TRAINING AND DEVELOPMENT

Knowledgeable and innovative workforce is an asset to an organization and training is a necessity if companies are to participate in the global market places by offering high-quality products and services. Therefore, companies should design, implement, and evaluate appropriate training programs that help employees increase their productivity. Training prepares employees to use new technologies, function in new work systems such as virtual teams, and communicate and cooperate with peers or customers who may be from different cultural backgrounds. It is important to view training from a change perspective. Bench- marking training practices and re-engineering training processes are important prerequisites for creating a need for change. For new training practices to be accepted by employees and managers, trainers need to overcome resistance to change, manage the transition, shape the political dynamics, and use training to redefine the task. Formal and informal reinforcement is cr

         FUTURE OF TRAINING AND DEVELOPMENT Using training as an approach in achieving sustainability goals relates to an increased emphasis on performance analysis and learning for business enhancement. New technologies that combine computer science, instructional design, and graphic interfaces have the potential to increase our ability to learn  (Chou and Liu, 2005) .  Tele-immersion, which is a technology that provides realistic, life-sized holographic projections in which employees can hear and see collaborators as if they were physically present in the office  (Kurillo et al. , 2008)  can be used to create a holographic training room in the office with virtual trainees beamed in from other locations  (Bose, 2004) .  EMPLOYEE TRAINING AT INDUSTRIAL TECHNOLOGY INSTITUTE Industrial Technology Institute (ITI), the pioneer scientific research and development technology transfer delegate of Sri Lanka is a successful organization with global recognition in high

BENEFITS OF TRAINING AND DEVELOPMENT Effective training meliorate employees in achieving their personal goals  (Lloyd and Bassett-jones, 2009) , which in turn, enhances the individual contribution, flourishing the purview of human intellect  (Truitt, 2011)  to an organization favoring the organization with its primary goals  (Sahinidis and Bouris, 2008)   and maintaining the development's contribution at a level suitable to the organization’s needs  (Tansky and Cohen, 2001) .  It develops leadership skills  (Conger, 2013) , motivation, loyalty, better attitudes alleviating the organizational health and culture  (Marsick and Watkins, 2003) . Training ensures that an organization is ethically and socially responsible to the needs and challenges of the society, corroborating an enhanced corporate image  (Otto, Smits and Reese, 2004) . This precedes a company to improved quality, productivity and profitability  (Kiruja, 2013) .  SPECIAL ISSUES IN TRAINING AND DEVEL

EMPLOYEE DEVELOPMENT Employee development is associated with salient business outcomes such as employee retention and the creation of a nimble and brilliant management team and work force and often has its origins in the company’s mission, goals, and values  (Lee and Bruvold, 2003) . Development refers to formal education, job experiences, interpersonal relationships, and assessments of personality and abilities  (Greco, Charlier and Brown, 2019)  that help employees perform effectively  (Chih, Liu and Lee, 2008)  in their current or future job and company. References Chih, J.-T., Liu, C.-H. and Lee, H.-W. (2008) ‘Relationship between trainee attitudes and dimensions of training satisfaction: An empirical study with training institute employees’, International journal of management , 25(4), p. 756. Greco, L. M., Charlier, S. D. and Brown, K. G. (2019) ‘Trading off learning and performance: Exploration and exploitation at work’, Human Resource Management Review . Elsev

This is a systematic approach for developing training programs. Figure 1.0 presents the seven steps in this process. In designing, conducting Needs assessment to identify the need of training  (Arthur et al. , 2003) , affirming the willingness of employees for training (Boccara and Delgoulet, 2015) , inducing a learning environment , assure imparting knowledge and skills  (Blume et al. , 2017) , developing an evaluation plan, espousing a training method and monitoring and appraising for change and ascension  (Tews and Noe, 2017)  are important. Figure 1 - Training Design Process Source -  (Noe, 2005) References  Arthur, W., Bennett, W., Edens, Pamela S. and Bell, S. T. (2003) ‘Effectiveness of training in organizations: A meta-analysis of design and evaluation features’, Journal of Applied Psychology , 88(2), pp. 234–245. doi: 10.1037/0021-9010.88.2.234. Blume, B. D., Ford, J K., Surface, E. A. and Olenick, J. (2017) ‘Human Resource Management Review A dyna