Topic Employee

Development

LEARNING OUTCOMES
By the end of this topic, you should be able to:
1.

Explain what is meant by employee training and development;

2.

Determine the advantages of training and who needs training;

3.

Discuss the methodological approach in organising employee

training and development programmes;

4.

Identify the steps in the training needs analysis; and

5.

Illustrate the types of training programmes.

INTRODUCTION
Each employee in an organisation needs continuous training to remain qualified
or to prepare themselves with new work practices. We will begin this topic by
discussing the definition and scope of training and development, and the
importance of training and development to an organisation. This topic also
discusses how to carry out staff training and development programmes. We will
end the discussion on staff training and development by outlining the training
programmes that can be carried out by an organisation.

6.1

DEFINITION OF EMPLOYEE TRAINING

AND DEVELOPMENT

The most important investment in an organisation is to provide training to its

employees. Unfortunately, a lot of money has been spent for less effective
trainings and therefore some organisations withdrew their budget for training
during the countrys economic crisis. Hence, it is important for organisations to
adopt a methodological approach in conducting training programmes. Since
training is an important component in an employees development, who is

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responsible for training? Training is a shared responsibility between every

department in an organisation, especially the human resource department.
Although this department conduct the training programme, it should be
supported and should get feedback from other departments regarding the types
of training to be conducted for the benefits of their employees.
Employers reactions toward training are one of the challenges to be addressed.
Some organisations allocate high budget in employees training throughout the
year and some may even offer training services to other companies. For example,
the Malaysian Airline System (MAS) built its own complex for their training
activities, i.e. MAS Academy at Kelana Jaya. MAS also offers its service to other
airlines. There are also employers who allocate minimal budget for training. They
avoid spending too much money on the grounds that the staff may leave the
organisation after the training. These companies can afford to pay high wages
while saving on the training cost. This is also a short-term move as employees
will eventually leave to work in other company that gives better offer.
Training is an important activity that is conducted to improve employees
performance or to transform them. This is done through a learning process to
enable them to perform their duties more effectively. For example, an employee
who normally uses a typewriter is trained to use a computer. It means that the
employee will change after the training. Therefore, to see these changes, the
training programme must be effective.
Development involves lessons to advance an employees skills for future
responsibilities. Training and development is a continuous effort carried out by
the management to improve employees skill and the performance of the
organisation. Example of a development programme is the Morale Building
Camp.

SELF-CHECK 6.1
Based on your understanding, explain what is meant by:
Training:
Development:

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6.2

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ADVANTAGES OF CONDUCTING TRAINING

AND DEVELOPMENT
ACTIVITY 6.1

In your opinion, why is the training and development programme

important to you as a new employee?

Generally, training and development have many advantages even though the
cost involved cannot be measured financially. To calculate the cost incurred to
conduct a training programme is easy but to calculate the output of the training is
very complicated. Although it is difficult to measure the advantages in ringgit,
the benefits that can be noticed include:
(i)

Increases Employees Productivity

Training and development increases the productivity of employees by
enhancing their skills to perform their current jobs. Although an employee
may improve his performance by learning through mistakes, an
organisation should avoid mistakes. An effective training programme may
accelerate the learning process of new employees to enable them to carry
out their duties as soon as they are hired. It increases the output and the
quality of work.

(ii)

Increases Job Satisfaction

A productive employee is always satisfied with his work and the
organisation he works for. This reduces the desire to find other job and
reduce the rate of employee turnover. An employee who is satisfied and
passionate in his work is respected because of his ability to carry out his
duties. They will experience low stress level. This indirectly creates healthy
workers and subsequently reduces medical costs.

(iii) Updates Employees Knowledge to Always be Ahead

Technology never stops changing. Whatever skills an employee has learnt is
outdated and cannot be used at present. Therefore, an employee should be
given training and development when new equipment is used, new
procedures, rules and regulations are introduced or an employee is
promoted and required to carry out new duties. It is useless to spend
thousands of Ringgit to buy new tools but no one knows how to operate it.

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(iv) Helps to Motivate Employees

Development programmes and lessons may be offered to employees as a
benefit. It may be used as a tool to motivate employees. Although training
and development programme should be secured for employees who need
it, employees who are hardworking, diligent and willing to work overtime
should also be considered as a form of reward.

ACTIVITY 6.2
Draw a mind map that shows the advantages of training and
development.

