Managing a Training and Development Function
INTRODUCTION
As competitors strive to win the war for talent, businesses need to become more effective at managing their training and development resources in order to gain competitive advantage within the marketplace (Noe et al, 2005). Senior managers within organisations are now becoming increasingly aware of the importance of training and development as a strategic function and its impact on the future success of the business (Spurling and Trolley, 2000). It is vital for training managers to effectively acquire, manage and develop their internal and external resources in order for the training function to be strategically aligned to business objectives. Training and development is a key activity for an organisation to improve the performance of its employees, thus improving organisational efficiency. Training needs to be recognised and utilised as a management tool which requires training professionals to take full responsibility for the effectiveness and business focus of their activities (Spurling and Trolley, 2000). The alignment of training with strategic business needs is a crucial part in the value adding process of the organisation, which is vital in seeking competitive advantage.
This report will focus on the operations of Lovell Partnerships Ltd (please see appendix one for company overview) and will analyse how training resources are managed both internally and externally within the organisation. Recommendations will then be made.
FINDINGS
Training and development refers to the process of obtaining or transferring knowledge and abilities and improving individual and group performance in an organisational setting (Harrison, 2009). However, the benefits of training and development to both the individual and organisation are much broader than this. In order for training and development to meet current and future business demands the function must encompass a wide range of learning activities, from task based learning and knowledge sharing
As competitors strive to win the war for talent, businesses need to become more effective at managing their training and development resources in order to gain competitive advantage within the marketplace (Noe et al, 2005). Senior managers within organisations are now becoming increasingly aware of the importance of training and development as a strategic function and its impact on the future success of the business (Spurling and Trolley, 2000). It is vital for training managers to effectively acquire, manage and develop their internal and external resources in order for the training function to be strategically aligned to business objectives. Training and development is a key activity for an organisation to improve the performance of its employees, thus improving organisational efficiency. Training needs to be recognised and utilised as a management tool which requires training professionals to take full responsibility for the effectiveness and business focus of their activities (Spurling and Trolley, 2000). The alignment of training with strategic business needs is a crucial part in the value adding process of the organisation, which is vital in seeking competitive advantage.
This report will focus on the operations of Lovell Partnerships Ltd (please see appendix one for company overview) and will analyse how training resources are managed both internally and externally within the organisation. Recommendations will then be made.
FINDINGS
Training and development refers to the process of obtaining or transferring knowledge and abilities and improving individual and group performance in an organisational setting (Harrison, 2009). However, the benefits of training and development to both the individual and organisation are much broader than this. In order for training and development to meet current and future business demands the function must encompass a wide range of learning activities, from task based learning and knowledge sharing
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