The main difference between training and development is that, when one is trained, his performance changes, while development changes one’s life. Training focuses on the job; value is added to the kind of job one does. Development on the other hand focuses on an individual; value is added to everything which makes their job and their lives better. The importance of training is experienced for a short time, while that of development is experienced for a long time (Rothwell, 2008).
In a performance improvement plan, there are eight steps. The first step is where one defines and establishes the main objective, and the reasons why one wants to make improvements; one also defines the current status of the process. The second step is the communication step where you need to communicate the desired results, and the reasons for making such improvements to all stakeholders, especially the internal stakeholders.
You should make them understand the importance of undertaking the changes. The third is the mapping step where you analyze and take the measurements of the current performance. The fourth is the plan step, where you identify the main causes of the present failures. Also, you look for possible solutions to come up with a proposed plan for the process to be performed.
The fifth is the test drive plan step where you communicate the proposed process to the stakeholders and solicit feedback, which will help to identify additional improvements. The sixth is the implementation step where the implementation team executes, monitors and assesses its performance.
The seventh step is the evaluation step where you evaluate the performance. This is done through comparison of the target that was established, and the results that were experienced before the change. The last step is the standardizing step where you plan for the future improvements of the process.
With the use of the performance improvement plan the supervisor is able to know the various needs of the trainees. This plan is designed to provide a common ground where the supervisor can discuss with his trainees, and highlight the key areas that need to be improved. It is implemented so that when the need arises the supervisor will establish a performance improvement plan to ensure that the trainee gets the desired training (Kohli, 2008).
People are different, thus, their learning styles are likely to differ. Styles that exist include; kinesthetic, visual and auditory learning styles. This calls for a collection of training delivery methods to meet the requirements of diverse employees. However, it becomes difficult when dealing with topics that do not have a variety of delivery methods, for example, topics such as values and morals.
The delivery of an organizational training program is very important to employees’ overall performance; this is because employees form part of the organization. How the employees are trained determines the overall performance of the organization. Some examples of the different delivery methods include; information presentation, this is done through lectures or interactive media. Trainers pass information to the employees through visual and audio tools.
On-the-job training is an approach that provides employees with practical skills. It is done by following some procedures, which provide trainers with the ability to measure and prepare their workforce’s work inflow and habits. Simulation is also a training method where trainees imitate various actions which generate practical knowledge. Employee training programs are very vital because through them, employees develop new skills, which enable them to perform effectively within the organization (Deb, 2006).
References
Deb, T. (2006). Strategic Approach to Human Resource Management; London: Atlantic Publishers
Kohli, A. S. (2008). Performance Management. New York; Oxford University Press.
Rothwell, W, J. (2008). Beyond Training and Development. New York; Oxford University Press.