Training and Development in Human Resource Development

This presentation discusses the importance of training and development in human resource development, specifically focusing on the training needs for managers, supervisors, and customer service assistants in Apple. It also explores the advantages and disadvantages of different training methods used in Apple. Additionally, it presents a systematic approach to plan training and development. References are provided at the end.

Introduction
Human resource development is the function is a part
of human resource development process which
involves training and developing the skills of the
employees in the organisation. It begins when the
employee is hired in the company and continues
through orientation and training while providing
various opportunities to them.

2.1 Comparison of training needs for Manager, Supervisor and
Customer service assistant of Apple
The training needs for a manager arises when the managers as well as
their seniors are mainly dissatisfied by their performance. The
reasons for this are the unfit training programmes for the managers. A
same training plan cannot be applied to all the employees as their
tasks and responsibilities are different. The reasons for which the
need of training of a manager arises are:
Communication skills
Mentoring
Leadership
Time management
Problem solving
Decision making

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The supervisors need to receive training form time to
time to provide guidance and advice for improving the
performance and efficiency. The supervisors need to
manage and control a wider range of employees than
managers therefore the skills required by them are more
developed and detailed. With the proper training
programmes they can develop specialisation in their
field which further helps the company to perform better.
Whereas, the customer service assistants require
training to develop their interpersonal skills and
methods to provide best services to the customers.

2.2 Advantages and disadvantages of using
different training methods in Apple
Advantages Disadvantages
The training technique of
performance appraisal motivates the
employees to improve performance
and get recognition for it.
The employees can also feel
discouraged and disappointed if they
are not able to perform better due to
some reasons.
The employees understand and
recognise their role better with the
technique of providing practical
experiences.
Some employees might not be
willing to change take different tasks
and responsibilities which creates
barriers in the process.
The training technique of involving
the employees in discussions and
suggestions helps to share ideas and
knowledge.
If the techniques is not used
properly, the employees might get
confused and can even create
negative image of the superiors.

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Orientation training provides a
overall view of the organisation for
the employee in relation with the
tasks, opportunities, job
specification, etc.
Presenting all the elements together
about the job and organisation can
create confusion for the employee
and create dissatisfaction.
Another approach of training in the
organisations is by evaluating the
performance of the employees,
which gives them encouragement to
take decisions as and when
opportunities arise.
If any fault occurs in evaluation of
performance by the managers, it can
also present a misleading analysis
for the employee creating
dissatisfaction and demotivation.

2.3 Systematic approach to plan training and
development
Systematic approach for training and development is
required to priorities the objectives and tasks before
starting the training. It is a type of formal training
technique which ensure that the company objective is
the main focus throughout the training process. It
enable the individuals to achieve the objectives of the
company along with personal development.

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The steps involved in the process of systematic training
approach are:
Analysis
Designing
Developing
Implementing
Reviewing

References
 Bratton, J. and Gold, J., 2012. Human resource management:
theory and practice. Palgrave Macmillan.
 Guest, D.E., 2011. Human resource management and
performance: still searching for some answers. Human resource
management journal, 21(1), pp.3-13.
 Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does
human resource management influence organizational outcomes?
A meta-analytic investigation of mediating mechanisms.
Academy of management Journal, 55(6), pp.1264-1294.
 Wright, P.M. and McMahan, G.C., 2011. Exploring human
capital: putting ‘human'back into strategic human resource
management. Human resource management journal, 21(2),
pp.93-104.