Learning Training Development
Learning Training Development
Learning Training Development
Presented by
AKM Zakir Hossain Bhuiyan
Defining Learning
• 2. Off-the-job Training
• As with on-the-job training, you will find a
variety of methods under off-the job-trainig.
Beardwell and Holden present some of the more
popular ones:
• • Courses
• • Interactive learning methods
• • Induction training
Methods of Evaluation
• There are several methods cited in Beardwell and Holden (1998). These are:
• • Questionnaires (feedback forms) are a common way of eliciting trainee responses
to courses and programs.
• • Tests or examinations are common on formal courses, especially those that result
in certification, e.g., a diploma in word processing skills. End-of-course tests also
• can be employed after non-certificate short courses to check the progress of
trainees.
• • Projects are initially seen as learning methods but they can also provide valuable
information to instructors about the participants’ understanding of subject matter.
• • Structured exercises and case studies provide opportunities to apply learned skills
and techniques under the observation of tutors and evaluators.
• • Tutor reports gather the opinions of those who deliver the training. This gives a
valuable assessment from a different perspective.
• • Interviews of trainees after the course or instruction period are another technique
for gathering information directly from the learners. These can be informal or
formal, individual or group, face-to-face or by telephone.
• • Observation of courses and training by those devising training strategies in the
training department is very useful and information from these observations can be
compared with trainee responses.
• • Participation and discussion during training can provide invaluable insights about
the learning experiences of participants. This activity needs people who are adept
at interpreting responses, as this can be highly subjective.
Development
• Development is the process whereby, over time, learning brings about
significant changes in the individual. HRM is the management area responsible
for shaping human change towards productive ends so for this field, the concept
of development is worth exploring in some detail.
• 1. Concept of Development
• What organisations need of their members is development, for this is the
process whereby a person, through learning and maturation, becomes
increasingly complex, more laborite and differentiated. They, then become
better able to adapt to the changing environment.
• 2. Lifespan Development
• Lifespan development embraces the total development of the individual over
time, and results from the interweaving of the biological, social, economic and
psychological strands of the individual’s life.
• 3. Career Development Individuals in work settings do not develop
independently of the organisation. Their development interacts with the
organisation and its development through the individual’s career. Career
development, therefore, is significant to both the individual and the
organisation and its human resource development.
Development
• 4. Continuing Professional Development: Many professions are now requiring
their members to undertake continuing professional development (CPD)
because the changing environment is rendering obsolete some of their original
skills and knowledge and demanding the development of others. CPD is more
than updating: it calls for a continuous process of learning and of learning to
learn, and so is likely to have considerable benefits for organisations employing
professionals.
• 5. Other Forms of Development within Organisations: Some other forms of
development within organisations merit the brief discussion that follows.
• Self-development: Self-development is the term used to denote both ‘of self’
and ‘by self’ types of learning. People developing themselves take
responsibility for their own learning, identify their own learning needs and how
to meet them, often through the performance of everyday work, monitor their
own progress, assess the outcomes and reassess their goals. The role of others
in self-development is not to teach or to train, but perhaps to counsel or act as
a resource. Self-development is often advocated as an appropriate form of
management development.
Development
• Employee development: One definition of employee development makes it
apparent that investment in employees is a wise business strategy.
• Staff development: Beardwell and Holden state that this is similar to
professional development, but generally refers to the development of
administrative and technical staff by the organisation. Its aim is to enable such
employees to perform their current and future roles effectively, but does not
generally include their development as managers.
• Organisation development: This does not strictly fall under the ambit of this
unit, but organisations, like people, need to develop to become more flexible,
differentiated and adaptable to their environment. Indeed, the very
development of organisational members will contribute to the development of
the organisation itself.
Career Development
• The concept of career
• The term career has a number of meanings. In popular usage it can mean
advancement, a profession, or a lifelong sequence of jobs.
• Career Development Stages
• Douglas T. Hall has synthesized Levinson’s theory and other adult stages
theories (in particular the work of Erikson and Super) into an overall model for
career stages. Following figure shows that there are five major career stages.
Those are: (1) Exploration (2) Establishment (3) Maintenance (4) Late Career
and (5) Decline
• 1. Exploration: The exploration period ends for most of us in our mid-twenty
five as we make the transition from academic institution. From an
organizational standpoint, therefore. The exploration period is a time when a
number of expectations about one,s career are developed many of which are
unrealistic.
• 2. Establishment: The establishment period begins with the search for work
and includes getting first job, being accepted by peers, learning the job and
gaining the first tangible evidence of success or failure in the ‘real world’.
Career Development
• 3. Mid-Career: At this point in a career, one is expected to have moved beyond
apprenticeship to journeyman status. To those who make the successful
transition go greater responsibilities and rewards.
• 4. Late Career: It is a time where one can rest on one’s laurels and bask in the
respect given by younger employees. During the late career, individuals are no
longer learning nor is it expected that they should be trying to outdo their
levels of performance from previous years.
• 5. Decline: The final stage in one’s career in difficult for everyone but,
ironically, is probably hardest on those who have had continued successes in
the earlier stages. These point individuals are forced to step out of the limelight
and give up a major component of there identifies.