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Training and Development in HR Management

Training and development aims to improve employee performance and has been known by several names. It encompasses training, education, and development which focus on an individual's current job, potential future jobs, and how an organization may change. Stakeholders in training and development, like managers and employees, each have their own agendas that sometimes conflict. Conflicts with supervisors are a leading cause of employees leaving their jobs, so training focuses on developing good relationships with authority.

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15 views2 pages

Training and Development in HR Management

Training and development aims to improve employee performance and has been known by several names. It encompasses training, education, and development which focus on an individual's current job, potential future jobs, and how an organization may change. Stakeholders in training and development, like managers and employees, each have their own agendas that sometimes conflict. Conflicts with supervisors are a leading cause of employees leaving their jobs, so training focuses on developing good relationships with authority.

Uploaded by

Vamsi Krishna
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd

Training & development

In the field of human resource management, training and development is the field concerned
with organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including employee development,
human resource development, and learning and development.[1]

Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to be comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" — an idea that they felt to be demeaning to the individual. Eventually,
the CIPD settled upon "Learning and Development", although that was itself not free from
problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still
widely known by the other names.[1]

Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development,
note that these ideas are often considered to be synonymous. However, to practitioners, they
encompass three separate, although interrelated, activities:[1][2][3]

training
This activity is both focused upon, and evaluated against, the job that an individual
currently holds.[3]
education
This activity focuses upon the jobs that an individual may potentially hold in the future,
and is evaluated against those jobs.[3]
development
This activity focuses upon the activities that the organization employing the individual, or
that the individual is part of, may partake in the future, and is almost impossible to
evaluate.[3]

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.[4]

The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover[5] points out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid." [1] Training an employee to get along well with authority and with people
who entertain diverse points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

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