Convenience

234
Part 3:
Organizing
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Training and Development
In HRM,
training
usually refers to teaching operational or technical employees how to do
the job for which they were hired.
Development
refers to teaching managers and profes-
sionals the skills needed for both present and future jobs. Most organizations provide reg-
ular training and development programs for managers and employees. For example, IBM
spends more than $700 million annually on programs and has a vice president in charge
of employee education. U.S. businesses spend more than $125 billion annually on training
and development programs away from the workplace. And this figure does not include
wages and benefits paid to employees while they are participating in such programs.
20
Assessing Training Needs
The first step in developing a training plan is to determine
what needs exist. For example, if employees do not know how to operate the machinery
necessary to do their job, a training program on how to operate the machinery is clearly
needed. On the other hand, when a group of office workers is performing poorly, training
may not be the answer. The problem could be motivation, aging equipment, poor supervi-
sion, inefficient work design, or a deficiency of skills and knowledge. Only the last could be
remedied by training. As training programs are being developed, the manager should set
specific and measurable goals specifying what participants are to learn. The manager should
also plan to evaluate the training program after employees complete it.