THE NEED FOR EMPLOYEES TRAINING AND

DEVELOPMENT IN AN ORGANIZATION

BEING A SEMINAR PAPER PRESENTATION

PRESENTED

BY

OGUNLEYE TOLULOPE JOHN

KPT/CBMS/15/10766

TO

DEPARTMENT OF OFFICE TECHNOLOGY AND

MANAGEMENT,

COLLEGE OF BUSINESS AND MANAGEMENT STUDIES

KADUNA POLYTECHNIC, KADUNA.

SUBMITTED TO

Mr Ojetokun Victor
SEMINAR COORDINATOR

JULY, 2016

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 ABSTRACT

Overtime, study had shown that to be relevant in any field of work there is need
for continuous learning through training and development. The study is aimed
at finding out the need for employees training and development in an
organization. The need for improvement to change the phenomenon of low
productivity and poor service delivery attributed to the employee’s in-adequate
experience, calls for investigation on how effective training and development of
employee can facilitate improved corporate performance using the banking
industry as a field of discuss.. The study concluded that training and
development brings about career growth for the employees and bankers thus the
study recommended that all organization must do induction training at entry
point into the banking sector.

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Introduction

Training and development are essentials for the enviable growth of any
organization. In today’s climate uncertainly, defining productivity, standards of
living and the current obsession for self-reliance encourage by fierce foreign
competition, slow growth, unfavorable balance of payments and perhaps
unstable political systems. Nigeria needs an integrated national policy on
manpower development and productivity.

Training and development play an important role in the effectiveness of

organisations and to the experiences of people in work. Training has
implications for productivity, health and safety at work and personal
development. All organisations employing people need to train and develop
their staff. Most organisations are cognisant of this requirement and invest effort
and other resources in training and development. Such investment can take the
form of employing specialist training and development staff and paying salaries
to staff undergoing training and development. Investment in training and
development entails obtaining and maintaining space and equipment. It also
means that operational personnel, employed in the organisation’s main business
functions, such as production, maintenance, sales, marketing and management
support, must also direct their attention and effort from time to time towards
supporting training development and delivery.

However, investment in training and development is generally regarded

as good management practice to maintain appropriate expertise now and in the
future. Thus this research work aim at determining the need for employees
training and development in an organization.

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Definition of Training and Development

Training and development has been defined by different authors from

different field of study. However, Khuller (2010), says that training is an act of
increasing the knowledge and skills of an employee for performing the job
assigned to him or her. These contributions imply that training is a process
which specific skills; talent and knowledge of an employee are enhanced and
increased; while development tends to be general and less tangible than training.

Training refers to a planned effort by a company to facilitate employees’

learning of job-related competencies. These competencies include knowledge,
skills, or behaviors that are critical for successful job performance. The goal of
training is for employees to master the knowledge, skill, and behaviors
emphasized in training programs and to apply them to their day-to-day
activities.

Development on the other hand is an unfolding process that enables

people to progress from a present state of understanding and capability to a
future state in which higher level skills, knowledge and competencies are
required. It has also been defined by Prasad (2006) as ‘learning experiences of
any kind, where by individuals and groups acquire enhanced knowledge, skills,
values or behaviour.

However, in practice, the distinction between these two concepts.

(Training and Development) often blurred, mainly because upgrading the skills
of employees on present job performance usually improve performance in
future job. Thus in this work we would see these two concept as one. Thus,
Business Dictionary.com (2016), defined training and development as the
official and ongoing educational activities within an organization, designed to
enhance the fulfillment and performance of employees. Training and
development programs offered by a business might include a variety of

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educational techniques and programs that can be attended on a compulsory or
voluntary basis by staff.

A formal training programme is a deliberate effort of the employers to

provide opportunities for employees to acquire job related skills, knowledge and
attitude. Both managers and non-managers may receive help from training and
development programmes, but the mix of experiences is likely to vary. Non-
managers are much more likely to be trained in the technical skills required for
their current jobs, whereas managers frequently receives assistance in
developing the skills required in future job. Particularly conceptual and human
relations skills.

Jackson & Schuler (2003), opine that training and development can be the
most important human resources management (HRM) function to treat people
well and increase competitive power for the organization.

If therefore the banks in Nigeria must complete successfully in the

expanding competitive and dynamic society, the workforce needs to achieve
adequate planning, training, education and development.

