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Competitiveness
The term may also be applied to markets, where it is used to refer to the extent to
which the market structure may be regarded as perfectly. This usage has nothing to
do with the extent to which individual firms are "competitive'.
Competitiveness is defined by the productivity with which a nation utilizes its human,
capital and natural resources. To understand competitiveness, the starting point must
be a nations underlying sources of prosperity. A countrys standard of living is
determined by the productivity of its economy, which is measured by the value of
goods and services produced per unit of its resources. Productivity depends both on
the value of a nations products and services measured by the prices they can
command in open markets and by the efficiency with which they can be produced.
Productivity is also dependent on the ability of an economy to mobilize its available
human resources.
Almost everything matters for competitiveness. The schools matter, the roads matter,
the financial markets matter and customer sophistication matters. These and other
aspects of a nations circumstances are deeply rooted in a nations institutions,
people and culture. This makes improving competitiveness a special challenge,
because there is no single policy or grand step that can create competitiveness, only
many improvements in individual areas that inevitably take time to accomplish.
Improving competitiveness is a marathon, not a sprint. How to sustain momentum in
improving competitiveness over time is among the greatest challenges facing
countries.
I have found that these factors are necessary for economic development, but far
from sufficient. These broader conditions provide the opportunity to create wealth
but do not they create wealth. Wealth is actually created in the microeconomic level
of the economy. Wealth can only be created by firms. The capacity for wealth
creation is rooted in the sophistication of the operating practices and strategies of
companies, as well as in the quality of the microeconomic business environment in
which a nations companies compete. More than 80 percent of the variation of GDP
per capita across countries is accounted for by microeconomic fundamentals. Unless
microeconomic capabilities improve, macroeconomic, political, legal, and social
reforms will not bear full fruit.
The goal of training is to create an impact that lasts beyond the end time of the
training itself. The focus is on creating specific action steps and commitments that
focus peoples attention on incorporating their new skills and ideas back at work.
Training can be offered as skill development for individuals and groups. In general,
trainings involve presentation and learning of content as a means for enhancing skill
development and improving workplace behaviors.
An OD perspective examines the current environment, the present state, and helps
people on a team, in a department and as part of an institution identify effective
strategies for improving performance. In some situations, there may not be anything
wrong at the present time; the group or manager may simply be seeking ways to
continue to develop and enhance existing relationships and performance. In other
situations, there may be an identifiable issue or problem that needs to be addressed;
the OD process aims to find ideas and solutions that can effectively return the group
to a state of high performance.
These two processes, Training and Organizational Development, are often closely
connected. Training can be used as a proactive means for developing skills and
expertise to prevent problems from arising and can also be an effective tool in
addressing any skills or performance gaps among staff.
Types of training
Physical training
Physical training concentrates on mechanistic goals: training-programs in this area
develop specific skills or muscles, often with a view to peaking at a particular time.
Some physical training programs focus on raising overall physical fitness.
In military use, training means gaining the physical ability to perform and survive
in combat, and learning the many skills needed in a time of war. These include how
to use a variety of weapons, outdoor survivalskills, and how to survive capture by the
enemy, among others. Seemilitary education and training.
Artificial-intelligence feedback
Researchers have developed training-methods for artificial-intelligence devices as
well. Evolutionary algorithms, including genetic programming and other methods
of machine learning, use a system of feedback based on "fitness functions" to
allow computer programs to determine how well an entity performs a task. The
methods construct a series of programs, known as a population of programs, and
then automatically test them for "fitness", observing how well they perform the
intended task. The system automatically generates new programs based on members
of the population that perform the best. These new members replace programs that
perform the worst. The procedure repeats until the achievement of optimum
performance.[7] In robotics, such a system can continue to run in real-time after initial
training, allowing robots to adapt to new situations and to changes in themselves, for
example, due to wear or damage. Researchers have also developed robots that can
appear to mimic simple human behavior as a starting point for training.
Induction training
This is training that an employee will receive when they first join an organization or
begin a new role. This type of training is designed to provide the employee with the
essential skills needed to perform their job. Induction training can also include an
introduction to the company ethos, values and culture so that the employee is aware
of the behaviors expected of them.
This is training provided away from the employees usual work environment and the
employee will stop their usual duties/work during the training. Off the job training
may be in the same building or off site. This training may be provided by trainers
working for the same employer as the employees being trained or an outside
company hired by the employer.
Training and Development - Meaning,
its Need and Importance
Training and development is vital part of the human resource development. It is
assuming ever important role in wake of the advancement of technology which has
resulted in ever increasing competition, rise in customers expectation of quality and
service and a subsequent need to lower costs. It is also become more important globally
in order to prepare workers for new jobs. In the current write up, we will focus more on
the emerging need of training and development, its implications upon individuals and
the employers.
Noted management author Peter Drucker said that the fastest growing industry would
be training and development as a result of replacement of industrial workers with
knowledge workers. In United States, for example, according to one estimate technology
is de-skilling 75 % of the population. This is true for the developing nations and for
those who are on the threshold of development. In Japan for example, with increasing
number of women joining traditionally male jobs, training is required not only to impart
necessary job skills but also for preparing them for the physically demanding jobs. They
are trained in everything from sexual harassment policies to the necessary job skills.
The following are the two biggest factors that contribute to the increased need to
training and development in organisations:
The critical question however remains the implications and the contribution of
training and development to the bottom line of organizations performance. To
assume a leadership position in the market space, an organization will need to
emphasize on the kind of programs they use to improvise performance and
productivity and not just how much they simply spend on learning!
