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Chapter 5: Staffing
Chapter 5: Staffing
LESSON 4 Training and Development
LESSON 4 Training and Development
Both training and development are essential to achieve success in today’s organizations. In order to have an edge over their rival organizations, managers must see to it that their human resources have the necessary knowledge and expertise; training and development work toward this end by providing continuous learning activities and opportunities. The typical scope of training covers the following procedures:
1. Establishing the selection criteria – Selecting human resources in an organization requires understanding of the nature and purpose of the job position which has to be filled. Job design must be based on the objective analysis of position requirements and must meet both organizational and individual needs. Skills must also be considered depending on the job position and its position in the organizational hierarchy.
2. Requesting applicants to complete the application form – Application forms must be completed because these provide the needed information about the applicant. Management will find it easier to decide whether an applicant meets the minimum requirements for experience, education, etc., if the application forms are accurately filled out by the applicant.
3. Screening by listing applicants who seem to meet the set criteria – This involves the preparation of a shortlist of applicants who meet the minimum requirements of the job position to be filled. It is done to avoid wasting of time by conducting interviews with applicants who do not meet the set criteria for the job opening.
4. Screening interview to identify more promising applicants – Here, a shortlist of applicants is prepared. Included in the list are the applicants who will be asked to undergo formal interview by the supervisor/manager; applicants who are deemed to be the most fitted for the job opening belong to this shorter list.
5. Interview by the supervisor/manager or panel interviewers – Through formal interview of the most promising applicants, other characteristics of the applicants may be revealed or observed by the supervisor/manager or panel interviewers. Such characteristics include the applicants’ self-confidence, positive or negative self-esteem, honesty, ability to relate well with others, and positive or negative life experiences which may affect his or her job performance, among others. Interviewers must be trained so that they will know what to look for.
6. Verifying information provided by the applicant – To make sure that the applicant has not given false information about himself or herself, verification is necessary. Background checking must also be done to avoid the hiring of applicants with criminal record and to ascertain that he or she has good moral character.
7. Requesting the applicant to undergo psychological and physical examination – Having a healthy mind and a healthy body is important for good job performance. Hence, applicants must be requested to undergo psychological and physical examinations prior to hiring.
8. Informing the applicant that he or she has been chosen for the position applied for – Informing the applicant may be done verbally or in writing by the managers who give the final decision regarding the applicant’s hiring. Final instructions regarding the company’s rules and regulations for hiring an applicant must be given in this step.
Conducting the Training Needs Assessment
Conducting the Training Needs Assessment
Training needs assessment must be done systematically in order to ascertain if there really is a need for training. Managers must first try to observe the business condition and the economic, strategic, and technological changes that are happening in the organization’s environment before proceeding to the analyses of the organization, tasks, and persons/ individuals, as all these are determinants of training types required for the maintenance of the firm’s stability.
Examples of organization analyses include the analyses of effects of downsizing, branching out, conflicts with rival companies, and others that may require training or retraining of employees.
Task analysis involves, for example, a checking of job requirements to find out if all these are being done to meet company goals. If not, this may be a go-signal to train or retrain personnel.
Person analysis determines who among the employees need training or retraining. This is to avoid spending for the training of employees who no longer need it. For example, a department manager pirated from a rival company to occupy a vacancy in one of the organization’s departments in the same capacity (department manager) may not need managerial skills training anymore.
Designing the Training Program
Designing the Training Program
This phase involves stating the instructional objectives that describe the knowledge, skills, and attitudes that have to be acquired or enhanced to be able to perform well. In short, these are performance-centered objectives that must be aligned with the firm’s objectives. Another thing to be considered is trainee readiness and motivation. This refers to the trainees’ background knowledge and experience, so that the training to be given to them will not go to waste. Different learning principles, like using modeling, feedback and reinforcement, massed vs. distributed learning, and others influence the training design’s effectiveness.
Implementing the Training Program
Implementing the Training Program
Various types of training program implementation include: on-the-job training, apprenticeship training, classroom instruction, audio-visual method, simulation method, and e-learning.
Evaluating the Training
Evaluating the Training
The positive effects of the training program may be seen by assessing the participants’ reactions, their acquired learnings, and their behavior after completing the said training. The effects of training may also be reflected by measuring the return on investment (ROI) or through the benefits reaped by the organization, which were about by their training investment.
Employee Development
Employee Development
Developing employees is a part of an organization’s career management program and its goal is to match the individual’s development needs with the needs of the organization. The individual employee must know himself or herself well, identify his or her own knowledge, skills, abilities, values, and interests, so that he or she could also identify the career pathway that he or she would like to take. Although he or she is encouraged to take responsibility for his or her own career, the organization must, at regular intervals, provide him or her with the results of his or her performance evaluations and the organization’s plans or direction that may be related to his or her own career plans. This scheme establishes a favorable career development climate for him or her, which may lead, ultimately, to the blending of his or her career development goals with organizational goals.
Definition of Terms
Definition of Terms
Training – refers to learning given by organizations to its employees that concentrates on short-term job performance and acquisition or improvement of job-related skills
Development – refers to learning given by organizations to its employees that is geared toward the individual’s acquisition and expansion of his or her skills in preparation for future job appointments and other responsibilities
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