Components of Training, Learning & Development

1.      Introduction

The purpose of this blog is to identify the Training, Learning and the Development concepts and the definitions, which can be considered for training of the employees, identification of the Learning Culture, Learning and the Organization, approaches for learning and development, the learning methods, the need for Learning Analysis, elements for Learning and Development, the Kolb’s Learning Cycle, and how training affect the organization and how benefit can be gained.

1.1 Concepts and Definitions

The strategic human resource development involve introducing, eliminating, modifying, directing and guiding processes in a way the individuals and the forums are equipped with skill, knowledge and the competences, which they require to carry out the present tasks (Walton, 1999). Another would be development which has arisen from the clear vision regarding the people’s capabilities and the future ability to operate (Harrison, 2000)

When an organization train the employees it can be considered that the company is building its asset base because a well-trained set of employees would be an asset to the organization (Dessler,2008). It is proved that when employees receive extensive training and development, they can be most productive.  Which can be referred to as the “cream of the crop”. When employees are selected in an interview, there is no guarantee that they would perform as per the organizations expectations (Dessler, 2008). The employee can be a professional in the specified area but there is no guarantee if a proper training is not given about the organization he / she will not be able to understand the company expectations and how the knowledge can be matched to the organization’s needs. Due to this an employee who is newly recruited receives an orientation. The Human resource factor is the most important in an organization (Cole, 2004). Therefore the company needs to give maximum attention.

Learning should be diffenciated from training. Learning can be considered as the process an individual construct the knowledge, skill and the capabilities, whereas training can be considered as several responses an organization can undertake to promote (Reynolds et al, 2002).

The training and development in the organization should have a set of policies to be followed. When a company conducts systematic training it is referred to as organized training (DeCenzo & Robbins, 2000). The difference between training and learning and development is the later takes a multi-dimensional approach to human resource development (HRD, 2000). Whereas training is one dimensional and based on production centered approach. A “person-centered” and “problem solving” approaches are generally missed in the traditional programs which are carried out for training. The traditional approach is mainly focused on the development of the technical skills of an employee.

2.      Approaches for Learning and Development

This is where the organization defines the needs of the employee and how training is conducted based on the need. The employees learning experience can be relatively permanent, and this will improve the ability to perform the task (DeCenzo & Robbins, 2000).  A training would consist of planned programs, where it would be designed to improve the employee’s performance for the organization. (Cascio, 1992). Training would be carried out to enhance the employees learning ability and to develop it. Activities which would be carried out to help the employees to inherit and to apply knowledge, skill, ability and attitudes which are for the organization. (Monappa & Saiyadain, 2008). Training can be considered as a long term investment in the company. It can be considered as to enhance the new and existing employee’s skill level to complete the task. (Dessler, 2008).

Therefore the training given can enhance the learning ability of the organization as well the employees. To identify this criteria can be established. Some of the criteria encountered can be summarized as below (Childers, 2017)

·         Extent of planning or intentional structure

·         Extent of assessment

·         Time frames for learning

·         Extent to which learning is tacit or explicit

·         External determination

·         Status of knowledge

·         Purpose and the interest

When a learning moment is considered, there are several ways to analyze the attributes based on the formality and informality.

Process – This is where the learning is incidental in everyday activities. These can be identified as informal, since they are not planned. Where are structured programs carried out are considered as formal

Location and the setting – This is considered as the physical location of the learning activity is carried out. The place of work, the family or the community can be considered as the formal approach, whereas if the location is not specified, or have no predetermined location it can be considered as informal. 

Purpose – Whether the learning is formal or informal depends on the attributes related to the purpose, which depends on the dimension. If the learning is intendant it can be identified as formal whereas if it is obtained not at a specified time frame it can be considered as informal

Content – This covers the nature what is being done. If it is acquisition of established knowledge, expert knowledge / understanding / practices can be considered as formal. If the knowledge is obtained adhocly it can be considered as informal content. 

Therefore when considering the above it can be identified the formal or informal depends on the behavior of the training need.

3.      Learning Methods

Considering the ever changing and challenging environment, the organization would implement new systems, and programs which would result in efforts, attention, creativity and general motivation of the employees. (Asare Bediako, 2008). The training can enhance the skill and the ability of the employees, which would result in motivation which would beneficial for the company. Training can be considered as one of the powerful tools for motivation, since it has the impact for productivity and morale. Young employee’s value training more than a good salary and other benefits. (Thompson, 2002).

