Introduction
The field of Human Resource Management covers numerous aspects related with the proper management and enhancement of competent human resource of any organization. These aspects include matters such as recruitment and selection, performance appraisal, stress management, labor relations and so on. Likewise, the topic of employee training and development cannot be left out as well.
An organization cannot obtain optimum benefit from even its high performing employees if sufficient training and orientation is not provided to them. In regard to new recruitment and selection too, carefully selecting employees does not guarantee that they’ll perform effectively. Even high potential employees cannot do their job effectively if they don’t know what to do how to do it. Thus, in order to ensure a fine and competent performance from employees, it is must on every firm’s part to provide training and also career development opportunities to their employees.
Training is an educational process that conveys relevant and useful information that inform participants and develop skills and behaviors that can be transferred back to the workplace. The goal of training is to create an impact that lasts beyond the end time of the training itself and the focus is on creating specific action steps and commitments that focus people’s attention on incorporating their new skills and ideas back at work. Generally, in organizations training is offered as skill development means for individuals and groups. Similarly, the concept of employee development is closely related to employee training. Training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs (McNamara, 2008). Employee development means encouraging employees to acquire new or advanced skills, knowledge, and view points, by providing learning and training facilities, and avenues where such new ideas can be applied. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future (McNamara, 2008).
Training is job or task-oriented. It aims at enabling individuals to perform better on the jobs they are currently doing. Development on the other hand, is career oriented rather than job-oriented. It aims at preparing people for higher responsibilities in the future (Asare-Bediako, 2002). Organizations must therefore have the responsibility to develop and implement training and development systems and programmes that best help them to achieve their objectives.
Purpose of Training and Development
According to Quinn, Anderson and Finkelstein (1996), the goal of training is for employees to master the knowledge, skill, and behaviours emphasized in training programmes and to apply them to their day-to-day activities. They contend that recently it has been acknowledged that to gain competitive advantage, training has to involve more than just basic skills development. Reasons for emphasizing the growth and development of personnel include:
Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into newprograms.
Research has shown specific benefits that a small business receives from training and developing its workers, including:
Increased productivity. Reduced employee turnover.
Literature Review
An organization survives if it is performing well in the environment by being profitable but if it fails to do so the organization may not survive. And worse is the decay of both human and physical structures (Manguennandongo, 2002). The rationale of training is not only on the ordinary employees but as well as to their executives to develop skills required in the diversification and competitiveness by making the organization successful. The benefits fall entirely for the employees and for the private companies. The target of the program being implemented in the companies, increases the competency in the market, and improves the living condition of the employees (ADBG, 2008). Under the participation of the stakeholders, the guidelines and implementation of training in the employees can achieve positive results. The workforce development is focused on attracting, developing, and retaining the best of the people from the broadest business practices to meet the objectives or goals of the companies. Intentionally, training and development are provided for the employees with best of the career opportunities in different industry and encourages their individual growth and achievement (Kruger, 2008). According to Casse and Banahan (2007), the different approaches to training and development need to be explored. It has come to their attention by their own preferred model and through experience with large Organizations. The current traditional training continuously facing the challenges in the selection of the employees, in maintaining the uncertainty related to the purpose and in introducing new tactics for the environment of work and by recognizing this, they advising on all the problems, which reiterates the requirement for flexible approach. Usually the managers have the choice to select the best training and development programme for their staff but they always have to bear in mind that to increase their chances of achieve the target they must follow the five points highlighted by Miller and Desmarais (2007). According to Davenport (2006), mentioned in his recent studies that it’s easy to implement strategy with the internet supported software.
Technical training is the process of teaching employees how to more accurately and thoroughly perform the technical components of their jobs. Training can include technology applications, products, sales and service tactics, and more. Technical skills are job-specific as opposed to soft skills, which are transferable.
On-the-job training Methods
Under these methods new or inexperienced employees learn through observing peers or managers performing the job and trying to imitate their behavior. These methods do not cost much and are less disruptive as employees are always on the job, training is given on the same machines and experience would be on already approved standards, and above all the trainee is learning while earning. Some of the commonly used methods are: Coaching, Mentoring, Job Rotation, Job Instruction, Technology, Apprenticeship, Understudy.
Off-the-job Training Methods
Off-the-job training methods are conducted in separate from the job environment, study material is supplied, there is full concentration on learning rather than performing, and there is freedom of expression. Important methods include: Lectures and Conferences, Vestibule Training, Simulation Exercises, Sensitivity Training, Transactional Training. Technical or Technology Training
Depending on the type of job, technical training will be required. Technical training is a type of training meant to teach the new employee the technological aspects of the job. In a retail environment, technical training might include teaching someone how to use the computer system to ring up customers. In a sales position, it might include showing someone how to use the customer relationship management (CRM) system to find new prospects. In a consulting business, technical training might be used so the consultant knows how to use the system to input the number of hours that should be charged to a client. In a restaurant, the server needs to be trained on how to use the system to process orders. Let’s assume your company has decided to switch to the newest version of
Microsoft Office. This might require some technical training of the entire company to ensure everyone uses the technology effectively. Technical training is often performed in-house, but it can also be administrered externally.
