© Boardworks Ltd 20071 of 33

Training and Development

1 of 33 © Boardworks Ltd 2007

Teacher’s notes included in the Notes PageFlash activity. These activities are not editable.

Icons key: For more detailed instructions, see the Getting Started presentation

Training and DevelopmentUnit 2: People in Business

Web addressesExtension activities Sound

© Boardworks Ltd 20072 of 33

Learning objectives

© Boardworks Ltd 20072 of 33

Why do businesses offer training and development for their employees?

How can employees be motivated to work efficiently?

What are the main types of training usually offered to employees?

What are appraisals and performance reviews?

What national awards exist to encourage training in business?

© Boardworks Ltd 20073 of 33

Why offer training and development?

For a business to work efficiently and meet the needs of customers, its staff must keep their knowledge and skills up to date through training and development.

Today, people often change their jobs several times, switching between different types of work; this requires them to retrain.

However, some people stay in the same jobs for long periods; they need to update their skills through ongoing training.

Do you know what the difference is between training and development?

© Boardworks Ltd 20074 of 33

What is training and development?

Training involves organized occasions for employees to learn or develop knowledge and skills which will help with their jobs, e.g. having ICT training.

Training and development both improve and develop the performance of staff, but they do so in different ways.

Development describes times when staff can learn skills or gain knowledge that is not necessarily job related, e.g. playing a team sport or temporarily working in a different department.

© Boardworks Ltd 20075 of 33

Training or development?

Which functional area would arrange training and development?

© Boardworks Ltd 20076 of 33

Training and development

job enlargement – when staff can perform a variety of tasks.

job enrichment – when staff are given freedom and responsibility over their tasks.

job satisfaction – when staff enjoy their jobs and working for the organizations.

Many businesses want their staff to continue training during their time at work. Training benefits businesses as their employees can perform more tasks and can cope with extra responsibilities. It also motivates the staff as it can bring them:

© Boardworks Ltd 20077 of 33

Methods of training and development

Businesses often train and develop their staff by:

offering them ongoing training

conducting appraisals or performance reviews

re-training them to use new technologies or to update working practices

entering national award schemes.

The amount of training that a business can offer depends on its training budget.

© Boardworks Ltd 20078 of 33

Induction training

When a new member of staff starts work they will be given induction training to help them to learn about the business, and so that they can settle in quickly.

Induction training usually includes:

a tour of the premises

an explanation of how the business is organized

an explanation of the business’s aims and objectives

health and safety training.

© Boardworks Ltd 20079 of 33

An induction training plan

Use this template to create an induction training plan for a new secretary starting at your school or college.

© Boardworks Ltd 200710 of 33

Ongoing training

Ongoing training falls into two main categories:

on the job training – happens in the workplace

off the job training – happens out of the workplace.

List what the advantages and disadvantages are of each type of training.

Think about the employer and the employee.

© Boardworks Ltd 200711 of 33

On the job training

During on the job training an employee will learn in the workplace, often by shadowing an experienced employee.

Many employees enjoy training on the job because they can see why they need to learn the skills and are able to practise them.

On the job training is cheaper for businesses to provide than off the job training, and it is less disruptive to production. But it is not good for training large groups of employees.

© Boardworks Ltd 200712 of 33

Off the job training

Off the job training means to train away from the workplace. It usually involves attending a course carried out by subject specialists in a college or training centre, or by e-learning.

Off the job training is expensive for businesses as they must pay for the courses, and staff cannot produce anything whilst they are away training. However, it is a good way to train large groups or to teach multiple skills.

It allows employees to learn new skills without any distractions.

Research a couple of training companies to see how they can help businesses to train their staff.

© Boardworks Ltd 200713 of 33

Appraisals

Organizations generally assess how well their staff have been performing over a period of time, usually 6–12 months, to help motivate them. These assessments are called appraisals or performance reviews.

In an appraisal interview an employee and his or her manager will discuss:

what the employee has done well

areas they need to improve

the employer’s feedback

an action plan for the future.

© Boardworks Ltd 200714 of 33

Employee appraisal document

Here is an example of an employee’s appraisal form. Fill it in with how well you are performing at school.

Employee’s name: Position:

What have been your main achievements this year?

What tasks do you find easy to do?

What tasks do you find difficult to do?

Which areas need improving? Set SMART objectives.

Could extra training or development help you? Explain.

© Boardworks Ltd 200715 of 33

Employer appraisal document

In pairs, swap your employee appraisal forms, then fill in this employer appraisal form to assess his or her work.

Appraiser’s name: Position:

Discuss and record the employee’s achievements.

Discuss and record the employee’s weaknesses.

Discuss and record the employee’s SMART objectives.

Are the training or development requests needed?

Discuss and record the employee’s strengths.

© Boardworks Ltd 200716 of 33

The importance of appraisals

Why are appraisals or performance reviews important?

