Training In Human Resources Management

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Training in human resources management

 

The training is seen in most cases as an annual management of a series of isolated courses, which are not part of a global project of the company. Now it is the company that frames the training actions to be developed based on what are their needs and those of the workers.

The objective of training within RR management.HH is to improve the capacities and employee’s employability so that they see it as an answer to their needs (knowledge, motivation, development, etc) and establish mechanisms for the company to obtain a measurable return in the business of that training.

Faced with this generalized vision there is another reality in which training plays a much more active role and is fully integrated with the company’s strategy. Given this, it is not true that:

  • When the company has to be implemented in the company.HH in charge of developing training acquires great importance to make it happen.
  • The launch of new products or services is more effective with an adequate training program.
  • In merger processes, the formation becomes one of the variables whose adequate management streams and guarantees the final success of the process.
  • The changes in the environment are imposing on companies a permanent adaptation that is being managed by human resources via training. In this way, obsolescence in knowledge and talent is avoided.

 

The scope of training is much greater than managing simple isolated courses and, therefore, its impact on business strategies is its main reason for being. Human resources is the area responsible for the design and execution of training. For them you will have to, among other things:

  1. Detect what the company’s training needs are.
  2. Set all training solutions based on these needs detected.
  3. Hire the most appropriate training suppliers.
  4. Define training actions to be implemented.
  5. Execute the Training Plan.
  6. Control and evaluate the execution of the training plan.

 

We have to be aware that training is one of RR’s management policies.HH that has the greatest visibility and that more resource deployment requires from the area. To do this, from RR.HH You must have broad knowledge about how to manage training to be able to get the great potential you have.

Training in RR management.HH must have the same importance as a marketing plan or a commercial plan for the commercial department. The difference in training regarding these plans is that it covers all members of the company with greater or lesser intensity. Although training is used together with improvement, terms are not synonymous. The training normally focuses on providing specific skills to employees or helping them correct deficiencies in their performance.

For example, the installation of a new team may demand that workers learn new ways to carry out the work, or a worker may have an insufficient understanding of a work process. In both cases, training can be used to correct the lack of skill. On the contrary, improvement is an activity aimed at providing employees with the skills that the company will need in the future.

The training focuses exclusively on current work;The improvement focuses on both the current work and the work that employees will have in the future. The training field of training is individual employees, while the improvement is the working group or the company as a whole. That is, training refers in particular to the job and applies to deficiencies or performance problems, while improvement deals with the skills and versatility of the workforce.

The training tends to focus on the immediate needs of the company, while the improvement tends to focus on long -term demands. The objective of training is a rapid and equitable improvement in employee’s performance, while the objective of improvement is the global enrichment of the company’s human resources, through its preparation for future demands for work.

The training has a great influence on current levels of performance, while the results of improvement are reflected in a greater capacity and flexibility of long -term resources. It is important to remember these differences when creating and evaluating training programs. For example, trying to solve a matter of wide range with a training program can be useless. Similarly, trying to resolve procedure that is being given at the time with an improvement approach can be ineffective.

The improvement of performance and the update of skills through training is a need derived from the competitive environment in which companies move.

The demands of the job are changing very quickly as technology evolves. For example, continuous improvements in hardware and computers software make the training of employees who work fundamentally with them necessary. Companies that refuse to training their workforce are deprived of having the human resources they will need to prosper, or even to survive.

Training as a process

The training process raises a series of issues to which directors must answer. These are:

  • Is the solution to the problem, in training?
  • Are the objectives clear and realistic?
  • Is training a good investment?
  • Will the training have results?

 

A fundamental objective of training is the improvement or elimination of performance problems. However, not all performance problems need training to solve. Performance deficiencies can be produced by different causes, many of which are beyond control of the worker, and, therefore, training will have no influence on them. For example, requests that are not clear or contradictory, moral problems or the use of low quality materials cannot be improved through training. Before deciding on training as a solution to a problem, directors should analyze the situation to determine if the appropriate response consists of training.

Training in the company can be understood as a systemic learning procedure and expansion of knowledge, skills or attitudes that in turn can be applied in the performance of the job. The knowledge set linked to the business structure is one of the key factors that applies to obtain competitive advantage over the rest of the companies operating in the same environment. The maximum claim of the training is to provide workers with the necessary competences to effectively develop each of the tasks and functions required in the workplace it occupies.

For companies, good training management will have as its objective:

  • Allow the worker to evolve in their professional qualification.
  • Face the difficulties that may arise from economic and technological restructuring.
  • Maintain and increase professional competences to ensure the competitiveness of the company.
  • Adapt professional competences and content of the jobs quickly and agile.

 

The training of workers in business environments supports the organizational objectives established in the Corporate Strategic Plan, which are usually focused on providing their customers with products or services, and thereby obtaining benefits, market share and competences for strategic objectivesThey can be achieved.

Training in the company must be understood as an integrated element in the strategic planning of the company that can help the achievement of the goals, improve organizational functioning and increase the level of staff satisfaction and its customers. Training management in the company should be something planned that the insufficiencies presented by workers in relation to the objectives pursued by the company in which they operate.

The well -implemented training brings with it a large number of benefits for both the person trained and for the company:

  • Greater satisfaction by the internal and external client.
  • Decreased absenteeism.
  • Reduction of occupational accidents.
  • Increased involvement by trained workers.
  • Achievement of greater qualification and productivity of employees.
  • Benefits for workers:
  • Improvement of the ability to carry out one or several tasks and the possibility of developing new technical repertoires.
  • Progress in professional actions.
  • Increase in employability.

 

Conclusions

With the new training model in which this is seen as an improvement procedure with impact for the business, it is no longer the worker who decides to what training actions attend. Now it is the company that, depending on its strategic plan and the performance of the worker, who looks at what courses he attends.

The Training Plan is oriented towards solving those problems, deficiencies or needs detected by adapting the responses to the workers, to each of the areas or departments and to the entire company.

Ensure that the worker develops and increases his competence level applied to the workplace that he occupies and increases his performance are the objectives that training in the company must pursue.

We must understand training as a means that allows the company and workers to grow, develop and increase their qualification. Training at the service of the company to change things.

Even today there are many companies that see this RR policy.HH as an expense when, due to its importance and relevance, it should be understood as an investment with impact and transformative capacity.

Beyond the type of training or its content, there is a set of aspects of the situation that determine the effectiveness of a training program. For example, a company culture that emphasizes change, learning and continuous overcoming can be a more determining factor in the effectiveness of a training program than any aspect of the program itself. People who participate in a training program will take very little of this experience if they consider it only as one day outside the office.

Moreover, if the director of a participant of a training program does not make him understand the content and objective of training, there is very little probability that the program has any influence on work. Thus, in Lantech, its president dedicated a full year to create among its employees a commitment to total quality control before launching any training program. The president maintained debates with employee groups on how he saw the company and its strategy, as well as the way to improve the quality of production. Only then, Lantech invested thousands of dollars – and hours – to train its more than 300 employees through two external training companies. Five years later, the GCT is working well in Lantech. Probably, the training would have had no effect if the company’s senior management would not have passionate about each of the steps of the process. GCT training in Lantech was not a mere academic exercise.

 

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