INTRODUCTION

INTRODUCTION

In the current business world, the competition faced by organizations is increasing mainly due to globalization and rapidly changing technology. Therefore, in order to compete with other organizations, it is vital that companies train and develop their employees. Yahaya (2007) cited in Ampomah (2016) stated that training and development is an essential element of the Human Resource Administration and Management. Training has become the most significant part of the current business world because training improves the efficiency and the effectiveness of both employees and the organization (RAG, Khan, FA, Khan & MA, Khan, 2011). The author is employed in the manufacturing industry, therefore, training and development of employees in the manufacturing sector is an important element since the technology changes rapidly and employees need to be continually updated with production techniques. However, lack of training and development may encourage employees to leave an organization and seek knowledge and skill development elsewhere. This blog provides literature reviews from the year 2000 and on, whilst critically evaluating the theory on the Effectiveness of Training and Development.

DEFINITIONS OF TRAINING AND DEVELOPMENT

Training – Armstrong (2001) cited in Ganesh & Indradevi (2015) has defined training as a methodical improvement of the knowledge, expertise, and attitudes required by an individual to perform effectively a given task or a job. However, Arthur et al., (2003) have stated that training is one of the most persistent techniques for improving the productivity of individuals and communicating company objectives to new personnel. Kulkarni (2013) has also defined training as a series of practices or opportunities planned to transform behaviour in order to achieve a given goal. 

Development - Development is the methodical attempt to influence individuals’ knowledge or abilities for purposes of individual growth or future job roles (Aguinisi & Kraiger, 2009). Masadeh (2012) has defined development as a long-standing procedure planned to improve potential and effectiveness. Development is also defined as the expansion and understanding of an individual’s ability, through learning frequently from designed study and experience.

Video-1 below highlights the importance of employee training and development in every business sector by several course instructors from various industries. This video also enlightens the positive impact of training and development on employees and organizations. Training not only increases the competence and confidence in employees but also increases the value and productivity. Furthermore, training is mainly about building up a good organizational culture which will influence in retaining employees in the organization. The video highlights the importance of engaging in regular training and development activities and courses to ensure that employees are up to date with the latest knowledge on techniques and tools related to the industry.  

Video-1: The Importance of Staff Training 

                                        (Source: Informa Corporate Learning, 2008) 

Reference List: 

Aguinis, H. & Kraiger, K. (2009) Benefits of Training and Development for Individuals and Teams, Organizations and Society. The Annual Review of Psychology,pp.451-474. Available from http://www.hermanaguinis.com/Annual09.pdf  [accessed 17 September 2018].

Ampomah, P. (2016) The Effect of Training and Development on Employee Performance in a Private Tertiary Institution in Ghana (Case Study: Pentecost University College (Puc) - Ghana). Asian Journal of Social Sciences and Management Studies,3(1), pp.29-33. Available from https://pdfs.semanticscholar.org/b185/67710b8a0009a451ef20ec282315f713205a.pdf [accessed 17 September 2018].

Arthur, J. W., Benette, J. W., Edens, P. S. & Bell, S. T. (2003) Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology, 88(2), pp.234-245. Available from https://pdfs.semanticscholar.org/9b31/820a4f871c19ac0f772944a69a2be438fe60.pdf [accessed 17 September 2018].

Ganesh, M. & Indradevi, R. (2015) Importance and Effectiveness of Training and Development. Mediterranean Journal of Social Sciences,6(1),pp.334-338. Available from https://pdfs.semanticscholar.org/e0ef/abef5d28888435ac780d6da98f66ca67048e.pdf [accssed 17 September 2018].

Informa Corporate Learning (2008) The Importance of Staff  Training [video]. Available from https://www.youtube.com/watch?v=CSvz4kuSWwA [accessed 10 January 2020].

Khan, R.A.G., Khan, F.A, & Khan M.A.(2011) Impact of Training and Development on Organizational Performance.Global Journal of Management and Business Research, 11(7), pp.63-68. Available from https://globaljournals.org/GJMBR_Volume11/8-Impact-of-Training-and-Development-on-Organizational-Performance.pdf [accessed 17 September 2018].

Kulkarni,P.P. (2013) A Literature Review On Training and Development and Quality of Work Life. Researchers World-Journal of Arts, Science and Commerce, 4(2),pp.136-143. Available from https://pdfs.semanticscholar.org/6aca/ec00613b77b95eb7eef2f44e89bbd45ce6e3.pdf  [accessed 17 September 2018].

