In this competitive world, where nothing is static, every day an innovation comes into the market. This made the organization to be static in their business process and keep on implementing the changes so that they will be competitive in the market. But how can you be competitive and win in the market? It’s the employees of the organisation, who will help be competitive in the market. The business owner or HR manager must needs be active and look out for the various strategies which help the organization to grow in the future. Large organizations generally provide training to their employees for better utilization of their skills. Also, they know the importance of training and development impact on the organization.
In training and development process the employees don’t concentrate much on projects in order to attend the training sessions. That may delay the deadline for the projects. Despite this fact, a large organization employer doesn’t feel for that, because as employees get highly skilled the process would be much faster and they can be competitive in the market. With lack of skilled employees, the process and strategies utilized will make the overall process slow and the quality may also get affected.
What are the primary reasons for training in an organization?
· Increased productivity and adherence to quality standards
· Increasing organizational stability and flexibility
· Reduced supervision and direction
· Economical use of resources & Heightened morale
· Increase in productivity & Better industrial relations
· Role & career flexibility & Reduced learning time
· Future manpower needs
· Reduced accidents at workplace
· Globalization & speed of change
· New appraisal techniques
· Reduction of errors & accidents
· Reduction of turnover and absenteeism
What are the effects of ongoing training on the organization?
· It helps the employee to feel confident in delivering from their end, even when technology changes.
· It helps the employees to actively respond to the changes that created out of organizational restructuring.
· Work to facilitate career development.
· Provide the employees with an ability to respond to changes occurred due to diversity in the manpower.
· Help to meet your employee’s need for continued growth.
After the employees have been selected for various positions in an organization, training them for the specific tasks to which they have been assigned assumes great importance. It is true in many organisations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job. (Lynton; Gupta; Rajamani; Group; Goldstnin)
Training is needed to serve the following purposes: (Noe; Wexley; Quinnones et al)
· Newly recruited employees require training so as to perform their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage.
· Training is necessary to prepare existing employees for higher-level jobs (promotion).
· Existing employees require refresher training so as to keep abreast of the latest developments in job Operations. In the face of rapid technological changes, this is an absolute necessity.
· Training is necessary when a person moves from one job to another (transfer). After training, the employee can change jobs quickly, improve his performance levels and achieve career goals comfortably.
· Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organisational needs.
· Training is needed to bridge the gap between what the employee has and what the job demands. Training is needed to make employees more productive and useful in the long-run.
· Training is needed for employees to gain acceptance from peers (learning a job quickly and being able to pull their own weight is one of the best ways for them to gain acceptance).
Training is meant for operatives and development is meant for managers. Training tries to improve a specific skill relating to a job whereas development aims at improving the total personality of an individual. Training is a one-shot deal; whereas development is an ongoing, continuous process. The scope of training is on individual employees, whereas the scope of development is on the entire work group or the organisation. Training is mostly the result of initiatives taken by management. It is the result of some outside motivation. Development is mostly the result of internal motivation. Training seeks to meet the current requirements of the job and the individual; whereas development aims at meeting the future needs of the job and the individual. In other words, training is a reactive process whereas development is a proactive process. Development is future oriented training, focusing on the personal growth of the employee.
Training at Paragon Footwear:
In the year 1975 with a production capacity of 1500 pairs a day, Paragon made its humble entry into the Indian market. Kerala, the southernmost tip of the country was home to the young brand. In the year 1982, after gaining popularity in its home state of Kerala, Paragon began its journey to the other Indian states. The company strongly believes that its greatest strength is its staff and its distributors. The company’s distribution of footwear is networked through 18 depots across India. Retail shopkeepers are serviced by more than 450 distributors, delivering stocks to every corner of the country in the shortest possible time.
As a brand that sells all over the country, Paragon needs little or no introduction in the Indian sub-continent. Paragon also has an in-house footwear design team dedicated to creating new designs and models to keep up with market demand. While rubber footwear continues to be its leading product, the Paragon brand name brings its longstanding assurance of quality and durability to a full range of other footwear products, which are made of Poly-urethane (PU), Poly Vinyl Chloride (PVC), Ethylene-vinyl Acetate (EVA) and Thermo Plastic Rubber (TPR) soles.
