Best Practices in Training and Development Essay

breeding and instruction is the keystone of successful phoners operation. in that respect are a lot of discipline methods today that can be used for staff training. Many of the training options that are easily purchasable take too much time, are too high-priced, are computer programme and course oriented and do non match the needs of the company or enterprise. That is why it is really important to realize all pros and cons of these methods. instructor Led Classroom Training. Pros High quality spoken communication Immediate Q & A Leverage student questions.Cons expensive student/trainer expense Costly one-to-few training Training often too soon/too of late Trainer must be knowledgeable of multiple operations. Best for sevenfold students of similar skill level Training in single repair Observable per pee-peeance Interpersonal skills/feedback Highly interactive knowledge sharing. expense for Students of widely-varying skill levels Training for boastfully system/proce ss rollout Consistency crossways learner groups. Asynchronous Web Based Internet/Intranet Training.Pros Just-in-time training No travel costs Self-paced learning Remedial training at no cost Consistency Possible increased retention Easily distributed/updated training materials. Cons Self-directed motivation can be problematic Lack of classroom collaboration May be viewed as done on your accept time. Best for Basic training Students in multiple locations As part of instructor-led training course. Worth for Observable interpersonal skills/feedback Real-time knowledge sharing.Synchronous (real-time) Web Based Internet/Intranet Training. Pros High quality delivery Immediate Q & A Leverage student questions Rapid, low-cost content. Cons Cost-per-student higher than asynchronous training Net wee connection needed. Best for Basic training Students in multiple locations Highly interactive knowledge sharing Hands-on application training. Worth for Students of widely-varying skill levels Observable interpersonal skills/feedback. What training method is the most useful and productive?Jim Campbell, Hudsons Bay Companys organisational management senior manager, said on the Canadas Learning and teaching Conference, that e-learning is not the be-all and end-all solution. His preferred approach is blended learning, where technology-assisted learning is integrated into to a greater extent traditional training methods. E-learning staff learned an important lesson when 5,000 binders of material meant as support for the online courses were distributed to employees, said David Wright, TD learning and development senior manager.About a year later, when wed travel to the different branches, wed still promise pack holding on to those binders. Wright said some employees were simply choosing to release out all of the online material and study it in paper form anyway. He says the company acknowledges that not everyone learns in the same fashion, adding e-learning is best unite with peer-assisted training and one-on-one coaching. A blended approach to learning is not always an easy sell.Banks are conservative organizations and many TD employees had a expectant time getting over a computer-phobia, Wright said. To this day, the company has to use shake tactics to get some of its employees to complete online courses, for example, when an online course is a pre-requisite for a seminar. In most midsize or large companies, internal training and development is viewed as a strategic imperative. Im all for the reincarnation person, says Lee Dailey, manager of executive and management development at unite Technology Corp.Dailey heads the Hartford, Connecticut, conglomerates Employee Scholar Program, a legendarily generous design under which every one of UTCs 200,000-plus employees is eligible for snow percent reimbursement of all educational costs, including tuition, registration fees and books. Courses do not soak up to be directly related to the participant s job. If youre an technologist for our Pratt & Whitney division and you want to study Middle Eastern religion, go ahead, Dailey says. In addition, employees are given three hours off each week to work at their studies or attend class.When employees earn a dot, they are awarded $10,000 worthy of company stock. Currently, 15 percent of UTCs workforce is enrolled. remnant year the company paid out $60 million, and it has spent $ cd million since 1996, when the scholar program was instituted in its current form. The program, Dailey says, has never been evaluated for ROI. Inherently, people understand that a better-educated workforce is a more productive workforce. This is the doctrine of longtime UTC CEO George David, Dailey adds. He wants the best-educated workforce on the planet. Training and continuing education are tracked at General Motors, says Jeff Johnson, director of benefit operations worldwide for the auto company. Under the firms Salaried Employees Tuition Assistance P lan, managers must get approval from their supervisors in the lead enrolling in courses that will earn them a desired undergraduate degree or advance their technical or managerial skills. Theyre very rarely turned down, Johnson says, adding that few employees want to waste their time or GMs capital on irrelevant courses.The yearly countersink at GM is $6,400 per individual for undergraduate education and $10,000 for postgraduate courses. Generally, large companies are the most generous with tuition dollars, but small and medium-sized companies do their best to keep up. Washington Trust Company, a 16-branch bank in Westerly, Rhode Island, gives tuition assistance to 70 of its 450 employees. Undergraduates must obtain a rank of at least C in their courses, and graduate students a B. choke year the company spent $73,000, and Kristen DiSanto, vice president for human resources, considers it money well spent.1. Workforce Management on the Web 2004. Pros and Cons of Training Modes. 1 7 Oct. 2004 2. Rola, Monika. Dont forget the human touch enterprises swap horror stories and best practices with their e-learning initiatives IT Training & Careers. Computing Canada 25 Apr. 2003. 17 Oct. 2004 3. Meisler, Andy. A event of Degree. Workforce Management May 2004. 17 Oct. 2004