Posts Tagged ‘Training & Development’

Baldwin and Ford’s Transfer of Training Model (1988) is based on the idea that the transfer of learning depends on training inputs that include trainee characteristics, training design and work environment. However, an important point in the model is that the outcome of training is impacted by trainee characteristics and work environment in a direct manner, whereas the impact of training design depends on the levels of training outputs such as learning and retention. Baldwin and Ford’s Transfer of Training Model (1988) Source: Baldwin and Ford (1988)  The Transfer of Training Model has made a valuable contribution on the study of training transfer. The main benefit of the model in practical levels can be explained in a way that it allows framework for evaluating the impact of each individual input factor in training and identify and utilise the potentials for improving the impact of elements associated with each individual factor.   References Baldwin, T.T & Ford, J.K. (1988) “Transfer of training: A review and directions for future research” Personnel Psychology, 41 (65)

It has been justly stated that Human Resource Development (HRD) is becoming a unique philosophy in organisations and central to bringing about effective change. Intensifying levels of competition in the market has caused the profile of HRD to increase for organisations in both sectors, private, as well as, public. HRD can be defined as “the process by which corporate management stimulates the motivation of employees to perform productively” (Roussel, 2006, p.195). In simple terms HRD can be explained as a set of initiatives and programs introduced by organisations with the aims of equipping its members with necessary skills and competencies to be able to meet the demands of their jobs. HRD can have a substantial positive impact on the level of implementation of organisational changes, as well as, on the overall outcome of change initiatives. As it has been briefly mentioned above, this impact can be maximised by organising relevant employee training and development programs that aim to increase the level of knowledge of employees about the importance of change and teaching employees about the ways of dealing with the change. Employee training and development programs offer a range of significant benefits at various levels that include positive implications on the level of employee productivity, higher level of employee motivation and job satisfaction and improvement on the quality of work.

Viva is a leading provider of risk, savings and investment management products based in UK, with operations also in France, Germany, Netherlands, USA, Gulf and India. Being established in 1836, the company serves nearly seven million customers worldwide. Viva has organised its foreign operations efficiently, taking into account local specifications. For example, the company offers Takaful products in Gulf countries, that is financial products that have been devised according to Sharia Islamic laws, due to the fact that local customers are very sensitive about these issues. Also, Viva has engaged in joint-ventures in India with Bank of Baroda, and Andhra Bank. This article briefly introduces Viva Company and discusses the various elements of development scheme that group has proposed for the company in the form of presentation. Moreover, additional development elements are included in the article, and the rationale behind the choice of each element is explained in detail, listing their advantages, as well as disadvantages. Training and Development Schemes for Viva Initially the purpose of training and development scheme for Viva managers have been identified. The primary purpose for the scheme has been found as equipping Viva managers with necessary skills and knowledge so that they can manage the business globally in the most efficient manner. Moreover, the following purposes of training development as proposed by Beardwell et al (2004) were planned to be achieved for Viva as a result of the project: a)  Maximising  productivity and service provision for the company b) Developing  the adaptability for the workforce c) Developing  the Viva as an organisation as a whole d) Increasing job satisfaction, motivation and morale of Viva workforce e) Improving  standards and safety at work f) Promoting the Better utilisation of other resources g) Standardisation of work practices and procedures Wood (2009) divides trainings methods into two categories: traditional…

Employee training and development can be specified as an important aspect of HRM and these importance further increases in times of global recession. To put it simply, times of global recessions and consequent challenges for businesses in many levels puts extra pressure for management at all levels to be more adaptive, flexible and focused. Accordingly, only highly qualified and motivated employees at all levels would be able to safeguard their company from becoming a history in times of economic uncertainties. Commitment to employee training and development in an effective manner can provide businesses a set of advantages such as high level of employee creativity, increased level of motivation to perform duties at work. In devising and implementing employee training and development programs individual learning styles of employees need to be taken into account and addressed in correct manner. Generally, learning styles are divided into seven catagories: visual, aural, verbal, physical, logical, social, and solitary. Furthermore, the provision of training and development programs for the workforce needs to include the principles of classical conditioning. Specifically, known as learning by association, conditioning theory highlights the role of stimuli and unconditioned response to it during the learning process. A high level of importance of investment in employee training and development in times of global economic recession is appropriately acknowledged by Emirates Airlines, one of the main players in the global airline industry. Specifically, amid growing challenges for the airline industry due to the global economic crisis, Emirates Airlines employee training and development programs and initiatives including Learning Resource Centres, My Learning Zone portal, and annual professional development courses were not impacted by company cost-saving programs. Organisational managers are recommended not to compromise the quality of employee training and development due to cost saving considerations in times of global economic recession. Such a practice…

