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Training and Development In HRM: 10 Types And Stages [+Best Practices]

Updated on: 18 th Apr 2024

8 mins read

Over the last decade, workplaces have undergone a rapid transformation for various reasons. An increasingly competitive business environment, together with the digital revolution, is radically altering the composition of the workforce.

Also, a multi-generational workforce and the rapid shifts in competency requirements have necessitated a renewed focus on reskilling and upskilling. The large-scale adoption of digital tools in the workplace makes the need for a suitably skilled workforce paramount. These evolving trends are driving organizations to invest in employee training and development programs. 

• Definition: Training and development in HRM
• Purpose of training and development in HRM
• Role of HR in training and development
• Types of training and development in HRM
• 5 stages of training and development in HRM
• 5 best practices for training and development in HRM
• Final words

Definition: Training and Development in HRM?

Training and development in human resource management are educational and skill-building activities intended to improve the knowledge and skills of employees. Training and development activities aim to sharpen your employees’ existing skills and impart new knowledge. An effective training and development program is designed based on an analysis of an organization’s training needs to improve employee performance. 

Relation Between Training and Development

Training involves the process of enhancing the knowledge, skill levels, and competence of employees. Development focuses on improving and honing the existing skills and the overall growth of employees. Both initiatives are undertaken to ensure that your employees develop skills to improve their performance at work. 

Purpose of Training and Development in HRM

Investing in employee training and development serves five key purposes:

• Boosts Employee Retention High-performing employees look for training and development opportunities to grow professionally. Learning and development initiatives signal to the employees that the organization values its employees and is willing to invest in their professional growth. It boosts loyalty among employees, which reduces turnover and enhances retention.
• Builds a Leadership Pipeline Training and development offer a suitable means for identifying and imparting the necessary skills to future organizational leaders. According to an SHRM research report , leadership development programs help organizations secure future business goals by developing a leadership pipeline. 
• Empowers Employees at Workplace Informed leaders are better equipped to motivate employees. Motivated employees experience greater autonomy and feel empowered to fulfill their responsibilities. Empowered employees display greater initiative and are more innovative, contributing to more significant overall organizational growth.
• Enhances Workplace Engagement Training and development activities to help check feelings of dissatisfaction among employees. Employee engagement software can be used to boost workplace morale and drive mutual growth. Satisfied employees are more engaged and consistently deliver superior performance at work.
• Increases Workplace Collaboration Participating in training and development activities improves team bonding. During these activities, employees work together to learn new skills and tackle new challenges. According to a Forbes study, team bonding improves workplace collaboration, which brings about synergies in operations and improves workplace efficiency. 

Role of HR in Training and Development

The HR personnel have a critical role in delivering effective human resource development activities. The role of HR in training and development includes:

• Connecting with employees and understanding their training needs.
• Designing effective training programs.
• Motivating employees to participate in learning and development programs.
• Working with department heads and ensuring that training and development is an ongoing process and not a one-off activity
• Ensuring the delivery of quality training content. 

Types of Training and Development in HRM

There are several types of training and development activities undertaken to either upskill or reskill employees. The various types of training and development include:

• Technical Training Depending on the role and the industry, training on a specific technological aspect might be required. For example, in the retail industry, technical training could entail training on CRM systems. Likewise, in the hospitality industry, a restaurant executive might need training on the use of software tools to take customer orders. Technical training could be provided with in-house resources or with external trainers.
• Quality Training Quality training involves educating employees on the measures to detect, prevent and eliminate causes for the poor quality of products or services. This often includes training employees on ISO standards that measure quality based on defined metrics. Training employees on quality standards improve organizational performance, provides cost savings, and confers the organization with a competitive edge.
• Skills Training This type of training is conducted to impart specific skills for the employees to perform their job. Skills training is typically conducted using in-house resources and could include training on operating production machinery, being a better salesman, etc.
• Soft Skills Training Soft skills training is concerned with the overall development of employees by improving their personality, communication skills, ethics training, etc. It helps produce employees who present themselves as better citizens who can perform better at work.
• Safety Training . Safety training equips employees with the skills and knowledge to adopt safe work practices and protect themselves and their colleagues from work-related injuries. Safety training also helps employees detect and report hazards at work. An integral part of safety training is fire drills, administering first aid, construction safety, Hazmat safety, etc. Safety training is vital for employee protection and preventing workflow interruption due to worker injury. 