Skills Training
Skills training, the third type of training , includes proficiencies needed to actually perform the job. For example, an administrative assistant might be trained in how to answer the phone, while a salesperson at Best Buy might be trained in assessment of customer needs and on how to offer the customer information to make a buying decision. Think of skills training as the things you actually need to know to perform your job. A cashier needs to know not only the technology to ring someone up but what to do if something is priced wrong. Most of the time, skills training is given in-house and can include the use of a mentor. An example of a type of skills training is from AT&T and Apple, who in summer 2011 asked their managers to accelerate retail employee training on the iPhone 5, which was released to market in the fall.
Training, Performance and Productivity
The quality of employees and their development through training are major factors in determining log-term profitability and optimum performance of organizations. To hire and keep quality employees, it is good policy to invest in the development of their skills, knowledge and abilities so that individual and ultimately organizational productivity can increase. Traditionally, training is given to new employees only. This is a mistake as ongoing training for existing employees helps them adjust rapidly to changing job requirements.
Impact of training and development
Nowadays the necessity for dedicated professionals has increased with the rising demands of business and the level of competency. It is significant to have professional knowledge on how to handle complicated situations. Career development schools make
certain that people take advantage in the training given to them. The advantages are based on the quality, standardization and methodology applied. It assists in building confidence, promotion of personal development and is a focus for quality staff. Superiority is a major concern in any business and career development. It is not limited to the products but the performance of the professionals as well. Lack of quality affects standard of performance, however career development takes the chance to develop on the defects and bring quality products.
The review has so far revealed the importance and purpose of training in an organization, and how it contributes to productivity. The essence of training needs has also been explained. How and why training needs should be assessed was not overlooked. The fundamental bases for which personnel may be chosen or selected for training, the kinds of training methods are identified. In summary, this study is designed descriptively to find out whether there exists any setback in the training and development schemes in Ghana Ports and Harbors and Authority, and thus offer recommendations as to how these setbacks may be reduced if not entirely eliminated.
Training is seen as a key instrument in the implementation of Human
Resource Management policies and practices, particularly those involving cultural change and the necessity of introducing new working practices. First of all the organization will need a training policy that specifies what training means to the organization, who qualifies for training, how training should be conducted and so on. The next step is to analyze the training needs of the organization in relation to the organization’s strategy and equate it with the needs of the individuals within it.
A variety of methods could be adopted to carry out a training needs analysis. Job analysis, interview with managers and supervisors and performance appraisal are few methods commonly used. Despite the available variety of methods, an organization has to be cautious when selecting training methods for its use. A careful use of training
methods can be a very cost-effective investment. Although one of the most important stages in the training process, evaluation and monitoring is often the most neglected or least adequately carried out part.
An effective training program is built by following a systematic, step-by step process. Training initiatives that stand alone (one-off events) often fail to meet organizational objectives and participant expectations. In today’s post we outline the five necessary steps to creating an effective program from assessing needs to evaluating and revising training.
1) Assess Training Needs: The first step in developing a training program is to identify and assess needs. Employee training needs may already be established in the organization’s strategic, human resources or individual development plans. If you’re building the training program from scratch (without predetermined objectives) you’ll need to conduct training needs assessments.
2) Set Organizational Training Objectives: The training needs assessments (organizational, task & individual) will identify any gaps in your current training initiatives and employee skill sets. These gaps should be analyzed and prioritized and turned into the organization’s training objectives. The ultimate goal is to bridge the gap between current and desired performance through the development of a training program. At the employee level, the training should match the areas of improvement discovered through 360 degree evaluations.
3) Create Training Action Plan: The next step is to create a comprehensive action plan that includes learning theories, instructional design, content, materials and any other training elements. Resources and training delivery methods should also be detailed. While developing the program, the level of training and participants’ learning styles need to also be considered. Many companies pilot their initiatives
and gather feedback to make adjustments before launching the program company-wide.
4) Implement Training Initiatives: The implementation phase is where the training program comes to life. Organizations need to decide whether training will be delivered in-house or externally coordinated. Program implementation includes the scheduling of training activities and organization of any related resources (facilities, equipment, etc.). The training program is then officially launched, promoted and conducted. During training, participant progress should be monitored to ensure that the program is effective.
5) Evaluate & Revise Training: As mentioned in the last segment, the training program should be continually monitored. At the end, the entire program should be evaluated to determine if it was successful and met training objectives. Feedback should be obtained from all stakeholders to determine program and instructor effectiveness and also knowledge or skill acquisition. Analyzing this feedback will allow the organization to identify any weaknesses in the program. At this point, the training program or action plan can be revised if objectives or expectations are not being met.
Objectives of the study
To know about NTC's Employees training policy. To know about type of training provided.
To know about the criteria for trainee selection To know about the basis of training provided
Methodology
The primary data is collected through interview which consists of approximately 10 open-ended questionnaires. Secondary data is obtained from articles, books and internet.
