training and devolopment

7/31/2019 training and devolopment

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Introduction

Since the beginning of the twentieth century and especially after World War II,training programs have become widespread among organizations in the United States, involving more and more employees and also expanding in content. In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the 1990s, forty percent of the Fortune 500 firms have had a corporate university or learning center. In recent decades, as the U.S.companies are confronted with technological changes, domestic social problems and global economic competition, training programs in organizations have receivedeven more attention, touted as almost a panacea for organizational problem.The enormous expansion in the content of training programs over time has now largely been taken for granted. Now people would rarely question the necessity of training in conversational skills. However, back to the 1920s, the idea that organizations should devote resources to training employees in such skills would have been regarded as absurd. Such skills clearly were not part of the exact knowledge and methods that the employee will use on his particular job or the job justahead of him. Nevertheless, seventy years later, eleven percent of U.S. organizations deem communications skills as the most important on their priority listsof training, and many more regard it as highly important. More than three hundred training organizations specialize in communications training (Training and Development Organizations Directory, 1994).Previous studies on training have largely focused on the incidence of formal tra

ining and the total amount of training offered. This study, however, draws attention to the enormous expansion in the content of training with an emphasis on the rise of personal development training (or popularly known as the "soft skills"training, such as leadership, teamwork, creativity, conversational skills and time management training). Personal development training can be defined as training programs that aim at improving one's cognitive and behavioral skills in dealing with one self and others. It is intended to develop one's personal potentialand is not immediately related to the technical aspects of one's job tasks. Monahan, Meyer and Scott (1994) describe the spread of personal development trainingprograms based on their survey of and interviews with more than one hundred organizations in Northern California. "Training programs became more elaborate; they incorporated, in addition to technical training for workers and human relations training for supervisors and managers, a widening array of developmental, pers

onal growth, and self-management courses. Courses of this nature include officeprofessionalism, time management, individual contributor programs, entrepreneur,transacting with people, and applying intelligence in the workplace, career management, and structured problem solving. Courses are also offered on health andpersonal well-being, including safe diets, exercise, mental health, injury prevention, holiday health, stress and nutrition."Training ExcusesTraining is one element many corporations consider when looking to advance people and offer promotions. Although many employees recognize the high value those in management place on training and development, some employees are still reluctant to be trained. It is not uncommon to hear excuses regarding why someone has not received training.Some people are just comfortable in what they are doing. Some fail to see the va

lue of training because they really believe that they already know it all. And while that might be true, the knowledge value of training and development is notthe only perk.Training and development offers more than just increased knowledge. It offers the added advantage of networking and drawing from others experiences. When you attend a seminar or event with others who have jobs that are much like yours, you have the added benefit of sharing from life experience. The seminar notes or theconference leader might not give you the key nugget you take back and implementin the workplace. Your best piece of advice for the day might come from the peersitting beside you.


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Another common excuse is that there is not enough money budgeted to pay for training. Who said that training always carries a heavy enrollment fee? Training canbe free. You can set up meetings with peers who are in similar positions and ask how they are doing their jobs. Follow someone for a day to see how he organizes or manages his work and time. The cost to you is a day out of your normal routine, so the only drawback may be working a little harder on an assignment to catch up from a day out of the office. You usually dont think twice about taking a day of vacation, so why should a day of training be any different?Time is another often-heard excuse when training and development is mentioned. Have you considered that training and development might actually give you more time? Often the procedures, ideas, short cuts, and timesaving hints learned in training and development sessions equal more time in the long run. Have you heard the old saying that you have to spend money to make money? Well, in a sense, thesame is true for training and development. You have to devote some time to training and development to make you more productive in the long run.

What is Training in terms of organization?

Transferring information and knowledge to employers and equipping employers to translate that information and knowledge into practice with a view to enhancingorganization effectiveness and productivity, and the quality of the management of people. It also means that in organizational development, the related field of

training and development (T & D) deals with the design and delivery of workplacelearning to improve performance.Difference between Training and LearningThere is a big difference: 'Training' implies putting skills into people, when actually we should be develping people from the inside out, beyond skills, i.e., facilitating learning. So focus on facilitating learning, not imposing training. Emotional maturity, integrity, and compassion are more important than skills anprocesses. If you are in any doubt, analyze the root causes of your organization's successes and your failures - they will never be skills and processes. Enable and encourage the development of the person - in any way that you can. Give people choice - we all learn in different ways, and we all have our own stengths and potential, waiting to be fulfilled.

Talk about learning, not training. Focus on the person, from the inside out, notthe outside in; and offer opportunities for people to develop as people in as many ways you can.A Brief Critique of Previous Approaches to Employee TrainingIt is a classic question in the training field, first raised by human capital theorists, that why firms train their employees. Many attempts have been made to address this question, but the question of why firms provide general-skill training has not been fully understood. There have been two main theoretical approaches towards employee training, namely, the human capital approach and the technology-based approach. The human capital approach regards training as investment inhuman capital. Training is provided only when the benefit from productivity gains is greater than the cost of training. The technology-based approach regards training as a skill formation process. According to this approach, the expanded tr

aining in the contemporary period is driven by the rapidly changing technologiesand work reorganization. These two approaches are popular in academic and policy discussions. What they have in common is that they assume an instrumental logic and technical rationality behind training decisions. Training is provided because it satisfies the functional needs of an organization. Studies with these approaches have largely overlooked the content of employee training, as if all kinds of training programs equally contribute to human capital accumulation or skillformation. Moreover, personal development training becomes a puzzle if viewed from these approaches, because it does not seem to follow from an instrumental logic or technical rationality.


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The Puzzle about Personal Development TrainingThe puzzle about personal development training comes in the following four ways.First, it is not innately or immediately related to the technical aspects of specific job tasks. Second, prior need analysis is rarely conducted for such training, despite suggestions to do so in many training handbooks. Third, organizations and trainers seldom conduct evaluations of behavior or outcome changes brought out by such training. Evaluation, when there is one, is often about how one feels about the training or what one has learned. The evaluation questionnaire isoften called a "smile sheet," as trainees often respond happily to the questions. But the impact of the training remains uncertain. Fourth, the rapid expansionof personal development training has taken place in the absence of scientific evidence of any link between such training and improvement in organizational bottom lines.Core ArgumentSo, why have organizations increasingly engaged in personal development training? It is because that the rise of the participatory citizenship model of organization over time has driven the expansion of personal development training in organizations. This argument is based on an institutional perspective towards organizations. It is distinct from previous approaches to training in two ways. First,it recognizes that training is not only provided to satisfy functional needs offirms, but is also shaped by the shared understanding about individuals and organizations, which is called "organizational model" in this study and is independent of the functional needs. Second, training decisions are not only affected bythe internal conditions of an organization, but are also affected by the domina

nt ideologies and practices in the organizational field.

Importance of Developing a Role in TrainingDeveloping a national role in training is important for an employers' organization for several reasons.First, it enables the organization to contribute to the development of a country's human capital, through its influence on education policies and systems and training by public training institutions, to better serve business needs. It alsoenables it to influence employers in regard to the need for them to invest morein training and employee development - which employers should recognize as one key to their competitiveness in the future.