5 Stages of Training and Development in HRM

The five stages of training and development are:

• Training Needs Assessment The starting point of the training and development process is assessing the training requirements of employees. The analysis should consider the long-term goals of the organization and the organization’s expectations from its employees. A mismatch between the goals and the current skill levels indicates that there is a need for training. 
• Define Training Objective Having determined that there is a training need, the next step is to define the training objective. The training objective becomes the basis for the training initiative and directs the training and development program.
• Design Training Program The design of the training program will depend on the type of trainer, the employees to be trained, and the training method to be used. The training content must be aligned with the needs identified. 
• Conduct Training Program In this step, the designed training plan is put into action. Care should be taken to create a conducive environment for learning. For greater effectiveness, the training should encourage a participative approach to increase the involvement of the trainees in the training program.
• Evaluate and Follow-Up Training evaluation is essential to verify if the goals of the training program have been achieved. Feedback obtained from the participants on the effectiveness of the training and the relevance of the content is valuable input for the evaluation process. Follow-up includes asking the supervisors if the participants apply the acquired skills effectively in their daily activities.

5 Best Practices For Training and Development in HRM 

The best practices in the implementation of training and development programs include:

• Obtain management buy-in Management buy-in into the training program enhances the program’s chances of success. 

Management backing for training programs helps training initiatives become a part of the company’s culture and ensures employees take the programs seriously. If the management team can actively participate in the delivery of the programs, it reinforces their support and commitment to the programs.  

• Create a formal program Design and promulgate a formal training program. 

It ensures that everyone gains from regular training. Training is not a one-time activity, so a plan that caters for continuous training increases training effectiveness. A formal program compels people to set training goals, provide training resources, and review progress and effectiveness. 

• Define metrics The resistance to investments in training comes from the perception that training is expensive and that it is difficult to see the benefits. Defining metrics helps compare results to the metrics and allows people to see the extent of benefits. The common metrics used are course completion rate, effect on work outcomes, cost of training, etc.
• Measure trainee satisfaction For training to be effective, the employees need to engage in the training.

The learning outcomes will be poor if there is no engagement. Engagement and satisfaction can be assessed by looking at metrics such as course completion, repeat visits for training, etc. Employee surveys can also be used to assess satisfaction levels, obtain feedback on shortcomings in the training process and make suggestions for improvement in delivery and content.

• Offer different modes of training Different people have different training preferences. 

Tailor the types of training to the varied needs of the employees. Training could be classroom based, through video recordings, on-the-job training, games, quizzes, simulations, etc.

Bottom Line

The hallmarks of the modern workplace are innovation, technology, globalization, and the constant evolution of technologies. It is, therefore, incumbent on organizations to continuously enhance the capabilities of their employees and foster a culture of continuous learning. Such an approach is vital if the organization is to remain competitive. These imperatives make having an effective learning-and-development function an inescapable necessity for all organizations.

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HR ASSIGNMENT TRAINING AND DEVELOPMENT ASLAM NALIR NAMAD31

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Training and Development in HRM Notes PDF | MBA 2024

• Post last modified: 5 April 2022
• Reading time: 21 mins read
• Post category: MBA Study Material

Download  Training and Development in HRM Notes PDF 2024 for MBA. We provide complete MBA training and development in human resource management notes.  Training and development in HRM study material include  training and development in hrm notes , training and development book, courses, case study, syllabus, question paper, questions and answers and available in  training and development pdf  form.

Table of Content

• 1 Training and Development Syllabus
• 2 Training and Development PDF
• 3.1 What is Training and development?
• 4 Training and Development Question Paper
• 5 Training and Development Books
• 6 Go On, Share & Help your Friend

The  Training and Development in HRM Notes  can be downloaded in training and development pdf from the below article.

