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To bring the distinction among training, education and development into sharp focus, it maybe stated that training is offered to operatives, whereas developmental programmes are

meant for employees in higher positions. Education however is common to all theemployees, there grades notwithstanding.

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by addingvalue to its key resource thepeople it employs. Training means investing in the people toenable them to perform better and to empower them to

make the best use of their naturalabilities. The particular objectives of training are to:

Develop the competences of employees and improve their performance;

Help people to grow within the organization in order that, as far as possible, its future

needs for human resource can be met from within;

Reduce the learning time for employees starting in new jobs on appointment, transfersor promotion, and ensure that

they become fully competent as quickly andeconomically as possible.INPUTS IN TRAINING AND DEVELOPMENTS

Any training and development programme must contain inputs which enable the participantsto gain skills, learn

theoretical concepts and help acquire vision to look into distant future. Inaddition to these, there is a need to impart

ethical orientation, emphasize on attitudinal changesand stress upon decision-making and problem-solving abilities.Skills

Training, as was stated earlier, is imparting skills to employees. A worker needs skills tooperate machines, and use

other equipments with least damage or scrap. This is a basi c skillwithout which the operator will not be able to

function. There is also the need formotorskills.Motor skills refer to performance of specific physical activities. These

skills involve trainingto move various parts of ones body in response to certain external and internal stimuli.Common

motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball anddriving a car. Motor skills are

needed for all employees from the clerk to the generalmanager. Employees, particularly supervisors and executives,

needinterpersonalskillspopular known as thepeople skills. Interpersonal skills are needed to understand one self

andothers better, and act accordingly. Examples of interpersonal skills include listening,persuading, and showing an

understanding of others feelings.Education

The purpose of education is to teach theoretical concepts and develop a sense of reasoning andjudgement. That any

training and development programme must contain an element ofeducation is well understood by HR specialist. Any

such programme has university professorsas resource persons to enlighten participants about theoretical knowledge of

the topic proposed

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to be discussed. In fact organizations depute or encourage employees to do courses on a parttime basis. Chief Executive

Officers (CEOs) are known to attend refresher courses conductedby business schools. Education is important for

managers and executives than for lower-cadreworkers.Development

Another component of a training and development is development which is less skill orientedbut stressed on

knowledge. Knowledge about business environment, management principlesand techniques, human relations, specific

industry analysis and the like is useful for bettermanagement of the company.Ethics

There is need for imparting greater ethical orientation to a training and developmentprogramme. There is no denial of the

fact that ethics are largely ignored in businesses.Unethical practices abound in marketing, finance and production function

in an organization.They are less see and talked about in the personnel function. If the production, finance andmarketing

personnel indulge in unethical practices the fault rests on the HR manager. It ishis/her duty to enlighten all the employees

in the organization about the need of ethical behavior.Exhibit # 1

White Collar Crimes

The findings of the KPMGs fraud survey for 1998, confirm the prevalence of white collarcrimes in corporate India.

The survey has pegged the loss due to delinquencies at Rs.200crores but KPMG feels that it is only the tip of the

iceberg. According to the study, 66% of therespondents feel that the frauds will increase.

Respondents have cited kickbacks and expenses accounts as the most frequent types ofinternal frauds, and patent

infringements, false representation and secret commissions as themost favored external crimes. Among management

frauds, window dressing of balance sheetsis the hot favorite followed by more creative ones like fudging MIS and

giving wronginformation.Attitudinal Changes

Attitudes represent feeling and beliefs of individuals towards others. Attitude affectsmotivation, satisfaction and job

commitment. Negative attitudes need to be converted intopositive attitudes. Changing negative attitudes is difficult

because

1.Employees refuse to changes

2.They have prior commitments

3.And information needed to change attitudes may not be sufficient

HR