Second, it provides an important service to members, especially in industrial relations in respect of which sources of training for employers in developing countries are few. Third, it is an important source of income provided the organization can deliver relevant quality training. Fourth, it compels its own staff to improve their knowledge without which they cannot offer training to enterprises through their own staff. Fifth, the knowledge required for training increases thequality of other services provided by the organization - policy lobbying, advisory and representation services. Sixth, it contributes to better human relationsat the enterprise level and therefore to better enterprise performance, by matching corporate goals and people management policies. Finally, it improves the overall image of the organization and invests it with a degree of professionalism,which can lead to increased membership and influence. Many entrepreneurs seem to view employee training and development as more optional than essential...a vie

wpoint that can be costly to both short-term profits and long-term progress. Theprimary reason training is considered optional by so many business owners is because it's viewed more as an expense than an investment. This is completely understandable when you realize that in many companies, training and development aren't focused on producing a targeted result for the business. As a result, business owners frequently send their people to training courses that seem right and sound good without knowing what to expect in return. But without measurable results, it's almost impossible to view training as anything more than an expense.Now contrast that approach to one where training's viewed as a capital investment with thoughtful consideration as to how you're going to obtain an acceptable r


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ate of return on your investment. And a good place to start your "thoughtful consideration" is with a needs analysis. As it relates to training and development,needs analysis is really an outcome analysis--what do you want out of this training? Ask yourself, "What's going to change in my business or in the behavior orperformance of my employees as a result of this training that's going to help my company?" Be forewarned: This exercise requires you to take time to think it through and focus more on your processes than your products.As you go through this analysis, consider the strengths and weaknesses in your company and try to identify the deficiencies that, when corrected, represent a potential for upside gain in your business. Common areas for improvement in many companies is helping supervisors better manage for performance. Many people are promoted into managerial positions because they're technically good at their jobs, but they aren't trained as managers to help their subordinates achieve peak performance. Determining your training and development needs based on targeted results is only the beginning. The next step is to establish a learning dynamic foryour company. In today's economy, if your business isn't learning, then you'regoing to fall behind. And a business learns as its people learn. Your employeesare the ones that produce, refine, protect, deliver and manage your products orservices every day, year in, year out. With the rapid pace and international reach of the 21st century marketplace, continual learning is critical to your business's continued success.To create a learning culture in your business, begin by clearly communicating your expectation that employees should take the steps necessary to hone their skills to stay on top of their professions or fields of work. Make sure you support

their efforts in this area by supplying the resources they need to accomplish this goal. Second, communicate to your employees the specific training needs and targeted results you've established as a result of your needs analysis.Third, provide a sound introduction and orientation to your company's culture, including your learning culture, to any new employees you hire. This orientationshould introduce employees to your company, and provide them with proper training in the successful procedures your company's developed and learned over time.Every successful training and development program also includes a component thataddresses your current and future leadership needs. At its core, this componentmust provide for the systematic identification and development of your managersin terms of the leadership style that drives your business and makes it uniqueand profitable. Have you spent time thoughtfully examining the style of leadership that's most successful in your environment and that you want to promote? What

steps are you taking to develop those important leadership traits in your people?Financial considerations related to training can be perplexing, but in most cases, the true budgetary impact depends on how well you manage the first three components (needs analysis, learning and leadership). If your training is targeted to specific business results, then you're more likely to be happy with what you spend on training. But if the training budget isn't related to specific outcomes,then money is more likely to be spent on courses that have no positive impact on the company.In many organizations, training budgets are solely a function of whether the company is enjoying an economic upswing or enduring a downturn. In good times, companies tend to spend money on training that's not significant to the organization, and in bad times, the pendulum swings to the other extreme and training is eli

minated altogether. In any economic environment, the training expense should bedetermined by the targeted business results you want, not other budget-related factors.To help counter this tendency, sit down and assess your training and developmentneeds once or twice a year to identify your needs and brainstorm how to achieveyour desired results effectively and efficiently.Your employees are your principle business asset. Invest in them thoughtfully and strategically, and you'll reap rewards that pay off now and for years to come.

Beyond Training: Training and Development


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Training is generally defined as "change in behavior" - yet, how many trainers and managers forget that, using the term training only as applicable to "skills training"? What about the human element? What about those very same people we want to "train"? What about their individual beliefs, backgrounds, ideas, needs andaspirations?In order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills,attitude, knowledge), using the term "training" without linking it to "development" narrows our concept of the training function and leads us to failure.When we limit our thinking, we fall into the trap of:a. Classifying people into lots and categoriesb. Thinking of "trainees" as robots expected to perform a job functionc. Dismissing the individual characteristics of people and the roles they playd. Focusing only on "what needs to be done" without adequately preparing the trainees involved to accept and internalize what is being taught.We are dealing with human thoughts, feelings and reactions which must be given equal attention than to the skill itself. We thus create a double-focus: people development and skills training. These two simultaneous objectives will give us the right balance and guide our actions to reach our goal.To clarify our training and development objectives, and identify our criteria for success, we must ask ourselves a few questions: Do we expect an automatic, faultless job performance?

Does attitude count? Does goodwill count? Do loyalty and dedication count? Does goal-sharing count? Does motivation count? Do general knowledge and know-how count? Do people-skills count? Does an inquisitive mind count? Does initiative count? Does a learning attitude count? Does a sense of responsibility count? Do team efforts count? Do good work relations count?

Does creative input count? Do we want employees to feel proud of their role and contribution?How can we expect such qualities and behavior if we consider and treat our personnel as "skills performers"? However, we could achieve the desired results if weaddress the personal development needs of the employees involved.When we plan for both "training" and "development", we achieve a proper balancebetween the needs of the company and those of the trainees. The synergy createdtakes us to new levels, to a continuing trend of company growth.Our consideration of the people involved results in work motivation, goal-sharing, and a sense of partnership. Not only do the employee-trainees perform at thedesired levels, but they offer to the company and its customers their hidden individual gifts and talents, and this reflects itself in the quality of service. Customers feel and recognize efficient performance, motivation and team-work. The

y become loyal customers.We can learn from the case of a small restaurant operator who had become desperate at the negligent attitude of his servers, resulting in customer complaints. He decided to seek professional expertise to help him replace his employees with"motivated, trained" people fresh out of a waiter's training school.Following some probing questions it came to light that, besides hourly pay, he did not offer much to attract and retain loyal and dedicated employees. Through professional consultation, he came to realize that even if he paid higher wages to new "trained" employees, the problem would persist because employees want morethan wages from their work place. They want:


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Organization and professional management Information regarding the business and its customers Recognition for their role in the company's success Acknowledgement of their individual capacities and contributions Positive discipline / fairness A say in the way the business is run.The restaurant operator realized that until then he had treated his employees as"plate carriers" and this is exactly how they had behaved and performed. He wasready to change his mode of operation: he diverted his focus to the needs of his employees, re-structured his organisation, planned new operational strategies,a human resources strategy, training and development guidelines, disciplinary rules and regulations.He communicated and shared these in a meeting with his employees and handed outthe employee handbook prepared for that purpose. He also reminded them of theirresponsibilities towards the business, the customers, and themselves (taking charge of their own training, development, and work performance). They were more than pleased when he asked them to express their opinions, make comments and suggestions.He was surprised at the immediate transformation that took place. He began receiving excellent reviews from his customers, the employees worked as a team, theirmotivation sky-rocketed and he never had to replace them! All this was accomplished by extending the previous concept of training to that of training and people development.Training and Development represents a complete whole that triggers the mind, emo

tions and employees' best work performance. It is not only business managers andowners who must do this shift in thinking, but Human Resources Directors and Training Managers (whose title should be "Training and Development" Managers). Bytheir actions, they should offer a personal example, coaching and guiding all the people in an organisation to think "beyond training" and invest efforts in people: Professional development Personal development.Contrary to what some managers think, people do not quit a place of work as soonas they have grown personally and professionally through training and development programs - at least they do not do so for a long while. They become loyal to their employer and help him/her grows business-wise, which offers them more opportunities. They chart their own course for career advancement within the broader

framework of organizational growth.Do we not call employees our "human resources asset"? Whatever their positions,each expect to be treated as such; when they are, they give more than their physical presence at work.