There are seven learning methods which can be identified. They are listed below (Thompson, 2002).

·         Visual – This is the method of spatial, this is when preference is given to pictures, images, and spatial understanding

·         Aural – This is auditory – musical where preference is for sound and music.

·         Verbal – This is where linguistic which is preference is for using words, both in speech and writing

·         Physical – This is where kinesthetic which means preference is for using body language, hands and sense of touch.

·         Logical – This is where mathematical which is preference is for more logic, reasoning and systems.

·         Social – This is where interpersonal which is preference is for leaning in groups or with other people

·         Solitary – This is when intrapersonal which means, work alone and use of self-study

Preferred styles guide the way (Thompson, 2002).It also changes the way internally represent experience, the information is recalled, and the words chosen (Cascio, 1992). Research highlights that learning style use difference parts of the brain. Brain is more involved at the time of learning (Cole, 2004). Therefore researchers use more imaging technologies to identify the learning skills of the individuals.

4.      Learning Need Analysis

The Learning Needs Analysis (LNA) helps the individuals to identify the leaning which is needed, it could be either basic or advance training. The identification of the learning need, plan for the learning objective, evaluation of the progress are factors that can be considered. This is designed to support the individuals, teams and the development of the organization. It is able to recognize the tool to evaluate the employee’s skill level, knowledge and the behaviors in order to give the organization a better output (Cascio, 1992). The leaning bridges the gap of employee skill level and the expectation of the organization from the employee with the use of training (Thompson, 2002).Therefore the expectation is to bridge the highlighted gaps through adopting various methods to support the organization.

There are benefits that are derived with the use of learning need framework (Cascio, 1992). Which are highlighted as below

·         Responsibility taken by the managers for the staff development

·         Measuring progress against objectives

·         Management of individual performance

·         Encourage evidence base evaluation

·         The employee would feel that they are looked after

·         Improvement of the staff performance

5.      Key Element of Learning and Development

The present business environment is challenging. Due to the automation and development of the technology, new business models introduced, evolving product and service offerings, and ever increasing customer expectations has made the environment more challenging and competitive (Thompson, 2002).Which is they wait until a problem arise, and then the training would be set based on the need for that drawback. A training budget would be set at the beginning of the year and this would be used only when the need occurs (Cole, 2004). Therefore when considering training and development carried in an organization it is most beneficial to the Organizations who are high performing foster a culture of continues learning and take a more holistic approach for training and development to enhance the knowledge of the employees, since they are considered as the asset of the company (Thompson, 2002).

There are Six Key Elements, which can be considered, for the development of a holistic learning and development (Childers, 2017)

1.      Creation of a Learning and Development Strategy
This is the establishment of a strategy which is clearly defined and understood. This sets a Vision and a Mission for Learning and Development, and involves everybody in the organization. All areas for Learning and Development are covered, which includes the scope of training, who provides it, how delivery is scheduled, how it will be managed, how development and maintenance would take place etc. which would be communicated to the organization.

2.      Establish a culture of continues Learning and Development

A culture helps to shape the beliefs, which would help the employee behavior. Creating a mindset where people have a strong necessary to learn but also to share the knowledge with others. This should start from the top, with leadership support.  Employees would be educated on the importance of training and encourage for them to look for more opportunities to learn both formally and informally.

3.      Align with talent management

Learning and Development should be together with talent management. This could be done by establishing well defined roles and level with each employee. Definition for expected skills and competence for each employee should be defined. This helps to identify the skills and the need for development in the organization.

4.      Creation of a Learning and Development Infrastructure

A successful L & D rely on a foundational infrastructure which supports the present organizations development, management and delivery of training programs. The infrastructure should aim the organizations design and the policies and the procedures. A Catalog of the training courses should be established.

5.      Sharing of management technology

An effective L & D function, can benefit the organizations processes, technology by enabling the effective management, delivery and consumption of training programs. Managers would be able to monitor the outcome from the learning and can help the employees to develop the plans to incorporate the learning methods into the everyday work life.

6.      Monitoring and measurement of Effectiveness

There are methods to oversee the ways of training through development of work measures. This is by creating a feedback loop for the employees who participated in the trainings. Measurement of the employee’s engagement should be evaluated. Also identification of the changes that need to be incorporated into the next training session should be identified with the changes of the employees activities incorporated.