Principles of Training and Development (Training Process)

Prasad (2006) opined that, principles of training and

development entails the process of training and development, which generally
encompasses three main phases. These phases include:

 Assessment phase

 Training and development phase

 Evaluation phase

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 Assessment Phase: This phase which is also known as the planning phase
serves as the foundation for the entire training effort. The purpose of this
phase is to define what it is, the employee should learn in relation to the
desired job behaviour. In other words it involves determining training needs
and establishing training objectives. If this phase is not carefully done, the
entire training programme will have a very little chance of achieving what it
is intended to achieve.

 Training and Development Phase: This phase is known as design and

implementation phase. It involves careful choice of the appropriate training
method and techniques and also delivering them systematically supportive
and encouraging environment based on sound learning Principles.

 Evaluation Phase: This phase involves the appraisal of the result of training
and development effort. Evaluation is a two way process which involves:
The establishment of an indicator or success in training as well as on the job,

Anon (2009) opined that the need for training pre supposes the existence
of performance deficiency or performance gap. By performance gap, we mean
the differences between the actual performance and the desired performance. In
other words, it is the gap between where the organization is and where it wants
to be.

It is import to note however, that this gap some times cannot be closed by
training; particularly, if it is caused by factors other than lack of requisite skills.
In this context, training need can be described as performance deficiency or gap
that can be corrected or closed by means of training.

According to Stoner (2000) managers can use four basic procedures

determine the training need of individuals in their organization or subunit.
These four basic procedures are explained below:

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1. Performance Appraisal: Each employee's work is measured against
the performance standards or objectives established for his or her job.

2. Analysis of job requirements: The skills or knowledge specified in the

appropriate job description are examined, and those employees without
necessary skills or knowledge become candidates for a training programme.

3. Organizational Analysis: The effectiveness of the organization and its

success in meeting its goals are analyzed to determine where differences
exist. For example, a department with a high rate of turnover or a low
performance records might require additional training.

4. Employee survey: Managers as well as non-managers are asked to describe

what problems they are experiencing in their work and what actions they
believer are necessary to solve them.

Once the organization's training needs have been identified, the

human resource manager must initiate the appropriate training effort.

The Importance of Training and Development in Nigerian banking Sector

Some organizations, small and large shy away from training and development
effort because, they think that, by developing or upgrading the skill of the
workforce, their employees will be more marketable to their competitors. This
explain why organizations prefer top training employees in areas or skills
specific to them, while some other organizations prefer to poach using money as
an attractor, thereby, investing little or nothing in training. But contrary to this
above believe, training and development makes employees fee! secure and
challenged particularly in organizations where talents and skills are highly
valued. Thus training is not only desirable but also necessary if an organization
wants to maintain its employees.

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 Anon (2010) identifies the following important of training and
development.

1. Training and development increases productivity i.e. it ensure a rapid growth

in output.

2. Training and development reduces the rate of accident i.e. it enables the
employees to be more conscious and efficient in discharging his or duty.

3. Training and Development also reduces the cost of supervision i.e. if there is
an efficient training and development the service of the supervisor will no
longer be required.

4. Training and Development enhances employees' morale i.e. Training and

Development serves as a motivational factor to employees (Hersberg 1996).

Training and career development are very vital in any company or

organization that aims at progressing. Training simply refers to the process of
acquiring essential skills required for a certain job. It target specific goals, for
instance understanding a process and operating a certain machine or system.
Career development, on the other side, puts emphasis on broader skills which
are applicable in a wide range of situations Lijadu, (1987). These include:

1. Help in addressing employees weakness: Most workers have a certain

weakness in their work place, which hinder them from giving the best
services. Training assist in eliminating these weakness, by strengthening
workers skills. A well recognize development program helps employees gain
similar skills and knowledge, thus bring all to a higher uniform level.
2. Improvement in workers performance: A properly trained employee
becomes more inform about procedures for various tasks. The worker
confidence is also boosted by training and development. This confidence
comes from the fact that the employee is fully aware of his/her roles and

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 responsibilities. Its help the worker carry out the duties in better way and
even find new ideas to incorporate in the daily execution of duty.
3. Ensuring worker satisfaction: Training and development makes the
employee also feel satisfied with the role they play in the company or
organization. This is driven by the great ability they gain to execute their
duties. They feel they belong to the company or the organization that they
work for and the only way to reward it is giving the best service they can.
4. Reduced cost: Training and development results with optimal utilization of
resources in a company or organization. There is no wastage of resources
which may cause extra expenses. Accidents are also reduce during working.
All the machines and resources are used economically, reducing expenditure.
5. Increased productivity: Through training and development the employee
acquire all the knowledge and skills needed in their day to day tasks.
Workers can perform a faster rate and with efficiency thus increasing overall
productivity of the company. They also gain new tactics of overcoming
challenges when they face them:

Methods of Training and Development

Anderson (2003) identified three basic methods of training and

development programme. These include:

a. Information presentation techniques

b. Simulation method

c. On – the job training method.

