Many organizations nowadays take on broad ranges to training and development from highly specific job skills to long-term professional development. Training and development has even lately emerged as a formal business function that it is an integral element of strategy to the organization itself. Many businesses factor in the quality of employees, by embracing the concept of “continual learning” as a means of promoting employee development at the same time acquiring highly skilled work force.
After researching on steps to training and development, there have been numerous results, each having their own set of steps, some have three steps, five steps and seven-step plans.
Looking through the many sources, there are a lot of similarities between them. Then there was one article I found written by Jim Kippers and Greg Wherever of Tooling IS-SEEM company that specializes on professional consultative services on training resources.
They wrote a very detailed article on the steps of the training and even linking to workforce training success.
In order to establish a world-class training and development program, he management must conjure up attainable goals and must understand the expected results. For this to be possible, Kippers and Wherever suggest a five- step process to help make the program a success. All five steps are basic terms; Investigate, plan, develop, implement and lastly document.
Each of these steps further elaborate on key activities occurring in order. In step one, that is to investigate, the management of the company must gain a better understanding of their workforces present state in terms of their current tasks and their potential skills for future career advancement. In Brine’s oil and gas company, they have their own training and development department with their own research team compiling assessments and training needs analysis for their employees.
The analysis helps determine which area in the company require more training activities. In an oil and gas company, there can be ranges of training requirement from management skills for the executives and management to help manage their team better to general technical skills of the engineers where their routine works will from time to time require upgrading due to advance technology. The plan part of step two from Kippers and Heiress’s article suggests to develop strategic training plan and establish procedures.
In Brine’s oil and gas companies, procedures as in policies particularly in training is addressed through a range of activities from their own departments conducting in house trainings to outsourcing to local training providers and even sending their employees oversea for trainings that are not available in Brunet. Before the training plan is implemented, step three explains that the company would need to first develop what curriculum is needed for the particular apartment or individual.
They would need to determine what exact courses are needed, if blended learning programs are needed and then to setup competency programs to link theory courses to hands-on practice in order for the company to get the most value from the training program. In step four where the plan is ready to be implemented, this has to be properly executed through a series of activities as well. There will be registration, information announcement, administration, launching of meetings then finally marketing of the training program.
The final step according to Kippers and Heiress’s article is to comment all the processes as key indicators to see if the training program had been successful. This occurs not only for oil and gas companies, but for most companies nowadays as well. Documenting will help determining what needs to be done in the future. In some ways, documentation is also the beginning for training steps. Based on Brine’s oil and gas companies training policies, it seems the company is heavily putting training and development into serious consideration. The company believes training can contribute to companies’ business strategies.
Training and development not only apply to low ranked Taft, potential employees and technical skilled workers, management and executives have their own competency framework for training and development as well. There was one article written by Victor Oilman in Forbes magazine where he talks about why companies should invest more in management training. Lineman’s article is a straightforward opinion explaining many companies undervalue business relationships between employees and their managers. One of his statements pointed out that engaged employees are happier and more productive while disengaged employees are frustrated and more disruptive.
This is very true applying to Brine’s workforce culture. Especially in an oil and gas company, where employees race and culture are diversified where many top managers come from different cultures and expatriates, they will need to have good communication skills in order to work well together. Another point that caught my eye is Oilman talked about consistency in management. In many businesses, it’s preferred to have good management system because there might be incompetent management system that can do a lot of damage to the department or even for the entire organization.
Management in an organization require discipline, decisiveness and responsible risk-taking. In addition to embracing effective tools and processes, management must adopt a mindset that talent is a constant priority in decision-making and that development is not a once-off program but the result of placing potential employees in the right path of future progress. The main objective in development of an employee should be to invest in a carefully selected group of people with potential skills in order to maximize target positions.
As mentioned earlier, many oil and gas companies n Brunet have their own training and development program ranging from basic orientations, simulation trainings (particularly for technical staff), computer- based trainings, job rotation, workshops, team-building exercises and most recently introduced in the country, apprenticeship and internship programs that was implemented to all oil and gas companies in 2012, instructed by Brine’s Energy Department of the Prime Minister’s Office (Thin 2012).
Apprenticeships are a form on on-the-job training in which a trainee with limited work experience but has the qualified academic qualifications works in an actual working environment for a period of time. Overall, looking at Brine’s oil and gas companies current employee career advancement progress in the country, it seems the companies are doing very well with their training and development programs.
Comparing these companies to the articles mentioned earlier, proved to be that Brunet is adopting the concept of the importance on training and development for the organization. All training programs adhere to proper policies and procedures legally documented going through series of carefully planned steps in order to be prepared for the ever increasing global competition.
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