Training and Development Syllabus

A detailed Training and Development in HRM Syllabus  as prescribed by various Universities and colleges in India are as under. You can download the syllabus in business law pdf form.

Systematic Approach to Training : Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in an organization. Assessment phase, Training and Development phase, Evaluation phase, Training administrations

Needs Assessment and Analysis : Organizational Support For need assessment, Who should participate in Need Assesment, Organizational analysis, Person analysis, Task Analysis, Competency Model

The Learning Environment : Learning theories, learning styles, stages of learning, learning principles, The Learning Organization and challenges to become a learning organization, trainee motivation to learn , Instructional Emphasis for Learning Outcomes

Transfer of Training : Considerations in designing Effective Training Programs, Training Design, Work Environment Characteristics, Organizational Environment Characteristics encourage Transfer, Various Training MethodsTrainer’s Role: Role of Trainers, Qualities of a good Trainers, Internal Trainer Vs External Trainer

Training Evaluation and Measurement : Process of evaluation, Outcomes used in the evaluation of a training program, Determining ROI of Training

Special Issues in Training & Development : Training in various sectors including Banking, BPO, IT, Training Issues resulting from External & Internal Environment, succession planning

Training and Development PDF

Training and Development in HRM Notes

What is training and development.

Training: Training is an organised procedure which brings about a semi-permanent change in behaviour, for a definite purpose and focus upon the job that an individual currently holds.

Development: The activity that focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future and is almost impossible to evaluate.

Training and Development Question Paper

If you have already studied the training and development in hrm note , then its time to move ahead and go through previous year Training and Development in HRM question paper .

It will help you to understand question paper pattern and type of Training and Development in HRM questions and answers asked in MBA, BBA, BCom training and development exam. You can download the syllabus in business law pdf form.

• Define TRAINING AND DEVELOPMENT
• Elucidate the concept of learning.
• Discuss the TRAINING PROCESS MODEL.
• Discuss the DIFFERENT TYPES OF TRAINING.
• Discuss MANAGERIAL DEVELOPMENT AND TRAINING.
• Elucidate EVALUATING THE TRAINING EFFORT AND OUTCOME.
• Discuss Developmental Coaching and its types.
• How to be ready for developmental coaching?
• How To Design a Great Mentoring Program?
• How to design a great mentoring program?
• Suggest Tips For Conducting Training Needs Analysis Accurately?
• How to find training needs?
• How to measure ROI of training program?

Training and Development Books

Below is the list of training and development book recommended by the top university in India.

• Employee Training and Development, 4th Edition by Noe, Raymond A., Publisher: Irwin/McGraw Hill
• B.Taylor & G.Lippitt: Management Development And Training Handbook.
• William E.Blank, Handbook For Developing Competency-Based Training Programmes, Prentice-Hall, New Jersey
• David A.DeCenzo & Stephen P.Robbins: Fundamentals Of Human Resource Management
• Management of Human Resources, Dr. A. K Saini and Sanjay Kumar Pathak, Publisher: Gullybaba Publishing
• Human Resource Management by K. Ashwa Thapa, Publisher: Himalaya Publishing House
• Human Resource Management by V. S. P Rao, Publisher: Excel Publishing House
• Human Resource Management by L. M Prasad, Publisher: Sultan Chand Publishing House.
• Training, Needs, Analysis, and Evaluation by Frances and Roland Bee, Publisher: IPD London
•  Art of Training and Development in Management by Leslie Rae, Publisher: Crest Publication

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In the above article, a student can download Training and Development Notes PDF 2024 for MBA. Training and development study material include training and development in hrm notes , training and development books , training and development syllabus , training and development question paper , training and development questions and answers , training and development courses in training and development pdf form.

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Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

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6.1 Employee Training and Development

Training is the act of increasing the knowledge, skills, and abilities of an employee for doing a particular job. Organizations invest in training to make sure employees can perform their jobs effectively. A vast amount of research supports the fact that training is positively and directly related to organizational performance (Garavan, et al., 2020).

