留學(xué)生雇主品牌的營銷戰(zhàn)略thesis

雇主品牌
 

任務(wù)書
 

這份報告突出了對雇主品牌的意識抬頭概念，它的好處是促進目前競爭激烈的勞動力市場發(fā)展。有效的雇主品牌和員工權(quán)益及對組織之間滿意度的沖突已經(jīng)在這個報告中有所研究，特別關(guān)注的是不道德和控制效果。

簡介
 

雇主品牌是員工對工作地方有關(guān)組織的感知。它被定義為激勵和保護員工的定位與組織的愿景和價值觀。從HR立體概念被歸入舊術(shù)語內(nèi)部的品牌，這是雇員的過程本質(zhì)上進行通信的組織的品牌價值。

雇主品牌
 

雇主品牌的概念是由商界人士西蒙?巴羅（現(xiàn)TMP國際公司的一部分）在20世紀(jì)90年代創(chuàng)建的，并且是共同作者的雇主品牌。 在過去，Barrow一直是在倫敦為首的廣告公司的消費品品牌經(jīng)理，但后來變成了一個招聘機構(gòu)的首席執(zhí)行長。他立即就面臨了在推動消費品和宣傳企業(yè)員工命題的優(yōu)勢挑戰(zhàn)之間的相似性襲擊。 
 

Employer branding

 

Terms of references  

 

This report highlights the rising awareness for the development of Employer Branding concept and its benefits for the organisations in present competitive labour market. The conflict between effective employer branding and employees' rights and satisfaction toward organization has been examined in this report with specific focus on the unethical and controlling effect.

 

Introduction:

 

Employer branding is the perception of employees' about an organization as a place to work. It's designed for motivating and securing employee's alignment with the vision and values of the organizations. From the HR perspective the concept was subsumed the older term INTERNAL BRANDING that was essentially the process of communicating an organization's brand value to its employee.

 

Employer branding

 

The concept of EMPLOYER BRANDING was created in the 1990s by Simon Barrow, who founded People in Business (now part of TMP Worldwide) and was the co-author of The Employer Brand. 1 In the past, Barrow had been a consumer goods brand manager and headed up an advertising agency in London, but later became the chief executive of a recruitment agency. He was immediately struck by the similarities between the challenges faced in promoting consumer goods and in publicising the strengths of an organisation's employee proposition. Both, he recognised, required a strong brand, and so the concept of employer branding was conceived. He defined employer branding as a set of attributes which make the employees feel more close to the company and take pride of being associated with the company they work for. Employer branding is in essence the mental setup of an employee where he or she receives mental satisfaction in the same manner as when he or she uses a product of a preferred brand.#p#分頁標(biāo)題#e#

 

Employer branding is therefore a set of attitudes, as well as an array of activities and features enabling the process of branding to be more effective. They could be psychological (behaviour of superiors), economic (compensation package, benefits) or functional (potential to grow, job assigned according to capability).

 

These definitions indicate that employer branding means promoting and building an identity and a clear view of what makes an organization different and desirable as an employer. It has similarities with product and corporate branding but the key difference is its' more employment specific.

 

Recruitment and employer branding

 

Developing an employer brand is a combination of adopting vision, values, and behaviours, and delivering a service that shows commitment to best practice and service excellence. It begins with the recruitment process that offers number of tools that can be used to create perceptions of an employing organization, these tools are:

 

Job advertisement and description

 

Interview process

 

Offer letters

 

Information pack for new recruiters

 

Employee handbooks

 

Induction and training.

 

The recruitment process is an important way to build a positive relationship between the organization and employee. Throughout the procedure, the organization can create a strong and positive view about them; even it can be extended to unsuccessful candidates as well.

 

When employees have accepted the sincerity and accuracy of the employer brand, they will carry it forward, actively promoting the brand to colleagues and customers. However, employer branding which is basically untruthful will not work and is likely to be counter-productive.

 

Benefits of Employer Branding

 

Long-term impact: Successful employer brand can have a positive impact on recruiting for a considerable amount of time while considering any Major PR issues.

