TRAINING AND DEVELOPING POLICY
PRACTICE OF
TAWTEEN
Submitted by: Khalifa Mohammed
ID: 2929843
Lecturer: Prof. Stephanie Jones
Subject: Human Resource Management
Contents:
Abstract 3
Outside UAE 4
Policy Analysis 5
Overview 5
Planning Process 6
Training Process 7
Evaluating Process 8
Interviews 9
Conclusion 10
References 12
Appendixes 13
Appendix 1 13
Appendix 2 14
Abstract
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.
Outside UAE:
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 £16 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.
PRACTICE OF
TAWTEEN
Submitted by: Khalifa Mohammed
ID: 2929843
Lecturer: Prof. Stephanie Jones
Subject: Human Resource Management
Contents:
Abstract 3
Outside UAE 4
Policy Analysis 5
Overview 5
Planning Process 6
Training Process 7
Evaluating Process 8
Interviews 9
Conclusion 10
References 12
Appendixes 13
Appendix 1 13
Appendix 2 14
Abstract
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.
Outside UAE:
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 £16 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.