Even when the right person has been selected, they may need training in how your company does things. Lack of training can result in loss of productivity, loss of customers, and poor relationships between employees and managers. It can also result in dissatisfaction, which means retention problems and high turnover. All of these consequences  can have an impact on direct costs to the organization. In fact, a study performed by the American Society for Training and Development (ASTD) found that 41 percent of employees at companies with poor training, planned to leave within the year, but in companies with excellent training, only 12 percent planned to leave (Branham, 2005). Thus, training can be considered as an investment in employees that is central to an organization’s health.

Effective employee training can take several different approaches. A well-designed orientation program is often key to an employee’s transition into a new workplace by giving them an overview of the company’s policies and culture. They may receive specific in-house training on important workplace issues or job-specific areas at these sessions. In some organizations, new employees are assigned a mentor or coach to help with their transition. Depending on the organization, employees will continue to be offered in-house training specific to their jobs or enhance their knowledge of company policies and workplace initiatives. Finally, companies may send employees to external training events or bring external service providers into a company to deliver specialized training.

Training and Development

Training and development is a key Human Resources function.

Training refers to formal and planned efforts to help employees acquire knowledge, skills, and abilities to improve performance in their current job. Training can also be described as an endeavour aimed to improve or develop additional competency or skills in an employee on the job one currently holds in order to increase performance or productivity. Training involves a change in attitude, skills, or knowledge of a person with the result being an improvement in behaviour. For training to be effective it has to be a planned activity conducted after a thorough needs analysis and targeted at certain competencies.

Development on the other hand refers to formal and planned efforts to help employees acquire the knowledge, skills, and abilities required to perform future job responsibilities and for the long-term achievement of individual goals and/or organizational objectives.

Is There a Difference?

The terms education and training are often used interchangeably. However, education is the process of acquiring knowledge and information, usually in a formal manner while training is the mastery of a skill or skill set.

What Training Can and Cannot Do

All organizations should be aware that training will not solve all problems. At times, organizations attempt to use training to solve a problem when a lack of skill is not the issue. Training is not an intervention to a situation that is caused by poor performance or other root causes that are not skill-related.

Let’s think about it this way, if we are working with employees who are having difficulty with job execution, missing tasks, or not following through, training might not be the best intervention. Instead, we could correct the deficiency by providing more objective feedback, or by adding or removing behavioural consequences. For example, if an individual is not performing the job but could do so if his or her life depended on it retraining is not the answer.

Employee Orientation or Onboarding 

Probably the most basic and common training that organizations invest in is an employee orientation program. Employee orientation is the process used for welcoming a new employee into the organization. The objectives of employee orientation are as follows:

• To reduce start-up costs . If an orientation is done right, it can help get the employee up to speed on various policies and procedures, so the employee can start working right away. It can also be a way to ensure all hiring paperwork is filled out correctly, so the employee is paid on time.
• To reduce anxiety . Starting a new job can be stressful. One goal of an orientation is to reduce the stress and anxiety people feel when going into an unknown situation.
• To reduce employee turnover . Employee turnover tends to be higher when employees don’t feel valued or are not given the tools to perform. Employee orientation can show that the organization values the employee and provides the tools necessary for a successful entry.
• To save time for the supervisor and coworkers . A well-done orientation makes for a better prepared employee, which means less time having to teach the employee.
• To set expectations and attitudes . If employees know from the start what the expectations are, they tend to perform better. Likewise, if employees learn the values and attitudes of the organization from the beginning, there is a higher chance of a successful tenure at the company (Dessavre, 2023).

Some companies use employee orientation as a way to introduce employees not only to the company policies and procedures but also to the staff (Dessavre, 2023).

Offer a story about a time you started a job.  Explain how you were oriented to the company.  Was it useful?  Was it not useful?

In-House Training

In-house training programs are learning opportunities developed by the organization in which they are used. This is usually the second step in the training process and often is ongoing. In-house training programs can be training related to a specific job, such as how to use a particular kind of software. In a manufacturing setting, in-house training might include an employee learning how to use a particular kind of machinery.