 

Increased volume of spontaneous candidates: The number of applicants tends to increase each year as the employer branding gets stronger. Cases of a 500% increase of applications have also been observed.

 

Increase in quality of the applicants: The quality of candidates will also improve dramatically; individuals who never would have considered in the past will start applying.

 

Higher offer-acceptance rates: The rate of acceptance increase proportionately with the increase of image and goodwill of the company.

 

Higher Employee Motivation: Employees can be easily motivated, or will stay motivated longer in the company because of the perceived pride in working for the company, and better management practices (generally) that is tied-in with the company's brand image, thus making it a company people work for because they chose.#p#分頁標(biāo)題#e#

 

A stronger corporate culture: Employment branding can help strengthen firm's corporate culture because of the inertia it gains from the very essence of employer branding; making a company desirable to work for.

 

Diminished negative publicity and image: Effective branding can pinpoint problems by dealing with negative comments and preparing effective counter measurers.

 

Increased manager satisfaction: As a direct result of increased interest from more able and proficient applicants, the managers will have more time for managerial functions as the demand to devote more time to recruitment process will decrease with the quality of the applicant group.

 

Healthy competition: Employer branding is similar to product branding. Hence to keep a company desirable, it has to update its UPS and keep up with its promise of delivery. This increases healthy competition and also makes the companies better by the minute.

 

Increased shareholder value: The ripple effect of the company's goodwill via employer branding can also positively impact a firm's stock price.

 

Support for the product brand: If a company has a brilliant brand image, it is more likely that its product will reap the benefits of it and be branded automatically. This helps especially when the company launches a new product.

 

The brand essence should summarize what the brand stands for, becoming the nucleus for product development, all communications and even HR initiatives for employees. Its definition should also be consistent with the corporate vision/mission and values.

 

For example, Volvo is a good example of a brand description is Volvo - “Style, driving pleasure and superior ownership experience while celebrating human values and respecting the environment.” Volvo's values and associations reflecting this brand identity are what are considered to be typically Scandinavian - e.g. “nature, security and health, human values, elegant simplicity, creative engineering

 

and the spirit of stylish/innovative functionality”.

 

For Volvo, this description not only mirrors the psycho-graphic profile of the ideal customer for their cars, but also summarizes what Volvo as a company means to all its workers -- its employer brand. These are intrinsic values that Volvo workers can relate to, what they believe in and why they feel comfortable making a commitment to their jobs. One can easily visualize the types of HR programs that would inspire a sense of pride and re-enforce these intangibles - e.g. nature, health, security and other meaningful human values.

 

‘Living the brand'

 

LIVING THE BRAND is identifying with an organizations brand value to such an extent that employees' behaviours fit exactly to the image that the business is trying to portray to its customers (Alan Price 2007). The alignment between employees' behaviour and value of organization's brand image is very important. It is suggested that organisations need to ensure that there is no gap between what the organisation is saying in the outside world and what people believe inside the business. The employees should be perceived as Brand ambassador and brand marketing would only be successful if they LIVE THE BRAND.#p#分頁標(biāo)題#e#

 

From this perspective:

 

Organizations have encouraged employees to “buy in” to the business vision and values.

 

They have to ensure that everyone in the organization clearly understand the purpose of the common set of values.

 

According to Ind (2004), the themes discussed are likely to be of interest to HR and marketing practitioners as well as those involved in internal communications within organisations. Employees themselves are expected to internalise features and aspects of the organisation's brand to ensure that they become brand champions, thus helping to represent to organisation's brand to the outside customers. Such an approach immediately raises some interesting problems relating to equality and diversity as it expects each employee to share a particular set of values and act in accordance with these values.

 

The employee branding approach being recommended by Ind raises a number of challenges for those interested in an equality and diversity agenda. An organisation that aims to ensure that employees are living the brand will specifically aim to attract and recruit employees who already share the values of the corporate brand. Furthermore, those already employed within the organisation will be encouraged to internalise the values of the organisation. Clearly, there are problems for encouraging diversity here, with one of the principles of diversity management being an acceptance and recognition that people are different and individual differences (especially of values) should be welcomed. Inherently, a living the brand focus is likely to go against such a principle. Ind makes the point that encouraging employee identification and commitment to the organisation's brand values might deny an expression of individuality. However, Ind suggests that internal branding combined with allowing employees to be empowered will enable freedom with order.

