C: training and development
As detailed in People Management (SPARC), it is important to provide workers with the training and development required to perform their jobs because:
- well trained workers will help you achieve your organisation's goals and objectives
- research has shown that training and development has a positive impact on retention i.e. employees who get training and development in their role are more likely to stay with their employer.
the training process
The process for developing a training programme is illustrated below.
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Decide on appropriate training method |
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Source appropriate training |
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Identify training needs
You must identify the specific training needs of your employees and/or your organisation, rather than simply providing training for training's sake. This can be done in a number of ways including:
- looking at any clearly defined core competencies your organisation might have (e.g. communication, teamwork, staff management, computer skills, customer service etc) and developing training around those
- the employee identifying training needs
- the manager being aware of training needs which are likely to arise as a result of a new or changed job, promotion, implementation of a new computer system etc
- a 360-degree feedback process where an employee's performance is rated confidentially by a number of people who work closely with that person. The employee also assesses their own performance. The results identify the employee's strengths and areas for development, which training is then targeted towards.
Training methods
Training needs can be met in a number of ways including:
- face to face training — the traditional "classroom" style where a trainer delivers course information either onsite or offsite
- e-learning and computer-based training (CBT) — uses technology like the internet and CD-Rom to provide training via their computer
- on-the-job training — this is one of the best means of developing your workers
- experiential learning — learning through doing and focuses on completing an activity, learning from it and applying what was learnt to other areas e.g. Outward Bound course
- seminar and conference attendance — provides a good way of keeping up with the latest information and the opportunity to network with others
- tertiary training — completion of relevant degrees or diplomas
- self development — this can include reading books and research articles or becoming a member of a relevant industry body or professional interest group
- networking.
Sourcing training
Having identified your training needs and decided on the method required, go to the market to find the appropriate training programme and provider.
Websites
The following websites provide a useful starting point for sources of training:
Other sources
There is a raft of private training providers offering a range of services including training needs analysis and development of customised training courses etc. Alternatively you can contact a training broker who can assess your training needs and source the appropriate training.
Assessing the options
There are certain things to consider when assessing training options, including:
- budget — set a training budget and aim to get the best return on your investment
- timeframe — book the training to fit in with work flows
- content — ensure the training is relevant and targeted to the needs of your worker
- trainer's skills — it's important to assess the trainer's skills — talk to other people who may have attended the same course.
Training delivery
Decide when best to complete the training. Wherever possible, time the training for when it's most needed. While a worker is in training, the utmost should be done to ensure that he or she is not interrupted by work commitments.
Training evaluation
Review all training to ensure effectiveness and value for money The best measure is whether the worker's performance has been enhanced as a result of the training.
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