Many companies provide in-house training on various HR topics as well, meaning it doesn’t always have to relate to a specific job. Some examples of in-house training include the following:

• Ethics training
• Sexual harassment training
• Multicultural training
• Communication training
• Management training
• Customer service training
• Operation of special equipment
• Basic skills training

In the 1980’s, the fast-food chain Wendy’s had gained a reputation for its training videos. Below is a classic one on how to pour drinks (trigger warning: it’s from another era!).

Video: “ Wendy’s Training Video Cold Drinks ” By Chuck Drake [1:54] (URL: https://www.youtube.com/watch?v=PJ-JBFXh2IU )

External Training

External training  includes any type of training that is not performed internally by the organization. It can include sending an employee to a seminar to help further develop leadership skills or helping pay tuition for an employee who wants to take a marketing class.

“ Employee Training ” from Human Resources Management – 2nd Ontario Edition  by Elizabeth Cameron is licensed under a  Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Human Resources Management - 3rd Edition Copyright © 2023 by Debra Patterson is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Learning and Development

Organizations that are proactive about expanding employees’ knowledge and skills build a capable workforce equipped to overcome challenges and achieve success. That is why employee learning and development is such a vital function of every company.

This guide is a go-to resource for all you need to know about learning and development.

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What is learning and development?

What is the difference between learning and development?

What is the difference between learning and training?

Why is learning and development important?

• Attracting and retaining employees : People want to work for organizations where they can lean into their present and future interests. They have come to expect employers to offer career-enhancing growth and development. According to a Gallup survey , 65% of workers evaluate job opportunities based on the availability of employer-provided upskilling.  In addition, a TalentLMS survey showed that 76% of employees are more likely to stay with a company that provides ongoing learning and development opportunities. 
• Boosting employee experience and engagement : Employees gain confidence in their performance and feel inspired to take more initiative and pursue their career aspirations. This translates to higher morale, job satisfaction, and engagement.
• Promoting DEIB : An inclusive and equitable work environment where employees of all backgrounds have access to growth opportunities is at the forefront of most organization’s cultural aspirations. Actively integrating DEIB into L&D strategies promotes a sense of belonging and contributes to an engaged, innovative workforce.
• Bridging skills gaps : Organizations must keep pace with technological advancements and frequent shifts in business concepts. This means equipping employees to face new challenges. Reskilling and upskilling individuals for specialized technical roles and developing their soft skills prepares the workforce to adapt, foster innovation, and meet the organization’s future labor needs.
• Empowering future leaders : Providing learning and development opportunities results in well-trained and educated employees who can take on new responsibilities and leadership roles. Many organizations create their own management training programs that offer employees a tangible prospect for making their career aspirations a reality. For example, the American retail membership warehouse chain Sam’s Club has a five-week learning program called Manager Quality (MQ). Its content brings customized career development to all levels of associates. It begins with a week of values-based decision-making to develop the attributes of the company’s leadership expectations. MQ’s framework has four pillars that teach foundational concepts that apply to all Sam Club roles. 
• Enhanced reputation as an employer : With so many people looking for growth opportunities in their jobs, fulfilling their desires for expanding career opportunities is a must for improving your employer brand . Employers that offer robust L&D have an advantage over others in the competition for top talent.  Multinational fast food restaurant chain McDonald’s offers L&D benefits to attract and retain workers in an industry plagued by a labor shortage. Even part-time workers are eligible for tuition assistance after 90 days of employment. McDonald’s Archways to Opportunity program has a variety of channels for employee growth and learning. This includes a career development app that provides on-demand, personalized professional guidance and learning that employees can access from anywhere.