 

Denial of individuality (dress code policy)

 

When it comes to "professional image", many employers are realising that Standards of dress and personal presentation are essential thus having a policy on dress code can be important.

 

Where the employees meet customers, they act as the shop window for the company and the benefits of presentable appearance are obvious. However, even where the employee's work is internal, there are less tangible benefits such as:

 

Creating a team atmosphere,

 

Engendering standards of professionalism, and

 

Creating a corporate image.

 

As employers are realising this, they are paying more attention to the appearance of their employees and the image and perception of the business - dress, grooming and personal hygiene are all part and parcel of this.#p#分頁標(biāo)題#e#

 

However, the issue of work place dress codes can be highly controversial. It is vital that employers are aware of the discrimination issues that dress codes can create.

 

Issues with work place dress codes

 

In organisations with uniforms, the issues can be more wide ranging. For instance, at the Greater Manchester Police Force, bureaucracy and unwillingness to accept change has hampered the introduction of hijabs for Muslim women.

 

At Inchcape Fleet Solutions - where all 140 non-senior staffs are provided with polo shirts or blouses branded with the company logo - the style of the uniform does not suit all staff and most "do not like wearing it". This would affect their moods at work and consequently affect their performance.

 

Complaints of discrimination

 

Furthermore, a complaint was raised informally by the staff forum of child trust fund provider Family Investments and relates to the fact that women can wear trousers that are not full length, while men cannot. Employees have requested that the company allows shorts to be worn, as long as they are below the knee

 

Also, in September 2006, a British Airways worker has been suspended and attended an appeal over wearing a cross at work at Heathrow Airport. She claims the suspension is discriminatory, especially since the airline allows Sikh employees to wear traditional iron bangles and Muslim workers to wear headscarves.BA has said it will review its uniform policy in light of the media storm the story has provoked.

 

Employer branding and discrimination law

 

There are three areas of discrimination relevant to dress code policy:

 

Sex Discrimination Act 1975

 

Religious or Belief Regulations 2003

 

Disability Discrimination Act 1995.

 

Sex discrimination and dress codes

 

There is the obvious potential for sex discrimination in any dress code, which sets different requirements for men and women. Past claims have challenged policies that:

 

women must wear skirts

 

men should not have long hair

 

Men must wear a collar and tie.

 

The case of Matthew Thompson who objected to the dress code imposed by the Department for Work & Pensions at his place of work, a job centre in Stockport, can also be a good example. Mr Thompson claimed that the dress code discriminated against male employees as they were forced to wear a collar and tie whereas female employees could wear T-shirts to work. The Employment Tribunal found in favour of Mr Thompson stating that the dress code was discriminatory as the requirement to wear a collar and tie was gender based and there were no items of clothing that were imposed on women in the same office.#p#分頁標(biāo)題#e#

 

From the Thompson case, it became clear that employers should be careful in the way that they draft their dress codes. Employers are not prevented from imposing dress codes that require employees to wear specified items of clothing as long as the code is drafted in such a way as to be even-handed between men and women.

 

For example, jobs in the City, the current convention is for both men and women to wear suits. The convention is that a man should wear a tie with a suit but the same does not apply to a woman. A dress code requiring a "smart suit" could apply to both sexes but be enforced in a non-discriminatory manner appropriate for each sex.

 

Religion/belief discrimination and dress codes

 

A dress code that requires employees to act in a way contrary to their religious beliefs, risks being indirectly discriminatory. Thus, a dress code forbidding headgear will be discriminatory to male Sikhs, who must wear a turban.

 

The best way to avoid these problems is to be as non-specific as possible. A widely worded dress code requiring smart appearance, with non-binding examples of suitable dress, cannot fall foul of specific clothing-related beliefs.

 

To cross-check your dress code against the main religions' clothing beliefs, refer to Acas' Guide on Religion and Belief which has a useful chart at Appendix 2 (pages 40-50).

