...How training and development supports business growth Introduction Tesco is the largest British retailer and is also the world’s third largest grocery retailer with outlets across Europe, USA and Asia. The business began in 1919 with one man, Jack Cohen, selling groceries from a stall in the East End of London. Jack bought surplus stocks of tea from a company called T.E. Stockwell. T.E. Stockwell and Cohen combined their names to brand the tea Cohen originally sold – TESCO tea. In 1929, the first Tesco store opened in north London. Tesco has expanded since then by a combination of acquisition of new stores, retail services and by adapting to the needs of consumers. Tesco has net profits (before tax) of around £3 billion. Tesco’s primary aim is ‘to serve the customer’. Keeping existing customers happy is important, as they are more likely to return. This is more cost effective for the business than acquiring new ones. In the UK Tesco now has over 2,200 stores ranging from the large Extra hypermarket style stores to small Tesco Express high street outlets. Tesco’s original product range of grocery and general merchandise has diversified to include banking, insurance services, electrical goods as well as telephone equipment and airtime. This move towards ‘one stop shopping’ means customers can meet all their purchasing needs from one place. Tesco has also expanded its customer base through its Tesco.com website which attracts one million regular users. As the company has grown...
Words: 2708 - Pages: 11
...Unit 9 – Training This document is a report regarding on training in the business world and this report includes the following: * Expected outcomes * Process of identifying needs * Training methods used * Costs and benefits of training methods used * Constraints (factors affecting training methods used) * Appropriateness and an evaluation of training programmes Training refers to acquiring job specific skills and abilities, learned at work or somewhere else and provides employees with new skills and knowledge. There are 3 methods of training that can be used in the business and these are: * Induction * On-the-job training * Off-the-job training Induction Training is a programmed designed to introduce new employee to their job and it is used to explain the roles of the staff, familiarise the worker with their job, explain the procedures used in the business, make the employee as efficient as possible and encourage the new workers to be committed to the organisation. During the training, the new workers will have the opportunity to; ask questions, find out what goes on and where to go, meet the people they will be working with and familiarise themselves with the workplace. On-the-job Training is where a worker remains at their usual place of work and learns how to do their job (e.g. doctors). The advantages of this type of training are that, it is easy to organise, specific to the job and the business and it is relatively cheap....
Words: 4999 - Pages: 20
...2.1 Training need at different levels In order for the training to be effective, we need to focus on different levels, a family environment is a good motivation key for the employee Management level | Costumer level | Operational level | -Practical learning for developing skills, making decision and leadership.-off the job training and role playing for practical understanding | -problem solving, to manage complain and queries,-workshops for customer service | -Correcting performance to motivate and bring efficiency.-advice or coaching the line managers. | 2.2 Method of training | Advantages | Disadvantages | On the job training (rotation, mentoring, self development approach...) | -Quick feedback.-Rapid consolidation if the task is not up to standards.-Employee is working and learning in the same time. | _Trainee will be trained and informed based on what happened that day, so he may lack of important issues related to safety and productivity._Adopting the bad habit of trainers._It can mess with workflow and the production of the day. | workshops | _they make employee practice and to know about their skills | _cost might proof as a loss .- might be demotivation to employees | Role playing | -Experiencing different roles and different responsabilities.--Employee get to know what it take to manage a different responsibility. | -reluctant to swap roles to take wider responsibility . | Coaching | -It gives the decision making courage -Specify area...
Words: 857 - Pages: 4
...IMPACT DOES TRAINING HAVE ON EMPLOYEE COMMITMENT AND EMPLOYEE TURNOVER? SCOTT BRUM University of Rhode Island Training is of growing importance to companies seeking to gain an advantage among competitors. There is significant debate among professionals and scholars as to the affect that training has on both employee and organizational goals. One school of thought argues that training leads to an increase in turnover while the other states that training is a tool to that can lead to higher levels of employee retention (Colarelli & Montei, 1996; Becker, 1993). Regardless of where one falls within this debate, most professionals agree that employee training is a complex human resource practice that can significantly impact a company’s success. The training industry as a whole has shown significant growth through the years. Statistics indicate that investment in training is continuing to grow as more and more companies realize its importance. In 1995, $7.7 billion was spent on the wages and salaries of in-house company trainers and $2.8 billion was spent on tuition reimbursement (Frazis, Gittleman, Horrigan, Joyce, 1998). The American Society for Training and Development found that in 2004, the average annual training expenditure per employee was $955, which is an increase of $135 per employee from the previous year. The number of formal learning hours per employee also rose from 26 hours in 2003, to 32 hours in 2004 (atsd.com, 2005). As the investment in various training programs...
