Managing_and_Developing_People_in_the_Workplace

Managing and Developing People in the Workplace Donn “In an ideal world there would be no need for training and development in the workplace as organisations would be able to hire employees with all of the experience, skills and knowledge required to fit their selection criterion and carry out the tasks involved without any further assistance. Unfortunately we don’t live in an ideal world and training and development of employees is necessary because most people who apply for jobs with an organisation will only partly fit the selection criterion and therefore will need some development from the beginning plus if they stay with the organisation long term and decided to develop their careers in that organisation they will need on-going opportunities for training and development.” (HRM for Dummies. Max Messmer) Most company’s run a first day induction course which covers on site health and safety and introduces new starters to there line manager who will take over from there. The line manager will then set up a further induction period which could last up to three months during this period new starters shown what their duties are, they will be introduced to their team and they will be given whatever instruction and help that they need to carry out their tasks according best practice. During this time they will be monitored by the HRM team to assess their ability to perform their tasks and to integrate with their team Once they have finished their induction period and settle into their routines in the workplace they will find that the company’s programs for training and development are open to them. “What employees can expect in most growth orientated organisations that operate in highly completive business environments is that the organisation is looking to have a workforce that has the intellectual capacity to incorporate the knowledge and skills needed to gain completive advantage and stay ahead of competitors.” (HRM A Contemporary Approach. Julie Beardwell and Tim Claydon) The way organisations do this is to develop an organisational culture that makes human resource development a core value and express this continually as a mission statement in all communications within the organisation. This must be backed up by an administrative support system that enables employees in an environment that values there interest to access information about upcoming courses and training. The courses on offer will have been carefully chosen by the HRD team. “The process for assessing the training and development needs for the organisation and the individuals who work in it often begins with the formation of employee focus groups which will include representatives with various amounts of experience from all of the company’s departments of the organisation. The facilitator should be one of the HRD team and they need to promote open discussion and avoid bickering. Surveys and questionnaires are also cost effective tools that can be used in the needs assessment process. Interpreting the data that you have collected has got to be strategically driven, What are the strategic goals of the organisation long-term as well as short-term.' What skills or abilities do the workers need to achieve these goals.' What are the strengths and weaknesses of the employees in relation to these skills and abilities' What training is on offer that is better then day to day supervision .' (2) Is the organisation willing to commit time effort and money to provide this training. These are the questions that must be asked when evaluating this research data.” (HRM for Dummies. Max Messmer). Once the decision has been made to upgrade the workforces skills, the provision must be made for a training programme. “Training usually implies putting skills into people” through teaching and simulation. ( Businessballs.com )There are basically two types of training, these are on-the-job training and off-the-job training. According to ( The CIPD 2009) (LSC 2008) “46% of employers provide off-the-job training while 54% provide on-the-job training. Decisions have got be made to suit the specific needs of each organisation. The courses that are usually on offer are, off-the-job, seminars and workshops which are offered by business schools, collages and universities which can be costly or public seminars and workshops which cost very little.” The advantages are the high level of expertise and experience of the instructors who are usually faculty members. The disadvantages are that people can be away from their jobs for a long time and they can lose touch with what is going on in the workplace. These courses can on occasion be totally irrelevant to the events concepts and techniques in your organisation so they should be chosen wisely. At Power Construction on-the-job training can mean at the headquarters building in Hendon, North London, where there are in-house classrooms fitted out for training, or on site whichever is the most appropriate Development at JO Construction usually means the mentoring or coaching of a “new employee by a senior or more experienced member of staff. Coaching is very straight forward as the coach does not impart knowledge, wisdom or advice what he/she does is speak and act in such a way that others can mimic and in doing so develop their best performance” “while they also learning to listen at a higher level.” (HRM A Contemporary Approach.2010 (Downey 2003:17) (Hall2005) ) “Mentoring is a relationship that imparts wisdom, support and guidance it covers skills that are not easily taught in a classroom like judgement, decision making and interpersonal skills and it relies on a positive advisory relationship.” ( HRM A Contemporary Approach 2010) “Training Intervention is another way that an organisation can develop its employees. It often involves long-term courses such as MBA or CIPD qualifications and it means that the organisation is sending a very clear message to the worker, that there is a substantial career path open to them with the organisation.” (HRM 2008) At the moment a group of jo Construction employees are about to go on a courses to improve there performance, build new skills and prepare them for promotion. The company will pay the full cost. They are under no obligation to stay with power construction after the training, but if they leave in the first year they will have to pay the full cost of the course, in they leave in the second year they pay 75% and the third year 50% and the forth year 25% . The training will take place in a classroom at the headquraters building. Development will incorperate mentoring and will be measured by testing, on going observation, reduction in costs and staff disputes and by achievment of the organisations goals. (3) References: (HRM for Dummies. 2010 Max Messmer). (HRM 2008 Derek Torrington, Laura Hall, Stephen Taylor.) (HRM A Contemporary Approach.2010 (Downey 2003:17) (Hall2005) ) ( The CIPD 2009) (LSC 2008)