 

It may be possible for employers to objectively justify a dress code contrary to any of these beliefs, if it can be done so objectively. For example, employees at a chocolate factory were successfully prohibited from having beards for health and safety reasons. However, employers should be very wary of relying on objective justification as the courts are reluctant to accept it.

 

There may be a question mark in some cases whether a person's views are beliefs. According to Acas, Rastafarianism (which requires the wearing of a hat) is a belief system. Certain political beliefs or powerful sentiments such as patriotism (the wearing of an American flag badge) may or may not be regarded as beliefs. Employers should respect beliefs that are strongly held whether or not they are religious in nature.

 

Disability discrimination and dress codes

 

Disabled employees may not be able to comply with a dress code, for example, an employee with a neck injury unable to wear a tie. However, by and large, this need not affect the way the code is drafted; instead, employers should be sensitive in the enforcement of the dress code.

 

In summary, employers should be quite a bit flexible when writing a policy on employee dress or appearance. Reasonable flexibility and sensitivity to the employees' racial differences should be allowed in the dress code to make employees comfortable and any conflict and law suits, while meeting the Trust standard of Dress code.#p#分頁標(biāo)題#e#

 

This view is echoed by organisations such as Broker Network, which believes that employees should be able to make their own judgments on what is best to wear.

 

Many companies are now turning their backs on the concept of 'dress-down Fridays', opting instead to ditch smart business-wear every day of the week. A survey of 560 organisations has found that four out of five employers believe a more relaxed dress code leads to greater productivity. Nine out of 10 organisations that replied to the poll by the Peninsula employment law consultancy had declared ties an unnecessary part of their dress code.

 

Conclusion

 

The issues discussed above create a challenge for HR professionals involved in employee focused branding projects, especially those where employees are expected to share a specific set of values. That is that such initiatives will undoubtedly create a tension and potentially conflict with principles underlying an equality and diversity agenda. Ind's suggestion that inside-out branding allows freedom and order remains unconvincing even when the employees are involved in constructing the brand values. An organisation that dictates a set of values for employees to internalise is still a homogenising force. Organisation's that genuinely take diversity programmes seriously will have to tackle this tension. One possible way out of this conundrum is to include equality and diversity awareness as a key value included in the internal brand proposition.

 

Recommendations

 

Any guidelines should be carefully drafted, and employers are advised to treat any requests to dress contrary to the company code for religious or racial reasons with respect.

 

Employers should consult the employee in question and discuss how to accommodate reasonable requests, and try to find a favourable solution. A tribunal will be more likely to be sympathetic to the employer where a policy is required for health and safety purposes, rather than simply to maintain a corporate image.

 

Decide what restrictions on employees' appearance are necessary and why. For example, teachers are expected to wear sensible footwear, suitable for the activities their job involves. Restrictions should not be excessive or unreasonable, for instance insisting on suits or ties in the office when employees are not customer-facing.

 

Set out the guidelines clearly, and include the rationale behind any restrictions.

 

Explain why restrictions may be placed on some employees but not others (for example, no body piercing for those operating heavy machinery for health and safety purposes, and those working within a caf? of a supermarket may have stricter codes enforced on them than those who work in the same store, but don't come into direct contact with food).#p#分頁標(biāo)題#e#

 

Give employees notice of when the policy will come into force.

 

Allow employees a grace period before disciplining for non-compliance.

 

Explain what will happen if employees are found to be in persistent breach of the policy (disciplinary action and, potentially, dismissal).

 

Give the name of an individual that employees can talk to if they feel they cannot comply with the policy.

 

Current legislation on issues that could lead to discrimination should be reviewed from time to time, and staff handbook should be read by employment lawyers to ensure compliance. Guidelines should also be updated to accommodate the legislation.

 

Base the policy on business-related reasons. Explain your reasons in the policy so employees understand the rationale behind the restrictions. Common business-related reasons include maintaining the organization's public image, promoting a productive work environment, or complying with health and safety standards.

 

Require employees to have an appropriate, well-groomed appearance. Even casual dress policies should specify what clothing is inappropriate (such as sweat suits, shorts, and jeans) and any special requirements for employees who deal with the public.