Introduction to the organization: Nepal Telecom
Operation of any form of telecommunication service in Nepal almost dates back to century. However, Nepal telecom was formally established as Nepal Telecommunication Corporation in B.S 2032 as a fully owned government corporation. After 29 long years of service in the telecommunications sector, Nepal Telecommunication Corporation was transformed into Nepal Doorsanchar Company Limited from Baisakh 1, 2061. Nepal Doorsanchar Company Limited is a company registered under the companies Act 2053. However the company is known to the general public by the brand name Nepal Telecom as registered trademark. With its head office located at Bhadrakali Kathmandu, Nepal Telecom has branches, exchanges and other offices in 184 locations within the country. Being the largest telecommunication service provider in the country, it has also been continuously ranked as the top most tax payer since the last few years.
The capital structure of the company is as follow Government of Nepal 91.05%
Employees 4.50%
General Public 3.97%
Nagarik Lagaani Kosh 0.48%
Total 100.00%
Investments in different sectors
Non current Investment 2068/69 2068/69
Government Security 3691275000 2879125000 Unamortized premium on government
security
77647065 47302720
Corporate securities 20000000 120000000
Balance with bank interm deposit 15627400000 17031153000 Investment in upper Tamakoshi
hydropower
540000000 635400000
Loan in Upper Tamakoshi 920621988 2502081556
Investment in Trishuli 3B Hydroproject 5000000 10000000
Total 22155095746 24987793818
Current Investment 2068/69 2068/69
Government Security 12500000 812150000
Corporate security 212318000 0
Total 224818000 812150000
The total current asset in 2068/69 is Rs.22155095746 and Rs.24987793818 in fiscal year 2069/70. The total noncurrent asset in 2068/69 is Rs.224818000 and Rs.8121150000 in fiscal year 2069/70.
Investment on training and development
Particulars 2068/69 2069/70
Major tasks of HRM department in NTC:
Strategic Human Resource Planning
HR Auditing and Needs Assessments
Workforce Planning
Change Management
Performance Management
Total Compensation, Benefits & Rewards
Industrial & employee Relation services
Through the research, the following findings about the NTC are made:
Policies regarding training and development
The HR training policy of NTC is elaborated and its workforce consists of nearly 500 employees dispersed around the whole country. The company physically has a plan to train around 60 percent of its employees every year i.e .approximately 3000 employees. For participating in any kind of training program, the employees themselves have to take the imitative by filling online form. the employees, then should have to be recommended for training by the head of the office, after which it goes to director for approval. After this, the recommendation is goes to concerned training center. Furthermore, NTC also has a policy of training for a particular employees maximum of two times in a year(i.e. the time duration between two training is minimum six months.) similarly, while selecting employees for training program, the selection is usually done in a lot of twenty members. These members usually selected from the different regional offices at a time. Hence, all the main objective of the training and development programming NTC is to ensure maximum participation of employee's for their own as well as the organization's objective.
Types of training
In NTC, training is basically categorized into two parts; technical training and administrative training. However, the main focus is given to technical training such as system training. For this purpose, NTC has its own training facility in the country. However, for advanced types of training, employees are also sent abroad or resource persons are brought from abroad. Mostly on the job training is provided but very few off the job training is also provided. For developing the employees physical fitness physical training is provided where they can go to gym. Other further training like leadership training, yoga training is provided for reducing stress and providing motivation. Those employees who are not involved in regular training (from 2-3 years) i.e. employees from administration department are provided refreshment training. This type of training is provided for refreshing the employees from monotonous work.
Impact of the training
Obliviously as in maximum cases, the training program does have a positive impact in the overall employees and organizational functional.
Impact on employees: The training programs provide a definite boost to employee's skills and working capacity. It also increases their adjustment skills when getting transferred from one department to another. For instance, if an employee is transferred from GSM system to ADSL, the training provided fills the requirement gap and hence helps in smooth transition. Similarly, it also increases interaction among employees which creates a comfortable working environment in the office which increases employee coordination.Further,additional findings are as follows:
Career competencies
Employee satisfaction
Employee retention
Impact on organization:The training program also has a positive overall impact on the functioning of the organization. It helps the organization to improve its relationship and network management through its employees.
Conclusion
In conclusion, we can say that NTC is one of the leading telecommunication service provider of our country. NTC has been training their employees since long time and they have used two types of training method i.e on-the-job and off-the-job for training their employees.
Through our research we came to know that among 5500 employees, 60% of the employee i.e. 3000 employees per year are selected for training and is normally focused on technical part rather than administrative part. Training like system training is given to employees by sending them abroad. For getting training facility, interested candidate need to register online and there should be recommendation from higher level executives whether the participants are fit for the registered training or not. Other employees who do not get regular training are provided refreshment training so that they can reduce stress and get motivated for completing their work.
NTC has been providing training to their employees so that they can cope up with the changing working procedures, get refreshed from monotonous work and improve their conceptual, technical and analytical skill. This is not only beneficial for employees as it
has positive impact on the organization as well. Training and development programs have helped NTC in keeping their employees up to date and thus have helped in increasing the productivity of those employees. Rather than expenditure, NTC is investing on training and development for effectiveness of their work.
