netrashetty
Netra Shetty
American Axle & Manufacturing, Inc. (AAM) (NYSE: AXL), headquartered in Detroit, Michigan, is a manufacturer of automobile driveline and drivetrain components and systems.
For a developmental activity to be deemed ‘strategic’ organizations need to shift the focus from a ‘training’ to a ‘learning’ approach. Organizations today must deal with a plethora of challenges and problems such as changing business environments, stiff competition among firms, volatile economic conditions and the intensifying race for talents. In order to succeed in the current situation, organizations are starting to focus on their human resources. The organization’s human resources or its people is now considered as a source of sustainable competitive advantage. In order to use the full potential of their human resources, organizations are training and developing their people – helping them acquire the skills, knowledge and abilities that are sure to yield positive results. But, there is a growing acceptance among practitioners, managers and employees that training is not enough. In order for the organization to keep its competitive advantage and in order for its employees to remain competitive, the organization must adapt a learning approach to human resources development (HRD). Thus, lifelong learning emerged as a new approach to developing employees. Training is considered as planned learning experiences that teach employees to perform their current jobs. Training focuses on present jobs (Sims 2002). Based on this definition of training, we can assume that training is more focused on short-term acquisition of knowledge, skills and abilities. Trainings are planned learning activities. So form this definition, it is clear that training is not enough to ensure the success of the organization and it is enough to keep the workforce at pace with the changes in the business environment. So now, organizations are beginning to adapt a learning approach to employee development. Learning is defined as a relatively permanent change in an attitude or behavior that occurs as a result of repeated experience. Organizations must encourage learning through both formal and informal circumstances. Organizations must encourage employees to continue learning inside and outside their work settings. Thus, Human Resource Development (HRD) and lifelong learning emerged.
Human Resources Management departments carry out some of the most important tasks of any department in company. That's because the professionals within this field are responsible for hiring, training and ensuring employees are happy and productive in their respective jobs.
So what exactly do the duties of Human Resources Management specialists entail? The job begins with identifying staff vacancies, recruiting, interviewing and selecting applicants. Also HR managers provide current and prospective employees with information about policies, job duties, working conditions, wages, opportunities for promotion and employee benefits so that employees are clear on the company details. In addition, they also conduct new employee orientation and serve as the liaison between management and employees when handling questions about contracts and other work-related problems. On the other hand, Human Resources Management also has the duty of dealing with understaffing, refereeing disputes, firing employees and administering disciplinary procedures. Lastly, paperwork is also a part of this position. It involves business administration such as maintaining records, compiling statistical reports concerning personnel-related data, analyzing reports to identify causes of personnel problems, and more.
Your road to a position in Human Resources Management begins with Centennial College's three-year program, which results in an Ontario College Advanced Diploma. In order to apply for the program, you must present at minimum an Ontario Secondary School Diploma (OSSD) or equivalent or be 19 years of age or older. In addition, you must possess the compulsory English 12C or U or skills assessment, or equivalent and the Math 11C, M or U, or 12C or U or skills assessment, or equivalent.
The college's unique approach in training students to become experts in Human Resources Management sees a focus on: human planning, recruitment, selection, orientation, employee training and development, occupational health and safety, compensation and benefits, employee relations, labour relations and human resource management systems. In addition to these standard topics, current trends are covered as is diversity, human rights, the promotion of positive union and management relations. The program also balances the Human Resources aspects with business administration through training on how to analyze and interpret financial and accounting information for decision-making purposes. Finally, the use of integrated human resource systems software and computer skills to manage information and support decision-making is taught. This teaching is facilitated through the use of microcomputer training in popular business software such as Excel, Access and SAP.
TRAINING
A learning experience in which it seeks a relatively permanent change in an individual that will improve his/ her ability to perform on the job. It involves changing of
Skills
Attitude
Knowledge
DEVELOPMENT
More future oriented and more concerned with education than is training. Management Development activities attempt to instill sound reasoning processes to enhance one’s ability to understand and interpret knowledge.
It focuses on the personal growth & on
Analytical
Conceptual
Human
DIFFERENCES:
WHO IS LEARNING- training is given to non managerial personnel. Development is given to managerial personnel.
WHAT IS LEARNED- training gives mechanical and technical operations. Development gives conceptual and theoretical ideas.
WHY LEARNING-training is give for specific job-related purpose. Development is given for general knowledge.
WHEN LEARNING-training is given for a short term. Development is given for a long term.
Who is responsible?
Top Mgmt– Frames the Training policy
HT Dept– plans, establishes and evaluates
Supervisors – implement and apply development procedure
Employees – provide feedback, revision and suggestions
Why T & D ?
No one is a perfect fit at the time of hiring
Planned development programs will increase productivity, reduced costs and improve morale
Provides flexibility to adapt to changes
Moulds employees’ attitude
Helps them achieve better co-operation
Creates greater loyalty to the organization
Reduces wastage and spoilage
Reduces constant supervision
Improves quality
How to determine training needs?
Identifying the specific problems
Anticipating the impending problems
Management expectations
Interviewing and observing the personnel on the job
Performance appraisal
Human Resources Development according to Eggland and Gilley (1998) can be defined as the introduction of organized activities designed to foster increased knowledge, skills, and competencies and improved behavior. HRD refers to learning and to the activities that bring about desired change (p.5). Training alone is not enough to develop and prepare the employees for their present and future responsibilities. HRD according to Smith (1988) is a series of programs and activities, direct and indirect, instructional and/or individual that positively affects the development of individual and the productivity and profit of the organization. According to Donaldson and Scannel (2000), training is an attempt to transfer skills and knowledge to trainees in such a way that the trainees accept and use those skills in the performance of their jobs while learning is a lifelong process in which experience leads to changes within the individual. Learning is a change in behavior resulting from experience.
