Training and development
- 1. PUNE INSTITUTE OF BUSINESS MANAGEMENT ASSIGNMENT- HRM “TRAINING AND DEVELOPMENT AND METHODS OF TRAINING USED IN IBM” SUBMITTED BY:- AKSHAT CHAUHAN
- 2. 1. Describe what do you mean by training and development. Ans. Training and development encompasses many educational activities that can improve the job performance of an individual or group within an organization. These functions typically involve advancing a worker’s knowledge and skill sets, as well as instilling greater motivation to enhance job performance. Training employees is about teaching them how to perform a specific task or procedure. It’s usually focused on short-term gains enabling employees to become better at their current job. Development, on the other hand, is about growth and acquiring skills that will be beneficial in the long term. Training programs can be created independently or with a learning administration system, with the goal of employee long-term development. Common training practices include orientations, classroom lectures, case studies, role playing, simulations and computer-based training. REASONS WHY TRAINING AND DEVELOPMENT BENEFITS ORGANIZATION- ∞ More productivity. When employees stay updated with new procedures and technologies, they can increase output per employee work hour. ∞ Train future leaders. Organizations must have a solid pipeline of well-trained and innovative potential leaders to grow and adapt over time. ∞ Greater job satisfaction and retention. Well-trained employees gain confidence in their abilities, which can lead to greater job satisfaction, a reduction in absenteeism and overall employee retention. ∞ Attract the best employees. Top recruits are attracted to firms where there is an identifiable career path based on consistent training and development. ∞ Increased consistency. Well-organized training ensures tasks are performed uniformly resulting in tight quality control that end users can trust. ∞ Greater safety. Continuous training and development can ensure employees have the needed skills to perform a task safely, with fewer errors.
- 3. ∞ Ability to cross-train. Providing consistent training creates a knowledgeable team overall where employees can take over for one another as needed. ∞ Added innovation. Consistently trained employees can participate in developing new strategies and products contributing to the company’s bottom line and continued success. CURRENT TRENDS IN TRAINING AND DEVELOPMENT- ∞ On-the-go mobile training. With the advancements in mobile technology companies are depending more on mobile workforces, so training is migrating to mobile devices where apps provide just-in-time information and recommendations to workers especially in the field across industries. ∞ AI for employee development. These systems understand language patterns and inputs including text, pictures. Because of these capabilities, AI-based software can customize how training content is delivered to a learner based on their learning style. AI can suggest content based on a learner’s past performance and predict what information is most important for them to learn next. ∞ Remote flexible learning models. While distance learning has been around for a long time the recent COVID-19 pandemic has underscored the need for companies to have resilient, flexible mobile workforce management. Organizations are seeing that remote workforces need to be productive, engaged and continually learning in times of crisis. ∞ Agile learning. Agile Learning or agile instructional design, refers to any approach to training development that focuses on speed, flexibility, and collaboration. Agile is a term usually associated with software development. But as the speed of business increases, other business functions have adopted agile techniques to help them updated quickly with market changes. CHALLENGES TO BUILDING A SKILLED WORKFORCE- ∞ Dealing With Change. Organizational change is more common than ever. Dealing with changes due to mergers, acquisitions, technology, budgets, and staffing is the top challenge cited by Learning and Development professionals.
- 4. ∞ Skills availability and quality are in jeopardy. The half-life of skills continues to shrink, while the time it takes to close a skills gap has ballooned forcing organizations to find ways to stay ahead of skills relevancy. ∞ Intelligent automation is an economic game changer. Millions of workers will likely require retraining and learning new skills and most companies and countries are ill-prepared for the task. ∞ Organizational cultures are shifting. The digital era has introduced the need for a new business model, new ways of working and a flexible culture that fosters the development of critical new skills. ∞ Delivering Consistent Training. When a company is global or geographically dispersed, it increases the difficulty of providing consistent training. The most common challenges include geographic limitations, increased costs, language barriers, translation issues, and virtual training needs.