Why have appraisals?

to identify training and

development needs

to reveal and resolve any problems

to improve communication

to help fix pay rises, especially for

profit related pay

so that employees contribute to decisions

about their careers

so employers can plan training and

development

© Boardworks Ltd 200717 of 33

Retraining

Businesses retrain their staff when they introduce new technology or upgrade existing technology, such as computer systems or software, to improve working practices.

If the laws that affect business activity change, it forces businesses to retrain their staff to understand what is legal and illegal.

Why is retraining important for employees?

Retraining can be done on or off the job.

© Boardworks Ltd 200718 of 33

National awards

The UK government wants organizations to train their employees so that Britain develops a strong and skilled workforce.

National awards such as Investors in People and National Training Awards are given by government representatives to businesses who demonstrate that they are investing in the training needs of their employees.

© Boardworks Ltd 200719 of 33

Investors in People

Investors in People (IIP) is an organization that exists to encourage other organizations to invest in staff training and development – to help them achieve their aims and objectives.

Organizations which qualify are rewarded by being allowed to use the IIP logo on their stationery and adverts.

plan – develop strategies to improve performance

do – take action to improve performance

review – evaluate the impact of the strategies.

To qualify for the Investors in People Standard, an organization must show that it has fulfilled three principles:

© Boardworks Ltd 200720 of 33

National Training Awards

The National Training Awards (NTA) is a competition held annually by UK Skills, an organization which aims to raise skill levels in the UK.

The competition awards organizations and employees who have achieved excellence and success through training. Winners can use the NTA logo on their stationery and adverts.

Winning is a great honour and provides free promotion for the organizations, and better career prospects for employees.

© Boardworks Ltd 200721 of 33

Good practice employers

Find a business on NTA’s website and IIP’s website which has achieved good practice awards for excellence in training and record the details below in the log.

Winner Award Reason

© Boardworks Ltd 200722 of 33

Case study – Thorpe Park

All permanent staff working at Thorpe Park receive induction training and ongoing training.

Managers take part in the Tussauds Group’s management training programme: ‘Choose your Route’. It takes twelve months to complete and includes modules on improving communication, time management and team building.

Why is it important for managers to receive ongoing training?

Senior managers can also take part in a nine month programme for them to learn how to develop themselves further as leaders.

© Boardworks Ltd 200723 of 33

Case study – Thorpe Park

Every employee at Thorpe Park receives a six week and a three month review, in addition to a yearly appraisal with his or her manager.

The Tussauds Group has been awarded the Investors in People Standard for the training and development of its employees.

The Tussauds Group also strives to keep staff motivated through praise and rewards, such as parties and dinners.

Do you think offering incentives, such as parties and dinners, help to motivate staff to work hard?

© Boardworks Ltd 200724 of 33

Motivation management

A business cannot function without employees, but they need a reason to work – they need something to motivate them.

What do you think motivates employees to go to work? Use the box below to record your ideas.

© Boardworks Ltd 200725 of 33

Taylor’s motivation theory

Frederick Winslow Taylor (1886–1915) used a scientific approach to try to work how employees could work more efficiently to become more productive.

To do this, he timed some workers whilst they completed their tasks and worked out how they could have done the tasks faster. He concluded that workers should be made to perform tasks in the most time effective ways.

Can you think of any jobs where a piece rate system would not work?

He also suggested that staff are motivated by pay, so they should be paid piece rate to urge them to work harder.

© Boardworks Ltd 200726 of 33

Mayo’s motivation theory

This theory of group motivation became known as the Hawthorne Effect (after the electric plant).

The psychologist George Elton Mayo (1880–1949) wanted to know whether staff working conditions affected productivity.

Mayo monitored a small group of electric plant workers. He explained to them that he was going to keep changing their working conditions but would warn them first.

Do you think the workers’ productivity changed? Why?

Mayo found that the workers became more productive – even when he made their working conditions worse.

Mayo concluded that workers are motivated by respect and being part of a social group.

© Boardworks Ltd 200727 of 33

Maslow’s motivation theory

What would the next motivator be after safety?

© Boardworks Ltd 200728 of 33

An employee’s needs

Now use Maslow’s theory to create a pyramid of your needs as a student.

© Boardworks Ltd 200729 of 33

Job rotation

Some businesses use job rotation to increase the skills of their workforce. It is a system in which employees train to do a variety of job roles so that they can multi-task and also be rotated between roles. Job rotation is useful as it helps to:

reduce skill shortages

minimize staff boredom

increase staff motivation

improve staff concentration

cover staff holidays and absences.

What disadvantages could job rotation cause?

© Boardworks Ltd 200730 of 33

Job rotation activity

Now answer the questions imagining a teacher, head teacher and a student were to rotate roles.

© Boardworks Ltd 200731 of 33

Question time!

1. Explain the difference between training and development. Give an example of each.

2. Give two reasons why staff need ongoing training.

3. What are the benefits of appraisals or performance reviews?

4. Why is retraining needed in some organizations?

5. Give two advantages and disadvantages of job rotation.

© Boardworks Ltd 200732 of 33

Who wants to be an A* student?

© Boardworks Ltd 200733 of 33

Glossary