For a developmental activity to be deemed ‘strategic’ organizations need to shift the focus from a ‘training’ to a ‘learning’ approach. Organizations today must deal with a plethora of challenges and problems such as changing business environments, stiff competition among firms, volatile economic conditions and the intensifying race for talents. In order to succeed in the current situation, organizations are starting to focus on their human resources. The organization’s human resources or its people is now considered as a source of sustainable competitive advantage. In order to use the full potential of their human resources, organizations are training and developing their people – helping them acquire the skills, knowledge and abilities that are sure to yield positive results. But, there is a growing acceptance among practitioners, managers and employees that training is not enough. In order for the organization to keep its competitive advantage and in order for its employees to remain competitive, the organization must adapt a learning approach to human resources development (HRD). Thus, lifelong learning emerged as a new approach to developing employees. Training is considered as planned learning experiences that teach employees to perform their current jobs. Training focuses on present jobs (Sims 2002). Based on this definition of training, we can assume that training is more focused on short-term acquisition of knowledge, skills and abilities. Trainings are planned learning activities. So form this definition, it is clear that training is not enough to ensure the success of the organization and it is enough to keep the workforce at pace with the changes in the business environment. So now, organizations are beginning to adapt a learning approach to employee development. Learning is defined as a relatively permanent change in an attitude or behavior that occurs as a result of repeated experience. Organizations must encourage learning through both formal and informal circumstances. Organizations must encourage employees to continue learning inside and outside their work settings. Thus, Human Resource Development (HRD) and lifelong learning emerged.
Human Resources Management departments carry out some of the most important tasks of any department in company. That's because the professionals within this field are responsible for hiring, training and ensuring employees are happy and productive in their respective jobs.
So what exactly do the duties of Human Resources Management specialists entail? The job begins with identifying staff vacancies, recruiting, interviewing and selecting applicants. Also HR managers provide current and prospective employees with information about policies, job duties, working conditions, wages, opportunities for promotion and employee benefits so that employees are clear on the company details. In addition, they also conduct new employee orientation and serve as the liaison between management and employees when handling questions about contracts and other work-related problems. On the other hand, Human Resources Management also has the duty of dealing with understaffing, refereeing disputes, firing employees and administering disciplinary procedures. Lastly, paperwork is also a part of this position. It involves business administration such as maintaining records, compiling statistical reports concerning personnel-related data, analyzing reports to identify causes of personnel problems, and more.
Your road to a position in Human Resources Management begins with Centennial College's three-year program, which results in an Ontario College Advanced Diploma. In order to apply for the program, you must present at minimum an Ontario Secondary School Diploma (OSSD) or equivalent or be 19 years of age or older. In addition, you must possess the compulsory English 12C or U or skills assessment, or equivalent and the Math 11C, M or U, or 12C or U or skills assessment, or equivalent.
The college's unique approach in training students to become experts in Human Resources Management sees a focus on: human planning, recruitment, selection, orientation, employee training and development, occupational health and safety, compensation and benefits, employee relations, labour relations and human resource management systems. In addition to these standard topics, current trends are covered as is diversity, human rights, the promotion of positive union and management relations. The program also balances the Human Resources aspects with business administration through training on how to analyze and interpret financial and accounting information for decision-making purposes. Finally, the use of integrated human resource systems software and computer skills to manage information and support decision-making is taught. This teaching is facilitated through the use of microcomputer training in popular business software such as Excel, Access and SAP.
TRAINING
A learning experience in which it seeks a relatively permanent change in an individual that will improve his/ her ability to perform on the job. It involves changing of
Skills
Attitude
Knowledge
DEVELOPMENT
More future oriented and more concerned with education than is training. Management Development activities attempt to instill sound reasoning processes to enhance one’s ability to understand and interpret knowledge.
It focuses on the personal growth & on
Analytical
Conceptual
Human
DIFFERENCES:
WHO IS LEARNING- training is given to non managerial personnel. Development is given to managerial personnel.
WHAT IS LEARNED- training gives mechanical and technical operations. Development gives conceptual and theoretical ideas.
WHY LEARNING-training is give for specific job-related purpose. Development is given for general knowledge.
WHEN LEARNING-training is given for a short term. Development is given for a long term.
Who is responsible?
Top Mgmt– Frames the Training policy
HT Dept– plans, establishes and evaluates
Supervisors – implement and apply development procedure
Employees – provide feedback, revision and suggestions
Why T & D ?
No one is a perfect fit at the time of hiring
Planned development programs will increase productivity, reduced costs and improve morale
Provides flexibility to adapt to changes
Moulds employees’ attitude
Helps them achieve better co-operation
Creates greater loyalty to the organization
Reduces wastage and spoilage
Reduces constant supervision
Improves quality
How to determine training needs?
Identifying the specific problems
Anticipating the impending problems
Management expectations
Interviewing and observing the personnel on the job
Performance appraisal
Human Resources Development according to Eggland and Gilley (1998) can be defined as the introduction of organized activities designed to foster increased knowledge, skills, and competencies and improved behavior. HRD refers to learning and to the activities that bring about desired change (p.5). Training alone is not enough to develop and prepare the employees for their present and future responsibilities. HRD according to Smith (1988) is a series of programs and activities, direct and indirect, instructional and/or individual that positively affects the development of individual and the productivity and profit of the organization. According to Donaldson and Scannel (2000), training is an attempt to transfer skills and knowledge to trainees in such a way that the trainees accept and use those skills in the performance of their jobs while learning is a lifelong process in which experience leads to changes within the individual. Learning is a change in behavior resulting from experience.
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