Masadeh,M. (2012) Training, Education, Development and Learning: What is the Difference ?. European Scientific Journal,8(10),pp.62-68.Available from https://pdfs.semanticscholar.org/2c8e/e2bd915b2b9885449ef83a0cbbd5e11d21b1.pdf [accessed 17 September 2018].

DISTINCTION BETWEEN TRAINING AND DEVELOPMENT & EFFECTIVENESS

DISTINCTION BETWEEN TRAINING AND DEVELOPMENT

Training is given to an individual when it is required; whereas development is an unending process. Therefore training is for a short period and provides the current requirement whereas development is a long-term continuous futuristic approach. Ahmed & Yohanna (2014) highlighted that training is mainly targeted at getting the employee to gain knowledge in the modern technology or modern developments in his / her regular working schedule; whereas development is done for the improvement of the individual qualities of an employee. Therefore training is a learning process delivered to an individual or group of employees with technical knowledge or key skills required for their current job role, whereas development is a holistic process where someone grows and becomes advanced and ready for the next career level. It is important that the organization is aware of the difference between training and development if not the investment made on training and development of employees and teams will be a waste of money and time. 

EFFECTIVENESS

Effectiveness is described as the capacity of delivering an anticipated result. Effectiveness of training and development can be estimated by normal time taken to identify an issue, achievement rate of a customer engineer, the overall efficiency of employees, Return on Investment (ROI), and client fulfillment (Devi & Shaik, 2012). An appropriate training programme will have a plethora of benefits for organizations and it helps increase employee engagement, performance, employee retention and productivity in the organization. 

Video-2 below by Mr.Stephen Goldberg, the Professional Leadership and Management Coach elucidates the importance of effective training and highlights seven steps for highly effective employee training for organizations. 

The seven steps are ;

1. Explain the importance of the task

2. Explain the procedure

3. Demonstrate how to do it

4. Observe the employee carrying out the task

5. Provide feedback, build their confidence, correct them if required and continue to provide coaching

6. Express the confidence in the ability of the person to succeed

7. Follow up on a constant basis depending on the task or complexity, person and procedure.  

Video-2: The Seven Steps for Highly Effective Employee Training and Coaching 

                                                        (Source: Goldberg, 2018).

Reference List :

Ahmed,I. & Yohanna,Y.(2014) Training and Development as a Tool For Enhancing Employee’s Productivity: A Case Study of Ashaka Cement Company, Nigeria Plc. IOSR Journal of Business and Management (IOSR-JBM),16(5),pp.17-26. Available from https://pdfs.semanticscholar.org/8547/def83b4cfcf6c3078cd7cd6f56263734915a.pdf [accessed 18 September 2018].

Devi, R. & Shaik, N.(2012) Evaluating training & development effectiveness - A measurement model. Asian Journal of Management Research, 2 (1),pp.722-735. Available from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.409.8304&rep=rep1&type=pdf   [accessed 18 September 2018].

Stephen Goldberg (2018) The Seven Steps for Highly Effective Employee Training and Coaching [video]. Available from https://www.youtube.com/watch?v=rI9oMAVa-Es  [accessed 13 January 2020].

KIRKPATRICK’S EVALUATION MODEL MODEL

EVALUATION OF TRAINING - KIRKPATRICK’S MODEL

There are numerous paradigms and designs developed to measure Human Resource Development and training effectiveness, but the most recognized paradigm is developed by Dr. Donald Kirkpatrick. Kirkpatrick recommended that there are four levels of measurement, which can be used to evaluate the effectiveness of a training programme and these are: emotional reaction, the achievement of objectives, behavioural changes and impact on the organization (AlYahya & Mat, 2013).

Video-3 below simply and clearly explains the four-levels of training evaluation designed by Dr.Donald Kirkpatrick. The evaluation is designed as a sequence to evaluate training programmes subsequently the organizations will not invest their time and money on training which does not have a return on investment. The video highlights that by analyzing each of these four levels a trainer can gain an in-depth understanding of how effective the training was and how it can be enhanced in the future.       

