Training and development (also referred to as "learning and development") is always recognized as important to the success of any company; both in house and outsourcing; whether a course, online education or executive training. However, it is often the first area to find the rest when time is difficult. As a busy manager, it can be difficult to balance the responsibility of developing your group by reducing the budget and focusing on the bottom. However, think positive, it can not be your responsibility.
So how do we define training and development (or T & D for short)? What about: Do people create new skills, knowledge, attitudes or experiences that they can then apply for workplace and jobs? There is a good, broad definition that we can break into three broad categories:
* what people need to do in their work as it is today;
* what people need to do their job where it will be tomorrow; and
* what people need to do the jobs they want in the future.
By this we can see that T & D can equip people to do their job, monitor the changing demands of their work and help them in their career. Therefore, there are obvious benefits of business (first two categories) and certain future personality (their career path). Of course, the individual is well-trained in his daily work and profit from the company from the development of his own future managers in the house.
At this point, we might want to ask this word, "training", which tends to suggest activities that focus on a particular task or role. It also includes a process that is made for the individual rather than being something they can fully participate in (after all, dogs are trained.) Perhaps better and more inclusive the term "learning", suggesting a variety of options (ie. mt instructions and training) and also possibly more diverse applications.
Responsibility: If the benefit is shared, should not the warranty be shared? Traditionally, the manager can evaluate each team member (sometimes in secret), personally decide what they need for improvement and then prescribe the appropriate training course. This is a physician model, where the manager acts as an authority, analyst and decision maker. Within limits, it can be effective and will certainly save time, but the lack of individual involvement can lead to lack of participation in the training and, therefore, lack of benefits.
These days we see more of a coach model where the manager and individual meet the training needs and make decisions. The coach guides the individual through the process of defining and meeting their needs, focusing on what solution will suit both them and the company. Those with special options, "rising stars" and "even can manage their own development fee or budget, and be free to seek custom training outside the organization (provided the results are used within the organization.)
Ask yourself How it works in the workplace Do individuals have development goals? Are they agreed or agreed? How are development options chosen? Is the criteria purely business efficiency or does it also take into account the individual's learning style? Is support available to apply for their role? Are they trained through his career development?
Think so positively and take your team into your own learning. The main factors are: participation, discussion, business needs and personal expectations, not just "training" but "learning" and joint decision-making. success for you and your people.