6.3

A METHODICAL APPROACH IN
CONDUCTING TRAINING AND
DEVELOPMENT PROGRAMME

Training and development is an important investment to an employer. As with

any other investment, a reasonable rate of return is expected. However, some
organisations conduct training programmes for the sake of training, without
taking into account the costs and returns that are involved. Therefore, a
methodical approach is needed to ensure an effective training and development.
Before conducting a training and development programme, an analysis of
training and development requirements should be conducted. Two important
questions should be answered who needs training and development and what
are the weaknesses of the employee?
Training and development should not be conducted on the basis that it appears
to be a good thing, or without considering whether the employee needs it.
Essentially, it is not wise to secure a training and development programme for an
employee who doesnt need it as it will result in the dissatisfaction of the
employee. A participant who is not happy will cause trouble in the training
programme. For example, his refusal to cooperate will make other participants
lose focus and will result in the ineffectiveness of the training programme.

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6.3.1

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Who Requires Training and Development?

Executives who are responsible for training should work closely with the heads
of department and use the employees performance appraisal system to identify
employees training needs. Teams that need training are also identified. Apart
from employees with unsatisfactory performances, new employees, employees
who take over new duties, or are recently promoted or transferred also need
training.
Therefore, training and development is needed when:

Employees face difficulties in performing their duties satisfactorily;

New employees are hired;

New technology and procedures are introduced; and

Individuals are transferred or promoted.

ACTIVITY 6.3
Discuss the benefits of training and development in the following
circumstances:
(a) When a new employee is recruited; and
(b) When new technology and procedures are introduced.

6.3.2 Training Needs Analysis

Most of the time, deficiencies and weaknesses of employees cannot be clearly
identified. A manager may complain that his employees performance is
unsatisfactory. These types of complaints are ambiguous since the source of the
problem cannot be identified. Therefore, several steps should be taken when
conducting a training needs analysis. The steps are as follows:
(a)

To identify performance problems

(b)

To decide if a problem is serious enough for action to be taken

(c)

To identify the cause of a problem

(d)

To determine the action taken to solve the problem

(e)

To choose the best training options

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Most of the steps in the training needs analysis are ordinary steps. However, it is
one of the problem-solving methods. It should be understood that not all
problems can be resolved through training and development programmes. For
example, an employee facing a personal problem should be referred to the
counselling division and not to training and development.
Since there are no shortcuts in conducting an effective training and development
programme, the training needs analysis should be conducted continuously.
Those who are responsible in conducting a training needs analysis should focus
on the needs of the organisation because many of them prefer to handle the
modules they are familiar with and ignore the suitability of the programme. If
training is needed to improve an employees performance, the programmes that
are conducted must be flexible and contain the modules that are suitable to meet
the needs that has been identified.

ACTIVITY 6.4
Draw a flow chart that shows the steps in a training needs analysis.

6.3.3

Defining Training Objectives

Generally, the purpose of training is to improve an employees ability and

performance in his duties. Each training programme being offered should have
clear objectives. These objectives should be measurable because they are the
guidelines of what is expected from the participants. The objective of a training
programme should have these characteristics:
(a)

Terminal Behaviour
Terminal behaviour is a statement that identifies the minimum
requirements expected from the training. The trainer must identify in detail
what should be done by the participants in the training programme.
Terminal behaviour usually sounds like, at the end of this course,
participants should be able to Ambiguous words such as know and
understand should be avoided. Use the words that may produce a
measurable behaviour such as identify, indicate and state.

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(b)

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Standardisation to be Attained
It is useful to clearly state the standards to be achieved by participants.
Without these standards, evaluation cannot be carried out effectively.
Normally, students will ask their teacher the passing marks in the
examination is either 40% or 50%. This is a standard that should be achieved
by a student to pass the examination. However, in industrial training, the
standard is different. When an employees performance is unsatisfactory, he
needs additional training. Sometimes, the standard is set at 100%. For
example, a bank clerk should have the skills to identify counterfeit money.
Therefore, he shouldnt fail to identify counterfeit money when he is shown
one.

