized economy. Routledge.
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