Page 92 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes Review observations, interviews, documentation, and other evidence and design specific
audit procedures as needed to determine if the process and/or the controls are functioning
as designed. Depending upon the objectives of the project, these procedures may include both
tests of controls and substantive tests. Possible procedures include, but are not limited to:
• Review training and development plans. Determine if training and development needs
are actually communicated to management and training and development planners
and used in such plans.
• Obtain copies of training and development course appraisals. Review documentation
of subsequent training and development to determine if the appraisals were actually
used to adjust training and development to improve course effectiveness.
• Analyze process reports over time for trends. Determine whether the information
gained from the monitoring process is fed back AND is used to modify the system.
Possible procedures include, but are not limited to:

— Review results of course evaluations. Determine if results improve or decline
significantly over time.
— Review statistics on entity turnover rates by job type. Determine if results improve
or decline significantly over time.

Training and development are one of the most critical areas to the success
of an organization and their workforce. Providing training for employees
not only helps them develop their skills and knowledge, but it is also
motivational and a building block to organizational success.

4.2 Methods of Training and Development

On the Job Training /Coaching: This relates to formal training on the job. A worker becomes
experienced on the job over time due to modification of job behaviours at the point of
training or acquisition of skills.
Induction/Orientation: This is carried out for new entrants on the job to make them familiar
with the total corporate requirements like norms, ethics, values, rules and regulations.
Apprenticeship: A method of training where an unskilled person understudies a skilled
person.

Demonstration: Teaching by example, whereby the skilled worker performs the job and the
unskilled closely observes so as to understand the job.
Vestibule: This is done through industrial attachment for the purpose of skills and technology
transfer. It is therefore achieved through placement of an individual within another area of
relevant work or organization. The effect is the acquisition of practical and specialized skills.

Formal Training: A practical and theoretical teaching process which could be done within
or outside an organization. When training is carried out inside an organization, it is called
an in-house training. Off-house training is carried out in professionalized training areas like:
Universities, Polytechnics and Professional Institutes.

4.2.1 Method of Development
Understudy: This is good for succession planning. This allows for smooth transition of work
when one officer leaves a schedule or organization.

Job Rotation: It is necessary for all workers to move from one schedule to the other within
the same organization, to allow for competence on all spheres of work.

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