- 5. 2. Describe and explain about the training methods used in the company for training their employees.(IBM-International Business Machines) Ans. TRAINING METHODS USED IN IBM(INTERNATIONAL BUSINESS MACHINES) ARE- ALIGNING SKILLS PROGRAM WITH BUSINESS NEEDS ∞ Quantify the potential impact of solution. IBM not just concentrate on the technology and features. It use learning technologies to deliver average improvements of: o 19% in staff satisfaction/engagement o 14% in increased productivity o 17% in customer satisfaction o 22% in reduction in delivery time ∞ Align your learning strategy with the business. Proactive in understanding and supporting both tactical and strategic organizational goals. IBM is driven more by business priorities than others and involve business leaders directly. They: o Analyse the business problem before recommending a solution. o Work with senior managers to identify specific business metrics to be improved. o Recognize that learning is aligned with the overall business plan. o Demonstrate value back to the business by revisiting objectives with senior managers and reporting on the goals/results. ∞ Leverage the experience and results of others IBM invest in the process of benchmarking to help avoid re-inventing the wheel to continually improve performance. External comparisons also help to justify the business case. ∞ Positioning for success Timing is everything. Understand learner behaviour upfront to accelerate change. Link to other initiatives in the organizations to make it relevant do not teach people to shovel snow in the summer. To meet the challenges, leaders must look within their organizations to improve employee engagement, unlock lost productivity and develop the skills of their existing base. They must also evaluate the best methods to build skills and create an environment where intellectual capital is easily shared and diffused through the organization and they must measure the real value of skills to the organization to justify the costs and meet “spend to save” criteria.
- 6. BEST PRACTICES FROM LEADING ORGANIZATIONS IBM adopt the following best practices to create a culture that fosters continuous learning practices which lead to better and faster business results: ∞ Fully training the team. The most important factor in reducing the effect of knowledge leak is fully training everyone. ∞ Provide ongoing training/access to reference resources. The obvious method to reduce leakage is to provide “refresher training” continuously. ∞ Document processes. Documented processes or routines can mitigate the absence of individual skill. ∞ Train consistently. Training new hires, promotions and transfers, regardless of their “source,” is important to ensure consistent application of policy and ultimate system success. ∞ Train efficiently. The acclimation of new users is exacerbated when positions turn over quickly, as in the case of medical canters where residents temporarily work as part of their clinical rotations or IT organizations in urban areas where turnover is higher than in more rural locations. ∞ Train globally. Training on a global basis is a never-ending cycle. ∞ Train conveniently. Technology-based training, including informal or search learning, supports delivery as closely as possible to the time when the employees will use the new system or new procedure, ensuring the most value of the training and the most value of the system. ∞ Explain thoroughly. Users may not always have access to mentors and may need access to reference material, search tools or expanded training to address areas of need whenever problems arise.
- 7. NEED TO MEASURE ROI ∞ Test before and after IBM conducted a test to measure knowledge and job satisfaction before the training event, then test afterwards to compare the results. ∞ Examine service logs Measure the impact to customer service, tech support and compliance before and after. Determine a value in units. ∞ Measure sales performance IBM is providing sales training, measure the change in sales for trained employees. In addition, measure the amount of time spent looking for information by administering a questionnaire before and after the training event. ∞ Examine time to completion IBM quantify the value of the difference between the completion rate for trained employees versus untrained employees. Salaries are one measurement; opportunity is another ∞ Examine costs Training reduces waste of valuable assets. For example, employees who are trained to use a shared cloud hosting service for data will dramatically decrease the amount of storage needed overall in the organization. The benefits you attain – and the training costs to achieve them should be measured over a 12-month period to provide a realistic value of improvement. ENGAGE AN EXPERT An IBM Global Training Provider help drive not only the dynamic plan around learning requirements but can also help measure consumption and performance of the resulting skills against business, making it easier to build long term always learning models that will drive significant success to business. IBM(International Business Machines) evaluate the best methods to build skills and create an environment where intellectual capital is easily shared and diffused through the organization and they must measure the real value of skills to the organization to justify the costs and meet “spend to save” criteria.