Upper Nile University

Faculty of Human Development

Department of community development
Course of Training for Community Development
Fifth year
Lecture (2) Nature and Scope of Training

Training and Development

In simple terms, training and development refers to the imparting of specific skills, abilities and
knowledge to an employee. A formal definition of training development is a it is any attempt to
improve current or future employee performance by increasing an employee’s ability to perform
through learning, usually by changing the employee’s attitude or increasing his or her skills and
knowledge. The need for training & development is determined by the employee’s performance
deficiency.
The need for Training and Development
Before we say that technology is responsible for increased need of training inputs to employees,
it is important to understand that there are other factors too that contribute to the latter.
_ Training is also necessary for the individual development and progress of the employee, which
motivates him to work for a certain organization apart from just money.
- Training update employees of the market trends, the change in the employment policies and
other things.
The following are the two biggest factors that contribute to the increased need to training
and development in organizations:
(i) Change: The word change encapsulates almost everything. It is one of the biggest factors that
contribute to the need of training and development. There is in fact a direct relationship between
the two. Change leads to the need for training and development and training and development
leads to individual and organizational change, and the cycle goes on and on. More specifically it
is the technology that is driving the need; changing the way how businesses function, compete
and deliver.
(ii) Development: It is again one the strong reasons for training and development becoming all
the more important. Money is not the sole motivator at work and this is especially very true for
the 21st century. People who work with organizations seek more than just employment out of
their work; they look at holistic development of self. Spirituality and self-awareness for example
are gaining momentum world over. People seek happiness at jobs which may not be possible
unless an individual is aware of the self. At ford, for example, an individual can enroll himself /
herself in a course on ‘self-awareness’, which apparently seems inconsequential to one’s
performance at work but contributes to the spiritual wellbeing of an individual which is all the
more important.
Nature of Training
Training is a must in every organization. The alternative to systematic training is training
through ‘trial and error’, which is more costly, time-consuming and nerve-raking.
Expenditure on training is not an expense but an investment in human resource development. It
yields attractive returns in the form of higher productivity and employee satisfaction.
Training has become more important these days because of rapid changes in technologies,
environment, working ways, and employees’ aspirations from their jobs, and management styles.
Further, effective training can result in increased competitiveness of the organization, and greater
employee satisfaction and career development.
Training matches individual’s abilities with job and organizational requirements. It turns new
employees into productive insiders, contributing their best efforts towards higher productivity
and profitability, quicker organizational growth and change.
Training involves learning and learning follows a learning curve. It takes place in bursts and
plateaus. In the beginning trainees take time to pick up, then pick up learning with zeal and then
plateau (relax) for some time, and then sees a sudden spurt and again a plateau and sudden spurt.
Scope of training:
The scope of training depends upon the categories of employees to be trained. As we all know
that training is a continuous process and not only needed for the newly selected personnel but
also for the existing personnel at all levels of the organization.
Lists of the five groups of employees who need continuous training:
1/Rank and File: i.e., employees who have no administrative or supervising work.
2/ Supervisory Employees: i.e., the first line foreman, supervisor and their immediate
supervisors.
3/ Staff: i.e. specialized personnel such as technical and professional persons attached to the line
organization as advisors.
4/ Middle Management: i.e., all the managerial personnel holding positions between line
supervisors and the top management.
5/ Top Executives: i.e., all executives who hold major responsibility for the overall planning and
control.
Training Principles and Techniques:
According to Pigors and Myres, training principles and techniques include:
(a) The trainee must want to learn. His motivation to improve his job performance or to learn a
new skill must be high.
(b) There should be some reward at the conclusion of training viz., promotion or a better job.
(c) The trainer should ask the trainee as to whether he is learning the job correctly. This is known
as feedback.
(d) Training is best accomplished through learning by doing rather than by listening.
(e) The material to be learned should be developed in stages.
(f) When the trainee gives correct response, he has learned the job.
Training Procedure:
(a) First of all, the instructor must be prepared. He should know both his job and how to teach it.
On the basis of job analysis and job description, various operations should be planned. In order
to avoid delays, everything must be ready before training starts.
(b) The next step is the preparation of the trainee. The fact that the employee is learning the job
for the first time should be kept in mind. The importance of the job, its relationship with the
other jobs and importance of rapid and effective learning should be explained.
(c) The operations should then be presented carefully and patiently. The sequence of the entire
job is explained by taking one point at a time.
(d) The performance of the trainee should then be tried by asking him to explain each step and do
the practical.
(e) The employee is then put on the job. In the follow up action, his performance should be
frequently checked and questions should be encouraged.
Thanks....