Page 19 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes customers, HR as a management function will have, as never before, a challenging task to lead
this transformation through creative initiatives in the management and development of people.

Self Assessment

Fill in the blanks:

1. Central idea behind the creation of ………….. ministry is to provide an integrated view of
human resources and plan & implement suitable training schemes to upgrade human
resources.

2. In view of cataclysmic changes taking place in the environment, the ………… factor has
become all the more important.
3. The challenges of opening up of economy provide a wide range of opportunities subject to
the acquisition of relevant skills, competencies and ………….

2.2 Strategic Training and Development Process

Strategic training is a part of an ongoing process of professional development or simply about
learning specific skill. It can improve people’s skills and knowledge and also help them carry
out their job effectively.

It is the process, directed towards agreed sometimes called learning outcomes – from training
and the person being trained participates with the activity, rather than simply receiving.
It usually involves participation.
The following are the steps necessary in the strategic training and development process:
 Organizational Objectives

 Needs Assessment
 Is There a Gap?
 Training Objectives
 Select the Trainees
 Select the Training Methods and Mode

 Choose a Means of Evaluating
 Administer Training
 Evaluate the Training.
The business should have a clearly defined strategy and set of objectives that direct and drive all
the decisions made especially for training decisions. Firms that plan their training process are
more successful than those that do not. Most business owners want to succeed, but do not engage
in training designs that promise to improve their chances of success. Why? The five reasons
most often identified are:

Time: Small businesses managers find that time demands do not allow them to train employees.
Getting started: Most small business managers have not practiced training employees. The
training process is unfamiliar.

Broad expertise: Managers tend to have broad expertise rather than the specialised skills needed
for training and development activities.

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