(a) Describe the importance and types of training. 20 (b) What is a good job description ? List some methods of collecting job…

(a) Importance and types of training

Training is the planned process of improving the knowledge, skills and attitudes of employees so that they can perform their present jobs better. It is narrower and more job-specific than development, which prepares people for future roles, and it is not general education. It should begin with a training needs analysis at the organisation, task and person levels.

Importance:

• Higher productivity and quality, as skilled workers make fewer errors and waste less.
• Lower supervision, accidents and costs of damage.
• Adaptation to new technology, methods and legal requirements.
• Higher morale, job satisfaction and a sense of security, and so a lower turnover.
• Preparing a pool of skilled people for promotion and succession.
• Better customer service and a stronger image and competitiveness of the firm.

Types and methods:

• On-the-job training: learning at the workplace under a supervisor, through job instruction, coaching, job rotation, understudy and apprenticeship. It is economical and realistic, but depends on the trainer's skill and may disrupt work.
• Off-the-job training: away from the work, through lectures, case studies, role play, simulation, programmed instruction, business games, workshops and e-learning. It allows a systematic and safe learning, such as a flight simulator for pilots, but costs more and transfer to the job may be weak.
• By purpose: induction, skill, safety, refresher and promotional training; and by level: for operatives, supervisors and managers (including management development).
• Vestibule training: a replica of the shop floor in a classroom for new operators, as for machine operators.

The effect of training can be evaluated through Kirkpatrick's four levels: reaction, learning, behaviour and results.

(b) Job description and methods of collecting the information

A job description is a written statement of what a job involves: its title, purpose, duties and responsibilities, reporting relationships, working conditions and the tools used. It differs from a job specification, which lists the qualifications and traits the jobholder needs. Both come from job analysis.

A good job description is:

• accurate and up to date, based on the real job;
• clear, concise and in plain language, using action verbs;
• complete, covering all main duties and their relative importance, and the authority, accountability and relationships;
• free of bias and not tied to a particular person;
• specific enough to show what is to be done, how and why, and to serve selection, appraisal, pay and training.

Methods of collecting job information:

• Observation of the worker at the job.
• Interviews with jobholders and supervisors.
• Questionnaires, structured or open-ended (such as the Position Analysis Questionnaire).
• Diaries or logs kept by the employee.
• Technical conferences with experts, and examination of records and past analyses.
• Performing the job oneself (work participation).

For example, in the observation method an analyst watches a machine operator for several shifts and records tasks, sequence and conditions. A mix of methods is usually used.

(c) Placement and the components of an employee induction programme

Placement is the assignment of a selected employee to the specific job or position that suits his or her qualifications, aptitude and the needs of the organisation, and the process of fitting the person to the job. It follows selection and precedes induction, and is distinct from selection, which is the choice of the candidate. A right fit leads to satisfaction and performance, and a wrong one to turnover.

Induction (orientation) is the programme that introduces the new employee to the job, the people and the organisation, and so helps the person adjust (socialisation), reduces anxiety and shortens the time to productivity.

Its components are:

• Welcome and the organisation: its history, mission, values, products, structure and key people.
• The job: duties, standards, reporting relationships, goals and the probation period and how it is assessed.
• Policies, rules and procedures: working hours, leave, discipline, grievance procedure and ethics.
• Pay and benefits: salary, allowances, insurance, provident fund and facilities.
• Safety and health: hazards, emergency procedures and use of equipment.
• Facilities and orientation: a tour of the workplace, canteen, transport and meeting colleagues.
• Training and development opportunities, and the role of the union where relevant.
• A mentor or buddy, a handbook and follow-up reviews.

Induction can be formal (planned sessions) or informal (learning from colleagues). A well-designed programme lowers early turnover, builds commitment and prevents costly mistakes.