Training and Development

In this abstract, the writer tried to describe this notion.

On- the-job training is a form of organizational training where employees learn useful knowledge and gain practical skills while doing the job in their workplace. On-the-job training ensures that an employee acquires the much-needed experience and skills to effectively perform their duties. HRM professionals need to follow-up on the on job training to make sure that the purpose of the training is in line with the organization's strategic goals.

For on-the-job training to be successful, HRM professionals need first to identify the skills that are required for each employee before the training starts. They further need to ensure that the instructions given to the new employees during the training are clear and easy to remember. HRM professionals should also ensure that the skills acquired in the process of training can be easily transferred from the training site to the job site. Additionally, they should foster the culture of cultivating correct responses during the training. HRM professionals can determine the value of on-the-job training by carrying out the process of implementation. Additionally, the value of on-the-job training can be done through evaluation, whereby HRM professionals can check from time to time whether the training is effective or not by assessing the employees learning rates and the results of the training in the end of the training process.

One major problem of this type of training is that the organizational productivity levels may go down, since trainees with no experience are expected to continue working as they train. Additionally, this type of training is expensive and time-consuming. Moreover, the chances of managers and supervisors giving unclear instructions may compromise on the quality of production in the organization, which in turn may lead to losses. HRM professionals can assess on- the-job training and use it for succession planning by conducting a needs assessment on a monthly or weekly basis to determine the gaps in the employees performance vis-?-vis the company's goals and objectives. Furthermore, the needs assessment will ensure that the organization can better know if the training of the new employees is worthwhile or not. Assessment survey methods that the HRM professionals can use are 360 degrees performance review reports, job related performance data, observation and tests to measure the skills learnt.

The information collected during the assessment can then be used for future reference. Management by Objectives Management by Objective is a technique which implies that the management together with all its employees work together to meet their organization's goals and objectives. HRM professionals can determine the "value" of Management by Objectives through the process of personal planning. According to Lamber, personal planning is deciding on the positions in the organization that need to be filled. This helps to identify the gaps in the organization that needs to be filled. Additionally, the value of Management by Objectives can be determined through the process of forecasting. This mainly involves estimating the staff that is required to meet the organizational goals. Management by Objectives is an effective tool for HRM professionals to use, because it ensures that employee performance is always in line with the organization's goals and objectives. However, this tool has several drawbacks. First, MBO is rather costly, as it requires the organization to put much of its' scarce resources into use for the method to work.

Additionally, this method is time-consuming, in that it requires much of the management's and employees time. Additionally, the use of MBO by HRM professionals might bring about the problem of inflexibility. This is because the companies operate in a dynamic environment and in most cases, objectives tend to be invalid or simply useless because of changes brought about by different factors in the organization.

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Stacy Colins

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