The Components of an Effective Training Program - Coursework Example

The Components of an Effective Training Program Training programmes are very essential for the creating an informed and efficient workforce and also to enable the organizations to meet its objective most effectively. As most the employees might have different job responsibilities , their perception towards performance need not be uniform. Hence, training initiatives must have the flexibility to accommodate the needs of all individuals in the group. It must also be planned based on the broad mission statement of the organization.

Further, the individual learning need to be assessed and a profile need to be evolved well in advance. These exercises must create a sense of necessity to enhance their individual capabilities and must make them realize the responsibility to utilize them most effectively . Several attempts made in the past in these lines have ensured significant advantage for both the organization and also the employees (Allen, pp 15-17). Also importance of training in various attributes related to employee emotions in organizations gives a very vital information ( Seymour and Sandiford, pp 547-564).

This reports says that the well structured training on the emotion rules in corporate organizations gives them a better skill for maintaining better interpersonal relationships in comparison with smaller organizations where such type of programmes are absent. The training programmes normally organized in our organization are often of reactive type. This is mostly due to improper planning of events and often human resource managers run short of time to have proper preparatory exercise for the training programme.

Thus these events often turns out to be mundane and repetitive annual activity which seldom brings any improvement in the employees or to the organizations. 2. What is career management? What are the basic steps involved in a career management system? What is the manager's role in a career management system? Career management is a systematic and planned initiative undertaken to ensure personal growth and improvement in the individual capability of employees in any organization. This is a very essential component to ensure long term organizational excellence.

Managing the career in organizations often refers to the initiatives undertaken to equip an individual to cope with the workplace demands in decision making, transitions in various stages of ones life , stress management etc (ICI) . Though these are mostly individual level issues the effective intervention from the organization is very essential for ensuring a productive contribution to the growth of the organization. Also, identification of core skills in individuals and creating avenues for utilizing them in a better way is also very essential to ensure a better career mobility of the employees in the organizations.

Often such activities are seldom given due importance, organization that have ensured better mechanisms of careers management of employees considering the above mentioned parameters could achieve significant in their business operations. Thus, human resource managers play a significant role in the career management programmes (ICI). It is observed that most of the employees at the entry level might have joined the organization with the priority of a job than a career. But for an organization a career aspirant would be more advantageous than a job performer considering the long term growth plans.

Thus the task would be to identify the skills train them appropriately to undertake more complex functions, identify suitable profile if unable to bring out the best in them and also imparting necessary inter-personal skills for creating a team based effort in organizations. References Allen, R., “The Need for Diversity in Corporate Training: One Size Doesn't Really Fit“, Industrial and Commercial Training, 26.10 (1994) : 15-17. ICI , Career Management, 22 January 2009 Seymour , D. and Sandi ford , P.

, “Learning emotion rules in service organizations socialization and training in the UK public-house sector” , Work, Employment & Society, 19.3 (2005) : 547-564.