Learning and development methods

• 70% of learning comes from informal, work-based learning. This takes place during new tasks, challenging assignments, and through supervisor feedback and ‘water-cooler’ conversations with peers
• 20% of learning comes from developmental relationships. Employees experience social learning through interactions with peers and mentors
• 10% of learning comes from traditional coursework and training in a formal, educational setting.
• Formal learning in a classroom setting : This method is goal-oriented and instructor-led with limited learner interaction. It is typically a group situation and can take place in person or online. Examples include lectures, classes, and seminars.
• Informal learning : Informal learning is organic, unstructured, and more self-directed. It takes place on the job through tasks, feedback, co-worker interactions, and through individual study. Examples include conversations, online forums, and reading books or doing research.
• Experiential learning : This trial-and-error approach allows people to try doing something, observe the results, and then gain understanding from the experience. Examples include apprenticeships, internships, virtual or real-world simulation exercises, and scenario-based role-playing.
• Performance coaching to inspire employees to realize their full potential by honing their current abilities and learning new skills. Police Now, an independent charitable social enterprise that recruits police officers in England and Wales, has a very hands-on approach to performance coaching. Its year-long Frontline Leadership Programme includes one-on-one coaching to guide participants through each training module and work through any knowledge or skills gaps. 
• Peer coaching is where two or more colleagues team up to share ideas, learn from one another, build skills, or collaborate to solve work problems.
• AI-based coaching leverages artificial intelligence to provide coaches with insight, augment coaching efforts, or exclusively do the coaching.
• Establishing a coaching culture builds trust and connection with employees and empowers them to improve themselves and their performance to impact the company’s success.
• Mentorship programs that are sponsored by the organization provide structure and resources for mentoring relationships.
• Peer mentoring takes place between two co-workers who are at the same or similar level in the organization but have different degrees of experience. The more experienced one shares their knowledge and offers encouragement to the less experienced one.
• Reverse mentoring is when junior employees share their knowledge and expertise with their superiors to help them overcome a shortfall in a particular area, such as digital skills.
• Micro-mentoring occurs in one-time or temporary settings and is focused on short-term objectives for a specific project, topic, or skill.
• Job shadowing lets employees observe a more experienced colleague as they perform their duties. Implementing a job shadowing program is a way to offer employees exposure to other roles and new career opportunities.
• Skill building : Skill building involves helping employees acquire new skills. The purpose is to fill the organization’s skills gaps so it can achieve business goals and remain competitive. Examples of skill-building activities include new product training, customer service role-playing, and problem-solving games.
• Targeted training : Targeted training is another method for closing skills gaps. It combines formal and informal learning to meet individual learning needs. By pinpointing the most needed skills, organizations can distribute training resources efficiently. Just about any method can be used for this type of learning.
• Cross-training : Cross-training entails teaching an employee how to handle another employee’s role. When employees are cross-trained, they expand their skill set and understanding of the company’s operations. They can also cover for absent employees and pitch in when extra help is needed to distribute the workload.
• Remote training : Remote training takes place online and is for employees who are not working from the same location. It can be held either at a set time with employees participating from different places (synchronously) or accessed on demand (asynchronously). Examples include webinars, online courses, and pre-recorded video lessons.
• New employee training : New employee training is the part of the onboarding process that teaches new hires how to do and be productive in their jobs. It’s customized to each role and can involve areas of instruction such as customer service techniques, how to use software, or how to operate equipment. 

Examples of L&D programs

• Orientation and onboarding : The job orientation and onboarding journey helps all new employees settle into their new organization and role, often equipping them with specific knowledge, training, and equipment to do their job. 
• Technical skills development : Certain roles require technical skills, which can be improved through training and education. For example, software engineers might receive training on specific software applications or take a course to improve their coding abilities. As technology rapidly evolves, keeping technical skills updated requires regular training.
• Soft skills development : Soft skills are personality traits, behaviors, and interpersonal skills people use to interact with others at work and are essential for cooperation and harmony between peers. While they are less tangible than hard skills, they can still be developed. A LinkedIn survey reported that 92% of talent professionals believe soft skills are equally or more important than hard skills when it comes to hiring the right person for a role. 
• Product and services training : Customer and client-facing roles require strong knowledge of the product or service offering. As products and services are updated and new lines are rolled out over time, regular training helps ensure that everyone has a good grasp of the unique selling proposition (USP) and benefits and can communicate these to the customer. 
• Safety training : Health and safety training is not only essential for keeping your employees safe and healthy at work, but sometimes it’s also required by law (these laws differ depending on the location in question). Some roles – such as an administrative office position – require basic safety training, while others – such as a builder using complex and dangerous machinery on-site – require more specific learning programs. 