6.3.4

Designing Training Programmes

To conduct a successful training programme, adequate time and focus should be

given in designing the programme. This is a difficult task due to several factors.
The factors to be considered include the allocation of expenditure, the number of
employees involved, the venue, the facilitator and the training methods used.
Hence, our next discussion will concentrate on answering some of these
questions.
Two main issues to be discussed here are:
Where will the training take place?
What are the methods used?
After answering these two questions, the rest of the issues will subsequently fall
into place.
(a)

Training during Working Hours or Outside Working Hours

Training programmes may be done during or outside working hours
(i)

Training during Working Hours

Training during working hours involves all types of training offered
by the organisation. Training is conducted at the employees
workplace where they perform their duties.
This type of training is normally conducted for new employees. Since
it is often conducted, some organisations do not consider this as a
training method. Problems arise if such training is poorly conducted.
It is often conducted because it is low in cost, no special tools or
equipment are needed, it requires no space or special area and no
fulltime trainers are needed.

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If it is well conducted, employees can perform well in their tasks

shortly. The success of the method depends on the trainers. Many
organisations allocate these duties to senior employees with
experience. It is important to choose the right trainer. He should be
able and willing to train new employees. Therefore, he should be an
individual who is skilled in that field and able to explain how to do
the work. Most of us could be skilled in our work but lack
communication skill and the ability to foster interpersonal
relationships to teach others. A trainer should be a good teacher with
patience and able to help other people. To ensure the success of this
technique, a trainer should be given reasonable incentives and benefits
for his commitment. Trainers should undergo training technique
programmes before they train other people. Finally, a trainer should at
least be exposed to some training techniques as follows:
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:

To divide the work into different parts

To give an overall overview of the duties
To show a part of the work to trainees
To allow trainees to try what has been shown
To rectify any mistake that has been made
To let the trainees to self-train

Although training is done during working hours, in some situations,

its not advisable as some jobs may be dangerous. For example, the
work could be life threatening if mistakes are made. As such, an
alternative training method should be considered. Sometimes, training
during working hours is not advisable especially when expensive
equipment is used in the training. A noisy working area is also
inappropriate because it is difficult to hear the instructions clearly and
to concentrate.
Therefore, it is important to have a special place for training. The
commitment of an organisation toward its employees can be seen
from the availability of special training areas. When high attendance
training programmes are regularly conducted, it is wise to establish a
training centre to house training equipment. An example of an
organisation that has an allocation for training centres are banks and
MAS.
Apart from the costs involved in establishing training centres, one of
the weaknesses of a training centre is that it differs from the actual
environment of the work area. When exposed to the actual working
situations, employees may not be able to face the situation. Therefore,

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the training conditions and the actual working conditions should be

similar.

SELF-CHECK 6.2
List two advantages and two disadvantages of conducting a training
during working hours.
Advantages

(ii)

Disadvantages

Training Outside Working Hours

This type of training done by external organisations is normally
conducted outside the workplace. Government bodies like The
National Institute of Public Administration or (INTAN) and
University Putra Malaysia (UPM), professional bodies like the
Malaysian Institute of Management (MIM) and the private sector offer
various seminars, workshops, conferences and courses. There are also
organisations that offer study leave with scholarships for employees
to complete their certificates, diplomas, degrees and postgraduate
studies. This is known as training outside working hours. The cost
incurred is very high. The effectiveness of this training depends on
who is sent for the training and the efficiency of the organisation at
conducting these training programmes.
The advantages of this training include the opportunity for
individuals to interact with others from similar industries, and the
experience gained may be beneficial for the future.

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6.4

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91

FACTORS IN SELECTING TRAINING

METHODS

The training method isnt just to deliver and receive lectures. At this point,
trainers may use various methods. The choice of training method depends on
several factors as follows:
(a)

Financial Allocation
A small organisation must be realistic. The purchase of comprehensive and
modern computer equipment must be well considered.

(b)

Trainers Skills
Not everyone is skilled in using all methods. A trainer must avoid using
unfamiliar methods until he has learnt to employ them.

(c)

Objectives of the Programme

The method used has certain objectives. Some methods are suitable to teach
new skills and knowledge and some to change habits. Therefore, the
methods used must be suitable with the objectives.

(d)

Trainees
The satisfaction of trainees that receive the training differs from one person
to another. It depends on the level of his previous training. The number of
trainees has to be considered. Some methods are suitable for individual
training and some for teamwork training.

(e)

Learning Principles
It is also necessary to decide if a training programme is successful or not
based on lesson principles that define certain questions. These include how
does man learn? Therefore a trainer must learn the methods of educating
adults so that training programmes can achieve higher success rates.
In the following page, there are several issues to be considered in the
training of adults.
(i)

A Student Must Have the Desire to Learn

Human beings cannot be forced to learn. Therefore, attention should
be given to encouraging employees who have the desire to continue
learning and acquiring new knowledge. Although individuals may
receive encouragement in the same way, benefits are normally
received after the training programme is concluded. Employees are
given certificates of appreciation or publicity in organisational
bulletins.