Words: 7802 - Pages: 32
...A STUDY ON EFFECTIVENESS OF TRAINING PROGRAMME TABLE OF CONTENTS ACKNOWLEDGEMENT……………………………….i ABSTRACT………………………………………………ii LIST OF TABLES……………………………………....iii LIST OF CHARTS………………………………………iv CHAPTER | TITLE | PAGE NO | I | 1.1 INTRODUCTION1.2 INTRODUCTION TO THE STUDY | 110 | II | REVIEW OF LITERATURE | 11 | III | OBJECTIVES OF STUDY | 16 | IV | RESEARCH METHODOLOGY | 17 | V | DATA ANALYSIS AND INTERPRETATION | 20 | VI | FINDINGS OF THE STUDY | 44 | VII | 7.1 SUGGESTIONS AND RECOMMENDATIONS7.2 CONCLUSION | 4546 | VIII | 8.1 LIMITATIONS OF THE STUDY 8.2 SCOPE FOR FURTHER STUDY | 4748 | ANNEXURES I. QUESTIONNAIRE……………………………………….. II. BIBLIOGRAPHY…………………………………………. ABSTRACT Training is a learning experience, in that it seeks a relatively permanent change in an individual which will improve his (or) her ability to perform on the job. We typically say training can change the skill, knowledge, attitude and social behavior. It means changing what employees know, how they work, their attitude towards their work or their interaction with their co-workers or their supervisors. THE EXPECTED RESULTS OF TRAINING PROGRAMME HIGHER PRODUCIVITY: Training helps to improve the level of Performance. Trained employees perform better by using better method of work. BETTER QUALITY OF WORK: In formal training, the best methods are standardized and taught...
Words: 7921 - Pages: 32
...RE: Different methods of training(A) On the Job Training Methods On the job training methods are by far the most commonly used in training for all levels of personnel. The object of on the job training is to bring the employees to at least a minimum acceptable standard of performance in the shortest possible lime. The worker by these methods learns to master the operations involved on the actual job situation under the supervision of his immediate loss who has to carry the primary burden of conducting this training. Various methods of on the job training are as follows:- (1) On specific Job—The most common or formal on the job training programme is training for specific job. Current practice in job training has been strongly influenced by the war time training within industry which was first designed to improve the job performance through job instruction training. There are following methods of training: (A) Experience—This is the oldest method of on-the- job training. But as a sole approach, it is wasteful, time consuming and inefficient. It has been observed that it should be followed by other training methods to make it more effective. In a survey, it was found that they kept up to date through a variety of activities which were largely unrelated to formal continuing education courses. On the job, problem-solving and colleague interactions were prompted as being most important for professional growth by 62 per cent respondents. (B) Coaching-On-the-job coaching by...
Words: 2481 - Pages: 10
...Training consists of planed programs designed for individuals, group and or organizations to improve performance, in turns that implies that measurable changes knowledge, skills, attitudes and social behavior. “When we examine the training enterprise as a whole, it is clear that training issues can be addressed from at least two perspectives. At the structural level, we can examine issues such as the following, among others: the aggregate level of expenditures by the various providers of training (e.g., federal, state, and local governments, educational institutions, private-sector businesses), the degree of cooperation among the providers, incentives (or lack of incentives) for providing training, who gets training, and the economic impact of training.4 These are macro-level concerns.” This means that before beginning a training, the company examine each of their employees and everything else from the government that is in charge and the laws that makes them work legally and everything else. In the United States there a few training trends that suggest the time and the money that could be budgeted from a company for the next decade. These contains automation, continuing worker displacement, acquisitions, downsizing. In 2004 for an example 87% of US employees worked in service based industries, which they had major challenges as for: 1. Hyper competition 2. A power shift to the customer 3. Collaboration across organizational and geographic boundaries 4. The need to...