How to create a learning and development strategy

1. Align your L&D strategy with the business strategy

• The skills your employees have and which skills are crucial to supporting business priorities
• What your business has to offer and its competitive advantage
• What your customers need and how those needs may evolve
• Shifts that may affect the organization, such as technological developments, economic uncertainty, competition, and business growth or decline
• Whether the organization is agile and prepared to adapt to known and unforeseen changes.

2. Collaborate with business leaders

3. assess employee capabilities and identify skills gaps , 4. design learning journeys.

• What tools must you be capable of using for your job?
• What helps you be the most productive?
• Which learning experiences work best for you? 
• How could your learning experience be improved?

5. Plan the implementation of L&D initiatives

• Articulate the purpose of the initiative
• Perform a SWOT analysis to determine which learning program is best
• Establish a well-defined budget that includes all costs associated with running the program
• Provide detailed information on the program’s benefits and ROI. Describe how they align with business goals and objectives
• Conduct a trial run with pilot classes to discover any weaknesses and make adjustments.

6. Track performance

• Training completion rate: How many employees enrolled in and then completed the training. 
• Assessment pass rate: The number of employees who passed the training.
• Training dropout rate: The percentage of employees who did not complete the training.

7. Analyze effectiveness and make adjustments

• Did the learning strategies reinforce the organization’s priorities and goals?
• Were skills gaps addressed to improve employee performance?
• Has employee engagement, morale, and retention improved?
• Are business processes more efficient?
• Is the company culture healthier? 
• Were L&D budgets and resources distributed effectively?

Learning and development KPIs

• Employee productivity rate : The value that employees generate within a specific period – ( Total output ÷ Total input)
• Revenue growth : The increase in revenue over a set timeframe – ( Current period revenue – Previous period revenue) ÷ Previous revenue
• Net profit margin : The percentage of revenue that is profit – ((Operating income – Expenses – Interest – Taxes) / Revenue) x 100 

How to measure ROI in learning and development

1. kirkpatrick model of training evaluation.

• Participation rates
• Completion rates
• Net promoter score
• Pre- and post-training assessments
• Performance review data
• Peer reviews
• Productivity
• Customer satisfaction
• Employee retention
• Work quality 

2. Phillips model of training evaluation

3. impact study.

Learning and development terms to know

• A nalyze: Identify the problem to be solved
• D esign: Create an outline and prototype/storyboard for the learning intervention
• D evelop: Use the prototype/storyboard to create the training
• I mplement: Deliver the training
• E valuate: Assess the initial training program using observations and data from post-training assessments.
• Employee development plan : An employee development plan is a strategy for developing an individual’s knowledge and skills to equip them for current and future roles. The plan incorporates the needs of both the employee and the organization.
• Leadership development plan : A leadership development plan is a personalized, long-term strategy for helping an individual acquire the leadership competencies they must have to become a manager or leader in the organization.
• Learning agility : Learning agility is a mindset of being open to learning and accepting new concepts and strategies for better adaptation to change. It has been described as “the ability to learn, unlearn, and relearn.”
• Organizational learning : Organizational learning is the process of promoting and facilitating learning within an organization to help it thrive through improving productivity, profitability, and competitive advantage. It’s focused on knowledge creation, knowledge retention, and knowledge transfer.
• Professional development plan : A professional development plan is an action plan for an individual to progress in their career. It involves setting the goals they want to achieve and identifying which skills and experience they have, which they should gain, and the steps to get them where they want to be. This differs from an employee development plan because it is focused primarily on the individual’s goals and not necessarily the organization’s.
• Reskilling : Reskilling is the process of acquiringk new skills or training in a different field or discipline to adapt to changing job requirements or to transition into a new role. It’s a proactive approach to workforce planning and meeting future skills needs.
• Skills gap analysis : A skills gap analysis is a tool for assessing the disparity between a workforce’s existing capabilities and what the organization currently needs and will require in the future. The results of the analysis are used to design appropriate learning interventions.
• Talent development : Talent development is about amplifying employees’ existing skills and identifying new competencies and opportunities for them. The goal is to help employees grow so they can better serve the organization’s effort to achieve business goals.
• Training evaluation : Training evaluation is the process of analyzing the effects and effectiveness of a training program. It entails assessing whether the program meets its objectives, as well as collecting feedback to gain insight for making improvements.
• Training needs analysis : A training needs analysis identifies the variance between the desired knowledge, skills, and abilities and what the workforce actually possesses. It pinpoints what kind of training is needed and which employees need it. This tool is used when a lack of skills appears to be the cause of a business problem.
• Upskilling : Upskilling is an intentional process of enhancing and expanding employees’ skills to improve performance in their current role, enable them to progress within the organization, and adapt to evolving workplace demands. It supports the organization’s ability to adapt to upcoming changes.

