Human Resource Management

Assignment: Designing a
training program

Umair Ahsan
L1S12MBAM00

Submitted
to:

Hina Ali

Section:

Objectives of Training and Development

The fundamental aim of training is to help the organization achieve its
purpose by adding value to its key resource the people it employs. Training
means investing in the people to enable them to perform better and to
empower them to make the best use of their natural abilities. The particular
objectives of training are to:

Develop the competences of employees and improve their

performance;
Help people to grow within the organization in order that, as far as
possible, its future needs for human resource can be met from within;
Reduce the learning time for employees starting in new jobs on
appointment, transfer or promotion, and ensure that they become fully
competent as quickly and economically as possible.

Inputs required for Training and

Development
Any training and development program must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision
to look into distant future. In addition to these, there is a need to impart
ethical orientation, emphasize on attitudinal changes and stress upon
decision-making and problem-solving abilities.

Skills
Training, as was stated earlier, is imparting skills to employees. A worker
needs skills to operate machines, and use other equipments with least
damage or scrap. This is a basic skill without which the operator will not be
able to function. There is also the need for motor skills. Motor skills refer to
performance of specific physical activities. These skills involve training to
move various parts of ones body in response to certain external and internal
stimuli. Common motor skills include walking, riding a bicycle, tying a
shoelace, throwing a ball and driving a car. Motor skills are needed for all

employees from the clerk to the general manager. Employees, particularly

supervisors and executives, need interpersonal skills popular known as the
people skills. Interpersonal skills are needed to understand one self and
others better, and act accordingly. Examples of interpersonal skills include
listening, persuading, and showing an understanding of others feelings.

Education
The purpose of education is to teach theoretical concepts and develop a
sense of reasoning and judgment. That any training and development
program must contain an element of education is well understood by HR
specialist. Any such program has university professors as resource persons
to enlighten participants about theoretical knowledge of the topic proposed
to be discussed. In fact organizations depute or encourage employees to do
courses on a part time basis. Chief Executive Officers (CEOs) are known to
attend refresher courses conducted by business schools. Education is
important for managers and executives than for lower-cadre workers.

Development
Another component of a training and development is development which is
less skill oriented but stressed on knowledge. Knowledge about business
environment, management principles and techniques, human relations,
specific industry analysis and the like is useful for better management of the
company.

Ethics
There is need for imparting greater ethical orientation to a training and
development program. There is no denial of the fact that ethics are largely
ignored in businesses. Unethical practices abound in marketing, finance and
production function in an organization. They are less see and talked about in
the personnel function. If the production, finance and marketing personnel
indulge in unethical practices the fault rests on the HR manager. It is his/her
duty to enlighten all the employees in the organization about the need of
ethical behavior.

Training Program Framework

Development

1.
Needs assessment and learning objectives. This part of the
framework
development
asks you to
consider
what
kind of training is
needed in your organization. Once you have determined the training
needed, you can set learning objectives to measure at the end of the
training.
2. Consideration of learning styles. Making sure to teach to a variety
of learning styles is important to development of training programs.
3. Delivery mode. What is the best way to get your message across? Is
web-based training more appropriate, or should mentoring be used?
Can vestibule training be used for a portion of the training while job
shadowing be used for some of the training, too? Most training
programs will include a variety of delivery methods.
4. Budget. How much money do you have to spend on this training?
5. Delivery style. Will the training be self-paced or instructor led? What
kinds of discussions and interactivity can be developed in conjunction
with this training?
6. Audience. Who will be part of this training? Do you have a mix of
roles, such as accounting people and marketing people? What are the

job responsibilities of these individuals, and how can you make the
training relevant to their individual jobs?
7. Content. What needs to be taught? How will you sequence the
information?
8. Timelines. How long will it take to develop the training? Is there a
deadline for training to be completed?
9. Communication. How will employees know the training is available to
them?
10.
Measuring effectiveness of training. How will you know if
your training worked? What ways will you use to measure this?

Benefits of Training and Development

Leads to improved profitability and/or more positive attitudes towards

profit orientation. Improves the job knowledge and skills at all levels of
the organization
Improves the morale of the workforce
Helps people identify with organizational goals
Helps create a better corporate image
Fosters authenticity, openness and trust
Improves relationship between boss and subordinate
Aids in organizational development
Helps prepare guidelines for work
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization
Organization gets more effective decision-making and problem-solving
skills
Aids in development for promotion from within
Aids in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers
usually display
Aids in increasing productivity and/or quality of work
Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
Develops a sense of responsibility to the organization for being
competent and knowledgeable

Improves Labour-management relations

Reduces outside consulting costs by utilizing competent internal
consultation
Stimulates preventive management as opposed to putting out fires
Eliminates suboptimal behavior (such as hiding tools)
Creates an appropriate climate for growth, communication
Aids in improving organizational communication
Helps employees adjust to change
Aids in handling conflict, thereby helping to prevent stress and tension.