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Rethinking Training

Training is defined as a planned learning experience designed to bring about permanent change in an individuals knowledge, attitudes, or skills (Campbell, Dunnette, Lawler & Wreck, 1970). Training and development activities are currently receiving increased attention in the industrial and academic communities. This emphasis is illustrated by some interesting figures published in 2007 which report that dollar spent on employees training in U.S is $ 58 billion annually. The report also mentions the following facts Average Japanese companies spend about 6% of budget on training. Study of major automobile manufactures found U. S automakers spend about 40 hours training new employees compared to 300 hours for Japanese automakers. Motorolas CEO required all divisions to spend at least 2% of budget on training. Over next 7 years, profits increased 47% and it was estimated that each $1.00 in training yielded $30.00 in return. Although the bottom line for most training programs is effectiveness, little attention has been devoted to studying why training programs are effective for some individuals and ineffective for others. Managers now should rethink on certain aspect related to training. Besides motivational and environmental influences on training effectiveness managers can also focus on the impact of employees characteristics on training effectiveness. Managers can determine training effectiveness by assessing some combination of the criteria presented in Kirkpatricks (1967) hierarchical model of training outcomes. The model consist four steps a) Employees reactions to the program content and training process reaction. b) Knowledge or skill acquisition c) Behavior change d) Improvements in individual or organizational outcomes such as turnover, productivity etc. Each training outcome affects the next level in the hierarchy. Employees satisfaction with the program is believed to have an important influence on learning. Managers can focus on this very important aspect and can redesign their training process. There are a couple of secrets about what employees want from training & development. These ideas emphasize what employees want in training and development. They also articulate your opportunity to create devoted, growing employees who will benefit both your business & development opportunities.

Following tips can help you to rethink on your training program Managers can impact training & development significantly through the responsibilities in employees current job and try to assess what responsibilities an employee can take up efficiently. Expand the job to include new, higher level responsibilities according to employees area of interest. Reassign responsibilities that the employee does not like or that are routine & try to focus more training on such responsibilities. Invite the employee to contribute to more important department or company-wide decisions & planning & provide on-job training for the same. Provide the opportunity for the employee to cross-train in other roles and responsibilities depending upon their area of interest. Allow employees to pursue training and development in directions they choose, not just in company assigned and needed directions. According to Keumyong Chung, the head of Samsungs corporate human resources planning group, in order to minimize failure an organization must focus on the training it is offering. If a company requires remodeling of the process they should do it without giving a second thought. In Samsung the team focuses on the employees need and provides them training accordingly. Since many of the operations are globally linked the company in order to prevent unsuccessful assignments, provides various education programs according to the need of an individual employee. The programs include a cross-culture training program that tries to get executives familiar with the culture theyll be entering or provides a pre-assignment language training. Samsung also provide pre-assignment task focus training, to get people better prepared for the specific job theyll be doing abroad. Thus by providing training Samsung help its employees to gain global experience prior to their actual work. So we can say that training need to be design according to the need of the hour. Understanding employee mindset towards training can help a manager to design a process which would not only help the employees but will help the organization as a whole.