Training And developing policy Essay
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One of the main functions of Human Resource Department is training and development beside recruitment, selection and placement. It isn’t enough to recruit employees into the skills or knowledge they currently posses, but rather for their ability to learn and adapt through training as conditions change or business needs.
Employees are very important resources where some organizations assign huge budget to train them. However, this budget is taken out when organizations have financial problems. Here comes HR role to lighten top management that Training and Developing strategy is a vital investment to show commitment and ensure competency of employees’.
Pfeffer references growing evidence that the loss of skills and increased use of contract employees have hurt productivity and even safety in organizations and industry (1998, P172).
In this report we’ll talk about Training and Developing policy in UAE based company known as Tawteen. We’ll examine the effectiveness of this policy, describe its operation, show the policy outcomes and review the employees’ feedback on the policy.
Before we go ahead with our analysis we should look at the policy in other regions rather than UAE. Also we’ll summarize an overview of our company and its internal operations to have a complete picture.
Read more: Employee Training and Development Policy
In USA we have “open career systems where individuals are given considerable freedom to manage their own careers. In such settings we find a chance to bid on jobs and training opportunities” (Towers 1996, p. 31) . However, Japanese companies operating in USA and UK “Job Training is typically provided internally, though at least in the early stages of operations there has been a tendency to buy-in managerial talent” (Towers 1996, p. 55). On the other hand, In European companies there is an “increase in training at all levels”. “Training and development is increasingly seen as a critical part of an organization’s HR strategy” (Towers 1996, p. 83). For example, in UK it is estimated that business spends ï¿½16 billion on training and developing their employees each year (Rana, 2000a).
In UAE where business is growing very fast and we have huge number of skilful expatriates’ workers. Excluding enterprise companies, medium and small size companies don’t have training and development strategy. As a result substitution of workers isn’t difficult in case they need more competent people. In addition there in no voice of employees in the training strategy. May be because we don’t have labour unions that present this voice as in USA or Europe. Also UAE labour doesn’t have rules to force organizations to do so.
” The unions and government were united in seeing the need to promote learning to improve competitiveness, but also in recognising the role of lifelong learning as a citizenship issue” (Marchington & Wilkinson 2002, p.365). Marchington & Wilkinson have an example of Learning Service funded by European Social Fund (ESF) that aims to create a learning culture in every workplace and for every worker to be a lifelong learner (2002, p.366). On other hand, In UAE we have Tanmia which is a national program to develop and train UAE nationals to increase employability.
Lifelong learning is a new concept to HR and it is more related to personal development rather then job or company learning.
The company we’ll investigate its committed to develop its people in order to achieve its aims and objectives.
Tawteen is a training and recruitment company for UAE Nationals (See Appendix 1). It has several departments like Customer Service, Sales Department, Operations and Training Department. Operations and Training Department is headed by one manager (Line Manager) who supervises a group of trainers’ or instructors’. Tawteen is conducting several courses e.g. Networking courses, Computer Graphics courses and Marketing Executive Management courses.
Initially we have to know that the company is interested in hiring fresh college graduates’ or people who have intermediate background in IT as trainers. So, they are considered a very important asset in Tawteen because they increase the company market value by the quality of training they provide to students. We’ll focus on the Training and Development Policy assigned by HR to Training Department.
The HR Department has training plan with clear aims and objectives which are understood by all employees. By examining the Training strategy we observe that trainers’ development and training is in line with the courses they are teaching. In other words computer graphic instructors don’t have Executive courses in their training plan.
When a new trainer is employed, the manager explains to him the corporate culture of the company. Then in the conference room the trainer is shown a video recording of a real classroom going while a senior trainer is delivering the training. This video recording shows how the trainer should deal with different kinds of students? How to keep eye contact with them? How to answer questions in a professional manner? Even it gives an idea on how to handle situations where trainer doesn’t know the answer. At the end of this session the new trainer will have a clear idea about Tawteen training style and standards. Harrison (1992:283) calls this type of training Socialisation Initiative, a mechanism for introducing new employees and for ensuring that they learn about the job/tasks they are to undertake, as well as about the organization and department of which they are a part.
At this stage he’ll be given a career plan. It is a time table shows the deadline for the new trainer to get certified on the courses that he will deliver in his field (See Appendix 2). For instance, if the computer graphics track has five courses that require an exam for each course then he’ll be given three months period between exams. Failing to stick to the deadline will delay incentives supposed to be given otherwise. Obviously having certified trainers will add value to the company workforce capital and market value respectively as we said.
After that the new trainer is given a period (not more than one month) to prepare and deliver courses. During that period he’ll live the training atmosphere by attending live classes with other senior instructors as a student, but of course without participating or interfering in classroom discussions. The main idea is to observe how the trainer behave and manage the class?
The time comes when this new trainer has to deliver courses and get used the world of Tawteen training.