A) Information Presentation Techniques: This method of training involves

the act of passing or presenting information to the trainee. It is subdivided into
the following:

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1. Class room lecture/conference: This is a method of training which
involves the act of passing information to the trainee inform of class room
lecture or conference. It is well adopted to convey a specific information
to enhance job performance. It is a quick and simple way of providing
knowledge to large group of trainees and it provides the trainees the
opportunity to ask necessary questions. The relative disadvantage of this
method is that, it lack immediate feedback. And it also lack active
participation or involvement of the trainee. However, these prepayments
can be partially remedied, by allowing the trainee to provide feedback
immediately after the lecture or during the lecture. The lecturer or
conference leader should make the class an interactive section for
discussion in which the trainees will participate actively.

ii. Tele-Training: With this method of training, a trainer is in a central

location and teaches group of employees at remotes locations via
television hookups. This training method is accomplished by the means
of satellite television technology. (STT).

iii. Video conferencing: This is a method of training in which firms or

organizations uses video conference to train its employees who are
geographically separated from each other or from the trainer. Video
conferencing allows people in one location to communicate live via a
combination of both audio and visual equipment with people in another
city or country or with groups in several cities. In using this method it is
necessary to prepare a training guide ahead of time, specifically a training
manual which learners or trainees can use to follow the points trainer is
making e.g. video phone.

iv. Training via Internet: This is also another method of training in which
the trainees receives information or training through internet. Many firms

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 allows their employees to take on line course offered by on-line
course providers. Other uses propriety intra-net to facilitate computer
base training.

B) Simulation Method: This is the act of presenting a training programme in

an artificial environment which mirrors the actual condition. It is also
subdivided into the following:

i. Case study exercise: This method of training present an in-dept

description of a particular problem an employee may encounter in the job.
The trainee attempts to finds and analyze the problem, derives and
evaluate alternative course of action and deciding what course of action
will be most satisfactory. Armstrong (2006) opined that case study is a
history or description of an event or set of circumstances that, is analyzed
by trainees in order to diagnose the causes of problem and work out how
to solve it.

ii. Vestibule training: This is a method of training in which employees

learn with their office equipment. Vestibule tracing is conducted, away
from the actual work floor. Explicit vestibule training allows trainees to
concentrate on training without ‘real world’ pressure. Additionally, it
minimizes the problem of transferring learning to the job.

iii. Computer simulation: This is a computer based training programmme

that present trainee with the task to perform and feedback is
communicated to the trainer immediately (Anon. ND).

Computer simulation involves the act of using a software package to train

the employees or trainees e.g. Marvix Beacon. It can be less expensive
because a single designed programme can be used to train multiple
trainees. There is also the benefit of instruction consistency in using this
method.
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iv. Virtual Reality: This is an advance form of computer simulation which
places the trainee in a simulated environment that is virtually’ the same as
the physical environment. It is used where the cost of individual on-the-
job training is highly prohibitive. This simulation is accomplished by a
trainee wearing special equipment such as head gear, gloves etc. which
controls what the trainer is able to see, fell, and otherwise sense. The
trainee learns by interacting the objects in the electronic environment to
achieve same objective.

C) On-The-Job Training Methods: These are the most widely used methods
of training; perhaps because of their simplicity and the impression that they are
less costly to operate. On-the-job training include the following:

i. On-the-job: This is the type of training method where the trainee learns a
job while doing the task. In other words, it means having a person learning
the job while actually doing it. It simply means learning by doing. On-the-
job method is the most appropriate method of training for job that are
either difficult to simulate or that can, be learn easily by watching and
doing.

Therefore, to help ensure on-the-job training the following steps must be

observed.

 Prepare the trainee

 Present the operation
 Try Out
 Follow – up
Nevertheless this training method has some ‘drawbacks’, which include:
 The trainee can make mistakes while doing the job or while
learning.
 Low productivity while employee develops skills.