Video-3: Kirkpatrick's 4 Levels of Evaluation 

                                             (Source: The Daily Project Manager, 2015) 

The four-level of evaluation explained by various authors are given below for further understanding; 

Emotional Reaction :

This level measures how the participant of the training programme responded to the training and is imperative to gauge the response since it helps to recognize how well the training was received by the participant. Furthermore, it helps to enhance the training for future participants, including recognizing essential areas or subjects that are omitted from the training (Ikramina & Gustomo 2014). 

Achievement of Objectives (Learning) :

The knowledge gained as a result of attending the training programme is measured at this level. This level measures the results of learning; however, it does not measure the result of job performance. The technique for measuring this level’s viability is through “paper pencil-test”. It is not the pre-imperative criteria for behavioural efficiency or change. The response of training assesses at first whether the objective of the training was met by identifying the: knowledge gained after training or how much of learning has actually occurred, how adequately the knowledge is being utilized after a training programme, back support for the utilization of knowledge, the pertinent substance of the training, participant’s desire from the training programme and the outcome of overall programme (Rafiq, 2015). This level of training assessment of Kirkpatrick paradigm is carried out after three months of training (Rafiq, 2015).     

Behavioural Changes :

Behavioural evaluation is focused on monitoring the transformation of employee behaviour after the training at the workplace. The assessment criteria for this level is the change in disposition when the employee has been through training and apply the skills acquired thereof, hence behavioural evaluation is external in nature (Badu, 2013).

Impact on Organization (Results) :

The final level of assessment is to monitor the impact on the Organization or Results, this alludes to the advantages of the organization’s viewpoint and Kirkpatrick (1994) identified this as the “final outcome that took place because the participants attended the training programme’’. The final outcomes are related to cost-effectiveness of training or return on investment and include an enhanced level of production, improved quality, diminished costs decreased frequency and/or severity of mishaps, enhanced sales, decreased labour turnover and higher profits. Normally these results are the reason behind attending the training programme. As per Kirkpatrick, when moving from level to level, the assessment procedure turns out to be more troublesome and time-consuming, however, it gives more vital information (O’Neil, Wainess & Baker 2005).

Reference List: 

AlYahya, MA & Mat,NB.(2013) Evaluation of Effectiveness of Training and Development:The Kirkpatrick Model. Asian Journal of Business and Management Sciences,2(11),pp.14-24. Available from http://www.ajbms.org/articlepdf/2ajbms20132112743.pdf [accessed 20 September 2018].

Badu,S.Q.(2013) The Implementation of Kirkpatrick's Evaluation Model in the Learning of Initial Value and Boundary Condition Problems.International Journal of Learning & Development,3(5),pp.74-88.Available from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.685.9593&rep=rep1&type=pdf   [accessed 20 September 2018].

Ikramina,F. & Gustomo,A.(2014) Analysis of Training Evaluation Process using Kirkpatrick's Training Evaluation Model at PT.Bank Tabungan Negara (Persero) Tbk. Journal of Business and Management,3(1),pp.102-111.Available from https://journal.sbm.itb.ac.id/index.php/jbm/article/download/1088/739 [accessed 20 September 2018].

O'Neil,H.F.,Wainess,R. & Baker,E.L.(2005) Classification of learning outcomes: evidence from the computer games literature.The Curriculum Journal,16(4),pp.455-474.Available from http://www.fi.uu.nl/publicaties/literatuur/endnote_ecgbl_935_o_neil.pdf [accessed 20 September 2018].

Rafiq,M.(2015) Training Evaluation in an Organization using Kirkpatrick Model: A Case Study of PIA.Journal of Entrepreneurship & Organization Management,4(3),pp.1-8.Available from https://www.omicsonline.org/open-access/training-evaluation-in-an-organization-using-kirkpatrick-model-a-case-study-of-pia-2169-026X-1000151.pdf [accessed 20 September 2018].

The Daily Project Manager (2015) Kirkpatrick's 4 Level of Evaluation [video].Available from https://www.youtube.com/watch?v=aw9sqEvfuf8&t=44s [accessed 14 January 2020].

METHODS OF TRAINING AND DEVELOPMENT

METHODS OF TRAINING AND DEVELOPMENT

ON THE JOB TRAINING METHOD (OJT):  

The reason for an OJT training programme is to furnish employees with task-specific skills and abilities necessary for their work territory. The learning and abilities presented during OJT are directed at specific work necessities. Job instruction, Job rotation, Coaching and Apprenticeship training is the general form of OJT methods. Completely OJT hypothetically does not include any off-the-job training (Alipour, Salehi & Shahnavaz 2009). 