Training courses are ways of improving the effectiveness of your current workforce,
but they are also attractive benefits for ambitious people. Benefits both your
company and your employees will realize include:
Training also makes a company more attractive to potential new recruits who seek to
improve their skills and the opportunities associated with those new skills.
The lack of a training strategy to a potential top candidate suggests that the
company will fail to meet his or her own aspirations, leading to a lack of ambitious
candidates.
Objectives of training
REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT:
Diversity: This includes explanation about people and their different perspectives
and views, and how this can be handled.
Ethics: There are divergent ethics in different firms. Some firms attach more
importance to certain issues like moral, work period, lateness etc than other issues.
Today's society has increasing expectations about corporate social responsibility.
Also, today's diverse workforce brings a wide variety of values and morals to the
workplace. This calls for the need for staff to be reminded of these always through
training and development.
Safety: Safety training is critical where working with heavy equipment, hazardous
chemicals, repetitive activities etc. Staff should be made to understand that despite
the fact that they have a safety department; the safety of each staff is in his /her own
hands.
Training implies enhancing the skills and knowledge of the employees for performing a specific job.
Training tries to improve employees performance in current job and prepares them for future job.
The crucial consequence of training is learning.
1. To prepare employees to meet the varying and challenging needs of the job and organizatio
2. To provide knowledge and skills to new entrants and to help them to perform their role and
job well.
3. To coach employees for more complex and higher level jobs.
4. To educate employees new and innovative ways and techniques of performing job.
a. Trained employees do not require tight control and supervision as they are
well aware of how to perform a job.
b. Trained employees can show higher performance by making optimum and
best utilization of the materials, tools, equipments and other resources
provided to them.
c. Trained employees minimize wastages of resources in the organization and
work both efficiently and effectively.
d. Training makes employees more committed to an organization as the
employees are provided with growth, advancement and learning
opportunities.
e. Training develops a line of proficient and skilled managers as it prepares
employees for complex and higher level tasks.
f. Trained employees adjust to the job better and there are fewer rates of
absenteeism and turnover.
g. Trained employees produce quality and quantity output.
h. Trained employees enable the organization to face competition from rival
firms.
i. Trained employees can respond and adapt to the changing technology well.
j. Trained employees become more proficient and, thus, their earning potential
increase.
1. Identifying the training needs- The training needs of each employee should
be identified. Programmes should be developed that are best suited to their
needs.
2. Prepare the trainer- The trainer must do his home work well. He should know
both what to teach and how to teach. Time management is required by the
trainer. Training should be delivered in such a manner that the trainee should
not lose the interest in the job.
3. Prepare the trainee- The trainee should remain active during training. He
should know that why is he being trained. He should put across the trainer
questions and doubts. The trainee should be put at ease during the training
programme.
4. Explain and demonstrate the operations- The trainer should explain the
logical sequence of the job. The trainee should perform the job systematically
and explain the complete job he is performing. His mistakes should be
rectified and the complex step should be done for him once. When the trainee
demonstrates that he can do the job in right manner, he is left to himself.
Through repetitive practices, the trainee acquires more skill.
5. Follow up and feedback- The trainee should be given feedback on how well
he performed the job. He should be asked to give a feedback on the
effectiveness of training programme.
How training contributes to firms
competitiveness:
There are some specific areas where training can contribute to increase the
competitiveness of the firm. These areas are described below:
Training is about gaining the skills needed for a job. These may be learned at the
place of work (on-the-job) or away from work (off-the-job). On-the-job training
tends to be more cost-effective and relevant. However, off-the-job training is usually
carried out by professional trainers. It also occurs away from the distractions of work.
Training tends to have very specific and measurable goals, such as operating an IT
system or till, understanding a process, or performing certain procedures (for
example, cashing up).
Development is more about the individual making him or her more efficient at a
job or capable of facing different responsibilities and challenges. Development
concentrates on the broader skills that are applicable to a wider variety of situations,
such as thinking creatively, decision-making and managing people. In short, training
is typically linked to a particular subject matter and is applicable to that subject only,
while development is based on growing broader skills which can be used in many
situations.
Training and Development is the framework for helping employees to develop their
personal and organizational skills, knowledge, and abilities. The focus of all aspects
of Human Resource Development is on developing the most superior workforce so
that the organization and individual employees can accomplish their work goals in
service to customers.
All employees want to be valuable and remain competitive in the labour market at all
times. This can only be achieved through employee training and development.
Employees will always want to develop career-enhancing skills, which will always lead
to employee motivation and retention. There is no doubt that a well trained and
developed staff will be a valuable asset to the company and thereby increasing the
chances of his efficiency in discharging his or her duties.
Trainings in an organization can be mainly of two types; Internal and External training
sessions. Internal training involves when training is organized in-house by the Human
resources department or training department using either a senior staff or any
talented staff in the particular department as a resource person.
On the other hand External training is normally arranged outside the firm and is
mostly organized by training institutes or consultants. Whichever training, it is very
essential for all staff and helps in building career positioning and preparing staff for
greater challenges.
For every employee to perform well especially Supervisors and Managers there is
need for constant training and development. The right employee training,
development and education provides big payoffs for the employer in increased
productivity, knowledge, loyalty, and contribution to general growth of the firm. In
most cases external trainings for instance provide participants with the avenue to
meet new set of people in the same field and network. The meeting will give them
the chance to compare issues and find out what is obtainable in each other's
environment. This for sure will introduce positive changes where necessary.