Training and development programs: Butteriss on human resources

 

There are a number of ways that training and development plans can be implemented, each of which has its advantages and disadvantages. The methods chosen will be suggested by the specific circumstances and needs of the company. We will look at six types of training programs:

1. On-the-Job Training and Development
2. Computer-Based Training
3. Self-Study and Learning
4. Internal Training Programs
5. One-on-One Coaching
6. Outside Training Opportunities

Most of these approaches will probably require the company to provide time and money to allow individuals to ensure that they are able to develop themselves.

1. On-the-job training and development

Most in-house training and development is done by learning while doing the job. This may involve specific training in particular skills or equipment being given by a colleague or supervisor.

Advantages	Disadvantages
• The training is done during work hours.	• Training may be subject to interruptions that make it difficult for the individual to learn.
• Training is customized to the specific needs of the individual and his or her pace of learning.	• It may interfere with work in progress.
• The unique ways of the company are taught.	• The person doing the training may not be a good trainer.

2. Computer-based training

A number of companies are using computer-based programs such as CD-ROMs to train their staff. This is particularly useful for technology and computer application training but is being widely used by many organizations.

Advantages	Disadvantages
• It can be relatively inexpensive.	• Not everyone likes learning from a computer screen; many employees need some human interaction in order to learn effectively.
• The training can be easily updated.
• It offers flexibility of use, which is particularly valuable for shift people and those who work non-standard hours.
• Training can be done at the learning pace of the individual.

3. Self-study and learning

Many organizations believe that individual employees are responsible for their own training and development.

As noted earlier, the development needs of an individual are best identified through the performance review process, and the second crucial step of this process is a plan to address these development needs. Such a plan can be a self-learning program that is put in place as a result of the performance review.

Self-study and training may take the form of reading, self-paced learning, or attendance in an external program at night or on weekends.

Advantages	Disadvantages
• Individuals who do this form of training are likely to be very committed and motivated to learn since it is done on their own time.	• Some employees may not learn quickly and thoroughly through a self-directed method.
• The learning acquired will fit in the employee’s particular needs.

4. Internal training programs

If there is a need for a number of people to learn a particular process or set of skills, it is often more cost-effective to set up an internally run training program. Such programs can be delivered by either suppliers or internal experts.

Advantages	Disadvantages
• This type of training is specific to the company’s training needs.	• Training is ineffective when an in-house expert is chosen who is not a skilled trainer.
• It is usually conducted by experts in a given field.	• Some people do not learn well when they are with their colleagues.
• It does not interfere with production and work in progress.
• People learn faster with fewer interruptions.

5. One-on-one coaching

One-on-one coaching is an intensive and highly effective way of teaching specific skill sets and of training employees who do not respond well in group training situations or who may be slow learners. It is certainly becoming more popular as a development technique judging by the number of books and articles on the subject.

The development coach is required to spend a specified amount of time with the trainee answering questions and providing advice. Coaches are frequently used by executives and managers to provide them with advice on running their business. It is usually helpful, if possible, to have a coach from outside the organization. Executives and managers find it extremely helpful to have people from outside because they themselves often need coaching in areas in which they are reluctant to admit their weaknesses and shortcomings to colleagues. They are not likely to be as honest and open with someone from inside the company and therefore may not come up with development plans that will help them improve. It is really helpful in these cases to bring in outside coaches if you want the group to develop.

Advantages	Disadvantages
• Since the coach is selected specifically to help an individual with his or her development needs, the likelihood of success is great.	• It takes longer than the other ways of training and development.
• The coach is usually someone with significant experience and therefore can quickly and effectively pass on knowledge.	• The coach will need to devote a specified and significant amount of time to the protégé.

6. Outside training opportunities

External training programs are effectively used when the needed skill is not to be found in the company and there is no one to teach it, or when a specific technical or professional designation (such as those for a professional engineer or accountant or trade designations) is required and must be earned through an accredited avenue.

Many suppliers of materials or services will provide cours
es for their clients, including training the employees of client companies. Sometimes the cost of these courses is built into the price charged for the materials or services, or there is a nominal charge.

Advantages	Disadvantages
• This type of training can bring in up-to-date knowledge from external educational sources.	• Employees may have to take time off work to attend.
• It enables employees to meet other people from similar firms, which, in itself, can provide even more learning through communications about similar experiences.	• Courses may not meet the specific needs of an individual since they are designed for general training and development requirements.
• It is usually conducted by expert and seasoned trainers.

Copyright© 1999 by Margaret Butteriss. All rights reserved. Published by John Wiley& Sons Canada, Inc.
http://www.amazon.ca/Help-Wanted-Complete-Resources-Entrepreneurs/dp/0471643882

References

Butteriss, M. (1999).Help Wanted: The Complete Guide to Human Resources for Canadian Entrepreneurs.Toronto: John Wiley& Sons. pp.167-171

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