| It is a sad fact that not a lot of companies | | | | people should be able to design the necessary |
| conduct necessary training programs for their | | | | training programs that employees will need for |
| employees. And for those few companies that | | | | career development. They should also be able to |
| actually do, their training productivity needs to be | | | | provide venues for employees to hone their |
| improved. | | | | existing skills and develop new ones that will help |
| Usually, companies conduct some training sessions | | | | them qualify for higher positions in the |
| for their new employees to familiarize the latter | | | | organization. Several studies show that employees |
| with their corporate procedures, policies and | | | | become more motivated when they see a lot of |
| culture. This may be done by an older employee | | | | training and development opportunities within the |
| who shows a new employee around an office or | | | | workplace. In the same way, high employee |
| workplace. Some companies, particularly in highly | | | | satisfaction shows a direct correlation with |
| competitive industries, conduct employee | | | | productivity. |
| orientation that may take weeks and even | | | | Training needs of organizations are not constant. |
| months. Within the duration of this training, the | | | | They will vary because of the difference in size, |
| trainee is taught the company's products, | | | | goals and nature of these companies. A number |
| processes and competition. Generally, these | | | | of factors would have to be considered in |
| companies believe that these sessions will | | | | assessing the training needs of an organization. |
| eventually lead to an impressive performance | | | | Some of these may include the pace of |
| from the employees. It is therefore, unfortunate | | | | technological and organizational change, the |
| that this viewpoint is not shared by several other | | | | increasing number of related jobs in similar fields, |
| companies. According to a report by the | | | | complexity of the working environment and the |
| American Society for Training and Development, | | | | need to acquire new skills. |
| budget for training per employee did not reach | | | | HR personnel who are tasked as training |
| $1,500 as of 1996. This reflects the fact that | | | | managers should be able to prepare training |
| several companies are hesitant to spend even | | | | sessions that are conducted either onsite or in |
| one centavo in training since the results that they | | | | training classrooms. They should also prepare all |
| initially got from these did not work to their | | | | the materials needed to help achieve training |
| advantage. This is especially true for companies | | | | objectives. These training specialists should |
| that are experiencing high turnover rates. This is | | | | likewise be able to respond to skills development |
| where training metrics come in. With the | | | | requests from both corporate officials and skilled |
| identification of the essential training metrics, | | | | workers. They should also regularly consult with |
| companies would be able to ensure that the | | | | onsite supervisors in order to identify areas |
| training programs they implemented will lead to | | | | where employees could improve through skills |
| significant return on investment (ROI) on their | | | | learning and development. Thorough planning and |
| part. | | | | careful implementation of career development |
| The employment and designation of effective | | | | programs will surely reflect high training |
| Human Resource personnel is a crucial contributor | | | | productivity. |
| to making training programs productive. These | | | | |