Managing Learning and Development in Organisation Essay

Managing Learning and Development in Organisation - Essay Example All these aspects are inter-related and they should be integrated in every learning process of an organization. Moreover, human resource managers have recognised the importance of aligning learning processes with organisational priorities. This paper will highlight the important aspects of individual and organisational development and how they relate to business success. In details, it will look into how training is effective and its evaluation as well as the importance or its contribution. The second part of the paper explains the importance of training of those prospecting to be teachers to the school, children or students and to themselves. It further explains the principles of effective training importance of teacher evaluation as well as its challenges. Discussion Measuring Training Effectiveness in Organisation Training is a continuous process that involves the transfer of information and knowledge to employers and employees of an organisation in order to meet the needs and goa ls of the business. It can also mean equipping the people to interpret the information and knowledge into practice with a goal to enhance organisation effectiveness and productivity as well as improve the management of the people (Sriyan de Silva, 1997). Normally, training integrates educational policies and systems which are deemed as important to human resources development. Training effectiveness means that training should provide significant added value to an organisational operations by improving quality, safety and production. While it is clear that training provides additional value to products and services, a calculated training effectiveness is tricky because employee performance depends not only on training, but also on other factors for example, job aids supervision, procedures, pre-job briefings, management expectations, and the experience and motivation of the work force. A good number of organisations are nowadays setting up their own training facilities, and outsourci ng talent to carry out in-house training for employees at all levels. This trend has been largely used because new orientation in managerial and technical areas is crucial for effective response to the changing business environment. Training is an expensive task especially if it does not meet the given purpose. Training should be in a position to improve the individual capabilities as well as those of the collective organisation. The training programme should contribute to the building of organisational capabilities and reflect improved performance over a period of time. Otherwise, the organisational loss for example, loss of competitive edge and reduction of market share, is far much greater than the money and time spent on training. Therefore, training should serve stipulated purposes taking into consideration a systematic analysis of its capabilities and the demands brought about by future scenarios. A critical area for achieving expected results from training is the measurement of training effectiveness which is the match between the training inputs and its intended purpose. Most organizations neglect this aspect citing difficulty of measurement even though techniques in social sciences have been developed to sufficiently measure the most important aspects of training. There are kinds of training outputs that an organization need to measure. First is the