What is Training and Development?
Training is an activity that helps the employee to better perform in their roles by teaching them new skills and refining their thought processes. Training and development may consist of learnerships, skills courses, on-the-job training, mentorship and coaching.
The development of management and employees is a more long-term activity that broadens the mindset of an employee, equipping them with additional information and a new perspective on a topic or discipline, helping them to be more strategic in their execution. Development expands knowledge and pushes people beyond their present mindset and broadens their way of thinking.
Good people want to advance. Good people naturally want to improve themselves and want to keep learning. They want to continuously develop their knowledge and skills and become more valuable to their organization. Such people appreciate it when their employer supports them in this.
Managers should take a real personal interest in developing their direct reports. When organizations invest considerable effort in the development of their employees, this supports their desire to advance, which is often appreciated and builds loyalty within the organization.
Implementing a new strategy often requires a different way of thinking, a creative, resourceful mindset, which can be taught through mentorship and by training employees.
Training and developing employees supports cultural change and plays an important role when a new strategy requires cultural changes to the organisation. Training courses must be held to educate employees about the new organizational culture, such as practices, codes of conduct, and values.
Training and development helps retain talent. Young managers and professionals often place great value on formal development such as training, mentoring and coaching.
During the development of a strategy it is crucial to assess whether the organization has the people with right skills and competencies to achieve the strategy. To be successful, and implement the strategy, an organization must link its educational efforts to its strategic requirements.
Many top achievers donâ€™t receive the career development support they want. While they generally receive on the job development opportunities such as high visibility positions and considerable increases in responsibility, they donâ€™t get the formal development they desire and value highly.