Question.3)Do
you agree with the statement that “Training is not fulfilling its proper role
in
various
organisations”? Briefly describing the roles the Training is expected to play,
substantiate
your answer with suitable examples. Critically examine the expected
contribution
of training and its status at the ground level in the corporate Sector,
referring to
credible
information sources and findings in Indian context.
Ans :
As we know
training is provided for improving the skills in the employee or new
comer. it helps to increase the working status as
well as it hepls to provide comfortable
enviornment to the new comer or fresher and helps
to increase the satisfaction of the
employyes in all organizations the entry level
people need proper training to know their line
of work and the environment of friendly nature and work
culture of the organizations. The
training for entry level people it posses well knowledge
on work life and they get an idea
about their job profile how to work in the organizations
it also posses and creates healthy
and friendly environment to learn the things and easy to
understand by the employee and we
may expect quality assurance in his work.the training
assures that what is the organizations
objective and what is his role of participation in that,
and it makes them with out prolonging
the time consuming. This section has guidance on
carrying out a Training Needs Analysis
of your organisation and promoting learning across the
whole organisation.
Training will boost the morale of your staff, increase
their productivity and give your
organisation the competitive advantage it needs in these
tough economic conditions.
Improve Staff Morale
Training is a
commitment towards developing the skills of your staff and cements their
importance to your organisation, which improves staff
morale and loyalty.
Increase Productivity & Motivation
Training
provides the structures, techniques and awareness to manage time and workload
efficiently, which increases productivity and motivates
staff to achieve more.
Competitive Advantage
People buy from
people. Training gives staff the skills to handle your customers
professionally and increase customer satisfaction.
Training also improves internal
efficiency, which will keep you ahead of the
competition.
Introduce Change
Some staff members may not welcome the opportunity to
learn new skills and introduce
change for the benefit of the organisation. Hamilton
Mercer Training offers expertise to
guide and support staff in to new ways of improving their
skills and attitude
towards professional
communication and exceptional customer service.
Lower Recruitment and Training Costs
Effective training lowers staff turnover, which reduces
recruitment and training costs.
Training provides the opportunity to gain or improve
relevant skills or knowledge.
health and
safety training, for example, in the safe use of equipment and pesticides.
Regular refresher training is required under health and
safety laws
technical
skills, such as how to handle and work safely with powerful machines
other skills
such as communication and leadership. These are required, for example, by
employees in both logging areas and tourism roles
customer care
skills necessary for working with the public, other organisations and
internal customers.
There are some things you can put in place that will make
it easier to carry out a Training
Needs Analysis. Here are some questions you can ask to
help you identify what those are.
·
Do we have a strategic and operational plan?
·
Do we have an appraisal system?
·
Do all staff have up to date job
descriptions?
·
Do all staff have written objectives?
·
Do we have a competency framework or use
National Occupational Standards?
·
Do we have a training strategy or statement
of committment supporting training and
learning?
·
Do we have effective formal and informal
consultation processes across the organisation?
The more
questions you can answer ‘yes’ to the easier it will be to carry out, implement
and evaluate a Training Needs Analysis.
We have developed a diagnostic tool to help you identify
and meet organisational training
needs. This identifies the organisational processes that
support training and learning and
signposts you to external resources that can help you
plug any gaps.
Strategy and objectives
If you don’t already have a strategy in place then your
Training Needs Analysis needs to
start with defining your organisational strategy and
objectives. NCVO has information on
how to define your organisational strategy and
develop a strategic plan.
Once you have a clear picture of the organisation’s
strategy you can review the knowledge
and skills needed for the organisation to acheive its
objectives and address any weaknesses.
Use a SWOT analysis (pdf, 65Kb), to
identify the strengths, weaknesses, opportunities and
threats facing your organisation. Then ask the following
questions about the skills,
knowledge and behaviours in your organisation. You can do
this exercise with your senior
management team. You may also want to include other staff
and volunteers and / or your
Board depending on the size of your organisation. When
thinking about the knowledge
within your organisation, remember to include staff,
volunteers and trustees.
Strengths
- How
can you capture the good practice and expertise that already exists?
- How
can you build on the strengths, skills and knowledge already in the
organisation?
Weaknesses
- What
skills, knowledge or behaviours could help address the identified
weaknesses?
Opportunities
- What
skills, knowledge or behaviours that could help your organisation make the
most of the opportunities?
Threats
- What
skills, knowledge or behaviours that could help your organisation manage
and overcome the identified threats?
The answers you come up with in response to these
questions will help you identify the
knowledge already in your organisation. You can then make
plans to address any
knowledge and skills gaps.
Creating a learning culture
A learning culture is one in which learning is valued and
is embedded across an
organisation. It takes time and commitment to establish a
learning culture. However, there
are a number of practices and tools you can use to
promote and encourage learning.
People learn a lot from teaching others. Most people have
a range of skills and knowledge,
some of which may not be visible in their daily jobs but
that is still useful to the
organisation. You can encourage people to share what they
know with others – in writing, at
team meetings, at staff conferences and events, either
informally or more formally. You
may want to set up staff mentoring schemes whereby staff
and volunteers are supported to
share particular skills across different teams or levels
of seniority.
There are initiatives such as Learning at Work day which
encourage people to participate in
taster sessions on topics which may be unrelated to their
daily work. See the Campaign for
Learning website
for ideas.
Investors in People is
a quality standard which encourages good practice in developing
people’s skills. As an externally assessed standard,
Investors in People also means your
work in this area is recognised and they will help you to
identify areas where you can
improve. There is more information on the Investors in
People website or in Not for Profit,
Fully Professional.
Skilled managers
Line managers need to have the necessary skills to work
with staff and volunteers to help
them identify their training needs and the knowledge
about how to meet them.
Having managers with the core competencies to carry out a
training needs analysis of their
team is partly about recruiting managers with those
competencies and partly about
supporting your managers to develop these skills,
including providing training for them.
The core competencies for a number of roles in third
sector organisations, including leaders
and managers, are outlined in our National
Occupational Standards guides. These set out
the competencies that people need to have to be able to
do their jobs well and the additional
skills they can develop to progress their career.
The National Occupational Standards for managers
and leaders have information about
the competencies that good managers should have. You can
use these to write job
descriptions and guide annual appraisals for your
managers. They can also guide your
managers about the things they can do to support learning
within their teams, particularly
the unit on Providing learning opportunities for
colleagues.
If senior management and line managers can appreciate and
become enthusiastic about the
value of learning and development for both themselves and
others, this sets the tone for the
organisations. The Governance and Leadership
team at NCVO can help with ideas and
opportunities for developing leadership.
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