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Training Management

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Introduction

Terms of Reference This report has been produced as evidence for Training Management - as part of a Vocational Advance Diploma in Management Studies. Introduction This report has been written in order to show how successfully the organisation is in running its training department in order to meet its business objectives. The report has been divided into four parts to ensure a comprehensive coverage of the organization has been researched and also to give the report a main structure of the training departments. Part 1: what is training? Part 2: Why adopt training and development? Part 3: different types of training and its benefits. Part 4 conclusions This unit provides an insight into how businesses recruit and manage their training programs. It shows that if businesses are to achieve their objectives, they must plan their training function so that they have the right employees with the appropriate qualifications and training to meet the needs of the business. Successful training management requires that a business takes account of changes in the labour market and employment legislation to keep its employees motivated, to monitor their performance and to help them continuously develop through additional training. ...read more.

Middle

Training to promote learning of specific facts and content, which enable improvements in job performance, such as technical skills training. Education. The act or process of acquiring knowledge, skills and understanding, usually in school, college or university. Vocational education. Somewhere between educational training and traditional training (e.g. apprentice training). Management training. Activities designed to improve managerial competence. Organisational development. Activities designed to change the way in which individuals operate within an organisation (e.g. to help them to work better with the changing culture of the organisation, perhaps through teamwork development). Induction training An induction programme was introduced to the business many years ago when it realised that around 15% of employees who had just began working there decided to leave after the first few weeks because they felt that the job wasn't for them. This induction programme enables the organisation to introduce new employees to the business and take an insight into the many establishments and procedures it has produced over the years. The induction programme is supposed to make the new employee feel more aware of the different functions of the business as a whole instead of the specific job he/she has to take on in the future. ...read more.

Conclusion

The coach and the individual being coached will need to identify development opportunities they can work on together - ways of tackling jobs, ways of improving performance etc. The coach will provide continuous feedback on performance and how this is progressing Apprenticeships One of the great strengths of the British industrial system was the existence of a range of apprenticeship schemes, many of which no longer exist. With the apprenticeship scheme, the apprenticeship learnt by working for a more skilled craftsperson. They learnt on the job by learning from their 'master' or 'master craftsperson'. The apprentices have to work for a number of years to master the trades. Conclusion Work to these three ends lies at the core of the training function - whether that is carried out by one person or a thousand, in one department or many. That it must be carried out by someone is beyond dispute. Wherever you look - in sports, the arts or at work - you can see the difference that training makes. The innate abilities of each member of the team, fostered and developed by effective coaching and focused on the achievement of a common goal, provide real competitive advantage. ?? ?? ?? ?? Training Management Adv diploma HRTM 1 ...read more.

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