Words: 1287 - Pages: 6
...invest in the type of diversity training which will covers a broad range of in-depth workplace diversity curricula for the Abercrombie & Fitch training program. 1. What are the instructional goals and objectives? 2. What are the definitive tasks to be performed which will incorporate this training into the day to day company processes? 3. What are the learning outcomes, and expected results? “The task analysis was to identify the important work-related tasks, knowledge, skills, and behaviors, abilities which determined if the content and activities are consistent with trainee on-the-job experience; and to develop measurable and relevant content, objectives and methods”. (SHRM Education Series Perform a Task Analysis). This has played a vital role for management to not only be aware, but to gain an understanding about the training structure behind the processes of what management, along with Abercrombie & Fitch Company employees will be learning and developing in. By management having the opportunity to understand the course of action, management will now be in an advantageous position to discuss training with employees more extensively and bring alignment to the Abercrombie & Fitch Company mission, goals and organizational expectations more definitely and clear. Person Analysis: In light of the facts previously gather which has been that diversity training has not been a standard training process, for the Abercrombie...
Words: 478 - Pages: 2
...Ojt Hrm First week in my OJT May 25 Friday Our on-the job training in Tempura Japanese Restaurant took-off with a brief orientation with the store manager. First, the trainees were introduced to the whole staff, followed by a tour inside the store premises-from the dining area, then to the bar and finally in the kitchen. During this tour, the manager gave us a few ideas on how it works and we have our first glimpse on how the restaurant operates. After that activity, he/she gave us our first on-site post: the entrance. We’re instructed to stay there and open the door for the guests. He/She also reminded us that it’s a must to greet the incoming guests with “Yokoso , Ma’am/ Sir” while outgoing customers must hear the words “Doumo arigatou gozaimasu”. May 26 Saturday On our second day on Tempura, the staff taught us the standard position for serving. At the end of this activity, we were expected to learn the basic steps on how to serve the guests efficiently, have an adequate proficiency about the menu including the right pronunciation for each dish. A staff also made a demonstration on table-setting. In this task, the demonstrator specifically pointed-out that the table was set in a specific manner that follows a strict standard.After the activity, we were instructed to go back to our first designated post and usher the guests. May 27 Sunday After two days of warming-up on our new environment, the trainees were able to catch up on the life in Tempura. Day 3 is an exciting...
Words: 359 - Pages: 2
...review of related research of the components of On-the-job training and job readiness training programs. The literature about internships, on the job training program, job readiness training programs, and Overview of On-the-Job Training are discussed. Also included are the need for workplace financial education, employee assistance program, employee assistance program and stress management, workplace financial education and its effectiveness, and productivity. This chapter ends with the summary of the literature review. On-the-job training is a practical way of introducing new employees to the workplace by providing them hands-on learning opportunities and instruction. Typically, employees are briefed and then paired with a seasoned colleague who shows them the ropes. The employee can then transition into completing tasks on her own while under supervision (Lisa McQuerrey , 2014). Tara Duggan and Demand Media observed that job readiness training programs prepare participants to get, keep and excel at a new job. Basic employability skills include effective communication, problem solving, resume building, and interviewing. Job readiness training programs also help participants develop good work habits that facilitate their ongoing success. Workshops typically include lectures, discussions and role-playing exercises. Job readiness programs may also provide transportation and childcare. On-the-job training has been a training method used for almost all types of learning throughout...
Words: 5165 - Pages: 21
...Figure 1. Concerns of Managers & Trainers in TNA Upper Level Managers Organizational Analysis Middle Level Managers Trainers Do I have the budget to buy training services? Will managers support training? Is training important Do I want to spend to achieve our money on training? business objectives? How much? How does training support our business strategy? Person Analysis What functions or business units need training? Does the organization have the people with the knowledge, skills, and ability need to compete? Who should be trained? Managers? Professionals? Core employees? For what jobs can training make the biggest difference in product quality or customer service? How will I identify which employees need training? What tasks should be trained? What knowledge, skills, ability, or other characteristics are necessary? Task Analysis TRAINING INITIATIVES AT GODREJ Phase 1: NEED FOR CHANGE • • • • • Entire distribution of Godrej transferred to P&G 1995-Break-up of the joint venture between Godrej & P&G Rebuilding exercise 1995-TQM workshop Switch from a family-run business to a professionally managed company • Changed the earlier model of management hierarchy • Adopted a participative management model – team spirit – employee improvement programmers. Phase 2: Design (Instructional Objectives) ● Total Quality Management (TQM) workshop: for all its 5000 employees to help them connect to their job. 2)Parivartan: to train new as well as...