 

Communicate the policy. Use employee handbooks or memos to alert employees to the new policy, any revisions, and the penalties for noncompliance. In addition, explain the policy to job candidates.

 

Apply the dress code policy uniformly to all employees. This can prevent claims that the policy adversely affects women or minorities. However, you may have to make exceptions if required by law. (See next suggestion.)

 

Make reasonable accommodation when the situation requires an exception. Be prepared to accommodate requests for religious practices and disabilities, such as head coverings and facial hair.

 

Apply consistent discipline for dress code violations. When disciplining violators, point out why their attire does not comply with the code and what they can do to comply.

Introduction

 

Many companies have taken birth during this course of time but most have not impressed to get noticed, at the same time there have been a few who have got noticed and risen to become an empire (INFOSYS, WIPRO etc). The secret behind the success of these companies to have sustained in both the phases (initial stage where companies saw an immature growth, later stages where the industry matured) of the industry growth is because of innovation and effective people management skills employed.

 

Upon interaction and detailed study of corporate world it comes to our understanding that training plays a very essential part in bridging the gap between the employee skill sets and the skills associated with a particular job.#p#分頁標(biāo)題#e#

 

As the new industry emerged there were other sectors which boomed along with the growth of IT industry namely manufacturing.

 

During the growth of various industries players in each industry, in order to cope with the competition concentrated on having skilled manpower in their armory, this proved to be a very lethal weapon when they fired (launching new product, implement new technology, use new strategies etc.)

 

Thus updating their employees with the necessary skill sets and knowledge became an integral part of an employee's tenure in the organization.

 

In this report let's try and understand on what training and development is all about and various methods adopted by various organizations to achieve the above said.

 

Definition of Training

 

Training may be defined as a "Planned program designed to improve performance and bring about measurable changes in knowledge, skills and attitudes (KSA) and social behavior of employee." It is as act of increasing the knowledge and skills of an employee for doing a particular job.

 

Features of Training

 

Unable the employees to deal with the changing jobs and roles.

 

Develop knowledge, skill and attitude for handling jobs most efficiently.

 

Bridges the gap between the current level of employee KSA and the required level of KSA to handle job efficiently.

 

Training is basically job-related and need-based.

 

Short-term activity designed essentially for operatives.

 

Role of organization in training and development

 

An organization has a very close relationship with the trainee and the trainer because it is the first contact for both.

 

The demand for the training in the organization increases when the organization wants;

 

To hire new people - training as a means of training new recruits.

 

To Expand When the company wants to increase its headcount.

 

To increase certain number of staff (in position) by a certain date.

 

To enhance the performance of employees.

 

Organization's name to be a part of training unit.

 

Traditional and modern approach of training anddevelopment

 

Traditional approach- Most of the organizations before never used to believe in training. They were holding the traditional view that manager's arc born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.#p#分頁標(biāo)題#e#

 

The

 

modern approach

 

of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

 

Training Options

 

There are four training options that an organization can consider before providing training to their employees;Outsourcing; Outsourcing exempts the organizations to concentrate on its core business. Also, with the availability of sufficient amount of know-how, proficiency in the market it does not make business sense for organizations to have a separate training division. One approach is to tic up with some reputed training or educational institutes and send employees for training. This way, company gets to avail the required expertise and high-quality training programs and saves money on content development, recruiting, and maintaining training team. The only issue in outsourcing training is that the quality of training has to be frequently tracked so as to ensure the trainer's performance and training effectiveness.

 

Internal Training: A lot of questions has been raised whether to go in for training outsourcing or setting up an internal division for training. Some companies recruit external trainers and call them to the company site make them use their tools to train employees. This alternative is generally for the new joiners who arc given the fundamental or job-related training in-house and then send outside for higher training.

 

Product-related Training: The dealer who delivers (he apparatus or installs the system offers the initial training. The user may negotiate with the dealer tor a regular upgradation of product-related know-how or expertise in place of a one-time training. The apparatus dealer may choose to send their trainers or recruit outside trainers.

