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training
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.
2. The person being trained participates with the trainer in the training activity, rather
than simply receiving instruction. Training usually involves participation. This means
that a person being trained has an active role in the training process, rather than a
passive role. Also it often takes place in the workplace or community where the skills
and knowledge being communicated will be used.
Overall from the business training perspective we can conclude that, “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 performances that eliminate the gap between actual and
expected performance of individual, team and departments”.
Training is a means of communicating new knowledge and skills and changing attitudes.
It can raise awareness and provide people with the opportunity to explore their existing
knowledge and skills. But, to be effective, training should be based on the needs of the
people who are being trained (the participants). Training needs should be identified by
both participants and their managers. Training should not only meet the needs of
people being trained, but should meet the needs of the organization or project they are
working for, and contribute to better services or standards for service users. A training
need is the gap between what somebody already knows, and what they need to know
to do their job or fulfill their role effectively. By identifying training needs trainers can
decide what the objectives of the planned training should be. The first step in identifying
training needs is to assess the current level of knowledge and skills of the participants.
The second step is to clarify what skills, knowledge and attitudes people need to do
their jobs or tasks.
Importance of training
Training employees do have a significant role in modern business era. Not
just to equip them with latest tools your company has implemented, there is
a lot more to it. I have sorted down them in a list. This is a must read if you
employ or mean to employ in future at least one person.
Developing the human capital for future growth to achieve the vision
through employee satisfaction.
Health and Safety – Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.
For more than 50 years researchers have been working on the progress of
competitiveness. After that in the 21st century they have decided that competitiveness
comes from the enrichment of the asset and utilization of the asset to maximize the
profit level. That asset is Human asset of the organization. The more efficient is the
workforce the more efficient is the organization to maximize profit. The way to make
them efficient is the increasing KSA of the employee. And that comes from training.
Productivity comes from efficiency of the producer. Overall the producer is the
organization and the organization comes combined with employer and employee.
These factors or pillars of competitiveness comes and relates directly the employee with
the strategic goals of the organization. These are the latest business trump cards to win
the game from a numerous number of competitors. And it is possible through effective
training.
• Marketing
• Finance
• Controlling
• Taxation
• Innovation
• Environment-consciousness
• Labor market
Further specialized modules for the non-profit and local government organizations,
since they were included in the survey as well. A formula of competitiveness has been
formulized by a researcher team of University of Pecs is as below:
Conclusion
Just as it is important to understand what competitiveness is, it is important to
understand what competitiveness is not. Consistently subsidized exports are not
evidence that a firm or an industry is "competitive." Although there are infant industry
arguments that might support some level of subsidies in an industry's early stages,
exports that depend on ongoing subsidies are more evidence of the nation's ability and
willingness to subsidize than evidence of firm or industry competitiveness. Subsidized
exports of agricultural goods from developed nations, for example, do not provide
evidence of competitiveness. Unless the firm or industry is self-sustaining and can
compete successfully on its own without subsidies, it is not truly competitive.
The whole Training and Development function has increasingly acquired status as the
instrument for breaking new ground and bringing about change through its
developmental activities. Training managers must provide expert advice to top level
management, usually about the value to the organization of a particular kind of training.
Furthermore, they must have the means to persuade management as to a systematic
approach to training outlining for example, the extent to which changes in structure and
procedures will be necessary to support training. The training must take place within a
framework of partnership between the trainer, employer and employee. This
relationship must be characterized by trust between all stakeholders so that training
does not simply reflect the views of the employer. This commonality of interest must be
identified and worked towards. Training and development is about making a difference
to the bottom line, both in terms of how people feel about their jobs as well as in the
area of performance and productivity. Ultimately, it is about adding real value to the
organization and those who comprise it.
Appendix
Survey on Business Competitiveness through Training
Q 1 Do you conduct training programmes in your organization? (If No Jump to Question number 4)
Yes...........................................................................
No............................................................................
Daily.........................................................................
Once a week............................................................
Single ......................................................................
Multiple methods....................................................
Weak = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = Strong
10 20 30 40 50 60 70 80 90 100
Q 6. In dealing with Strategies like training employees, do you think employees develop their skills in
their job through learning from training?
Agree strongly……………………………………………………
Agree a little............................................................
Disagree a little........................................................
Disagree strongly.....................................................
Q 7. In selecting a employee, how important is his skill development to contribute to the organization
through achieving better goals?
Q8. What attributes you will prefer while making the employee’s development to increase your
competitiveness?
……………………………………………………………………………………………………………………………………………………………
Q9. Mark your opinion on the statements below:
Training employees is to
gaining the capital
Competitiveness means to
increase the market share
by increasing the revenue
Better skilled employees
means higher standard of
goals
I believe knowledgeable
employees are the reason
for development.
Better training methods
are effective to develop
the skills of people
Competitiveness are
achieved by developing
the employees
Q10 . In this Question, there are five attributes of Competitiveness that can be achieved by training.
Please allocate 100 points among the attributes so that your allocation reflects the relative
importance you attach to each attribute. The more points an attribute receives the more important
the attribute is. If an attribute is not at all important to you please assign zero points. If an attribute is
twice as important as other it will have twice points than others.
Attributes Points
Institution
Technological readiness
Business Sophistication
Innovation
Sum 100
Q11. Do you think Business strategic training programmes are adequate enough to develop the
human capital for any organization?
Yes...........................................................................
No............................................................................
Don’t Know……………………………………………………………
Q12. Do you have access to the Internet at home or at work? (Preferable to contact)
Yes - at home........................................................... 1
Yes-at work.............................................................. 2
Yes-both.................................................................. 3
No............................................................................ 4
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