Steps to Training and Development
To receive the benefits listed in Figure 10-2, HR specialists and managers must assess the needs, objectives, content, and learning principles associated with training. Figure 10-3 diagrams the sequence that should be followed before training and development begin. As implied by the figure, the person who is responsible for training or development (usually a trainer) must assess the needs of the employee and the organization to learn which objectives should be sought. Once objectives are set, the specific content and learning principles are considered.
As Paul Banas,Ford's manager of human resource strategies and planning, explains, "If education and training are seen as a cost, then in tough times when costs are cut, education and training budgets disappear. However, if a corporation has developed a set of values and principles that view employees as an important asset, then the education and training remain even during corporate downswings.'?" Training and development pay dividends to the employee and the organiza as suggested in Figure 10-2. Though no single prog~am yields all the benefits in the figure; the personal and career goals of the employee are furthered,
adding to his or her abilities and value to the employer, which furthers the objectives of managers and the HR department. However, training and development are not universal solutions to every need. Effective job designs, selection, placement, and other activities are necessary too. Nevertheless, training can make a substantial contribution when done properly.