 

Independent Professionals: Considering the emerging threats and opportunities, the professionals need to keep themselves updated of the developments. In this option, the responsibility of training is entirely on the individual and a better-trained professional will always have better market worth than others

 

Training In an organizational setting

 

Any organization has to opt for some or other type of training for increasing the knowledge and skills of its employee for performing a particular job. Training is mainly job-oriented; it aims at maintaining and improving current job performance. Training is needed to achieve the following purposes in an organization:

 

Newly recruited employees require to undergoing structured training inputs so as to learn and perform their tasks effectively. The nature of training they receive determines their competencies in handling the job(s) assigned to them.#p#分頁標(biāo)題#e#

 

Imparting need-based training to existing employees for grooming them to handle their current jobs better and to prepare them to handle higher level jobs.

 

Existing employees require refresher training so as to keep them abreast of the latest developments in the concerned job-related operations. In the face of rapid technological changes, this is an absolute necessity.

 

Training is also necessary when a person gets transferred from one job to another (job rotation) or when there is enhancement in this job domain (job enlargement).

 

Training makes employees mobile and versatile. They can be placed on various jobs depending on organizational needs.

 

Training improves overall job productivity / employee productivity.

 

Training, when proactively and selectively imparted to employees(s) to prepare them to shoulder higher level jobs, is known as succession planning.

 

Training Policy

 

Every organization should have a declared training policy, which is understood and supported by employees at all levels. Training can be abortive it" there is no commitment on the part of those being trained. Training should not be seen by employees as a penalty but as an opportunity for them to further their knowledge and expertise both in their own and the organization's interest. The climate needs to be created in which they are eager to seize such opportunities and in their enthusiasm may well be able to identify some their own needs.

 

The Need for Training

 

Good communications and consultation arc essential for efficient operation in any organization. However, their impact is often diminished by a lack of skill or knowledge on the part of the participants. It is important, therefore, to provide both managers and employees with training in the skills and techniques required for communication and consultation.

 

Training can help employees better understand the information they are given and can encourage them to play a fuller part in the way the organization conducts its affairs. Training courses in particular can be a useful way of giving employees factual information about their employment because they necessarily include a substantial clement of explanation and provide opportunities for questions to be answered.

 

Managers have an important role to play in communicating and consulting and good training can enable them to:

 

? become more aware of the importance of good communication and consultation practice

 

? understand their roles and responsibilities as communicators

 

? Support those who are less outspoken and improve their ability to communicate.#p#分頁標(biāo)題#e#

 

Training is particularly important for supervisors who have important communications responsibilities but often limited experience. Communication and consultation skills should have a place in any development program for them as well as for other managers.

 

Trade unions should also ensure that they provide adequate training for their representatives to enable them to take a full part in employee communications and consultation.

 

Wherever possible training should be participative and trainees should be encouraged to exchange views, take part in discussions and share ideas and experiences. Such participation not only makes for more effective training but also helps to foster the idea of employee involvement which is an underlying principle of consultation and communication.

 

It is good practice to evaluate periodically the effectiveness of any training undertaken.

 

Why training need analysis?

 

Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action corporate need and training need arc interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

 

Organizational Level - Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.

 

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And. opportunities can be exploited by balancing it against costs.

 

For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning HR develops strategies to be sure that the employees in theorganization have the required Knowledge. Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

 

Individual Level - Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training.

 

However, individual competence can also be linked to individual need. The methods that arc used to analyze the individual need are:

 

Appraisal and performance review

 

Peer appraisal

 

Competency assessments

 

Subordinate appraisal

 

Client feedback

 

Customer feedback

 

Self-assessment or self-appraisal

 

Operational Level - Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, and psychological test: questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs arc dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future.

 

Types of Training

 

A. On-site training

 

? On-the-Job Training

 

On-the-job training (OJT) is one of the best training methods because it is planned, organized, and conducted at the employee's worksite. OJT will generally be the primary method used for broadening employee skills and increasing productivity. It is particularly appropriate for developing proficiency skills unique to an employee's job - especially jobs that are relatively easy to learn and require locally-owned equipment and facilities.

