Introduction

Introduction

Organizations improved capabilities, knowledge, and skills of talented employees proved to be a major source of competitive advantage in the global market (McKinsey, 2006). Hence, training is delivered by an organization or external services. Training is a type of activity that is planned, systematic and it results in an enhanced level of skill, knowledge, and competency that is necessary to perform work effectively (Gordon, 1992). Training as the systematic application of formal processes to impart knowledge and help employees to acquire requisite skills for them to perform employee jobs satisfactorily (Armstrong, 2012).

Employee development activities are very important for employees, as the activities are performed, it indicates that an organization cares about employees and wants them to develop (Elena, 2000). Training and development is increased employee performance, that training and development are important activity to improve the performance of the organization (Ahmad and Siraj-ud-din, 2009). When an employee learning developed by the individual through experience. Employee development depends upon the individual employee whether the employee is willing to participate or not. Employee development also depends upon the organization's culture, the attitude of top management, and limited opportunities for promotion (Elena, 2000; Antonacopoulou, 1996). Training and development program is a responsibility of the organizations to provide opportunities to employees but the individual should take initiative to use those opportunities for the betterment of their future career (Garger, 1999).

As a Kolb's Learning Cycle there are four stages of effective learning in an employee individual progresses. (1) having a concrete experience followed by (2) observation of and reflection on that experience which leads to (3) the formation of abstract concepts (analysis) and generalizations (conclusions) which are then (4) used to test the hypothesis in future situations, resulting in new experiences.

Figure 01: Kolb's Learning Cycle

 

(Source: Saul, 2017)

Experience

Experience in a leading Software Company, they have given technical, new tools, new language and process training for their employees. The company is provided various training sessions for employees to develop their carrier and shaping their knowledge. After training sessions employees could be able to use their gained knowledge to develop an innovative software product and carter to future markets.

Reflective Observation

The Organization is started new product development can be used new technology for developments. Set up a team with having technology savvy and assign them to a development task. The employee who had the training can include innovative software developments. Some employees are naturally good at reflection. Some of them train themselves to be more deliberate about reviewing their experiences and recording them. Finally releasing a new product to an organization or market.

The formation of abstract concepts

After developing new products, employees lean by experience and they can teach others as well. All staff exchange their experience and knowledge with their teams and apply for an existing product.

Active experimentation

After learn from training employees apply those techniques into new products and use knowledge into future developments.

Reference

Ahmad I. and Siraj ud Din, (2009) ,Evaluating Training and Development, Gomal Medical College and Gomal University, D.I.Khan,Pakistan.

Antonacopoulou, E.P. and FitzGerald, L. (1996).Reframing competency in management development: a critique. Human Resource Management Journal, 6(1), pp. 27-48.

Armstrong, M. (2012). Armstrong’s Handbook of Human Resource Management Practice. United Kingdom: Ashford Colour Press.

Elena P. Antonacopoulou, (2000), Employee development through self -development in three retail banks, Journal of Personnel Review, 29(4), pp. 491-508.

Elena P. Antonacopoulou, (2000), Employee development through self -development in three retail banks, Journal of Personnel Review, 29(4), pp. 491-508.

Garger, E. M. (1999, November). Goodbye training, hello learning Workforce, 78 (11), 35-42.

Gordon, B. (1992) Are Canadian firms under in vesting in training? Canadian Business Economics 1(1), pp. 25–33.

McKinsey Quarterly (2006), An executive take on the top business trends, a McKinsey Global Survey.

Saul McLeod (2017), Kolb's Learning Styles and Experiential Learning Cycle [online] Available at on https://www.simplypsychology.org/learning-kolb.html[Accessed on 13 September 2018]