25-07-2014, 12:22 PM
EFFECTIVENESS OF TRAINING AND DEVELOPMENT- A COMPARATIVE ANALYSIS OF BPO, IT, TELECOM SECTOR IN NCR
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INTRODUCTION
TRAINING AND DEVELOPMENT
Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his/her ability to perform on the job. We generally say training can involve the changing of skills, knowledge, attitudes or social behavior. It may bring changes in employees, how they work, and their attitudes toward their work of their interaction with their co-workers or supervisors and the way behaves and works
TRAINING OBJECTIVES AND STRATEGIES
Having identified the training needs based on the various analyses, the next logical steps are to set training objectives in concrete terms and to decide on the training strategies to be adopted to meet these objectives. The training needs basically highlight the gap between the existing and desired repertoire of knowledge attitude and skills at individual, group and organizational level to enable the employees to contribute towards the realization of organizational objectives at optimum efficiency. The training effort thus will have to aim at filling in this gap by clearly stating the objectives in quantitative and qualitative terms to be achieved through training. Such an exercise will also enable the training specialists to evaluate, monitor and measure the extent to which stated objectives have been met through training intervention. As the training objectives are related to organizational objectives, the involvement of the top management will be necessary to ensure that the two sets of objectives are integrated.
TRAINING NEED ASSESSMENT
Employees are the greatest asset which assists in achieving business objectives. To get best from employees it is essential that they be provided with appropriate training on all aspects of their work. Training is the way for employees to learn new skills and knowledge and to apply them at their workplaces and learn and implement good work practices. This can bring change in workplace behavior of employees and tensed conditions
The effectiveness of the training heavily depends upon effectiveness of process used to identifying training needs. Most organizations formalize training process by providing a budget and resources for training but this will not ensure the investment is a good one. To ensure the best possible returns for the organization, training and development activities like any investment have to be targeted, planned and managed. First and foremost, the training and development required for the organization to achieve its objectives must be properly identified and prioritized. This is the objective of training need analysis in an organization.
Training need analysis is the first step on the path to effective training. Training need analysis means measuring the gap between skills available and skills required for employees and making recommendations to bridge the gap. When need analysis is done, it is possible to focus attention on the target and identify the means for getting there. The Need analysis process also involves others and helps them to understand the issues which are facing. Following are the various methods training for analysis training Needs:
JOB AND SKILL ANALYSIS
Job and task analysis is performed as a preliminary to successive actions, including to define a job domain, write a job description, create performance appraisals, selection and promotion, training needs assessment, compensation, and organizational analysis/planning. To break down the complexity of the job people perform into logical parts such as duties, responsibilities and task. It organizes and identifies the knowledge, skills, and attitudes of the employees which are required to perform the job correctly. This is achieved by collecting task activities and requirements
INTER VIEWING
Interviewing is a technique that can appear to be very simple when used by an experienced practitioner. Although some people are naturally better at interviewing, the key skills of a good investigative interviewer are all capable of being learned. The first two skills are common to all types of interview – questioning and listening.
SURVEY METHODS
Surveys can be very useful in the gathering of data, including information on attitudes. People usually participate willingly if the completion of a survey form is not too complex or lengthy and if they think some good will come out of the exercise.
APPRAISAL SYSTEMS
Many organizations see performance appraisal schemes as an integral part of their employee development strategy. Schemes vary considerably from one organization to another, and nowadays may have a variety of names, but almost all of them include the identification of training needs as a key component. Most also consider the longer-term career options available to employees, and allow them to express their preferences. It follows that anyone with responsibility for training and development should influence the design of the scheme and ensures that notice is taken of the information generated by it.
This is not always readily achieved. Sometimes the scheme will focus on short-term performance issues, and line managers may not regard the consideration of developmental issues as important. The appraisal should be considered confidential within the department concerned. Some companies have a section covering training and development needs is detachable, so that the training function can only be seen for the appropriate information. The kind of approach used by the company has its merits, but excludes the underlying performance issues which contribute towards identifying the training and development needs.
There are many issues to be addressed when designing and implementing an appraisal scheme, and some of the aims of the process may conflict with each other. For example, a scheme linked to the determination of pay increases may inhibit the appraise from being honest about aspects of the job that he or she finds difficult, whereas it is precisely these aspects that must be discussed to identify training needs. The company should take care and initiative to reduce these conflicts
DEVELOPMENT CENTRES
The use of assessment centers for selection has continued to increase to the point where students approaching graduation now expect to undergo them routinely as they search for a suitable position. Somewhat less common, but growing in popularity, is the use of centers to assist in identifying developmental and training needs. The reasons that the use of development centers has increased now a days is that many organizations now base many of their employment practices on the idea of ‘competencies’ and competencies mapping. Having identified key competencies of the employees for each job, it become comparatively easy to check how to make an assessment on that competency and compare it with the level of competency required. Following participation at development centers (or workshops), people can be informed how their performance was rated compared with the standard required for progression or movement into another role. This would be extremely helpful to the people. The organizations may also use these assessments to come on a decision that should be given training and experience – and, of course, which should not be. It should be kept in mind that development centers do not function in isolation. There is no other single reason and the right way for a centre to be run. The design adopted by the development centers would depend upon the competencies being judged and analyzed and, finally, how much the organization wants to spend to develop these competencies. Some of the development centers run for several days but most commercial organizations cannot spend or afford much for the resources to do this, and the pressure comes usually to reduce the duration of time to minimum. The most common and usually used duration is one full day – perhaps with a follow-up feedback session.
CRITICAL INCIDENT TECHNIQUE
Critical incident technique (CIT) was developed by John Flanagan, an American psychologist, during World War II. He wanted to know why mistake were being made in bombing missions over Germany, and to improve flight-crew training.
The basis for CIT is that most of the jobs contain a lot of padding – routine operations that don’t matter that much. The things which differentiate someone who is particularly very good in the job from someone who is good average or poor are what they doing and how they handle the situations which may be fairly rare, but which are important in terms of outcome – critical incidents. People have the tendencies to talk about work in generalities. Asked what makes a good bar manager, they may talk about needing a good sense of humor, good judgment, and a customer-focused attitude. This may be true, but how do we train these qualities? To bring changes in the attitude and to change them, based on the required behavior
Using CIT we ask (for example): ‘Give me an example of when having good judgment was important.’ The person may then describe an incident involving a group of people who entered the bar but looked under-age, and tell how he or she politely asked them to leave. This can then produce a list of critical behaviors which can be taught to someone to ensure that they can cope in a similar situation. Of course, a whole range of incidents may be described which required good judgment, a good sense of humor and customer focus. It is important to get as wide a range of incidents as possible, preferably from a number of people, so
OBJECTIVE AND RATIONALE
CONCLUSION
Training and development is the field concerned with workplace learning to improve performance and achieve the organizational as well as the personal objective. There are many reasons for a company to analyze its jobs and tasks; one common reason is to provide a basis to know the skill set required to perform the particular job. By my research I have analyzed that the training in BPO sector is very effective and the training of IT sector is effective then the Telecom sector. Training need identification and the type of training method adopted by the company affects the training program conducted by the company. There are training methods which are adopted and are very common use frequently across the three sectors for example On the Job training, classroom training, job rotation as these methods help to enhance the skills and knowledge in a more effective manner. Thus, training program help to increase the productivity, quality and organizational objectives and hence should be very effective. By this research we can conclude that the telecom should focus more on their training effectiveness so the way training is conducted and especially in terms of achievement of personal objective should be bring in focus as to fulfill organization objective the employee personal objective should match with organization objectives.