Training & EvaluationTrainingImproving business performance is a journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of employees in their jobs today and prepare them for tomorrow. Over the years, training programmes have grown into corporate with these goals in mind. Training programmes should enhance performance and enrich the contributions of the workforce. The ultimate goalof training is to develop appropriate talent in the workforce internally.In India, training as an activity has been going on as a distinct field with its


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own roles, structures and budgets, but it is still young. This field is however; expanding fast but controversy seems to envelop any attempts to find benefitscommensurate with the escalating costs of training.Training has made significant contributions to development of all kinds. Training is essential; doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training apparatus and costs havemultiplied but not its benefits. Dissatisfaction persists and is growing at theworking level where the benefits of training should show up most clearly. Thisdisillusionment shows in many ways reluctance to send the most promising peoplefor training, inadequate use of personnel after training etc. With disillusionment mounting in the midst of expansion, training has entered a dangerous phase inits development.Training is neither a panacea for all ills nor is it a waste of time. What is required is an insight into what training can or cannot do and skill in designingand carrying out training effectively and economically.The searchlight of inquiry may make the task and challenges stand out too starkly, too simply. Using experience with training in India and other rapidly developing countries has this advantage at similar risk. The contribution that trainingcan make to development is needed acutely and obviously. At the same time, thelimited resources available in these countries make this contribution hard to come by. These lines are sharply drawn; on the one hand, no promise can be ignored; on the other, no waste is permissible.Much of the training provided today proceeds as if knowledge and action were directly related. This assumption is itself a striking illustration of the wide gul

f that separates the two. On a continuum with personal maturation and growth atone end and improvement in performance of predetermined tasks at the other, education lies near the former, and training near the later. Focusing training on skill in action makes the task wide and complex. Training embraces an understanding of the complex processes by which various factors that make up a situation interact.For every training strategy, no matter which, the proper focus right from the very outset is on one or more people on-the-job-in-the-organization this whole amalgam. Wherever the focus moves during the training programme, the starting pointbecomes the focus again at the end. The difference lies in what people have learned that they now apply. That difference, in terms of more effective behavior is the measure of the efficacy of training.The training process is made up of three phases:

Phase 1: Pre-training. This may also be called the preparation phase. The process starts with an understanding of the situation requiring more effective behavior. An organizations concerns before training lie mainly in four areas: Clarifyingthe precise objectives of training and the use the organization expects to makeof the participants after training; selection of suitable participants; building favorable expectations and motivation in the participants prior to the training; and planning for any changes that improved task performance will require in addition to training.Phase 2: Training. During the course of the training, participants focus their attention on the new impressions that seem useful, stimulating and engaging. There is no guarantee that the participants will in fact learn what they have chosen. But the main purpose remains: participants explore in a training situation what interests them, and a training institutions basic task is to provide the necess

ary opportunities.Having explored, participants try out some new behavior. If they find the new behavior useful, they try it again, check it for effectiveness and satisfaction, try it repeatedly and improve it. Finally, they incorporate this new facet into their habitual behavior in the training situation. If they do not find it useful,they discard it, try some variant, or discontinue learning in this direction. The intricate process of selection and testing is continuous and more or less conscious. It is important that work organizations meanwhile prepare the conditionsfor improved performance by their participants upon their return.Phase 3: Post-training. This may be called the "follow up" phase. When training


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per se concludes, the situation changes. When the participants return back to work from the training, a process of adjustment begins for everyone involved. Thenewly learned skills undergo modification to fit the work situation. Participants may find their organizations offering encouragement to use the training and also support for continuing contact with the training institution. On the other hand, they may step into a quagmire of negativity.More effective behavior of people on the job in the organization is the primaryobjective of the training process as a whole. In the simplest training process,improvement is a dependent variable, and participants and organizations independent variables.The training process has the following major objectives:1) Improvement in PerformanceTraining will be an important aid to managers for developing themselves as wellas their subordinates. It is not a substitute for development on the job, whichcomes from doing, experiencing, observing, giving and receiving feedback and coaching. Research has shown that 80% of a persons development takes place on the job. However, training can contribute the vital 20% that makes the difference. Training can bring about an improvement in a persons: Knowledge Skills Attitude Thereby raising his potential to perform better on the job.2) GrowthTraining is also directed towards developing people for higher levels of respons

ibility thereby reducing the need for recruiting people from outside. This wouldhave the effect of improving the morale of the existing employees.3) Organizational EffectivenessIn company training provides a means for bringing about organizational development. It can be used for strengthening values, building teams, improving inter-group relations and quality of work life. The ultimate objective of training in thelong run is to improve the companys performance through people performing better.Benefits of Training EvaluationEvaluation has three main purposes:Feedback to help trainers understand the extent to which objectives are being met and the effectiveness of particular learning activities as an aid to continuous improvement

Control to make sure training policy and practice are aligned with organizational goals and delivering cost-effective solutions to organizational issuesIntervention to raise awareness of key issues such as pre-course and post-coursebriefing and the selection of delegates Evaluation is itself a learning process. Training which has been planned and delivered is reflected on. Views on how todo it better are formulated and tested .The outcome may be to: Abandon the training Redesign the training new sequence, new methods, new content, new trainer Redesign the preparation/pre-work new briefing material, new pre-course work Rethink the timing of the training earlier or later in peoples career, earlilater in the training programme, earlier or later in the company calendar Leave well aloneThe following are the clear benefits of evaluation:

Improved quality of training activities Improved ability of the trainers to relate inputs to output Better discrimination of training activities between those that are worthy of spport and those that should be dropped Better integration of training offered and on the job development Better co-operation between trainers and line-managers in the development of stff Evidence of the contribution that training and development activities are makinto the organization Closer integration of training aims and organizational objectives


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The Way AheadThe development of learning organizations, working to harness the brainpower, knowledge and experience of their people, reflects the fundamental importance of training and learning for those organizations that hope to prosper in the new millennium. The rend towards a more "empowering" style of management and an increasing emphasis on self-development have combined to bring about a move away from didactic instruction towards coaching and facilitation and away from "trainer" towards "performance improvement consultant".

In the coming future, the following trends are likely to be seen:Increased use of virtual reality, the internet and multi-media trainingEmphasis on cross-cultural developmentRemote learning to reflect changing patterns of work

The Training RoleInternal TrainingThe role of an employers' organization in training has to be viewed from different perspectives. First and foremost it must be viewed from an "internal" point of view i.e. the training and development of its own staff. This is essential tothe effectiveness of the organization's training services as well as to the other services it provides members, all of which fall within the following: Influencing the legal and policy environment needed for business growth and devlopment Direct services to members

This requires that the staff be trained in the areas of the organization's services and core competencies which may include areas such as: Industrial relations Human resource management Occupational safety and health Information analysis and research for: Influencing the policy environment Transferring knowledge to members Undertaking wage and other surveysTraining ServicesThis objective of training (i.e. to make its other services more effective) involves mostly the acquisition of knowledge needed for staff to perform their functions. This is an important pre-requisite to staff undertaking the second role of

an employers' organization in training, which is to provide training to members(and sometimes to nonmembers) in areas in which they expect services. But unlike in the case of the first objective of training earlier referred to, this second role or objective requires not only knowledge in the areas of training, but also training skills i.e. in training techniques or methodologies. If staff do notdevelop training skills They will be able to transfer knowledge But not the skills to apply the knowledge to particular situations which arise n enterprises (productivity is increasingly the application of knowledge).Examples include negotiation, workplace mechanisms to improve workplace relation


