Importance of Trainer, Role of Trainer

Trainer
The effective transfer of training depends a lot on the trainer because it is the trainer only who can remove the mental block of trainee, motivate the trainee to learn, delete the negative perception of the trainee regarding the training. Besides all that, a lot depends on personality of trainer also. . The major competencies that are required to be present in a trainer are:

Presentation Skills Business Skills i.e. budgeting, time management, negotiation, etc. Content Development i.e. material production, graphics, layouts, etc Self development i.e. interpersonal skills, good listening skills, flexible, accepting the share of accountability, etc

Trainers Skills
The skills that need to be present in a trainer are:

Training Design Evaluating the training program Training need analysis Worksheet design Exercises design

Role of Trainer

Training and Development in Retail-FMCG Sector

Traning and Development Home Training-Scenario Training and Development in RetailFMCG Sector Retail/FMCG Sector is the most booming sector in the Indian economy and is expected to reach US$ 175200 billion by 2016. With this rapid expansion and coming up of major players in the sector, the need of human resource development has increased. Lack of skilled workers is the major factor that is holding back the retail sector for high growth. The sector is facing the severe shortage of trainers. Also, the current education system is not sufficiently prepared to address the new processes, according the industry majors.

Training Programs in Retail/FMCG Sector

Some of the training programs that are given in the retail sector are: Sales Training

On-the-Job Training Seminars/Workshops Customer Relationship Management Online Course Group Study Computer-Based Training

Self-Directed Training

Training Institutes for Retail management

Some of the institutes for retail management are:

Indian Retail School Loyola Institute of Business Administration (LIBA) S P Jain Centre of Management Institute for Integrated Learning in Management (IILM) Welingkar Institute of Management, Centre for Retail Studies K J Somaiya Institute of Management Studies & Research Mudra Institute of Communications Amity Business School

Aims of Training and Development

Training can be teaching employees new skills that are relevant to their current job position or refreshing the skills that they already possess. To have a good training and development programme enables firms to develop individual employees and the organisation itself as training is one of the best forms of motivation. Employees are able to broaden their knowledge and become more valued within the firm. Having a well-trained workforce is greatly beneficial for a company as employees are likely to be more motivated and target driven. Also various jobs and tasks are likely to be carried out more efficiently if the workforce is highly skilled at what they do. Listed below are some off the main benefits to a company in having a well-trained workforce:

Training and development will enable a company to have a much more flexible workforce Employees will become more motivated and are then likely to be more productive If employees are offered advanced training in areas such as ICT, HSBC may find that can progress further as a firm into more advanced markets If employees are motivated and comfortable in the work they do there will be a fall in absenteeism If employees are properly trained in health and safety accidents around the workplace will be reduced

Cost of Training The cost of training needs to be analysed carefully in order to make sure the benefits outweigh the costs. For training to be successful employees need to have gained a lot of relevant knowledge and this will depend on their learning ability and training needs. To plan this properly HSBC design a training and development plan and use it to summarise the required financial support. The training is split into: Training and Competence Management Development Supervision/team leader courses Professional qualifications Maintenance of professional knowledge Learning Centre Individual training needs HSBC Individual training needs external

The finance department will budget a certain amount for training and the training department will have to make sure they stick to it. This means that the training department would have to justify all costs associated with the various training and development methods. They would have to assess how many hours and how many workers the training will use to get a rough idea of the cost.

What is Organizational Learning? Argyris (1977) defines organizational learning as the process of "detection and correction of errors." In his view organizations learn through individuals acting as agents for them: "The individuals' learning activities, in turn, are facilitated or inhibited by an ecological system of factors that may be called an organizational learning system" (p. 117). Huber (1991) considers four constructs as integrally linked to organizational learning: knowledge acquisition, information distribution, information interpretation, and organizational memory. He clarifies that learning need not be conscious or intentional. Further, learning does not always increase the learner's effectiveness, or even potential effectiveness. Moreover, learning need not result in observable changes in behavior. Taking a behavioral perspective, Huber (1991) notes: An entity learns if, through its processing of information, the range of its potential behaviors is changed. Weick (1991) argues that the defining property of learning is the combination of same stimulus and different responses, however it is rare in organizations meaning either organizations don't learn or that organizations learn but in nontraditional ways. He further notes: "Perhaps organizations are not built to learn. Instead, they are patterns of means-ends relations deliberately designed to make the same routine response to different stimuli, a pattern which is antithetical to learning in the traditional sense" (p. 119). Or else, he argues, Organizational Learning perhaps involves a different kind of learning than has been described in the past: "the process within the organization by which knowledge about action-outcome relationships and the effect of the environment on these relationships is developed" (Duncan & Weiss 1979). In his view, "a more radical approach would take the position that individual learning occurs when people give a different response to the same stimulus, but Organizational Learning occurs when groups of people give the same response to different stimuli." What is a Learning Organization? Senge (1990) defines the Learning Organization as the organization "in which you cannot not learn because learning is so insinuated into the fabric of life." Also, he defines Learning Organization as "a group of people continually enhancing their capacity to create what they want

to create." I would define Learning Organization as an "Organization with an ingrained philosophy for anticipating, reacting and responding to change, complexity and uncertainty." The concept of Learning Organization is increasingly relevant given the increasing complexity and uncertainty of the organizational environment. As Senge (1990) remarks: "The rate at which organizations learn may become the only sustainable source of competitive advantage." McGill et al. (1992) define the Learning Organization as "a company that can respond to new information by altering the very "programming" by which information is processed and evaluated." Organizational Learning vs. Learning Organization? Ang & Joseph (1996) contrast Organizational Learning and Learning Organization in terms of process versus structure. McGill et al. (1992) do not distinguish between Learning Organization and Organizational Learning. They define Organizational Learning as the ability of an organization to gain insight and understanding from experience through experimentation, observation, analysis, and a willingness to examine both successes and failures.