The Paragon Group of companies is considered No.1 in the organized rubber footwear sector. Catering to millions with the promise of long-lasting footwear, Paragon has grown to become the No.1 footwear brand in the country. Today, Paragon’s total production capacity (in-house) is 400,000 pairs a day. Apart from in-house production, Paragon has also outsourced production of footwear in Bangalore, Hyderabad, Kottayam, Calcutta and other parts of the country. The total sales is approximated to 14,00,00,000 pairs each year. Promoted by the Paragon Group of Companies, it has state-of-the-art ISO-9001 certified factories incorporating the latest in footwear technology at:
· Kottayam, Kerala
· Bangalore, Karnataka
· Salem, Tamil Nadu
· Hyderabad, Andhra Pradesh
Paragon has advanced laboratories, attached to each of its factories to test raw materials, semi-finished and finished products. All products are tested at every stage of production. With this rigorous quality control, it has built a trustworthy reputation amongst its customers. Its procedures in manufacturing a suitable blend of synthetic and selected natural rubber products have made it the most durable rubber footwear in the Indian Market.
With Paragon’s assurance of durability, availability and quality, the brand has created a wide base of satisfied customers. Not only is the rubber footwear, produced by the company, bio-degradable, but the packing material used is made of recycled paper in order to make it more environment-friendly. The PVC, EVA, & PU soles are all virgin polymers produced in-house to reduce health hazards. For this, the company has taken great measures and has certified its factories as ISO 14001:2004.
Orienting and Onboarding New Employees
Carefully selecting employees doesn’t guarantee they’ll perform effectively. Even high potential employees can’t do their jobs if they don t know what to do or how to do it. Making sure your employees do know what to do and how to do it is the purpose of orientation and training. The human resources department usually designs the company’s orientation and training programs, but the rubber hits the road with the supervisor. He or she does most of the day-to-day orienting and training. Every manager therefore needs to know how to orient and train employees. The employee will start with orientation.
The Purposes of Employee Orientation/Onboarding
Employee orientation (or onboarding ) involves more than what most people realize. Employee orientation still provides new employees with the information they need to function (such as computer passwords and company rules); ideally, though, it should also help new employees start getting emotionally attached to the firm. You want to accomplish four things by orienting new employees:
1. Make the new employee feel welcome and at home and part of the team.
2. Make sure the new employee has the basic information to function effectively, such as e-mail access, personnel policies and benefits, and what the employer expects in terms of work behavior.
3. Help the new employee understand the organization in a broad sense (its past, present, culture, and strategies and vision of the future).
4. Start the person on becoming socialized into the firm’s culture, values, and ways of doing things.
Getting the new employee to appreciate the company s culture and values distinguishes today’s onboarding programs from traditional orientation.
The Orientation Process
The length of the orientation program depends on what one covers. Traditional orientation programs take several hours. The human resource specialist (or, in smaller firms, the office manager) usually performs the first part of the orientation by explaining basic matters like working hours, benefits, and vacations. That person then introduces the new employee to his or her new supervisor. The supervisor continues the orientation by explaining the organization of the department and by introducing the person to his or her new colleagues, familiarizing the new employee with the workplace, and helping to reduce first-day jitters. Supervisors need to be vigilant. Follow up on and encourage new employees to engage in activities (such as taking breaks with current employees) that will enable each to learn the ropes and become productive.
At a minimum an orientation typically includes information on employee benefits, personnel policies, the daily routine, company organization and operations, safety measures and regulations, and a facilities tour.
THE EMPLOYEE HANDBOOK Note that under certain conditions, courts may find that the employee handbook’s contents represent legally binding employment commitments. Therefore, employers often include disclaimers. These make it clear that statements of company policies, benefits, and regulations do not constitute the terms and conditions of an employment contract, either expressed or implied. Also, employers generally should not insert statements such as No employee will be fired without just cause or statements that imply or state that employees have tenure. Indeed, it’s best to emphasize that the employment relationship is strictly at-will.
Training presents a prime opportunity to expand the knowledge base of all employees, but many employers find the development opportunities expensive. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment.
Most employees have some weaknesses in their workplace skills. A training program allows you to strengthen those skills that each employee needs to improve. A development program brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce any weak links within the company who rely heavily on others to complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others.
An employee who receives the necessary training is better able to perform her job. She becomes more aware of safety practices and proper procedures for basic tasks. The training may also build the employee’s confidence because she has a stronger understanding of the industry and the responsibilities of her job. This confidence may push her to perform even better and think of new ideas that help her excel. Continuous training also keeps your employees on the cutting edge of industry developments. Employees who are competent and on top of changing industry standards help your company hold a position as a leader and strong competitor within the industry.