 

Morale, productivity, and professionalism will normally be high in those organizations that employ a sound OJT program.

 

An analysis of the major job requirements (identified in the position description and performance plan) and related knowledge, skills, and abilities form the basis for setting up an OJT plan. To be most effective, an OJT plan should include:

 

The subject to be covered.

 

Number of hours.

 

? Apprentice Training

 

Apprenticeship is the process of learning a skilled occupation through both on-the-job training (practical, paid experience) and learning the related technical knowledge in a classroom. You must be 18 years old, or be 16 years old with parental approval.

 

The length of training varies from one to six years, depending on the occupation. Training is given under the guidance of experienced master workers.

 

Apprenticeship training is a method that combines actual work experience with classroom related instruction and produces a worker skilled in the occupation, who is capable of exercising independent judgment and who subscribes to the highest standards of professional conduct. There is a written agreement between the apprentice and the employer, which acknowledges their joint commitment to the training process. This agreement is approved by the New York State Department of Labor. Registration of your apprenticeship training program guarantees that your workforce will be consistently trained at the highest skill levels, that your program will be nationally recognized, and that you are entitled to the benefits of registered apprenticeship under Department of Labor laws and regulations.#p#分頁標(biāo)題#e#

 

Mentoring principles and techniques

 

Rather than simply give the answers, the mentor's role should be to help the mentors' find the answers for him/here. While giving the answers is usually better than giving no help at all, helping the mentor to find the answers for him/herself provides far more effective mentoring, because the process enables so much more for the mentored in terms of experience of learning. Give someone the answers and they learn only the answers; instead mentors need to facilitate the experience of discovery and learning. The mentor should therefore focus mentoring effort and expectations (of the person being mentored especially, and the organization) on helping and guiding the mentored to find the answers and develop solutions of his/her own.

 

If a mentor tells a mentored what to do, then the mentored becomes like the mentor, who is neither right nor sustainable, and does not help the mentored to find his/her own true self. The mentor's role is to help the mentored to find his/her own true self: to experience their own attempts, failures and successes, and by so doing, to develop his/her own natural strengths andpotential.(his relationship between a parents and a child. If a parent imposes his or her ways, methods and thinking upon a child, the child becomes a clone of the parent, and in some cases then falsifies his or her own true self to please and replicate the model projected by the parent. The true self might never appear, or when it begins to, a crisis of confidence and purpose occurs as the person this to tend and liberate his or her true self.

 

? Job Rotation

 

This kind of training involves the movement of trainee from one scat to another, thus helping him to have a general understanding of how the organization functions. Apart from releasing boredom, job rotation allows workers to build rapport with a wide range of individuals within the organization, facilitating future cooperation among departments. This personnel strategy offers a great amount of flexibility for organizations when transfers, promotions or replacements become Inevitable.

 

Job relation may pose several problems, especially when (he trainees arc rolled on various jobs at frequent intervals. In such a case, trainees do not usually spend long enough in any single phase of the operation to develop a strong degree of expertise. For slow learners, it does not give enough room to integrate resources properly. Trainees can become confused when they are exposed to rotation, with contrasting style of operation.

 

? Refresher Training

 

The purpose of this training is to make the trainee undergo the steps / activities of the job with some updated inputs so as to brush up the knowledge of the trainee on the basic principles and theory. By organizing short term courses, which incorporate the latest developments in a particular field, the company may keep its employees up-to-date and be ready to take the emerging challenges. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular subject/process.#p#分頁標(biāo)題#e#

 

? Brainstorming

 

Brainstorming is a practical exercise to stimulate creativity in a group, and is a very useful training technique. Brainstorming is based on the premise that it is possible to generate more ideascollectively than the sum of the ideas, which would be produced individually. This arises from the interaction among members, which enables once member to trigger off new ideas in another.

 

The process of brainstorming demands discipline by the group and not to succumb to the temptation to pass judgment on ideas as soon as they arc read out. The subject of the session having been decided, the members are required to write down a many ideas as possible for dealing with the problem without attempting to evaluate them. They should let the ideas flow freely and write them down even if they at first seem impractical.