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There are also delayed benefits. Promotions are given to those who
have successfully gone through several levels of courses, but
remember that empty promises should be kept to minimum. If the
training doesnt lead to a promotion, the employees should not be
given that impression.
Clarifying the objectives and purposes of the training programme can
motivate employees. They will learn better if they know that learning
a new skill is important.
To encourage a comprehensive learning process, the training module
should be interesting. No one will be able to learn in a dull condition.
It is important for creative trainers to ensure that a variety of
presentation methods and techniques are used and not repeated.
(ii)

Active and Passive Learning

Attention should also be given to ensure that trainees participate in
the active training processes. A tennis player may not play well by just
reading the best book on techniques of playing tennis or listening to a
lecture from the best tennis coaches. One of the methods is to perform,
to make mistakes, to rectify and to try again. A passive method is
when an employee just listens to what is said by the trainer. There
must be a balance between active and passive learning.

(iii) Feedback
Trainers should provide feedback to trainees as to whether they have
learnt what they should know. The more feedback they receive, the
better they can improve their performance.

ACTIVITY 6.5
In your opinion, what are the principles that should be taken into
account when conducting a learning program for adult? Search e-books
on adult learning principles for further knowledge.

6.5

CONDUCTING TRAINING PROGRAMMES

Before a training programme is conducted, proper planning should be done. The

facilities should be booked, the trainer must be chosen, the training schedule
should be given, and materials should be printed to be distributed later. Matters
that normally seem trivial like room temperature and food must be given due
attention because it could interrupt the running of the training. Therefore, a
checklist of items should be prepared.

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ACTIVITY 6.6
One of the factors that may result in a successful training programme is
the attitude of the facilitator. List down and explain four important
features required from a trainer.
1.

____________________

3.

____________________

2.

____________________

4.

____________________

6.6

EVALUATING TRAINING PROGRAMMES

Every training programme must be evaluated because there are no other methods
to make sure the training investment is justified. The evaluation of training
programmes should be done to improve the effectiveness and standardisation of
training programmes that are offered. Evaluation should also be conducted to
articulate the advantages and the importance of training to management so that
support is channelled for training. Once the evaluation of training programmes is
done, 4 factors should be considered.
(i)

What is the Reaction of Trainees toward the Training Programme

The trainer will ask for feedback from trainees about their feelings toward
the training module. Questionnaires are distributed to seek opinions about
the delivery of the trainer, the atmosphere of the venue, and the
effectiveness of the material. To obtain a fair feedback, trainees are not
required to write their names and questions that require open feedback.
Most of the time, useful feedback, and criticism will be received.

(ii)

What Has Been Learned by Trainees?

Trainees should be able to evaluate if they have learned anything from the
training programme organised. This may be done through comparing
objectives that were set before the course began. If the training programme
was designed to see if a new skill had been learned, the trainee must be able
to show it. However, if the dissemination of information happens to the
main objective, written or oral tests must be conducted.

(iii) What Behavioural Differences Can be Seen in Trainees After the Training?
Department Managers should know the types of training that trainees have
received. The manager must work closely with the trainer to make sure
what is learned is practised at work. It is important to note the behavioural
or skill differences after the training programme.

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(iv) What Benefit Does an Organisation Receive from a Training Programme?

The last step appears to the most important and difficult step because it
determines whether the organisation should continue the training
programme. Trainers and supervisors should evaluate how far the
organisation has benefited financially. One evaluation method is to compare
two groups; one group has received training and the other has not. The first
group should show a high level of output or good quality within a shorter
period.

In this topic, you have studied the differences between training and
development.

You should be able to explain why training and development programmes

are important to organisations and to briefly explain the training and
development process.

You should also remember the questions that should be asked when
evaluating a training programme.

Terminal behaviour

1.

2.

Training needs analysis

Assume that you are a supervisor of a group of workers and their duties are
to assemble radios. You discover that the quality of the assembling is low
and many of the radios that were assembled have been returned. Your
manager told you, You must train your workers better.
(a)

What are the staff factors that contribute to this problem?

(b)

Explain how to evaluate if a problem is a training issue?

Differentiate between training and development.

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3.

What are the steps involved in a training needs analysis?

4.

When is training and development required?

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