Training Methods

 

Introduction

 

Training is methodical, pre designed and planned instruction activities to promote learning. This approach can be summarized in the phrase ‘learner-based training’. That is various feedback an organization can accept to promote learning. As Reynolds(2004) explained training has a complementary role to play in accelerating learning: ‘it should be reserved for situations that justify a more directed, expert -led approach rather than viewing it as a comprehensive and all -pervasive people development solution.’ He further explained that the conventional training model has a tendency to ‘emphasize subject-specific knowledge, rather than trying to build core learning abilities’( Armstrong,2014 ).

‘Training involves the application of formal processes to impart knowledge and help people to acquire the skills necessary for them to perform their jobs satisfactorily’ ( Armstrong , 2010).  Armstrong further explain in his book Learning should be distinguished from training. ‘Learning is the process by which a person constructs new knowledge, skills and capabilities, whereas training is one of several responses an organization can undertake to promote learning’ (Reynolds et al, 2002) (Armstrong, 2010).

Learning and Development programmes should be designed and introduced to an organization that increase knowledge, skills and positive attitudes of employees to achieve expected performance standards to meet the organization strategic plans and outside of the organization as well (Armstrong , 2008 ).

As explain by the Carter ( 2002) in Resourcing Training and Development functions most of the Organizations outsource their training programmes from HR service organizations or any other training activities.  Most of the outsource training approaches designed to classroom-based training ( Carter et al.,2002 ). 

 

 

Training methods

According to  Armstrong ( 2014 ) there are four key training methods.

1)    Transferring Training

2)    Systematic Training

3)    Just in time Training

4)    Bite Sized Training

Transferring Training

According to the Armstrong(2014) transferring training method that there is a fundamental problem. The problem of transferring training raised by the Raynolds (2004:47) as  ‘Some types of intervention [can] disrupt self-directed learning by paying insufficient attention to the needs of the learner in the work context. Methods that rely heavily on the transfer of external expertise or content to employees. carry the highest risk in this regard, since their design is often removed from the context in which work is created. As a result, it is impossible to meet learning needs adequately’ ( Armstrong, 2014).

This fundamental problem affects similarly both externally and internally, it can be difficult for employees to apply what has been taught in their departments due to the entirely different circumstances. In order to avoid this situation ‘it is necessary to make the training as relevant and realistic as possible, anticipating and dealing with any potential transfer difficulties. Transfer is also more likely if systematic training and ‘just-in-time training’ approaches are used’ ( Armstrong ,2014).

Systematic training

This is second training method. Training should be systematic which is specifically design to aligned with the organizational goals, planned to a segment and implemented to meet defined Organizational targets. It is delivered by the employees who know how to train and impact of training is delicately evaluated. The concept was originally introduced for the industrial training boards in the 1960s and, as demonstrated in Figure 1,  Armstrong (2014 ) further explain That it is involve with four stage model  as stated below (Arsmstrong,2014).

1.     Identify training needs.

2.     Decide what sort of training is required to meet organization’s expectation.

3.     Use experienced and well-trained trainers to train the employees.

4.     Follow up and delicately evaluative the training to ensure that is effective.

Figure 1

Source  : Armstrong , 2014 

Just-in-time training

This is third training method which we are going to discuss. This training method that is directly linked to the important and relevant needs of employees in organization with existing or pending work activities. The training will be based on identification of priorities, latest requirements and agenda of the participants in the subjected organization who will be briefed on the current status in which their learning has to be applied. The training programme will pay attention of any knowledge transfer issues, and focus to ensure that what has been trained is applicable to the latest work conditions (Armstrong,2014)

Bite-sized training

This is fourth training method as list above by Armstrong), According to Armstrong(2014) Bite-sized training involve with requirement of opportunities in employees to obtain particular knowledge or skill in a short period of time through a training session aiming on one activity such as using particular system or software giving feedback and/or conducting an analysis on a product or service of the organization.’ It is often carried out through e-learning’  ( Armstrong,2014 ).

I’m working for one of the leading Apparel Manufacturing organization, organization HRD team using online ( E- learning ) forum call KMS to train front end employees on systems and software which organization using for the operation.

 

 

List of References

·       Armstrong, M  2008 , Strategic Human Resource Management,  4^th edn, Kogan page.

·       Armstrong, M  & Taylor,S 2014 , Armstrong’s Handbook of Human Resource Management Practice,  13th edn, Kogan page.

·       Armstrong , M  2010 , Armstrong’s Essential Human Resource Management Practice, Kogan page.

·       Carter, A, Hirsh, W and Aston, J 2002, Resourcing the Training and Development Function, Report No 390, Brighton, Institute for Employment Studies

·       Reynolds,J,Caley,L & Mason,R 2002, How Do People Learn ? Charted Institute of Personnel and Development, London

·       Reynolds, J 2004, Helping People Learn, London, CIPD