 

After a suitable period of time, each member reads out his list and the other member's arc asked not to criticize, however impractical a suggestion might be. A combined list is produced and the group is then encouraged to evaluate each item. The cross-fertilization that lakes place at this stage leads to the development of new ideas, which may or may not be directly related to the original ones. How the process develops from this point depends on the purpose of the exercise. The final list of ideas is prepared by taking cues from all members who are totally practical suggestions and acceptable to all concerned in the group.

 

B. Off- Site Training

 

? Lectures/Seminars

 

A lecture is the method learners often most commonly associate with college and secondary education. Yet, it is also considered one of the least effective methods to Use for adult learners. In this method, one person (the trainer) does all of the talking. He or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from the instructor to the learner.

 

Pros:

 

Less time is needed for the trainer to prepare than other methods. It provides a lot of information quickly when it is less important that the trainees retain a lot of details.

 

Cons:

 

Docs not actively involve trainees in training process. The trainees forget much information if it is presented only orally.

 

? Role Playing

 

During a role play, the trainees assume roles and act out situations connected to the learning concepts. It is good for customer service and sales training.

 

Pros:

 

Trainees can learn possible results of certain behaviors in a classroom situation. They get an opportunity to practice people skills. It is possible to experiment with many different approaches to a situation without alienating any actual customers.#p#分頁標(biāo)題#e#

 

Cons:

 

A lot of time is spent making a single point. Trainers must be skilled and creative in helping the class learn from the situation. In some role play situations, only a few people get to practice while others watch.

 

? Simulations

 

Trainees participate in a reality-based, interactive activity where they imitate actions required on the job. It is a useful technique for skills development.

 

Pros:

 

Training becomes more reality-based, as Trainees arc actively involved in the learning process. It directly applies to jobs performed after training.

 

Simulations involve yet another learning style, increasing the chance that trainees will retain what they have learned.

 

Cons: Simulations arc time-consuming. The trainer must be very skilled and make sure those trainees practice the skills correctly. Only perfect practice makes perfect.

 

? Computer based training

 

Content for the training experience comes primarily from a videotape or computer-based program.

 

Pros:

 

It is easy to provide this training and the trainer can follow-up with questions and discussion. It is also easy to assure that the same information is presented to each trainee.

 

o Cons: It is expensive to develop. Most trainers choosing this option must purchase the training from an outside vendor, making the content less specific to their needs.

 

Conclusion

 

Finally when we have reached the last stages of our journey to understand and interpret the training practices adopted by organizations, it comes to our understanding that training is a very essential part in any organization for its development along with its employees, basically it is them who run the organization at the end of the day.

 

Employees in any organization arc considered as a vital asset, who arc initially chosen from a select group of individuals aspiring to serve the organization, after selecting the right candidate for the right job, they are given adequate training to make them familiarized with the job, upon which they resume their jobs. During their journey in that particular organization, periodic training sessions are held to extract more mileage from them.

 

During this journey we have also encountered many individuals working for organizations who share similar views on the cost and time incurred to organize periodic training sessions, but ultimately only the knowledge and the skill set possessed by an employee through these training sessions took over (he cost and time factors.

 

In the present day competitive world every organization is trying to make a mark for itself by trying to be unique in their own way which in turn would be beneficial to maintain their stature in the market and the society. In trying to attain the uniqueness organizations go all guns blazing in using their manpower in the most effective and efficient way. Ultimately that is where they look back if a new technology or strategy has to be implemented.

 

In order to achieve above said, organizations have to keep updating their employees about new technology which exists and the ones in the years to come by means of training sessions at additional cost. This in turn becomes an investment for the organization called Return on Investment.

 

Return on Investment: when an organization invests on its resources (employees) it expects some return out of its investments which would be more than the amount invested.

 

Return on Investment: when an organization invests on its resources (employees) it expects some return out of its investments which would be more than the amount invested.

 

There are two way handshake happening between the organization and their employees where one on side the organization believes in empowering its employees with skills and knowledge to achieve its objectives and on the other side aspiring employees accept the training program given to them with an objective to scale up in their respective careers hence the objectives of organizations and employee arc met on a single platform.