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The Training and Development Policy ensures that your company has people with appropriate knowledge, skills and behaviors to meet both its long-term and short-term objectives. Implement our development management policy to allow each employee meet his or her full potential and career aspirations.
Training Development Management Procedure applies to all training, educational or seminar programs for all employees. (8 pages, 2031 words).
Training Development Management Responsibilities:
The CFO (Chief Financial Officer) should be responsible for overseeing the training and development plan to ensure that it supports the company’s objectives.
The Human Resources Manager should be responsible for the development and implementation of all training, employee performance, and development programs. The Human Resources Manager should coordinate training and development planning with each department manager to develop each employee to their potential and support the objectives of the company and department. The Human Resources Manager should be responsible for the tracking of all internal and external training and development records for each employee.
Department Managers should be responsible for the development and implementation of all training, employee performance, and development programs, in coordination with the Human Resources Manager, for each reporting employee.
Invest In Your Human Resources… This oversight, however, seems to be all too common. Businesses are willing to invest in buildings, infrastructure, and equipment, while ignoring their most valuable asset, the people that make products, interact with customers, and run the internal processes that are vital to success. Instead, it is too common to find companies slashing training and development budgets.
Business experts who understand the keys to long term success usually take the opposite approach. They ask, “How can you afford NOT to invest in your employees?” A litany of research backs up this position. Studies show that there is a clear relationship between the investment into education, learning, and long term success.
The importance of investing in knowledge is also found in the canon of business literature. Kaplan and Norton’s Balanced Scorecard give Learning and Growth a high degree of emphasis. They describe investment into employees as being required to achieve breakthrough results, and a key to success in a modern, competitive environment. Also, in “Building a Learning Organization,” a seminal article published in the Harvard Business Review, Professor David Garvin states plainly, “Continuous improvement requires a commitment to learning.”
In a larger sense, however, training and development shouldn’t always be just about job skills. In a true learning organization, all types of learning are valued. It’s important for organizations to be willing to embrace change and to understand what innovative leaders can mean to an organization. The concept of learning and knowledge goes hand in hand with these important concepts.
Organizations that value learning and knowledge are much more likely to be flexible and adaptable, and its members are more willing to embrace change. For example, in a learning organization the use of innovative methods and technologies will be more readily adopted and then will spread more quickly. It also gives associates a great opportunity to step outside the organization to learn and share with people from all types of businesses and fields. Sometimes the best innovations are not really new, but proven techniques applied in completely new ways. A line worker may learn something he or she can usefully apply from a personal finance class, and an accountant may devise an innovative accounting process from a seed sown while attending a cooking class.
For a true learning organization, education, training, and development cannot be an afterthought. As Balanced Scorecard describes, emphasis on learning and education have to be formed at the vision and strategy level. Then it can be built into objectives, budgets, and schedules without managers and supervisors feeling that education and training is taking someone “away” from their job. It is communicated and understood throughout the organization that learning is part of their job.
While there are abundant educational avenues that should be open for employees and managers to pursue, learning and education should not be done haphazardly. The path should be carefully selected and focused on meeting the needs of the company and the needs of the employees. While all learning does not have to come with a huge fee, a commitment to learning should be reflected in an organization’s budget, as well.
What are you doing to build a learning organization? Do you project a negative attitude about education and learning on the company’s time and dime? If that is the case, then your peers and subordinates might just have a negative attitude toward trying anything new or different. In today’s competitive climate, are inflexible and non-adapting workers really the human resource asset you need to succeed?
The environment the trainee returns to after a learning event has a lot to do with how much of the learning is practiced and retained. Complex cultural attributes are what guide the associate. For example, how is learning valued, how much control do employees feel over their own work, and how much supervisory and peer support do they receive?
Once you realize why you need to promote a learning organization, the next question is what kind of classes, seminars, or training can mutually benefit the company and the employee.