Training & Development Flashcards
Training
Training relates to particular skills which are needed within an organisation for it to operate
successfully
Development
Development is more concerned with enabling individuals to grow in knowledge, skills and experience
in order to be of greater potential use to the organisation at some later date. I
Learning
Learning is the process of acquiring knowledge, skills and attitudes and can take place by a number
of different means and involves behaviour changing through experience
Managers can promote staff development by:
setting a good example by promoting the benefits of learning and CPD.
* encouraging employees to reflect on what they have learned.
* explaining how learning fits into the appraisal system.
* encouraging the development of a learning plan.
* helping colleagues to set SMART objectives.
* helping colleagues identify current skill level and identify gaps.
* working with colleagues to identify and prioritise learning needs.
Systematic Training and Development Cycle
*Identification of training needs, in line with
organisational objectives
*Planning of training
*Delivery of training
*Evaluation of training
A Training Needs Analysis takes into account:
A Training Needs Analysis takes into account:
* Organisational policies such as the Individual Personal Development System and the strategic
plans of the organisation.
* Guidance documents such as role maps.
* The knock on effect from changes in legislation.
* The skills/knowledge/competences needed by staff for them to carry out the job (normally new
employees will have only been appointed if they have the necessary skills. However, in Fire and Rescue Services, new recruits will need to be taught a whole range of skills as well as developing
team spirit).
Planning of training sessions
The programme or event has the support of top management.
* The training will contribute to the achievement of organisational objectives.
* The event or programme is based on a thorough evaluation of learning needs.
* Objectives are clearly identified so staff know what they will be able to achieve at the end of it.
* Key learning points are clearly identified for each part of the training.
* The learning activities and exercises to be used as part of the training programme.
* The outcome of the training will be staff acquiring skills they can use in the workplace
Benefits of identifying and meeting training and development needs
Unless the right staff with the right skills are present, an organisation may struggle to implement
strategies and achieve targets.
* Enables training requirements to be prioritised and the most effective ways of providing the
training to be identified.
* Gives the organisation, department, team and individual a broader skill-set and improves
organisational flexibility.
* Improvements in day to day performance of the individual, team and organisation.
* Team training can improve cohesion and the commitment of staff.
* Well planned induction programmes can help a new starter settle in more quickly, gain a
favourable impression of the organisation, become an effective employee in the shortest possible
time, become aware of the geography of the workplace, be introduced to team colleagues and
become aware of policies and procedures and ‘the way we do things around here’
Manager’s Role in relation to Training and Development
Influencing and supporting staff to think about taking responsibility for their training and
development and identifying their particular learning style.
* Administrative role in terms of keeping records of training undertaken and when refresher courses
are needed, undertaking of the training skills analysis.
* Training role in terms of giving practical instruction to staff, involving planning, preparing and
delivering and where possible taking into account the different learning styles.
* Organising role in terms of the planning of training events.
* Decision making role in terms of when and which staff are to be given access to training based
on the needs of the organisation and taking into account the organisation’s equality and diversity
policies.
* Overseeing role where training is being organised by a specialist training department or being
delivered by a commercial organisation.
* Facilitator role in terms of bringing together the skills of their team so that staff can learn from
each other and in identifying development opportunities for their staff
CONTINUING PROFESSIONAL DEVELOPMENT (CPD)
- Professionals understand and accept the need for a lifetime of learning and the identification of
new skills which may be required. - The CPD process involves identifying present knowledge, skills and abilities as well as strengths
and weaknesses. - CPD enables a professional to maintain their existing knowledge and skill levels, which could
decline or go out of date if not continually refreshed. - Being a professional carries a responsibility for being up to date and having a capability for sound
judgement so that the best possible advice is always provided. - Commitment to CPD demonstrates a commitment to professionalism, to the organisation,
manager, stakeholders and customers
Role of a Personal Development Plan
Promote learning and help to provide people with the knowledge and portfolio of transferable
skills that will help to progress their careers.
* Provides a structured approach. The four stages in preparing a PDP are assess current position,
set goals, plan action and implement.
* Sets out the actions people propose to take to learn and to develop themselves.
* Enables an employee to review what they have learned and what they have achieved
A Personal Development Plan could include
courses leading to formal qualifications including distance learning.
* short courses covering particular topics.
* the Integrated Personal Development System.
* learning new skills within the workplace.
* devising a Personal Development Plan with the line manager.
* using the outcome of staff appraisal interviews.
* using 360 degree feedback.
* preparing articles on relevant subjects for publication.
* attending relevant seminars or conferences, including those organised by local branches of the
Institution of Fire Engineers (IFE).
* attending or providing lectures
Creative Organisations
an acceptance and embracement of change.
* an emphasis on helping staff see ‘the bigger picture’ and being aware of the environment in which
the organisation operates.
* a recognition of the importance of all members of staff and not just those in managerial positions.
Frontline staff can often be early detectors of opportunities and threats.
* an emphasis on managers being positive role models and using an appropriate leadership style.
* a commitment to continuous improvement.
Benefits of Effective Partnerships
respond to complex operational situations which require the skills and resources of more than
one organisation eg major disasters
* help Fire and Rescue Services respond to difficult social issues and identify solutions and
preventative measures.
* help to develop community engagement skills and the ability to make contact with ‘hard to reach’
groups.
* build on the strengths of organisations allowing them to pool resources, avoid duplication and
maximise impact.
* enable the sharing of expertise and the opportunity to learn from others and broaden
organisational knowledge and mind sets.
* make individual organisations think about the effect that their strategies may have on other
organisations.
* help to save money through ending duplication and providing services which only have limited
impact.
