Impact of Government Training Schemes & Competency Movement on HRD

This report delves into the major training schemes supported by the government, such as 'Employment on Trial' and 'Work in Europe' (EURES), highlighting their roles in enhancing employment opportunities and providing access to job information across Europe. It further examines the competency movement, defining it as the accumulation of knowledge, skills, and abilities leading to successful execution, and its impact on both public and private sectors, including improved employability, productivity, sustainable development, and talent acquisition. Finally, the report assesses how these initiatives impact organizations in the UK, noting improvements in corruption levels, the creation of democratic spaces for national action, empowered localized communication, and enhanced budget usage. References to relevant research articles are included to support the analysis. Desklib provides access to this and many other solved assignments to support student learning.

HUMAN
RESOURCE
DEVELOPMENT
Task 4

MAJOR TRAINING SCHEMES THAT THE GOVERNMENT SUPPORTS AND ITS ROLES
 Employment on Trial: Under this scheme, if any of the
employee is unemployed previously, he can give
attempt for a new job without losing benefits.
 Work in Europe: For companies like Audi and other, Job
attributes and content on surviving and working
conditions across Europe are accessible on the “EURES”
internet site at www.ec.europa.eu. EURES is acronym for
the European Employment Services organization which is
a social group of Europe government bodies.

COMPETENCY MOVEMENT AND ITS IMPACT
ON PUBLIC AND PRIVATE SECTORS
 Definition: The accumulation of knowledge, skills
and abilities that when impelling, produce a
successful execution in a defined way.
 Provides route to employability
 Increases fruitfulness of companies
 Improves sustainable improvement
 Helps to attract talent pool from external market

ASSESSING THE WAY IN WHICH INITIATIVES
IMPACT THE ORGANIZATIONS IN UK
 Lower berth of corruption
 Construction of brand-new democratic spaces for
national action
 Empowering localized communication
 Improving in budget usage and better transfer of
divine service

REFERENCES
 Emmerik, H., Bakker, A. and Euwema, M., 2009.
Explaining employees' evaluations of
organizational change with the job‐demands
resources model. Career Development
International. 14(6). pp. 594-613
 West, M. A., 2012. Effective teamwork: Practical
lessons from organizational research. John Wiley
& Sons.
 Selznick, P., 2011. Leadership in administration: A
sociological interpretation. Quid Pro Books.