Training & Development Practices in an organization

Introduction

Training is defined as the process of upgrading the knowledge, developing skills, bringing about attitude and behavioral changes, and improving the ability of the trainee to perform tasks effectively and efficiently in organisations (Wills, 1994; Palo et al, 2003; Robert et al, 2004). Similarly, Stewart (1996) combines the two concepts of training and development and gives an organisation function which has the outcome of ensuring that the contribution of individuals and groups in achieving the organisational objectives through the development of appropriate knowledge, skills and attitude of the employees.

In this present competitive banking sector, contribution and improvement of organisation performance is primarily through development of people as individuals, work groups and as members of the wider organisation. As a market leader Hatton National Bank believes that the training and development is a systematic process that intends to ensure the bank has effective employees to meet the exigencies of its dynamic environment.

The Bank’s business philosophy has always been to look beyond the conventional to innovation and inspired action and adding that a novel in house e-learning programme has been introduced for the staff to improve their knowledge. These training programmes  have been devised going beyond on the  job training to capacity building for leadership, supporting career progression and personal development of the employees.

Role of Training and Development of Employees

Formal training programmes are an effective way of directly transferring the organizational goals and values to a whole group of people simultaneously (Shen, 2006; Harzing, 2004). Appropriate training can develop employees at all levels including the knowledge and skills required to gain competency in order to manage change in organization in any business environment (Stewart, 1996; John, 2000).)

In Bank’s, training can provide an important impetus to achieve shared values and facilitates network building between head office and branches.

Helliriegel et al (2001) states that training of employees in organisation increases higher productivity through better job performance, more efficient use of human resources, goals and objectives more effectively met, reduced cost due to less labor turnover, reduced errors, reduced accidents and absenteeism, more capable, and mobile workforce and retention of the existing staff.

In 2019 Hatton National Bank PLC invested Rs 48.2 Mn for training & development on 4913 staff members and training coverage is 80.2% with 93.1% retention rate. Apart from that Employee productivity (revenue per employee) increase from Rs 25.4 Mn to Rs 25.6 Mn during the period of 2018 to 2019. (Source – HNB Annual Report 2019)

Methods of Training employees in an Organisation

There are many methods of training employees in organisation. The range of training methods used has been expanded by the application of technology in its “hard” (for example through computing technology) and “soft” (for example through instructional design) approaches (Sadler-smith et al, 2000). Training of employees is intended to increase expertise of trainees in particular areas. When thinking about training method(s) to use, it is useful to consider current level of expertise that trainees possess (Sims, 1996). 

Once you have decided to train employees and have identified training needs and goals, you have to design training program. (Dessler, 2005).The Training methods can be generally be categorized as either on the job or off the job. The training delivery options for either method can be sourced from either in-house or external sources, or a combination of both (Coles, 2000; Tennant, 1995)

On-the Job Training Methods

On-the-job training (OJT) is having a person to learn the job by actually doing it (Dessler, 2005: Sims, 2006) whereas (Tennanat et al, 2002) defines on the job training as a method where the learner develops skills in the real work environment by actually using the machinery and the materials during training (Coles,2000).

Job rotation means moving trainees from department to department to broaden the understanding of all activities of the business and to test their abilities (Dessler, 2005). Similarly, Matthews and Ueno, (2000) argued that job rotation is the transferring of executives from job to job and from plant to plant on a coordinated, planned basis to get an holistic view of the activities of the organisation. The benefits of job rotation are that it provides a variety of job experiences for those judged to have the potential for added responsibilities. It can therefore be seen that job rotation serves the purpose of breaking down departmental provincialism-the feeling that only my department is important and others’ problems are not worthy of my concern. Furthermore Job rotation injects new ideas into the different departments of the organisation (Matthews and Ueno, 2000).

As a banker I concur that it is an effective method, because the trainers apply their training in real-time rather than sitting in a classroom environment and forgetting what they have learned when they return to their work. In my 11 years at HNB, I have been able to get on-the job trainings as well as off-the job trainings. When I joined to the bank in 2009, as per my appointment letter I have to work 2 years as a Trainee Banking Assistant before absorbing to permanent cadre. But in recent past HNB offering a eleven-month internship programme at a branch/department of the Bank for school leavers. The eleven-month internship programme offered by HNB will enable those interns to learn key aspects of banking by interacting with the outstanding team of professionals.

Off-the Job Training Methods

Classroom training approaches are conducted outside of the normal work setting. In this sense, a classroom can be any training space set away from the work site, such as the organisation cafeteria or meeting room (Sims, 2006).Smith,(2000) suggests that this method develops learners who are inquisitive (have flexible thought processes, and are open to new ideas,), guide learners through the process of learning and applying effective oral and written communication skills, encourage learners to acquire the skills required to function in work environment.

Conducting training away from the branches has several advantages over on –the-job training. HNB conducted all the training sessions for entire branch network staff at Head Office Training & Development Department. First, this setting permit the use of a training technique, such as video/DVD lecture, discussion, role playing simulation. Second the environment can be designed or controlled to minimize distractions and create a climate conducive for staff.

Conclusion

• Training and development of employees do exist in organisations. In addition, an organisation uses various methods, for instance job rotation is used to train employees in this era of globalization. Similarly, various methods are used to evaluate the training programs.

• Ttraining of employees has a positive effect to the individuals and the organisation at large. For instance, training of employees improves communication in an organisation, transfer of skills and knowledge, improves job performance, encourages team work, boosts the morale of employees and leads to job satisfaction.

• Various approaches are used to evaluate the training programs but the commonly used is the reduction of accidents in the workplace and decline in material wastage.

• There are many methods used to train and develop employees but mostly used two methods are job rotation (on-the-job) and role playing (off-the-job). The two methods were found to be the widely and mostly used by the organisations. 

References

• Coles M. (2000) “Virtual universities Are just The Job”, The Sunday Times, 21 May
• Dessler G., (2005) Human Resource Management.10th Ed. Pearson Prentice Hall.USA
• John. A. W. and James W. Cartada (2002) Training and Performance Year Book: McGraw-Hill Companies, Inc.
• Mathews, B. P., Ueno, A., et al. (2001). Quality training: findings from a European survey. The TQM Magazine 13(1): 61-71.
• Hellriegel, D., Slocum, Jr.Jw. w and Woodman, R.W (2001) Organisational Behavior: 9th Ed. Ohio: South-Western College Publishing
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• Hatton National Bank 2019,Annual Report, HNB PLC, viewed 21 April 2020 < https://www.hnb.net/images/annual_reports/2019/integrated-report-2019.pdf>.
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