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 ii. Apprenticeship: This is a structured process by which people become
skilled workers through combination of class room instruction and on-
the-job training. It is widely used to train individuals "or many
occupations. Traditionally, it involves having the trainee (apprentice)
study under tutelage of master or craftsman for a period of 2-5 years e.g.
Barbing Salon.

iii. Job Induction Training: This involves the act of presenting a training
programme in a logical sequence of steps and is best thought by
presenting' it steps by step. In using this method, the trainer lists all the
necessary steps in the job each in a proper sequence. Along side of each
step, the trainers also list the corresponding key points. The ‘steps’ shows
what is to be done and the “key points” shows how is to be done.

Chapman (2010), states that there are two broad types of training
available to big or small businesses: on-the-job and off-the-job techniques. He
further states that individual circumstances and the “who,” “what,” and “why”
of your training program determine which method to use.

On-the-job training is delivered to employees while they perform their regular

jobs. In this way, they do not lose time while they are learning. After a plan is
developed for what should be taught, employees would be inform of the details.
A timetable would be established with periodic evaluations to inform employees
about their progress. On-the-job techniques include orientations, job instruction
training, apprenticeship, internships and assistantships, job relation and
coaching.

Off-the-job techniques includes lectures, special study, films, television

conferences or discussions, case studies, role playing, simulation, programmed
instruction and laboratory training. Most of these techniques can be used, but
they may be too costly.

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 He further added that the following are methods of training for new
employees:

1. Orientations are for new employees. The first several days on the job are
crucial in the success of new employees. This point is illustrated by the
fact that 60 percent of all employees who quit do so in the first 10 days.
Orientation training should emphasize the following topics:
 The company’s history and mission.
 The key members in the organization.
 The key members in the department, and how the department helps
fulfill the mission of the company.
 Personnel rules and regulation.
2. Lectures present training and material verbally and are used when the
goal is to present a great deal of material to many people. It is more cost
effective to lecture a group than to train people individually. Lecturing is
a one-way communication and as such may not be the most effective way
to train. Also, it is hard to ensure that the entire audience understands a
topic on the same level. Despite these drawbacks, lecturing is the most
cost-effective way of reaching large audiences.
3. Role playing and simulation are training techniques that attempt to
bring realistic decision making situation to the trainee. Likely problems
and alternative solutions are presented for discussion. The adage there is
no better trainer experience is exemplified with this type of training.
Experienced employees can describe real world experiences, and can help
in and learn from developing the solutions to these simulations. This
method is cost effective and is used in marketing n\and management
training.

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The benefits of manpower training and development

Menamara (2010) state that there are specific benefits that a small
business receive from training and developing its workers, which includes:

 Increase job satisfaction and moral among employee

 Increase employee motivation
 Increase efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and product
 Reduced employees turn over
 Enhanced company image, e.g., conducting ethics training (not a good
reason for ethics training)
 Risk management, e.g., training about sexual harassment, diversity training.
Chapman (2010), confirms that 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 will receive a greater share of the material
gains that result from their increased productivity. These factors gives them a
sense of satisfaction through the achievement of personal and company goals.

Conclusion
Base on the foregoing, the study arrived at conclusion that training and
development brings about high efficiency and effectiveness on the part of the
workers which in turn increase organizational productivity.
The study further discovered that that bankers need induction training at
entry point into the banking sector and when they become stable, on-the-job
training should be continuous and off-the-job training is also required for the
acquisition of specialized skills and knowledge to match technological
advancement.

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 For an organization to maintain its employees in order to meet its goals
and objectives, there is need for training and development of employees as these
helps to improve workers performance, reduce cost, encourage self-confidence
for workers and job satisfaction.

Recommendations
Bases on the conclusions arrived at, the study therefore made the
following recommendations;
1. Seasonal or periodic mandatory training should be given to workers by the
management in other to enable them climb the career ladder.
2. The management of the organizations should think of the best methods of
training i.e. on-the-job, off-the-job, computer simulation etc. that will suit
both management and the workers in an organization.
3. Induction training should be given to all workers at the entry point by the
management to equip them for the task ahead of them.
4. The management should do a proper training need analysis so that they can
have a focus and direction on the best way to train their workers.
5. Proper motivation must be given to those on training in order to encourage
them to devote their time and talent towards achieving the aim of the
organization.

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 Reference

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