TRAINING

Training constitutes a basic concept in human resource development. It is

concerned with developing a particular skill to a desired standard by instruction
and practice. Training is a highly useful tool that can bring an employee into a
position where they can do their job correctly, effectively, and conscientiously.
Training is the act of increasing the knowledge and skill of an employee for doing
a particular job.

I. Definition According to Different Authors

1. Jack Halloran: Training is the process of transmitting and receiving

information related to problem solving.
2. Mathis and Jackson: Training is a learning process whereby people
learn skills, concept, attitudes and knowledge to aid in the achievement
of goals.
3. Gary Dessler: Training is the process of teaching new employees the
basic skills they need to perform their jobs.
4. Decenzo & Robbins: programs that are more present day oriented,
focuses on individual’s current jobs, enhancing specific skills and
abilities to immediately perform their job called training.
5. Ricky W. Griffin: Training usually refers to the teaching operational
or technical employees how to do the job for which they were hired.
6. Dale S. Beach: Training is the organized procedure by which people
learn knowledge and/or skill for a definite purpose.

II. Types of Training

Various types of training can be given to the employees such as

induction training, refresher training, on the job training, vestibule
training, and training for promotions:

1. Induction training:
Also known as orientation training given for the new recruits in order to
make them familiarize with the internal environment of an organization.
It helps the employees to understand the procedures, code of conduct,
policies existing in that organization.
 2. Job instruction training:
This training provides an overview about the job and experienced
trainers demonstrates the entire job. Addition training is offered to
employees after evaluating their performance if necessary.

3. Vestibule training:
It is the training on actual work to be done by an employee but conducted
away from the work place.

4. Refresher training:
This type of training is offered in order to incorporate the latest
development in a particular field. This training is imparted to upgrade the
skills of employees. This training can also be used for promoting an
employee.

5. Apprenticeship training:
Apprentice is a worker who spends a prescribed period of time under a
supervisor.

III. The Need for Training Arises for the Following Reasons:

1. Environmental changes:
Mechanization, computerization, and automation have resulted in many
changes that require trained staff possessing enough skills. The
organization should train the employees to enrich them with the latest
technology and knowledge.

2. Organizational complexity:
With modern inventions, technological upgradation, and diversification
most of the organizations have become very complex. This has
 aggravated the problems of coordination. So, in order to cope up with
the complexities, training has become mandatory.

3. Human relations:
Every management has to maintain very good human relations, and this
has made training as one of the basic conditions to deal with human
problems.

4. To match employee specifications with the job requirements and

organizational needs:
An employee’s specification may not exactly suit to the requirements of
the job and the organization, irrespective of past experience and skills.
There is always a gap between an employee’s present specifications
and the organization’s requirements. For filling this gap training is
required.

5. Change in the job assignment:

Training is also necessary when the existing employee is promoted to
the higher level or transferred to another department. Training is also
required to equip the old employees with new techniques and
technologies.

IV. Trainings Provided by the Government in the Philippines

 The Training institutions and Capability-building Programs

In the Philippines, both national and local governments have the

responsibility to develop and upgrade the competencies of the local
government personnel. The Civil Service Commission (CSC) and the Local
Government Academy (LGA) of the Department of the Interior and Local
Government (DILG) are mandated by law to build HR capabilities at the local
level. The CSC either conducts training activities through its regional 8 offices
throughout the country or through its accredited training institutions. Through
its regional offices, the CSC has been conducting courses for all state
workers which cover the following general areas: supervisory, middle
management, clerical or secretarial, technical or professional, values
development, employee development, induction, and orientation or
reorientation. Based on the 2001 annual report of the CSC, almost half of the
total training output of the Commission was on the orientation or reorientation
program. To develop positive work attitudes among the state workers, the CSC
offered and administered values development programs which included the
Alay Sa Bayan (Offering to the Nation) training program.
In order to provide more training programs to the state workers, the
CSC has been accrediting training organizations and institutions to
assist in the task of capability building. As of CY 2001, 136 training
organizations have been accredited. Likewise, trainers for specific courses
such as Values Orientation Workshop (VOW) and the Supervisory
Development Course (SDC) have been accredited. As of this date, 57 new
trainers have been added to the list of the VOW and 13 to the SDC.
The LGA has also some special projects such as the Municipal
Training Program (MTP) and the Community-Based Resource
Management Project (CBRMP) which are geared towards capacitating the
local government officials in the performance of their jobs. For instance,
under the MTP, the local government officials undergo training to equip them
with the needed skills on planning and implementation of infrastructure
projects. Under the CBRMP, training workshops are conducted basically on
community organizing and participatory rural appraisal. In CY 2000, 2,136
participants from 107 local government units went through the said training
workshops.
The local governments themselves may also provide and conduct
training programs for their personnel. They may contract out the conduct of the
training to training institutions or organizations; or, they undertake it
themselves. Unfortunately, not many of them can afford to provide funds for
this activity. What a number of local governments do is to send one or two of
their staff to attend training programs offered and conducted by the CSC, LGA,
and other training organizations. However, this is not a regular activity on the
part of the local governments. Much would depend on the availability of funds
for the purpose.
Legaspi,P.E. (2001). HRD And Globalization: Improving Competencies at the Local
Government Level