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s and human resource management policies and practices such as: Recruitment, selection, induction Performance appraisal Leadership and motivation Employee retention Wage and salary determinationThe main objectives of this second training role (to provide training to members) are: To provide members with the means to address labour - related problems and issus To instill in enterprise managers the skills needed to improve their managementof people Where enterprises have a training department, to train their personnel.It follows that the staff of employers' organizations are not themselves practitioners in people management. They are trainers of those engaged in managing people and, occasionally of other trainers.Influencing National Policies and ProgrammesThe third role is one to be discharged at the national level, and involves influencing national educational and skills training policies and schemes. This couldbe affected in a variety of ways: Through representation on the policy boards of national training institutions. Identifying employers' education and skills needs and providing feed back from mployers. Employers' organizations could form executive training committees within the organization such as the Education Committee in the Japan Federation of E

mployers' Associations, the Industrial Education and Training Committee in the Korean Employers' Federation and the Committee on Manpower and Development in theSingapore National Employers' Federation. At the initiative of the New ZealandEmployers' Federation the School-Industry Links Development Board was established in 1990 to strengthen the relationship between secondary schools and business.Unique pilot programmes were commenced in 1992 on "Teacher Placement in Industry" and "Management Course for Secondary School Principals". Influencing government, education and training authorities to correct inapproprate policies and to commence preparing for the future education and training needs if HRD policies are to have impact. Initiating or promoting teacher education programmes to impart to them knowledgabout the role of business in society, the environment needed for business development etc.

Promoting closer links between employers and educational and training institutins. Influencing course content e.g. management course contents to include more humarelations management subjects, and even basic management in occupational safetyand health and environmental management.Other RolesA fourth role is for an employers' organization to raise awareness among employers of the need for increased investment in the development of human capital as an essential condition for achieving competiveness.A fifth role is in the training of personnel or human resource managers, given the fact that their role still tends to be downgraded relative to other management functions such as finance, marketing and production. This role could also be undertaken through training support given to professional bodies like an institut

e of personnel management.A sixth role for an employers' organization is the provision of advisory services to member companies by Assisting trainers in enterprises to develop or improve their in-house trainingprogrammes, especially in the areas of the employers' organization's expertise Upgrading the knowledge of company trainers Maintaining a directory of relevant training programmes/coursesSeventh, an employers' organization should be able to influence the provision oftraining incentives to be offered to employers, through the tax system or training levies. Numerous examples in countries abound which can provide useful ideas


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to employers' organizations.Eight, an employers' organization could develop training material to be used byenterprises for in-house training.

Understanding Employee Drives and Motivations - The First Step towards Motivation at Work

However large or small a company or business is, it is employees at all levels that can make or break it. This holds true not only for the people we hire on a regular basis, but also for temporary and contracted workers. It is as importantto research and study the needs, drives, and expectations of people we hire or employ, and aim at responding to and satisfying those, as it is with regard to customers.In actual fact, considering the role each "employee" plays in a company's success, analyzing and planning an adequate response to employees' motivations deserves first place in the order of business.Before going any further, let us shift our approach from grouping people under the generic category of "employee" to individual human beings and term them as "hired workers" or "working partners". This is what they are. We must acknowledgethem as human beings with individual needs, drives, characteristics, personalities, and acknowledge their contribution to the business success.Though each person has specific needs, drives, aspirations, and capabilities, atvarying degrees of intensity, people's basic needs are the same, as illustrated

by Abraham Maslow in the following model:Self-ActualizationEgoSocial NeedsSafety NeedsPhysiological Needs

MASLOW'S HIERARCHY OF NEEDSMaslow explains the Hierarchy of Needs as applied to workers roughly as follows:Physiological NeedsBasic physical needs: the ability to acquire food, shelter, clothing and otherbasics to survive

Safety Needs: a safe and non-threatening work environment, job security, safe equipment and installationsSocial Needs: contact and friendship with fellow-workers, social activities andopportunitiesEgo: recognition, acknowledgment, rewardsSelf-Actualization: realizing one's dreams and potential, reaching the heights of one's gifts and talents.It is only when these needs are met that workers are morally, emotionally, and even physically ready to satisfy the needs of the employer and the customers.Worker motivation must also be viewed from two perspectives:1. Inner drives2. Outer (external) motivators.A person's inner drives push and propel him/her towards an employer, a particula

r job, career, line of study, or other activity (such as travel or recreation).It is these drives that Maslow delineates in his hierarchy of needs, and which we must understand and internalize, use as guidelines in our efforts to help employees feel motivated.The outer (external) motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the "cream of thecrop" of available workers, same as in his/her dealings with customers, the employer not only tries to satisfy these basic needs, but to exceed them - taking into consideration additional extraordinary needs individual workers have.Most workers need to:


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1. Earn wages that will enable them to pay for basic necessities and additional luxuries such as the purchase of a home, or travel2. Save for and enjoy old age security benefits3. Have medical and other insurance coverage4. Acquire friends at work5. Win recognition6. Be acknowledged and rewarded for special efforts and contributions7. Be able to advance in life and career-wise8. Have opportunities for self-development9. Improve their skills, knowledge, and know-how10. Demonstrate and use special gifts and abilities11. Realize their ideals.The employer responds to those needs by offering and providing:1. Employment2. Adequate pay3. Assistance to workers for their special needs (such as child care arrangements, transportation, flexible work schedules)4. Job security (to the degree possible)5. Clear company policies6. Clear and organized work procedures7. A stable, just and fair work environment8. A safe work environment9. Medical coverage and other benefits10. An atmosphere of teamwork and cooperation

11. Social activities12. Reward and recognition programs13. Incentive programs14. Open lines of communication (formal and informal)15. Systematic feedback16. Training and development programs17. Opportunities for promotion18. Company/ business information19. Information on customer feedback20. Sharing of company goals and objectives a21. Information on the market situation and industry22. Future expectations23. Plans for the future

24. Guidance and mentoring.It is important that the employer discover other extraordinary needs applicantshave before hiring them and know beforehand whether he/she can satisfy those needs or not. An employee may have: Family responsibilities and be unable to work shifts, overtime, or weekends Heavy financial responsibilities which he/she can meet only by working at two jbs, leading to exhaustion, "sick leave", and deficient work performance A desperate financial need for additional overtime and weekend remuneration Premature expectations of swift promotions.Some other needs the employer can expect, for which company policies should be planned accordingly: If the company is in a remote location, all employees will have a need for moresocial activities

Many single people look for dates and spouses at work Some women may not be ready to work late shifts unless the employer provides trnsportation back home Some workers may have a problem with drug or alcohol abuse.In addition to needs and drives, adult workers have expectations from their employer - they expect: A knowledgeable, experienced, expert employer Clear and fair policies, procedures, and employment practices Business integrity Clear job descriptions


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Two-way communications Effective management and supervision Positive discipline Good company repute Good customer relations Company survival Opportunities for personal growth Company growth A share in the company's success.Business owners and managers are under constant scrutiny by the people they hire. Adult workers care beyond the salary - they care to know to whom they entrusttheir fate, reputation, and security. They consider their work as a major factorthat shapes their lives and the lives of those dear to them. Once they feel confident that the employer and their place of work is what they wished for and expected, they are ready to contribute above and beyond "the call of duty".Most of these needs, expectations and aspirations are unexpressed - it is up tothe employer to develop a good system of company communications, employee relations, training and development that will lead to an environment of openness, cooperation, teamwork, and motivation that will benefit all the parties involved.Cross-Training as a motivational and problem-solving TechniqueMany managers, including human resources directors, mistakenly believe that employee motivation can be won through monetary rewards or other perks. They learn soon enough that such perks are taken for granted and that money is not the key to employee motivation. A professional and unified management, in a good work en

vironment, is the basis on which to build employee motivation.While high employee turnover reflects on low morale and lack of motivation, whenseen from another angle, the absence of turnover quickly results in de-motivation since the possibility of motion and forward-motion is taken away from employees. It is against human nature to remain static, performing the same duties dayin, day out, without expectations of change in routine or opportunities for advancement.