Another approach to deliver the training beside the video show is the something called TTT or Train The Trainer. Where a comprehensive training is held with a senior trainer that includes hand on labs, troubleshoot problems may occur in classroom due to students use of computers and real practise scenario.
Also the company have an E-Learning website www.ilearn.ae that lists all courses that is delivered in all tracks. In fact this web site is for all employees’ to train any time and any where. “The main advantages are that training can be accessed at times and locations to suit learners, who can work at their own pace, and that the training is consistent and methodical, and does not rely on variations between trainers” (Marchington & Wilkinson 2002, p.407).
On site training takes place in the strategy where trainers are sent to other partner companies to get trained on advanced courses that can’t be provided internally. Sometimes training will occur overseas. On site or overseas training is an impact of technology changing so frequently especially in IT filed so that trainers should be updated and get knowledge experience.
Furthermore any tool and material needed for the training is provided and available to use and that includes books, computer labs, workshops and multimedia devices.
This step is crucial because evaluation doesn’t happen immediately after the training phase but it occurs in long term period when the trainer put into practice what he learned. How this happens? After each course customers (students) are given evaluation form to assess the facilities, customer service, the course itself and the trainer also. Training (Line) manager checks the evaluation forms and students notes also about the trainer. This level of evaluating is called ultimate evaluation “which attempts to assess the impact of training on departmental or organisational performance, and on the individuals total job” (Marchington & Wilkinson 2002, p.413).
Evaluation process is a part of any discussion in salary adjustment.
Saif is one of the trainers’ who went through all training stages. He believes that this policy was effective and added more value to his career. “In the beginning, following the career plan set by management was little bit hard, but this was my job responsibility that I should accomplish. As a result I am now Microsoft Certified Trainer (MCT) and Microsoft Certified System Engineer (MCSE) and that’s something I couldn’t imagine I’ll do in this short period” says Saif. He still has more tasks to be done in his career plan.
From the HR Department, Lila states the company is spending a lot of effort and payroll budget on training. What happens in a situation where an employee finds a job in another company? “All employee contract states that they can’t work with any other competitor (in training industry) for at least two years inside UAE. Moreover, all expenses on training will be deducted from his end of service money”. She adds that Payment (salary and wages) system is depending on performance evaluation submitted from his direct manager. So employee should show their unique capabilities if the expect to gain the income they think they deserve. In case of trainers, they should adhere the career plan and customers’ feedback should be excellent.
In my opinion Tawteen HR Department is doing great efforts in Planning, accomplishing and evaluating training and developing policy. HR is commitment to support development of its people and encourage them to learn.
We’ve know that many companies especially in our region gives no training at all for their employees, even in the most basic instruction about how to do their jobs. Needless to say, how to develop their skills? Or improve their contribution to the company success? In Tawteen we have so many positive indicators that contradict the surrounding business environment.
TTT is significant training techniques, but it must be used carefully because any error in transferring knowledge could cost the company. It should be directed carefully and documented with specific learning outcomes. TTT (classroom learning) is complemented with E-learning. Sanders (2000b) states that a mix of learning methods works best and classroom learning that have the human interaction feature is now offered alongside computer-based learning.
We observed some red flags on the policy. First we saw that trainers are trained only on courses that they deliver. So in case any employee, not only trainers, wants to develop him/her self or do lifelong learning then that’s not possible. In my opinion personal development is integrated with organizational or job/occupational development. Tawteen should provide its trainers’ access to any workshop or training course that they want, encourage them to learn at much as they can and “assign job responsibilities and work assignments that are developmental – adjusting to match the skills, interests and abilities of the individuals involved” (Bown 2000, p123).
Harrison (2000, ix) states that ‘People hold the key to more productive and efficient organization. The way in which people are managed and developed at work has major effects upon quality, customer service, organizational flexibility and costs’.
By providing a framework for training and developing employees, Tawteen as a training and recruitment is contributing in the Emiratisation strategy by training UAE Nationals and maintaining the quality of training.
Bown B. 2000, Recognizing and Rewarding Employees, McGraw-Hill, New York.
Harrison R. 1992, Employee Development, IPD, London.
Laila Murad, HR Officer in Tawteen, Dubai, 2005
Marchington M. & Wilkinson A. 2003, 2nd Edition, People Management and Development. , Chartered Institute of Personal and Development (CIPD House), London.
Pfeffer J, 1998, The Human Equation: Building Profits by Putting People First, Harvard Business School, Boston.
Rana E. 2000, ‘IIP revamp aims to cut back on bureaucracy’, People Management, 13th April 2000, P14.
Saif Sultan, System trainer in Tawteen, Dubai, 2005
Sanders D. 2000, ‘The Pros and Cons of Computer based learning’, Employee Development Bulletin 123, March 2000, P6-8.
Towers B. 1996, 2nd Edition, The Handbook of Human Resource Management, Blackwell Business, Oxford.