Job analysis can be explained as “a process of studying and collecting information relating to operations and responsibilities of a specific job” (Giri, 2008, p.69). To put it simply, as the name implies job analysis is establishing requirements associated with a job. Considered to be a foundation of HRM, specific aspects of employment covered by job analysis includes training and development needs, compensation and benefits, health and safety aspects of the position, as well as, legal considerations. The importance of job analysis is closely associated with the possibility of filling a position with the most suitable candidate. In other words, jobs analysis needs to be conducted so that a set of skills and competencies needed to perform duties of a position can be established and the same set of skills and competencies can be used as criteria for the search of appropriate candidates. A high level of importance of job analysis in practical levels can be explained by referring to the real life case study of internet company Yahoo! Specifically, Carol Bartz has been named Yahoo! CEO on January 2009, despite lacking experience of leading an internet-based company, only to be removed two years later due to systematic failures. This situation could have been avoided by appropriately conducting a job analysis for Yahoo! CEO position, as such analysis would have identified previous experience of leading an internet company as a compulsory requirement for candidates.   Job Analysis Process, Job Description and Job Specification The process of job analysis can be divided into the following five stages: Planning the job analysis. This initial stage commences with the identification of objectives and seeking co-operations from stakeholders involved. Preparing for and introducing job analysis. This stage is marked with the selection of jobs to be analysed and the formulation of a relevant methodology…

There is a range of factors related to various stages of the implementation of employee training and development programs that impact on the level of training transfer. Individual differences associated with trainees is a major factor affecting the nature of comprehension of training programs by trainees, and ultimately, training transfer. Trainee individual differences might be based upon personal temperament, cultural background, life experiences etc.   The level of trainee motivation to participate in the training and to gain necessary knowledge and skills is a decisive factor in training transfer. Nevertheless, the impact of this specific factor can be influenced by organisations in a great extend, in a way that managers can communicate advantages of scheduled training courses for employees in professional and personal levels in order to increase the level of their motivation. Moreover, the level of competency of trainers also plays a significant role in training transfer as highly competent trainers are able to maximise the levels of training transfer through their advanced communication skills and an efficient use of learning materials. Criteria to assess the level of competency of trainers include but not limited to formal qualifications, the years of experience in industry, feedback from other clients etc. An environment where the training session is facilitated has to be mentioned as a separate factor affecting the level of training transfer. Learning environments where trainees feel comfortable and free of pressure are associated with a positive contribution to the level of training transfer. According to the Principle of Identical Elements discussed above learning environments that resemble the actual working environment for trainees make significant positive contribution on the overall outcome of training program, as well as, on the level of training transfer. Importantly, organisational culture also impacts the degree of training transfer for employees. Organisational culture can be explained…

Cognitive Theory, more recent theory compared to alternative theories of training transfer is based on the assumption that focus on individual’s mental models, comprehension and retention of information is a matter of significant importance in terms of increasing the levels of training transfer. A popular example for the use of cognitive approach in training programs relates to the integration of mental tasks and challenges with the training process, so that program participants learn the core principles of the training program though solving those mental tasks and challenges. A high level of applicability of cognitive theory to all types of training programs is the main advantage of the theory.

According to The Stimulus Generalisation Theory important knowledge and skills gained as a result of training can be applied to a wide range of situations in the workplace. In other words, in contrast to The Principle of Identical Elements “stimulus generalisation occurs when the trained behaviour is utilised under conditions that differ from those used in training” (Nadeau et al., 2000, p.255).   For example, advanced level of interpersonal skills gained by an employee as a result of training is going to be applied with adjustments taking into account circumstances associated with a specific workplace situation. The employee is going to adjust own interpersonal skills depending on the type of organisational stakeholder the employee is interacting with. The Stimulus Generalisation Theory of training transfer is best related to workplace situations that are highly dynamic and unpredictable.   References Nadeau, S.E., Crosson, B.A. & Gonzalez-Rothi, L. (2000) “Aphasia and language: theory and practice” Guliford Press

The Principle of Identical Elements introduced by Thorndike and Woodworth (1901) states that the level of training transfer depends on the level of similarity between training and performance environments. In other words, the theory states that there is a positive correlation between the similarities between training and performance environments and the level of training transfer. For example, in a cross-cultural awareness training arranging role playing games where individuals have to interact with the representatives of various cultural backgrounds in typical working environments would have a positive contribution to the levels of training transfer. The essence of the Principle of Identical Elements can be explained in a way that “the more elements (i.e., content and procedure) of one situation are identical to the elements of a second situation, the greater the transfer, and thus the easier learning in the second situation” (Tracey and Mandel, 2012, p.44). Al-Araimi (2011) argues that the level of applicability of The Principle of Identical Elements in limited within organisations that have predictable and stable work environment.   References Al-Araimi, F. (2011) “Power of Human Resources” Author House Tracey, D.H. & Mandel, L. (2012) “Lenses on Reading: An Introduction to Theories and Models” Guilford Press