TRAINING AND DEVELOPMENT is a subsystem of an organization.

It ensures that randomness is reduced and learning or behavioral change takes place in structured format. TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results TRAINING AND DEVELOPMENT OBJECTIVES The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and chaleenges of the society.

TRAININGDEFINED It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behavior.

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Its not what you want in life, but its knowing how to reach it Its not where you want to go, but its knowing how to get there Its not how high you want to rise, but its knowing how to take off It may not be quite the outcome you were aiming for, but it will be an outcome Its not what you dream of doing, but its having the knowledge to do it It's not a set of goals, but its more like a vision

Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development. ROLE OF TRAINING

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 inorganizational 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. 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] [1]

 

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.[3]

[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. Thefacilitators 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.

training and learning development

Conventional 'training' is required to cover essential work-related skills, techniques and knowledge, and much of this section deals with taking a positive progressive approach to this sort of traditional 'training'. Importantly however, the most effective way to develop people is quite different from conventional skills training, which let's face it many employees regard quite negatively. They'll do it of course, but they won't enjoy it much because it's about work, not about themselves as people. The most effective way to develop people is instead to enable learning and personal development, with all that this implies. So, as soon as you've covered the basic work-related skills training that is much described in this section - focus on enabling learning and development for people as individuals - which extends the range of development way outside traditional work skills and knowledge, and creates far more exciting, liberating, motivational opportunities - for people and for employers. Rightly organisations are facing great pressure to change these days - to facilitate and encourage whole-person development and fulfilment - beyond traditional training.

[introduction

and context

as a whole, this training guide is oriented chiefly around what's good for people, rather than chiefly what's profitable for organizations. The reason for this is that in terms of learning, training and development, what's good for people is good for the organizations in which they work. What's good for people's development is good for organizational performance, quality, customer satisfaction, effective management and control, and therefore profits too. This is central to a fairly balanced Psychological Contract in employment organizations.

Profit is an outcome of managing and developing people well. People and their development enable profit. Enable people and you enable profit. Organizations which approach training and development from this standpoint inevitably foster people who perform well and progress, and, importantly, stay around for long enough to become great at what they do, and to help others become so. Training is a very commonly used word, so it features heavily on this page, but learning is in many ways a better way to think of the subject, because learning 'belongs' to the learner, whereas training traditionally 'belongs' to the trainer or the organization. This is a significant difference in attitude, explained in more detail on the training or learning? page. Training should be about whole person development - not just transferring skills, the traditional interpretation of training at work. Whatever your role and responsibility, you might not immediately be able to put great new emphasis on 'whole person development'. Being realistic, corporate attitudes and expectations about what 'training' is and does cannot be changed overnight, and most organisations still see 'training' as being limited to work skills, classrooms and powerpoint presentations. However, when you start to imagine and think and talk about progressive attitudes to developing people - beyond traditional skills training for example:
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'enabling learning' 'facilitating meaningful personal development' 'helping people to identify and achieve their own personal potential'

then you will surely begin to help the organisation (and CEO) to see and accept these newer ideas about what types of 'learning and development' really work best and produces class-leading organizations.

ed Training and development -- or "learning and development" as many refer to it now -- is one of the most important aspects of our lives and our work. (Many people view "training" as an activity that produces the result or outcome of "learning" -- and learning is typically

viewed as new knowledge, skills and competencies or abilities.) In our culture, we highly value learning. Yet, despite our having attended many years of schooling, many of us have no idea how to carefully design an approach to training and development. This topic in the Library provides an extensive range of information about training and development, including to depict how the many aspects of training and development relate to each other. Also, this topic explains how training and development can be used, informally or formally, to meet the nature and needs of the [Link]]

Tell me and I forget, teach me and I remember, involve me and I learn - Benjamin Franklin

THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP.

Mark Twain

INTRODUCTION:

Taking into account the complex nature of modern business operations, need for streamlining of organization to meet the growing competition and increasing needs and demands of people, varying tasks and preferences of clientele, it becomes necessary to present day management to evolve training policies, programs which are professionally managed. In order to meet the day to day challenges the companies have taken a slower pace to train workers they hire. In recent past there has been a growing

awareness in business circles that training enables more efficient means of acquiring knowledge and skills to do ones job.

Training is a vital part of any enlightened personnel management. Today training has gained recognition because of growing acceptance of training as an investment in human capital productivity, profitability, expansion, growth and diversification of activities of employee s morale, client satisfaction and image of organization- all depends on personnel training.

Every organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. In recent years, four important developments have led to greater attention being given to training. Firstly, it is believed that except a few inborn skills, almost all skills can be imparted through training. Secondly, due to the rapid change in technology, every individual needs to be retained now and then. Thirdly, it is now necessary for every individual to work in a broader functional area understanding tasks and processes of other related areas. Finally, due to interpersonal skills also. Globalization is now making it increasingly essential for all employees to the aware of diverse gaffes, life style and attitudes of people globally.

Thus employee training is the most important sub system of human resource development. Training is the primary and one of the fundamental operative functions for human resources management, which helps in building up the competencies by enabling administrator to acquire new knowledge and develop appropriate skills.

TRAINING AND DEVELOPMENT:

Training is distinct form development in this sense that the former is the act of increasing the knowledge and skill of an employee for doing a particular job whereas Development has got a broader connotation, its aim being to improve the overall personality of an individual.

DEFINITIONS:

HRD is mainly concerned with the developing the skill, knowledge and competencies of people and it are people-oriented concept.

1. The concept of HRD was formally introduced by Leonard Nadler in 1969 in a conference organized by American Society for Training and Development. He defined HRD as those learning experiences which are organized for a specific time and design to bring about the possibility of behavioural change . 2. According to [Link] who worked extensively on HRD he defines HRD in the organizational context as a process by which the employees of an

organisation are helped in a continuos planned way . Dale S. Beach defined training as the organized procedure by which people learn knowledge and/or skill for a definite purpose