TRAINING
AND DEVELOPMENT
Human Resource Management, training and development is the
field which is concerned with organizational activity aimed at bettering the
performance of individuals and groups in organizational settings. It has been
known by several names, including human resource development, and learning and
development.
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 feel comfortable with. "Human Resource
Development" was rejected by academics, who objected to the idea that
people were "resources" &m dash; 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 (T&D) encompasses three main
activities: training, education, and development. Garavan, Costine, and Heraty,
of the International Institute of Market Research and Analytics, note that
these ideas are often considered to be synonymous. However, to practitioners,
they encompass three separate, although interrelated, activities:
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.
pic from this site. http://www.tv-consultants.com/train.html
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.
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.
The conflicts that 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
points out, "Tempting as it is, nobody ever enhanced his or her career by
making the boss look stupid."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.