Training and methodologies - Training and Development

The function once known as "training" has had to expand its own technology, strategies, and methodologies. It has had to locate and adopt nontraining solutions for all those performance problems that are not caused by not knowing how. Let's just summarize our answer to the question, "Why have a training department?" this way:

Organizations get outputs because people perform tasks to a desired standard.

Before people can perform their tasks properly, they must master the special technology used by the organization. This means acquiring knowledge and skills. Sometimes this acquisition is needed when the employee is new to the organization;sometimes it is needed as a result of some organizational change such as new technology; sometimes it is necessary if an individual is to change places within the organization—either by lateral transfer or by promotion.

Training is the acquisition of the technology which permits employees to perform to standard. Thus training may be defined as an experience, a discipline, or regimen that causes people to acquire new, predetermined behaviors.

Whenever employees need new behaviors, then we need a training department. But as we have already noted, training departments do more than merely fill the gaps in peoples' repertoires for carrying out assigned tasks; training specialists are also now involved in career development: developing people for "the next job," for retirement, and for their roles in society outside the employing organization.

That brings us to the word "education," a timely concept in our era when "life long learning" is a current or imminent reality. Not all training specialists distinguish among "training," "education," and "development."They use the three words interchangeably to describe what they do for their organizations.


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