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What is employee development?

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Commercial and industrial organisations operate in a dynamic business environment. Market, technological, personnel and other changes have far-reaching effects on companies and unless they are prepared and able to move with the times their competitiveness is battered and their opportunities for growth reduced. People hold the key to more productive and efficient organisations. The way in which people are managed and developed at work has major effects upon quality, customer service, organisational flexibility and costs. Personnel and development practitioners can play a major role creating the framework for this to happen, but ultimately they are dependent upon line managers and other employees for its delivery. It is important that personnel and development specialists gain the commitment of others and pursue professional and ethical practices that will bring about competitive success. Moreover, technological and social changes have forced employees to pay particular attention to their manpower policies and practices. The rapid evolution of personnel management as a major business function is itself a direct result of the growing managerial concern for the more effective use and development of human resources. ...read more.


Incorporates measure of labour productivity and of real profits per employee. Strategic performance: this measure has to do with taking a longer-term perspective, with growth of a share in existing businesses and with the future positioning of the business. Organisational effectiveness: It is related to the quality of products and employees, levels of employee morale, the quality of life in the workplace, and the organisations fulfillment of its external social responsibilities. Values of the main stakeholders. If top management and other powerful internal and external stakeholders are unaware or unconvinced of the role that employee development is important in adding value, then they will not agree to an investment in it, regardless of the performance measures by favour. As Kenney J et al, (1979) stated "training is defined as helping an individual to learn how to carry out satisfactorily the work required of him in the present job." There are two kinds of training. Unsystematic Training. The training boards have done much to extend the use of successful training practices, but many companies still provide minimum training requirements, with the following features: * It is not an important part of the company's operations, it has a low priority and employees are largely responsible for their own training. ...read more.


Having identified what training requires, the programme specifies the skills and knowledge required, the time table of the training sessions who will be responsible and where the training will take place. The third step has to do with how the training is implemented. Following the planning of the training programme, the training is then carried out with adjustments being made where necessary to suit the learning rates of individuals. Finally, the programme is reviewed at intervals and on completion by the training officer. In this stage experience is used to improve the efficiency of training in the company. Benefits of training: * Training helps employees to learn their jobs quickly and effectively. I t also helps to minimize the costs incurred by employees while learning their jobs. * Existing employees can be helped by training to improve their work performance and to keep up to date in their specialist fields. * Training increases staff versatility by widening their range of expertise to include related jobs. Summarizing all the above, we can see that training is as important as employee development for the best operation and performance of the organisation. ...read more.

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