HRD2602 Training and Development Practices

Topics: Assessment, Learning, Skill Pages: 7 (2095 words) Published: January 15, 2014
There are three levels at which a company can operate, each with its specific needs that have to be assessed through a training needs assessment. There are different levels at which training needs are experience and Futurefurn training needs are identified as training for managers in: * Marketing

* Selling
* Manufacturing
* Quality Control
Therefore, Futurefurn's needs refer to organisational needs/Mesolevel needs The mesolevel represents the level of the local organisation. In a changing world, the organisation has to adapt quickly or else the gap between what employees know and what they ought to know will soon widen. In order to remain successful and profitable, the organisation's managers need to adapt to changes at organisational level and therefore, training and development must be synchronised with the organisation's mission, strategy, goals and culture such as improving productivity, building morale and better competitive status. Models of training- in order to determine training needs meaningfully, it is essential that a systematic approach is used. The Graham and Mihal's model will be used as it specifically directed at determining training needs for managers, and entails specific steps. * Step 1: requires drawing up a comprehensive list of tasks, competencies and characteristics that are related to the manager's work. During the process' managers are involve in their own tasks, and a job analysis is conducted. * Step 2: Managers are requested to indicate what tasks they would like to perform more effectively, what areas of specialisation they would like to know more about and what skills they would like to improve. * Step 3: Managers are requested to place their needs in order of priority and to link objectives to these needs. * Step 4: The immediate superiors of managers evaluate tasks and establish a final list of training needs. The fact that higher management levels evaluate the various tasks of managers should eliminate subjectivity to some extent. Sources for obtaining information about the training needs which focus is on the gap between what ought to be and what is currently happening like facing new challenges to maintain its competitive advantage. 2.DEVELOPING THE TRAINING PROGRAMME

By formulating learning outcomes the managers must demonstrate at the end of significant learning experience what actually can be done with what they know and understand. Therefore, the learning outcomes influence learning content and the learning content is based on the learning outcomes. Outcomes therefore describe the results of learning, and the content is the vehicle for ensuring that learning takes place and that these outcomes are met. For this reason the content selection process is determined by the outcomes. * training needs - not be able to manufacture the furniture

* outcome - after training to be able to manufacture furniture from designs * content - material on how to interpret a design, different types of designs, how to manufacture Sequencing the content of training programmes by:

* Place task and information that are easy to learn early in the sequence * Introduce early in the sequence broad concepts, principles and technical terms that can be applied throughout the course * Place the application of skills, concepts and principles close to the point where they are introduced * Place previously learnt knowledge and skills just before new knowledge and skills * Provide for practice and review of skills and knowledge

* Place complex skills later in the sequence
The Selection of instructional strategies include lectures as it is very efficient and a low-cost method of conveying information in an instructional setting, and is also useful for conveying information to a large group. Electronic learning, known as "e-learning" as mangers must continually acquire new skills and new ways of managing information and knowledge In designing a training programme the trainer...
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