PERSONAL AND PROFESSIONAL DEVELOPMENT

Personal and Professional Development

Personal and Professional Development

Introduction

Personal and professional development has emerged as a vital need of the organisation. Nowadays, organisations came across growing pressure for increased outcomes from fewer human resources and thus, making huge investment in training and development. Learning or training becomes an essential need for organisational, as well as for individual survival. Thus, being HR professional I have decided to open an Institute for Personal and Professional Development in United Kingdom and Ireland. UK based companies like BP, BT PLC, E-on Electric, Hounslow Council and United Utilities are being targeted. This paper will provide a detail and comprehensive overview about training programs for these companies.



Task 1

1.1 Evaluation of Self-Managed Training

During recent times, self-managed training has shifted from the periphery to the mainstream of business and management development. Nearly all training programs include some element of self-managed learning in their design and execution. This training is about improving personal effectiveness of an employee by being able to innovate and manage in constantly changing business world. This training will allow individual employee to take responsibility of their own training.

Evaluation of self-managed training is a challenging task. The aim of evaluation is to review changes in KSA (knowledge, skills and abilities). To evaluate self-managed training four level evaluation model of Kirkpatrick will be used. In the first level, reaction of employees will be assessed (what they think and feel about the training via e-survey); in the second phase, learning will be examined (whether training increase employee capability or knowledge via pre and post evaluation); in the third level, behaviours are assessed (extent of capability improvement and behaviour, and execution); and lastly, results will be evaluated (impact on business resulting from the performance of an employee - trainee) (Werner & DeSimone, 2011, pp.22-110).



1.2 Lifelong Learning

Researchers and practitioners often asserted that employees (adults) learn by doing. Lifelong learning only occurs if an employee gets an opportunity to apply what he/she learns during training. Thus, it is imperative that the organisation must devise training programs based on doing; for example, scenarios, interactivities, on-the-job training and simulation. Moreover, it is equally important that management or trainer must communicate the need of training to connect employees (trainees) across the training program, and also address how it will benefit them in terms of performance.

1.3 Benefits of Self-managed learning to the Organization and Individual

Organisations that have supported self-managed training have reported positive outcomes, such as lower maintenance costs, decrease in cost of labour and increased productivity (Sugarman, 2011, pp.27-33). This training program also helps organisation in reducing the fall-off of training and increased retention, training will not disrupt routine work task and responsibility of employees, and empower employees to take responsibility of their own development. There is no cost borne by employees on non-time work. Moreover, employees remain motivated as their own time and cost is invested. On the other hand, it also gave employee a confidence and opportunity to plan their development while having freedom of choice in ...