Following a reading or lecture on the subject, managers sometimes implement "jobenrichment" in a misguided manner, adding unrewarded responsibilities on the shoulders of their supervisors and employees. This results in a feeling of exploitation and has the reverse of the intended effect.An effective training technique which results in motivation is cross-training, w

hen implemented horizontally, upward and downward. Department heads, assistantsand employees can cross-train in different departments or within the departmentitself. With background support, employees can have one day training in the role of department head ("King for the Day"). When a General Manager is away, department heads can take roles replacing him, which is a form of cross-training.Cross-training should be carefully planned and presented as a learning opportunity. It should be incorporated in a hotel's master yearly training plan, coveringall positions and departments. It should begin with supervisory level and filter down to entry-level positions. Housekeeping should cross-train in Front Office and vice-versa; Front Office in Marketing, Sales, Public Relations, Food & Beverage, Banquets, Security; Marketing & Sales in Front Office, Food & Beverage,Purchasing; Food & Beverage Service in the Culinary department and vice versa; Human Resources in different departments and vice versa.

This technique achieves the following objectives: Prevents stagnation Offers a learning and professional development opportunity Rejuvenates all departments Improves understanding of the different departments and the hotel as a whole Leads to better coordination and teamwork Erases differences, enmity and unhealthy competition Increases knowledge, know-how, skills and work performance Improves overall motivation Leads to the sharing of organizational goals and objectives.


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Sending people to work in another department at a moment's notice is not what cross-training is about. This has to be an effective planned process. Employees must "buy" into the idea, be encouraged to give feedback and make suggestions forimprovement. They become "partners". Departmental communications meetings canbe used to share lessons learned. When employees think "the grass is greener onthe other side of the lawn" they soon realize their mistake after exposure to other departments. They return to their job with a better attitude.Cross-training can also be used to "shake up" supervisors or employees who havelapsed into poor performance. Upon being moved to a different position or department, albeit temporarily, they hear "warning bells", shape up and usually return to their positions as exemplary performers.Depending on the budget at hand and the objectives to be achieved, the time forcross-training can vary from one day to a week or more. Details must be coordinated with the "receiving" department head. The trainee is incorporated within thedepartment's activities for the duration of the cross-training (briefings, meetings, or obligations).A more sophisticated form of cross-training is job rotation, which usually involves extended periods (from one month to six months). With job rotation, the employee's role is of a different nature. He is not considered as trainee, but is responsible over certain job functions, for which he has to prove himself.Both cross-training and job rotation create a team of workers who are more knowledgeable, can easily replace each other when needed and who gain new confidenceregarding their professional expertise. These two techniques lead to great motivation throughout the company.

Unionized properties face some difficulty in implementing such techniques due tothe rigidity of Union policies and labor agreements. It is up to management towin over Unions on this concept and convince them of the benefits to employees'careers. Union representatives can be made to understand that company-wide cross-training involves substantial investment in time, effort and payroll. The benefits, however, are enjoyed by the three main stakeholders: employees, management and guests. Employees enjoy the rewards of added know-how, skills, career opportunities and future security due to business success.

Problems for Employers' Organizations Developing Training RoleSeveral reasons account for the problems faced by employers' organizations in training their own staff, and in providing training to members. They include the following:

Unlike enterprises which can have their staff trained in management and other taining institutions, there are no courses and training institutions which are geared to the needs of employers' organizations. This places a heavy responsibility on senior staff to train new recruits and on staff to develop themselves. Therefore organizations often rely on the ILO to conduct training programmes designed to serve the needs of employers' organizations, and to provide staff with study tours to other employers' organizations. Most organizations do not have skilled trainers i.e. persons who have been traied as trainers. Inadequate training material Inadequate information/knowledge relating to labor-related subjects needed to atract enterprises to the organization's training programmes. The economic viability of having full time training staff. Due to financial con

traints, an employers' organization would generally have to keep full time training staff to a minimum. Therefore staff with special skills providing advisory and representation services should be trained as trainers to enable them to undertake some training in their areas of expertise.Organizational ChangeConventional organizational change, which typically encompasses training and development, and 'motivation', mostly fails.Why? Are the people stupid? Can they not see the need for change? Do they not realise that if the organization cannot make these changes then we will become uncompetitive. We will lose market share. There will be job cuts. We will eventuall


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y go out of business. Can they not see it? Actually probably not. Or more precisely, people look at things in a different way.Bosses and organizations still tend to think that people whom are managed and employed and paid to do a job should do what they're told to do. We are conditioned from an early age to believe that the way to teach and train, and to motivatepeople towards changing what they do, is to tell them, or persuade them. From the experiences at school the people are conditioned to believe that skills, knowledge, and expectations are imposed on or 'put into' people by teachers, and later, by managers and bosses in the workplace. But just because the boss says so, doesn't make it so. People today have a different perspective. And when they think about it, they're bound to.Imposing new skills and change on people doesn't work because: It assumes that people's personal aims and wishes and needs are completely aliged with those of the organization, or that there is no need for such alignment,and It assumes that people want, and can assimilate into their lives, given all ther other priorities, the type of development or change that the organization deems appropriate for them.Instead, organizations, managers, bosses and business owners would do better tothink first about exploring ways to align the aims of the business with the needs - total life needs - of their people. Most people who go to work are under noillusion that their main purpose is to do what their manager says, so that the organization can at the end of the year pay outrageously high rewards to greedy directors, and a big fat dividend to the shareholders. The workers work so that o

ther more gifted or fortunate or aggressive people can profit because of our efforts.And god help those if they are running a management buyout company, intent on floating or selling out in the next two-to-five years, making the MBO equity-holders millionaires, and leaving the employees, on whose backs these scandalous gains have been made, up the creek without a paddle, at the mercy of the new owners.How the bloody hell do you expect decent hardworking people to align with thoseaims?It's time for a radical re-think, before they all disappear up their own backsides...Fact one:People will never align with bad aims. Executive greed, exploitation, environmen

tal damage, inequality, betrayal, false promises are transparent for all decentfolk to see:"Oh you want me to do this training, and adjust to your changes, so I can make more money for you and the parasites who feed off this corporation? I've got my own life to lead thanks very much."And that's if bosses are lucky. Most staff will simply nod and smile demurely asif in servile acceptance. If they still wore caps they'd doff them.The bosses should re-assess and re-align their organization's aims, beliefs, andintegrity - all of it - with their workers. Then they might begin to be interested in helping with new skills and change, etc.

