Human resource management regards training and development as a function concerned with organizational activity aimed at bettering the job performance of individuals and groups in organizational settings. Training and development can be described as "an educational process which involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of employees". The field has gone by several names, including "Human Resource Development", "Human Capital Development" and "Learning and Development".
- Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
- Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
- Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.
The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.
The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.
Many training and development approaches available for organisations are proposed including: on-the-job training, mentoring, apprenticeship, simulation, web-based learning, instructor-led classroom training, programmed self-instruction, case studies/role playing, systematic job rotations and transfers .etc. 
Typical roles in the field include executive and supervisory/management development, new-employee orientation, professional-skills training, technical/job training, customer-service training, sales-and-marketing training, and health-and-safety training. Job titles may include vice-president of organizational effectiveness, training manager or director, management development specialist, blended-learning designer, training-needs analyst, chief learning officer, and individual career-development advisor.
Talent development is the process of changing an organization, its employees, its stakeholders, and groups of people within it, using planned and unplanned learning, in order to achieve and maintain a competitive advantage for the organization. Rothwell notes that the name may well be a term in search of a meaning, like so much in management, and suggests that it be thought of as selective attention paid to the top 10% of employees, either by potential or performance.
While talent development is reserved for the top management it is becoming increasingly clear that career development is necessary for the retention of any employee, no matter what their level in the company. Research has shown that some type of career path is necessary for job satisfaction and hence job retention. Perhaps organizations need to include this area in their overview of employee satisfaction.
The term talent development is becoming increasingly popular in several organizations, as companies are now moving from the traditional term training and development. Talent development encompasses a variety of components such as training, career development, career management, and organizational development, and training and development. It is expected that during the 21st century more companies will begin to use more integrated terms such as talent development.
What You Will Be Doing
Training and development specialists help plan, conduct, and administer programs that train employees and improve their skills and knowledge.
Training and development specialists typically do the following:
- Assess training needs through surveys, interviews with employees, or consultations with managers or instructors
- Design and create training manuals, online learning modules, and course materials
- Review training materials from a variety of sources and choose appropriate materials
- Deliver training to employees using a variety of instructional techniques
- Assist in the evaluation of training programs
- Perform administrative tasks such as monitoring costs, scheduling classes, setting up systems and equipment, and coordinating enrollment
Training and development specialists help create, administer, and deliver training programs for businesses and organizations. To do this, they must first assess the needs of an organization, and then develop custom training programs that take place in classrooms or training facilities. Training programs are increasingly delivered through computers, tablets, or other hand-held devices.
Training and development specialists organize or deliver training sessions using lectures, group discussions, team exercises, hands-on examples, and other formats. Training can also be in the form of a video, self-guided instructional manual, or online application. Training may be collaborative, which allows employees to connect informally with experts, mentors, and colleagues, often through the use of technology.
Training and development specialists may monitor instructors, guide employees through media-based programs, or facilitate informal or collaborative learning programs.
Training and development specialists need a bachelor’s degree, and most need related work experience.
Training and development specialists need a bachelor’s degree. Specialists may have a variety of education backgrounds, but most have a bachelor’s degree in training and development, human resources, education, or instructional design. Others may have a degree in business administration or a social science, such as educational or organizational psychology.
Work Experience in a Related Occupation
Related work experience is important for most training and development specialists. Many positions require work experience in areas such as training and development or instructional design, or in related occupations, such as human resources specialists or teachers.
Employers may prefer to hire candidates with previous work experience in the industry in which the company operates, or with experience in e-learning, mobile training, and technology-based tools. However, some employers may hire candidates with a master’s degree in lieu of work experience.
What You Can Earn
What You Can Charge
What You Need to Succeed
Analytical skills. Training and development specialists must evaluate training programs, methods, and materials, and choose those that best fit each situation.
Communication skills. Specialists need strong interpersonal skills because delivering training programs requires collaboration with instructors, trainees, and subject-matter experts. They accomplish much of their work through teams. Specialists must communicate information clearly and facilitate learning by diverse audiences.
Creativity. Specialists should be creative when developing training materials. They may need to think of and implement new approaches, such as new technology, when evaluating existing training methods.
Instructional skills. Training and development specialists often deliver training programs to employees. They use a variety of teaching techniques and sometimes must adapt their methods to meet the needs of particular groups.
Other Services You Can Offer
Where to Begin
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