Learning and development jobs

Learning and development specialist

• Coordinating with different departments to identify training needs
• Assembling data and producing reports on training status and needs
• Designing training content and participant materials
• Conducting training sessions and workshops while creating a learning-conducive environment.
• How do you make sure training and participant materials are relevant and beneficial?
• Tell me about a time when you had to create a training program for a subject you were unfamiliar with.
• Explain your process for measuring the success and impact of a training program.

Learning and development manager

• Creating learning strategies and programs in line with organizational objectives
• Assessing learning and development plans and making improvements
• Managing the L&D budget and negotiating contracts with external training providers
• Hiring and managing L&D staff.
• Tell me about a successful training strategy you implemented and why it was effective.
• How do you stay on top of the latest research and trends in L&D?
• What is your background and experience in creating training materials?
• Explain your management style and how you motivate staff.

Training specialist

• Identifying training needs by conducting skills gap analyses and collaborating with stakeholders
• Building training programs and determining the standards and benchmarks for evaluating them
• Preparing teaching plans and instructional materials
• Ensuring training efforts align with organizational goals.
• Explain how your background and related experience equip you to succeed as a training specialist
• Describe how you would plan an effective soft skill training on critical thinking
• What type of employee L&D do you think should be outsourced?

Learning and development skills

• Instructional design: A defined process driven by learning theories and models for constructing efficient, effective learning experiences. It helps L&D professionals systematically identify the learning objectives and strategies and create presentations, instructional materials, assessments, and interactions that enhance learner engagement. Three widely used instructional design models are the ADDIE model , Bloom’s Taxonomy model, and Merrill’s Principles of Instruction.
• Facilitation skills : The definition of the word facilitate is “to make (something) easier.” Facilitation skills in L&D pertain to successfully guiding learners through a training program and achieving the intended outcomes. A good facilitator will incorporate tools, activities, and discussions that present the material in a comprehensible and engaging manner.
• Adult learning : Adult learning theory acknowledges that adults do not learn in the same way that children do. Adults prefer to be informed of why they need to learn a new concept to start with. They also absorb information better with less instruction and more hands-on experience. L&D professionals understand adult learning techniques and use the appropriate methods for strengthening training outcomes.
• LMS experience : Learning management systems (LMS) are digital platforms that automate the administration, delivery, tracking, and reporting of corporate learning and development. Due to their efficiency, most organizations use some type of LMS. L&D professionals must be comfortable operating LMS software and understand how to make the best use of it.
• Project management : Project management is about overseeing the process of delivering something of value. Administering L&D is the same idea. L&D professionals must be able to collaborate and communicate with multiple stakeholders, organize documentation and materials through various drafts, and problem-solve complex challenges to keep projects on track.

Learning and development trends

1. microlearning, 2. ai and personalization of the learning experience.

• Algorithms that generate personalized learning paths by analyzing employees’ learning history, performance, and preferences.
• Learning systems that offer support or more challenging material according to each learner’s needs.
• Data analysis that predicts which learners may struggle and can recommend interventions.

3. Soft skills training 

4. building a culture of continuous learning, 5. generative ai and digital skills development, learning and development certification.

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