LEARNING

Learning is concerned with bringing about relatively permanent change as a result of experience occurring through direct experience or indirectly through observation. It is important to note that the means of learning are not able to measure learning as such. 

SIGNIFICANCE OF TRAINING AND DEVELOPMENT

Training is the corner-stone of sound management. It makes employees more productive and effective. It is actively and intimately related to all the personnel or managerial activities. It is an integral part of the whole management program with all its many activities functionally inter-related. Training is also important for any organization that wants to take advantage of changes techniques and improvements.

INPUTS IN TRAINING AND DEVELOPMENT

A Training and Development program must contain inputs that enable the participants to acquire skills, learn basic concepts and sharpen vision to look into the distant future. Additionally, there is a need to impart ethical considerations, stress on attitudinal changes and emphasize upon decision-making and problem-solving abilities.

TRAINING, DEVELOPMENT AND EDUCATION

Every organization whether profit or non-profit, public or private or government, needs to have well trained and experienced employees to perform the activities in order to achieve the organizational goals. If the existing or potential job occupant can fulfill this requirement, training is not important.  In other cases, training is necessary to enhance the skill levels and increase the versatility and adaptability of employees. 

BENCHMARKING

The process of benchmarking consists of distinguishing the aspects of policy, procedure and practice for which information from other organizations is needed and identifying the important performance areas or factors within the organization for which comparative data is needed. It also includes identifying different organizations or sources of information concerning these factors and approaching organizations to achieve agreement on getting information on a reciprocal basis. Aggregating the data from different organizations about the efficacy of any policy, procedure or practice and how well it performs. It is much important to determine the extent the approach is transferable from that organization to the organization exercising benchmarking and evaluates the degree to which a practice is unique to an organization and is not therefore, transferable in its present form and analyzing published data or information from professional/employer’s organizations.