Video-4 below by Interview Success Formula briefly outlines OJT method. OJT is explained as an employee who starts working from day one and starts developing his/her skills while working and it further added that in OJT each employee will have a formal or informal mentor who will coach and train the employees on the job.

Video-4: What is On the Job Training? 

                                           (Source: Interview Success Formula, 2015)

OJT methods : 

Job Instruction: is a structured approach to training, which needs participants to continue through a sequence of steps in the sequential model (Alipour, Salehi & Shahnavaz 2009).                 

Job Rotation: is the methodical movement of employees from task to task or from one assignment to another within the company, as a path to obtain a variety of different skills and objectives like; simply staffing jobs, orienting new employees, stopping job monotony and exhaustion, gratifying employees, enhance job improvement, exposing employees to different environments (Alipour, Salehi & Shahnavaz 2009).  

Coaching:  is the procedure of one to one supervision and coaching of advanced knowledge, abilities and job performance (Alipour, Salehi & Shahnavaz 2009).                 

Apprenticeship: is one of the oldest methods of training, whereby a master of a craft instills planned, practical instruction on his apprentice over a significant time span (Alipour, Salehi & Shahnavaz 2009).   

OFF THE JOB TRAINING METHOD (OFJT):

OFJT is a type of training session which takes place outside the workplace such as at training institutes/centers, where suitable services are given for the participants to be involved in high performance. 

Video-5 below clearly explains the OFTJ method, especially highlighted on myths and facts related to this method. The myth of delivering OFJT at a classroom and an external location is addressed, where it says that the fact is that OFJT can be delivered in a flexible location, at work-place or even external location. Every employee must be allowed to spend 20% of contracted hours engaged in OFJT. 

Video-5: Off-the-Job Training Myth vs Fact 

                                                  (Source: South Devon College, 2019)

However, Olaniyan and Ojo (2008) have highlighted the following various types of OFJT methods:

Lecture method: which offers the facility of managing a large group of employees at one time. This method gives a chance to exchange innovative knowledge/ideas and detailed information with the employees, for the purpose of changing their attitudes, value re-orientation and other emotional characteristics that change the work environment (Olaniyan and Ojo, 2008).

Conference / Workshop / Seminar / Symposium: will provide employees with interactive sessions and provokes the dynamic engagement of all the participants in discussions (Olaniyan and Ojo, 2008).   

Case Study: is mostly used in managerial training. A case study will engage the listing of company issues or the issues currently faced by the company and require suggestions for solutions (Olaniyan and Ojo, 2008). 

Role-playing: is a technique of using human collaboration, which involves genuine behaviour in visualized situations (Olaniyan and Ojo, 2008). This technique of training involves action, doing and practice. 

Programme instruction: in this technique, the relevant matter to be learned is given in a range of cautiously planned sequential units (Olaniyan and Ojo, 2008). 

Vestibule / Simulation training: is a technique where real work situations are imitated in a classroom (Nwokocha 2015). 

Reference List:

Alipour,M., Salehi,M. & Shahnavaz,A.(2009) A Study of on the Job Training Effectiveness: Empirical Evidence of Iran. International Journal of Business and Management,4(11), pp.63-68. Available from https://pdfs.semanticscholar.org/4b70/a911bd194d88be94dbdaced5d35f1e75323c.pdf [accessed 20 September 2018].

Interview Success Formula (2015) What is On the Job Training? [video].Available from https://www.youtube.com/watch?v=BpFeqL3Em6Q [accessed 14 January 2020].

Nwokocha,I.(2015) The Validity of Effectiveness of Training and Development in Organizations In Nigeria. IOSR Journal of Business and Management (IOSR-JBM),17(5), pp.01-08.Available from https://pdfs.semanticscholar.org/b721/fc064155a68f4ec9e0bfecbdaea5ef74f8d0.pdf [accessed 20 September 2018].

Olaniyan, D.A. & Ojo, L.B.(2008) Staff Training and Development: A Vital Tool for Organisational Effectiveness. European Journal of Scientific Research, 24(3),pp.326-331.Available from http://lms.powercam.cc/sysdata/user/42/irisli/blog/doc/6aaf13ba58c720ef/attach/161.pdf  [accessed 20 September 2018].

