Role of training in employee development


“Training is the organized procedure by which people acquire knowledge and skills for a specific purpose” -Beach

Training and development is an integral part of human resource management concerned with organizational activity aimed at improving the performance of individuals and groups in organizational settings. It has been known by several names, including “human resource development”.

The name of the discipline has been debated, with the Chartered Institute of Personnel and Development in 2000 arguing that “human resource development” is too evocative of the master-slave relationship between employer and employee for those who refer to their employees as “partners ” or “associates” with whom to feel comfortable. Eventually, the CIPD opted for “learning and development”, although this was not free from problems, “learning” being too general and ambiguous a name, and most organizations calling it “training and development”.

Training and development encompasses three main activities: training, education and development.

  • Training: This activity is both focused on and assessed against the job an individual currently holds.
  • Education: This activity focuses on jobs that an individual can potentially do in the future and is evaluated against those jobs.
  • Development: This activity focuses on activities that the organization that employs the individual, or to which the individual belongs, may participate in the future, and is almost impossible to assess.

The “actors” of training and development are classified into several classes. The sponsors of training and development are senior managers. Training and development customers are business planners. Line managers are responsible for leadership, resources and performance. The participants are those who actually undergo the processes. 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 others.

The conflicts that make up 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 boss. As Dr. John Hoover said “As tempting as it may seem, no one has ever improved their career by making the boss look stupid.” Training an employee to get along well with authority and with people who share diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone will not compensate for a sour relationship with a superior, peer, or client.

Typical roles in the field include executive and supervisory/management development, new employee orientation, job training, technical/vocational training, customer service training, sales and marketing training. marketing and health and safety training. Job titles may include Vice President of Organizational Effectiveness, Training Manager or Director, Management Development Specialist, Blended Learning Designer, Training Needs Analyst, Learning Manager, and Individual Advisor in career development.

Therefore, today’s HR managers play a very proactive role in achieving organizational goals/effectiveness by conducting the required regular training sessions by collaborating with internal and external trainers, and also working intensively to retain talent by providing them with progressive career growth in the organization.

As Dale Yoder aptly quotes, “Training is the process by which the workforce is filled for the particular tasks they are to perform”.

Pl.Note: The opinions expressed above are absolutely personal opinions of the author.


HR Dy.Manager



Comments are closed.