Fact two:People can't just drop everything and 'change', or learn new skills, just becaus

e boss says so. Even if they want to change and learn new skills, they have a whole range of issues that keep them fully occupied for most of their waking hours. The need for consulting with people is rather a good idea is that it saves boss from his own wrong assumptions. Consulting with people does not mean that organization is in the workers hand they wouldn't want the corporation if they are paid well. So if the company is thinking in this then it is wrong because consulting with people gives boss and them a chance to understand the implications andfeasibility of what boss think needs doing. And aside from this, consulting withpeople, and helping them to see things from both sides generally throws up somevery good ideas for doing things better than boss could have dreamt of by himse


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lf. It helps boss to see from both sides too.Fact three:Organizations commonly say they don't have time to re-assess and re-align theiraims and values, etc., or don't have time to consult with people properly, because the organization is on the edge of a crisis.Well whose fault is that? Organizations get into crisis because they ignore facts one and two. Ignoring these facts again will only deepen the crisis.Crisis is no excuse for compromising integrity. Crisis is the best reason to re-align aims and consult with workers. Crisis is wake-up and change the organization and its purpose - not change the people. When an organization is in crisis, the people are almost always okay - it'll be the organizational purpose and aimsthat stink.The company should start by looking at their organization's aims and values andpurposes. What does organization actually seek to do? Whom does their organization benefit? And whom does it exploit? Who are the winners, and who are the losers? Does the organization have real integrity? Are they proud of the consequencesand implications of what their organization does? Will the organization be remembered for the good that it did? And what do workers say to themselves about theway their boss is managing change?

Developing the Organization's Training FunctionPre-requisitesThere are certain prerequisites essential to undertaking a training role in relation to members. Training may be affected in three ways By the employers' organization's own staff By external persons or institutions the employers' organization may contract wih to conduct training By a combination of both the above methods, this would usually be the most pracical since it is unrealistic to expect employers organizations to develop the level of skills needed in all the areas of training.Even in courses conducted by the organization trainers or resource persons can be used for selected subjects to enrich the programme.

Where training is conducted by the staff of the employers' organization it follows that it must have a comparative advantage in the subject matter of the training. In order to have that advantage the staff should Have the requisite knowledge in the subject matter Be trained as trainers, although this is not critical in all cases. For instanc, conducting courses on the application of the labor laws requires knowledge ofthe subject matter, and skills in training may not be particularly critical though undoubtedly useful. Be supported by an up to date information and research base.The above mentioned pre-requisites underline the two types of training an employers' organization might undertake. The first is the transference of informationand knowledge needed by enterprises to make decisions in labor related areas. This requires the first and third pre-requisites referred to. However, in order to

have an impact on enterprises in the management of people, the training needs to go beyond knowledge-transference and demonstrate how to translate the relevantknowledge into practice. This involves not only a sound information and research base and staff with the requisite knowledge, but also staff with training skills.Identifying Areas of Training SpecializationEmployers' organizations do not usually offer training in all areas of management (e.g. general management, finance, and marketing) because These are specialized areas requiring knowledge in subjects outside the mandateof an employers' organization


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Such training is provided by other institutions like business schools and polytchnics which specially cater to these training needs.However, in some areas training undertaken by employers' organizations and otherinstitutions overlap. An example is negotiation skills on which business education institutions in some countries have highly effective programmes. Another ishuman resource management. Therefore it is important for employers' organizations to develop an expertise in training in industrial relations (laws, workplace labor relations practices, wages, and negotiation). It is a subject in which it can develop a comparative advantage, especially since in many countries such training is seldom offered by other institutions. Even if other institutions do, they may lack the practical experience employers' organizations develop if they provide direct services to members.An increasingly important target group is the small enterprise sector which, unlike the large scale sector, usually lacks a human resource manager or a trainingpolicy and in house training facilities. A special needs assessment may have tobe conducted in this sector as its needs tend to differ from those of large andmedium scale enterprises. The ILO has developed the Improve Your Business (IYB)programme, which is a system of inter-related training packages and supportingmaterials for providing owners and managers of small enterprises with training in basic business management skills.Establishing Training PrioritiesThe employers' organization should establish a priority table in respect of theareas in which it wishes to Itself provide the training

Act only in a subsidiary capacity by, for instance, collaborating with externalinstitutions or individuals. Provide training materialSome of the areas in which an employers' organization can undertake training are:a. Industrial Relations and Labour Law. This should be a priority as it isthe labour relations role which, more than any other, distinguishes an employers' organization from other employer bodies.b. Personnel and Human Resource Management. Training in this area helps tostrengthen personal departments and human resource management functions. Since one of the main objectives of HRM is to integrate it with the functions of line managers, HRM training should be made available to all enterprise managers. However, training in this field may require linking up with institutions which are qu

alified in this regard, as it is difficult to build a comparative advantage without external assistance.c. Negotiation and negotiation skills. This is important not only for the conduct of collective bargaining but also for enterprise managers in their frequent interactions with their employees and other enterprises.d. Safety and health. An employers' organization could develop a limited role, such as interpreting relevant laws and training safety committees in enterprises.e. Productivity. Here a limited role is possible, largely through trainingto achieve sound industrial relations and in HRM practices which promote productivity improvement. Productivity bargaining and performance and skills based paysystems are a part of an employers' organization's mandate directly linked to productivity.

f. Supervisory training. This often neglected area of training is an important means of improving workplace labour relations and productivity. The ILO hasdeveloped a supervisory training module which has been found useful by enterprises.g. Cross-cultural management training. In the context of increasing investment in countries from both within and outside the region and the apparent proliferation of disputes flowing from cross-cultural "mismanagement", there is scopefor the development of training programmes for foreign personnel designed to acquaint them with local practices and cultural factors relevant to managing localemployees. Increasingly, local employees also need to adjust to the management r


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equirements and styles of foreign companies. Strangely, this has been a much neglected area of training. However, it requires quite a mastery of local systems,practices and culture.Training should not take the form of only collective training programmes i.e. for personnel from several different enterprises. Considerable impact can be achieved through the design and conduct of training programmes for particular enterprises at plant level as it facilitates addressing a particular enterprise's needs. The latter type of programme also has a reasonable chance of attracting seniormanagers who are in a position to influence the company's policies.Equipping the Organization for TrainingThe organization should equip itself to perform a training role. Among other things, this involves the followings: Analyzing the organization's strengths and weaknesses in training in the light f the needs assessment surveys and identification of the areas of training. Training the staff in training skills Where relevant, studying the management of the training function of employers' rganizations which have developed an excellence in training Improving the organization's information/research/knowledge base Developing training courses and materials Where necessary entering into arrangements with outside individuals or institutons to design and/or conduct training programmes Appointing a training manager, or at least a person to plan and coordinate the raining Acquisition of the training equipment needed.

As a brief review of terms, training involves an expert working with learners totransfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future.Topics of Employee Training1) Corporate ethics: This covers the value of good manners, courtesy, consideration, personal dcor and good rapport. It also shows why and how to discourage gossip, controversies, personal work at office, rush jobs etc.2) Communications: The increasing diversity of today's workforce brings a widevariety of languages and customs. Right from the way the receptionist handles acall to how the CEO deals with a customer gives a glimpse of the image of an org

anization. Such training encompasses oral, written and presentation skills. It stresses the importance of communication being clear, concise, concrete and colorful.3) Career and life planning: A primarily employee-oriented training objective uundertaken to help employees plan for their lives, career, retirement, redundancy etc. Such training imparts the values of life skills that employees need under different and difficult circumstances.4) Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.5) Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.6) Diversity: Diversity training usually includes explanation about how people have different perspectives and views, and includes techniques to value divers

ity7) Staff management and team building: Such training shows the importance and benefits of good management and how everyone can achieve more through teamwork.8) Stress management: Stress is an individuals response to threats and challengesin the environment. Manifested physiologically and physically, it may occur dueto role conflict, role ambiguity, role incompatibility, role overload or role under load. Stress management techniques are covered under this objective.9) Time management: Time management skills covered here showcase the importanceof being specific, delegation and prioritization. They also show how to set measurable, attainable, relevant and time-bound goals.


