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TRAINING
A PROCESS WHEREBY PEOPLE ACQUIRE CAPABILITIES/COMPETENCIES TO AID IN THE ACHIEVEMENT OF SHORT-TERM ORGANIZATIONAL GOALS
DEVELOPMENT
A PROCESS WHEREBY PEOPLE ACQUIRE CAPABILITIES/COMPETENCIES TO AID IN THE ACHIEVEMENT OF LONG-TERM ORGANIZATIONAL GOALS
KNOWLEDGE, SKILL & ATTITUDE
ACTUAL RESULTS
DESIRED PERFORMANCE
ACTUAL PERFORMANCE
TRAINING ACTIONS
IMPLEMENT TRAINING
PLAN TRAINING
Planning Training
Training must be planned so that the priority needs of the business can be met, whilst making the best possible use of time, financial and human resources. The training plan must show: What How When (duration / date) Who provides / delivers / receives Where Budget / Cost
Implementing Training
Developing and delivering the training programme Implementing training is the bridging of the learning gap. There are a variety of methods to do this, including on-job training, off-job training, project assignments, computer-based training, self-paced study. The choice of method to meet each identified training need depends upon: The subject of the training; whether it involves developing skills, knowledge or attitudes. Those who are to be trained their numbers, background and experience. The availability and competency of trainers/instructors
Reviewing Training
Training costs money, it involves staff time, salaries, travel, accommodation, equipment and materials, even before outside organisations become involved. If training is to be a worthwhile investment, standards / productivity must be greater with training than standards / productivity without training. To complete the training cycle, an assessment of the effectiveness of training should be made. This takes place on two levels: i) Whether training has met the identified training need and filled the gap. ii) The total effects of the training on the business.