South Devon College (2019) Off-the-Job Training Myth vs Fact [video].Available from https://www.youtube.com/watch?v=B5_9AomWHs4 [accessed 14 January 2020].

TRAINING AND DEVELOPMENT AT BRANDIX AND DISADVANTAGE OF INEFFECTIVE TRAINING AND DEVELOPMENT

TRAINING AND DEVELOPMENT AT BRANDIX

The Brandix Group is one of the foremost clothing manufacturers in the South Asian region, with a vision to be “The Inspired Solution for Branded Clothing”. Brandix is dedicated to ensuring that all their employees have entrance to learning, development and training opportunities to achieve the knowledge and abilities required to carry out their nominated tasks within the Group.

Constant re-evaluations are carried out to evaluate the level of investment in staff training and development, hence they are able to decide if satisfactory time and resources are being invested in training and determine, and if the present training and development plan is delivering the expected advantages to both employees and organization.

The efficiency of training programmes is assessed through post-training feedback forms, which are utilized to record the new talents gained, their pertinence to the specific job role and adequacy in the daily application. Brandix has widely categorized their leadership training modules as Executive and Non-Executive.

Figure 1: Performance Outcomes (2014 – 2017)

 (Source: Brandix, 2017, p.26)

The executive leadership training programme is prepared as a collection of robust training units, which allow various executive-level employees to improve their capability and gain practical and leadership skills. For General Executives, the importance is to develop a set of critical abilities including, communication and negotiation, planning and implementation, strategic thinking and decision making, working under pressure, problem-solving, teamwork and team management.

Staff in departments such as IT, Engineering and Merchandising have access to leadership development programmes in practical experience by attending conferences, workshops, audit and technical training.

Non-Executive female employees at Brandix are involved in 65-80 hour programme-based guidance on developing their lives and improving their professional capabilities. After completion of the life-skills programmes, employees are granted the opportunity to take part in improved technical skill training (Brandix 2017).

DISADVANTAGE OF INEFFECTIVE TRAINING AND DEVELOPMENT

It was discovered by Birdi in 2015 that lack of managerial help or a negative departmental atmosphere could restrict or negatively impact the effectiveness of training by influencing the employee's ability to implement novel ideas gained from training (Punia & Kant 2013).    

Reference List:

Brandix Lanka Limited (2017) Sustainability Report 2015-2017.[Online].Available at:http://www.brandix.com/pdf/brandix-lanka-sustainability-report-2015-2017.pdf . [Accessed on 21 September 2018].

Punia,B.K. & Kant,S.(2013) A Review of Factors Affecting Training Effectiveness Vis-À-Vis Managerial Implications and Future Research Directions.International Journal of Advanced Research in Management and Social Sciences,2(1),pp.151-164.Available from https://www.academia.edu/13171979/A_REVIEW_OF_FACTORS_AFFECTING_TRAINING_EFFECTIVENESS_VIS-%C3%80-VIS_MANAGERIAL_IMPLICATIONS_AND_FUTURE_RESEARCH_DIRECTIONS  [accessed 21 September 2018].

CONCLUSION AND RECOMMENDATIONS

CONCLUSION AND RECOMMENDATIONS:

The theoretical reviews have revealed that effective training and development plays a major role in the development of an organization. The apparel industry is growing at a very fast pace, the requirement for qualified, technologically savvy professionals to achieve their vision and objectives is a vital component on the progress of this industry and therefore they invest heavily in training and development. The training and development procedure at Brandix Lanka (Pvt) Ltd, with specific data on the level of training provided by them and statistical figures there to highlight how the Company has been able to reap the benefits of improved levels of performance after training and development. The various types of training programmes have been of great help for the staff at Brandix Lanka, in reinforcing their skills and knowledge. Enhance job capability and stimulate career progression, opportunities for participating in overseas training programmes, yearly employee awards and cash rewards for employees who have excelled in performance, employee development, increase in production and market growth are some of the benefits of training and development at Brandix Lanka (Pvt) Ltd. Therefore considering these benefits, hereby conclude that effective training and development can be recommended to have a positive impact on employee motivation and organizational performance and this will indirectly play a major role in increasing the productivity of the organization.