Words: 2074 - Pages: 9
...Training is a process in order to change a human being’s attitude,knowledge,skills and behavior. It can be done internally or externally and it can also be done whilst one is at the job called on-the-job training or out of the job or company premises to be called off- the-job training. Sensitivity training can be defined as a practice that involves small or large group meetings that are organized or held by the company to discuss openly intimate and personal issues and opinions, values or beliefs and or to act out feelings and emotions towards one on other in a group, using techniques of self-confession and mutual criticisms. Sensitivity training is about developing social sensitivity and behavioural flexibility. It is also about making people understand about themselves and others reasonably, which is done by developing in them, social sensitivity and behavioral flexibility. Social sensitivity is the ability of an individual to sense what others feel and think from their own point of view. Behavioral flexibility is the ability to behave suitably in line of understanding. Sensitivity Training involves three stages which are unfreezing the old values where old values are considered, development of new values and freezing the new ones. Sensitivity Training is often offered by organizations and agencies as a way for members of a given community to learn how to understand better and appreciate the differences in other people. It asks training participants to put themselves into...
Words: 1678 - Pages: 7
...TRAINING MEANING OF Training Training is the act of increasing the knowledge and skills of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Importance of Training The importance of training and development to a larger extent depends on human resource development. Training is most important technique of human resource development. Training develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Organizational efficiency, productivity, progress and development to a greater extent depend on training. Organizational objectives like viability, stability and growth can also be achieved through training. Human potential represents the greatest asset of any organization. Human potential, however, can only be considered an asset if it is consistently developed. Training and development are vital functions for any organization. The purpose of training is to impart knowledge and skills necessary to effectively fulfil the everyday operations of the organization. The purpose of development, on the other hand, is to enhance the use of the organization’s untapped, human potential. Increased productivity is directly related to the development of the organization’s untapped, human potential. Many organizations unwittingly spend a lot of money on training while ignoring development;...
Words: 331 - Pages: 2
...backbone of an organization. Moreover, the continuing prosperity of a firm is likely to be enhanced by employees who hold attitudes, value and expectations that are closely aligned with the corporate vision. HRM policies and practices can be strategically designed and installed to promote desirable employee outcomes, which include the enhancement of the in role and extra role behaviors of employees. Every organization is made up of people. Acquiring their services, developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. 1.2 Objectives of the study: (a) Broad Objective: To evaluate the training & development activities of steel industry and to identify the need and implementation of performance appraisal. Finding the ways of creating more effective appraisal and T & D system for KSRM is another objective. (b) Specific Objective: v How T& D is done in a big steel company like KSRM v How performance appraisal is done in KSRM v To identify the importance of T & D and appraisal in a company like KSRM v Identifying the problems that occurs during T & D and performance appraisal v To put forward some recommendation 1.3 Methodology: Data Collection For preparing this report data have been collected from both primary and secondary sources. Knowledge regarding different T&D operations and performance appraisal has...
Words: 11245 - Pages: 45
...There are different reasons as to why a company needs to have training, whether it is for immediate use or in anticipation of long-term use. Sometimes new technologies not being used by the employees yet requires new products to be used. Other times the employees may take a new job or get promoted within the company and will require new training for the position. Job redesign and technological change produce the need for employees to learn more skills. Finally, new employees must often be trained so they can successfully perform their new job tasks. One of the most important things for Human Resources to do is to make sure that their employees are effective at their jobs and are well trained. The employees quality must be dependable by the employer, that way they know that their performance at work will be satisfactory. Many times these aims differ and clash with each other, but if they are managed properly they can coexist and be both achieved. Maximization of profits is very important for an organization as well. This can be achieved by increasing productivity. In order to make employees more productive they must be trained and developed properly. Performance deficiencies must be removed, whether current or anticipated, that way the employees do not perform at any less than standard for their job. The companies that need the most training are the ones who have declining productivity rates. Organizations use training and development...
Words: 1313 - Pages: 6