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10) Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Training can people to get along in the workplace.It also includes interpersonal relationship skills Communication is a two-way exercise and this objective covers the importance of listening, concentrating, showing empathy and self-awareness.11) Quality initiatives: Initiatives such as Total Quality Management, QualityCircles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.12) Safety: Safety training is critical where working with heavy equipment , hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.13) Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment, especially aboutwhat are inappropriate behaviors.14) Memory skills: This objective highlights techniques for better reception, retention and recall through audio and visual learning techniques. It helps to improve skills by employing all senses, associating and following systematic reviewplans.

15) Special skills: Besides the above, organizations also impart special job-related skills. These may include technology training, report writing, technical training, quality assessments etc.An organization may choose to impart training in any or many of the objectives mentioned above. But before one invests it is important to choose a trainer who i

s good and capable of making a positive difference with his or her training methodologies. Also organizational training needs to be undertaken keeping the mission and the vision statement of the organization in view.

Benefits from Employee Training and DevelopmentRegardless of the size or type of an industry or business, training can have a measurable impact on performance and the bottom line.Research shows that productivity increases while training takes place. A staff who receives formal training can be 230 per cent more productive than untrained colleagues who are working in the same role. Staying competitive is the key to su

stainability. Training your staff, keeping them motivated and up-to-date with industry trends and new technologies is essential to achieving that goal.Staff benefit too, learning new skills and becoming a valued asset in any organization. Training brings direct benefits to business and can be calculated as a return on investment.High labor productivity increases business output and can open a greater share of the market or expand it by improving products, services and reputations.Successful training is focused on supporting your business objectives. Staff retentionTraining increases staff retention which is a significant cost saving, as the loss of one competent person can be the equivalent of one year's pay and benefits.In some companies, training programs have reduced staff turnover by 70 per centand led to a return on investment of 7,000 per cent.

Improved quality and productivityTraining that meets both staff and employer needs can increase the quality and flexibility of a businesss services by fostering: Accuracy and efficiency Good work safety practices Better customer service.Most businesses provide on-the-job training, particularly during induction. Ongoing training almost always shows a positive return on investment. The flow-on effectThe benefits of training in one area can flow through to all levels of an organi


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sation. Over time, training will boost the bottom line and reduce costs by decreasing: Wasted time and materials Maintenance costs of machinery and equipment Workplace accidents, leading to lower insurance premiums Recruitment costs through the internal promotion of skilled staff Absenteeism. Staying competitiveBusinesses must continually change their work practices and infrastructure to stay competitive in a global market. Training staff to manage the implementation of new technology, work practices and business strategies can also act as a benchmark for future recruitment and quality assurance practices.As well as impacting on business profit margins, training can improve: Staff morale and satisfaction 'Soft skills' such as inter-staff communication and leadership Time management Customer satisfactionThere are numerous sources of on-line information about training and development. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:1. Increased job satisfaction and morale among employees2. Increased employee motivation3. Increased efficiencies in processes, resulting in financial gain4. Increased capacity to adopt new technologies and methods

5. Increased innovation in strategies and products6. Reduced employee turnover7. Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)8. Risk management, e.g., training about sexual harassment, diversity trainingCompanies that have a healthy training culture report the following benefits: Improved quality Increased productivity Greater flexibility and responsiveness to change Reduced insurance premiums Less wastage Reduced maintenance and repair costs Greater commitment from staff

Higher staff retention rate Improved morale.Perhaps the most important benefit of a healthy training culture is that the skills of your staff are formally recognised and that your employees feel that their contribution to the company is valued.

Renewed focus on Corporate TrainingUpcoming technologies are aimed at making organizational processes more efficient, but this effort is incomplete without proficient employees who are in touch with forthcoming innovations in their companies. Today, human capital has replaced physical capital as a source of competitive advantage for all organisations, big and small; hence there is a renewed focus on corporate training to create a better, faster and smarter workforce that will impact business results.

The training industry in India has evolved as a business effectiveness tool. Thearena of training has moved on from employee retention programmes to issues like sales training, leadership, relationship building and increasing production. Sanjeev Duggal, CEO and MD, NIS of Sparta says that, Training has become a critical business enabler and is being linked to business outcome. Due to ever-changingmarket scenarios and stiff competition, every organisation wants to make optimum use of the most critical resource-people-efficiently and effectively to impactbusiness results.Uday Kulkarni, Senior Vice-president, Aptech, adds that There is an increased awareness relating to the need for corporate training in India. A certain shift is


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taking place from a generic to a specific and focused training approach. As a result, there is a lot more planning and analysis going into evolving a training strategy. Human capital is recognized as the most important resource, and companies are therefore making efforts to hone it through training."Training has become a been critical business enabler that is being linked to business results"

-Sanjeev DuggalCEO & MDNIS Sparta

"Corporate IT training has still not been imbibed as a culture in most organisations.It is need-based rather than a planned activity"-Jitendra NairVice-presidentKarrox TechnologiesOn the other hand, Jitendra Nair, Vice-president, Karrox Technologies, believesthat corporate IT training has still not been imbibed as a culture in most organisations. According to him, it is more need-based rather than a planned activity. The intensity in the approach is now changing with good companies dedicating IT training budgets for their IT and end-user staff. In India, corporate training

markets are largely active in the re-skilling space. This is the area where participants are trained on newer technologies in order to enhance their productivity.Nasscom figures indicate that the IT corporate training market is expected to touch rs. 600 crore by 2010 from the current rs. 210 crore. Internationally, 80 percent of a training companys revenue comes from corporate training. However, in the Indian market, the revenue figure could be 50 percent from retail training and the rest from the corporate segment.He adds, The prevailing thrust on public domain/retail training is primarily dueto the disconnect in our academic approach where the latest technologies are notoffered, thus making it necessary for job aspirants to get trained on their ownin order to be job-worthy. Due to high competition in the job market space andhigh aspiration factors, our students generally have the culture of learning bef

ore they apply for jobs.

"With the increased utilization of IT in all sectors, intensive training has become essential"-Rajeev KatyalSenior Vice-PresidentEnterprise Learning Solutions, NIITSpecialization in trainingTraining in India is imparted at all levelsfrontline, middle or senior managementof the organization, but the emphasis is on the frontline staff and the senior management. Duggal states, The training imparted to the frontline staff is skill-based. But the acute shortage of quality people at the senior levelthe people who actually builds and manage companieshas made investment in training and developmen

t an important tool for the management of the organization.Nair is of the view that corporate training is largely happening on the softwaredevelopment, networking and IT security space at different levels. Specialization training is gaining momentum, and hence delivery is task-oriented rather thantheory and science-based, as was in the past. Rajeev Katyal, Senior Vice-president, Enterprise Learning Solutions, NIIT, believes that with the increased utilization of IT in all sectors, intensive training has become essential. Both the government and private sectors are relying heavily on the training of their employees.In-house vs. outsource


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The kind of training requirement an organization has determines whether the training is conducted in-house or is outsourced to a third party. Duggal notes, Training programmes that involve volume and are done on a consistent basis (like thevoice-and-accent training imparted at BPOs) is generally done in-house. But an organization usually involves a third party when there is need for a specializedtraining programme like a management development programme, role-based skill development programme or outbound programme.Corporate preference is generally towards organizations that have good experience in training corporate personnel. Training students and training professionalsare different in terms of approach, methodology and delivery. Trainers have to be highly experienced with a track record of successful delivery.Nair explains, Training programmes are usually in-house where the client utilizeshis own environment and facilities, thereby giving him traveling and economic benefits. But some organizations outsource their entire training programmes to qualified and reputed training organizations after due diligence on their credentials, faculties, client references and experience in the business.According to Katyal, the choice between outsourcing and in-house training depends on the nature and need of the organization. IT and BPO companies undertake a lot of in-house training, and depending on the kind of specialized training required, they outsource. Government sector companies mostly choose to outsource. Outsourcing offers the advantage of sourcing scarce talent and the ability to rampup quickly, whereas in-house training offers greater control.Matching schedules and providing customized courseware for customized content isanother operational challenge in this segment.