6.      Kolb’s Learning Cycle

David Kolb, established the learning styles model in the year 1984, which lead to the development of the learning style inventory. The learning theory is divided into two levels. Which is the Four – Stage Cycle of Learning and Four separate learning styles. His theory emphasis on learning involves the acquisition of abstract concept, which can be applied to flexible situations. Therefore he explained learning as “a process where knowledge is created through transformation of the experience.

7.      Training and Development

Training and Development would comprise of five steps. (Dessler, 2008)

Step 1 : Need Analysis – identification of the training requirement is carried out

Step 2 : Instruction design – the trainer would decide on documents compile and produce of the training content among the participants.

Step 3 : Validation – this is the identification of the forum for the training

Step 4: Implementation – where the training is carried out

Step 5: Evaluation –identifying whether the training program was a success.

The above would be included for the training manual of the organization. When considering the experience, training is carried out to identify areas of the individuals of the company. The HRD department would carry out a review for each department, and would allocate a specified budget. At the beginning of the year the relevant departments would forward the training needs for the employees. This would be mainly carried out by the department head and with the assistant of the asst.managers. Based on the requirement the training would be allocated. The above is carried out for the training manual of the organizations. If there is a need which has arisen during the year which is outsider the training manual, the employees would be directed accordingly with the special approval from the department head and the HRD.

The training can be within the organization as well as local and international. This would be a motivator for the employees since they would gain extra knowledge.

When considering local banks, they use to send the employees overseas for training. When the individual is sent to overseas to work in the branch of the bank, it can be considered as the training, but the individual is gaining more. Monitory as well as experience. He would be paid an allowance for the stay, where he is motivated, as well he will gain international experience how to deal with the customers of different nationalities. Therefore it is very common among banks which has branches overseas to send the staff along with a promotion or even as a training to gain experience.

8.      Conclusion

Organizations need training and development to build a team which would be an asset to the company. A good set of employees who are well trained would be an asset as well as would increase the company’s productivity. The employees should be able to understand what is meant by training and how it could enhance the day to day work and which would give additional input to the work carried out by them. The training should be able to give the employee the practical knowledge on how the learnt applications are to be adopted. Therefore the training would give the employee the learning ability and to develop what is presently carried out.

The above identified theories would help to understand what type of theories are more relevant and how it would be more applicable for the employees training. With the use of the above theories the organization can develop trainings accordingly, so the benefit of the training would be transferred to the organization.

9.      References

Armstrong, Micheal (2010). Essentials for Human Resource Management Practices, Guide to People Management.

Cole, G. A. (1997). Personnel Management 4th ed. Ashford Colour Press, Gasport Great Britain.

Cole, G. A. (2004). Management Theory and Practice 6th ed. Thomson Learning

DeCenzo, A. D, & Robbins, P. S. (2000). Personnel / Human Resource Management 4th ed. Prentice-Hall, New Delhi, India

Dessler, G. (2008). Human Resource Management 11th ed. Pearson International Edition.
 

Kolb, D. A. (1976). The Learning Style Inventory: Technical Manual. McBer & Co, Boston, MA.

Kolb, D. A. (1981). Learning styles and disciplinary differences. The modern American college, 232-255.

Kolb, D. A. (1984). Experiential learning: Experience as the source of learning and development (Vol. 1). Englewood Cliffs, NJ: Prentice-Hall.

Kolb, D. A., & Fry, R. E. (1974). Toward an applied theory of experiential learning. MIT Alfred P. Sloan School of Management.

Kolb, D. A., Rubin, I. M., & McIntyre, J. M. (1984). Organizational psychology: readings on human behavior in organizations. Prentice Hall.

Heathfield, S. M. (2012). Training: Your investment on people development and retention.

Ivancevich, J. M. (2010). Human Resource Management 8th ed. Boston: Irwin McGraw-Hill

Merriam, B. S. (1998). Qualitative Research and Case Study Applications in Education. San Francisco Jossey-Bass Publishers Inc.

Monappa, A & Saiyadain, M. (2008). Personnel Management 2nd ed. Tata McGraw-Hill, New Delhi.
 

Moorhead, G. & Griffin, W. R. (1998). Organizational Behavior: Managing People and Organizations 5th ed. Boston New York 

Mullins, J. Laurie. (2007). Management and organizational Behavior 8th ed. Prentice Hall. Pearson Education, Edinburg Gate.

Ryan Childers, (2017). Developing a Holistic Learning and Development Function
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