Katyal points out that the challenges which companies face while undertaking training programmes includes finding locations for training in remote areas and anexperienced faculty.Multiple gainsTraining makes an organization well-equipped to keep pace with the changing dynamics of business. Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally, they receive a greater share of the material gains due to their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.Nair points out that IT-based training programme enable participants to use software to its fullest potential, thereby cutting down time requirements and getting the best RoI on the companys technology deployments. Training as a culture also

helps corporate HR retain their people. On the technology side, participants aspire for knowledge initiatives. Constant updating on technologies is at most times a good reason for people to stay longer in an organization.He adds, From a training company perspective, its a relationship-based marketing model and leads to a constant revenue model. Its an effective B2B model for matureIT training companies, and in the process adds value to their clients and theirown business. Even for their technical staff, its a new scale that they always aspire to reach as a technocrat.

Whos Training Whom

Company Corporate Training Clients

NIS Sparta Coca-Cola, IBM, Maruti, American Express, Thermax, Mahindra Finance, Accenture, APAC, Pantaloon, Godrej & BoyceAptech Training Solutions Maruti Udyog, Electrolux Kelvinator, Dabur, Valvoline Cummins, Perfetti van Melle India, National Thermal Power Corporation, GasAuthority Of India, Delhi Police, Standard Chartered Bank, Indian Oil, MotorolaIndia, ICICI, Bayer, Mahindra & Mahindra, Blue Star, HP, OnidaKarrox Godrej Infotech, Times of India, Reliance Infocomm, Reliance Industries,Wipro Infotech, Tata Consultancy Services, Siemens, Union Bank of India, Infosys, Cap Gemini, Global Telesystems, South Eastern Coal Fields, Persistent Technol


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ogies, State Bank of India, HCL, Indian Navy.Varied approachesThe approach taken for any training programme depends on the client requirementbased on the changing market scenario. It could be specific training enhancing one particular skill or it could be a holistic approach facilitating organizational development taken up to address needs in a competitive market scenario.Katyal discusses, The current requirement for corporate training is mostly related to IT. However, management training, especially at the supervisory level, is also seeing rising demand these days. One of the areas for consideration while designing training programmes is incorporating a session on soft skills. (For IT skills, there is enough material available.) The approach is need-based. This isfollowed by the appropriate mix of curriculum, faculty skills and infrastructureplanning. Usage of right training methodology is essential.Nair adds that the current method being practiced is to conduct a training-needanalysis, and identify the people needing training in a variety of products. Onsuch identification, the technical coordinator will finalize things like indicative schedules along with the proposed venue. Once the administrative aspects arecompleted, the technology implementation, that is, the delivery of training starts. In the case of a need-based approach, i.e. an urgent project deployment requiring some training, its always a holistic approach and is not process-oriented.An evolving trendThe trend for corporate training is currently evolving in the country, and moreand more organizations are opting for it. Katyal details, The current scenario of

corporate training looks promising in almost all sectors. With the government sector going in for capacity building, the rise in recruitment in the IT/BPO sector, and companies investing in IT, the need for corporate training is on the rise.Nair explains, In the globalize environment where new products are hitting the market with great frequency and new technology deployments have become a businesscompulsion in order to enhance productivity and better turnaround time, traininghas become a crucial part of the technology deployment cycle.At last Kulkarni says, Corporates today have realized that self-development amongemployees lead to better RoI for the organization. Training is essential to keep an organizations human capital fit and fine to enable it take on the best in the worldand then sculpt a world-class organization.

The State of Training and Development: More Spending, More Scrutiny

As investment in training continues to rise, with resources migrating away fromin-house programs, employers are demanding better accounting to ensure that their development dollars go toward furthering strategic goals and bolstering the bottom line.Technology and global competition, the two driving forces of economic change intodays business world, havent bypassed the once-staid world of training and development. Companies seeking to gain advantage through better-trained and better-developed workers are employing everything from e-learning delivery systems to multicultural and polyglot training solutions. They are hiring chief learning office

rs to deal with the increasingly complex field. And they are demanding better accounting of results.

Jack Kramer, vice president of global alliances for Sum Total Systems of Mountain View, California, says that every training effort--from the most sophisticated leadership course to the most basic regulatory compliance training module--is being rigorously vetted for more than just content.

"They want to know, What is the financial impact? Kramer says. Have you cut co? Have you solved compliance issues? Have you assimilated learning into companyoperations? "

Yet despite the focus on efficiency and cost control, overall spending on tr


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aining and development continues to raise, a reflection of the fact that companies are ratcheting up the amount of training they require of their workers in theceaseless drive for a competitive edge. Companies clearly subscribe to the belief that smarter, better-trained workers increase chances for success.

"We are seeing spending continue to rise," says Pat Galagan, vice presidentof content for the American Society for Training & Development. "The thing we are noticing is that companies are working to get more efficiency, more effectiveness and better alignment out of training. It means they are doing an enterpriseaccounting of learning expenditures."

ASTDs tracking of expenditures shows that the push toward more spending on training and development has been consistent throughout this decade. According toASTDs latest "State of the Industry Report," issued in December, annual spendingon training and development by companies and other organizations rose to $955 per employee in 2004 and was projected to reach $1,000 in 2005. In 2000, the totalstood at $649. The average number of annual learning hours per employee, whichwas 24 in 2000, reached 32 in 2004 and was projected to hit 34 in 2005. Trainingand development budgets now gobble up anywhere from 2.25 percent to 3 percent of payrolls.

Where is that money being spent? Despite the rise of outside vendors who promise to deliver training modules more cheaply, the bulk of training is still done in-house.

"Organizations tend to outsource things that can be standardized and keep inside things that are special, unique or have a competitive advantage," ASTDs Galagan says. "Definitely most training is still internal."

Still, the amount of training that can be outsourced has yet to peak, thanksin part to the ever-changing and rising need to meet mandates for training in subjects like worker safety or financial reporting. Vendors predict that their businesses will enjoy years of continued growth.

According to the ASTD report, in-house training and development is still byfar the place where the most dollars are spent. But it commands a shrinking share. In-house spending declined from 66.8 percent of total spending in 2000 to a projected 57.4 percent for 2005. At the same time, outsourcing rose from 22.2 percent of total spending in 2000 to a projected 29.1 percent in 2005. (Tuition reimbursement, the other major use of training and development money, rose modestly, from 11 percent in 2000 to 13.5 percent in 2005.)

Training In Various Industries

1)Training in News CenterThe news industry, traditionally untroubled about staff development, is taking anew look. In todays multimedia world, industry leaders feel heightened competition for the best and brightest employees. Economists predict an acute shortage ofknowledge workers. Starting salaries for journalists, stagnant for decades, havebegun to creep upward. Industry attrition also is climbing, and an increasinglyprofessional journalism workforce wants and is starting to get more training andmid-career education.The same information revolution that draws away journalistic talent also siphonsoff the attention of

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