Training & Development Policy | Types of Training & Development | Garments-info

TRAINING & DEVELOPMENT POLICY

Training and Development Policy

INDEX.

1. VISION

2. LEGAL FRAMEWORK

3. TERMINOLOGY

4. POLICY STATEMENT

a. AIM

b. OBJECTIVES

c. TRAINING AND DEVELOPMENT PHILOSOPHY

d. GENERAL POLICY PROVISIONS

e. RESPONSIBILITY FOR TRAINING AND DEVELOPMENT

i. HEADS OF DEPARTMENT

ii. HUMAN RESOURCES

5. CERTIFICATION OF TRAINING

6. NOMINATION OF EMPLOYEES TO ATTEND COURSES

7. TRAINING INTERVENTIONS

a. INTENT

b. IN-SERVICE TRAINING (education)

c. SUCCESSION PLANNING

d. CAREER DEVELOPMENT

10. ANNUAL TRAINING BUDGET

11. PROFESSIONAL MEMBERSHIP

12. TRAINING COMMITTEE

1. VISION.

The vision of training and development is to:

§  Create an environment within which company employees can realize their full potential to    

§  Enable them to make a meaningful contribution towards achieving company’s vision.

§  Enable Company to implement and execute towards achieving its Human Resources Strategic

§  Objectives.

§  Develop skills and competencies in the workplace in so far as;

§  To improve the quality of life of workers and their prospects of advancement within the workplace;

§  To improve productivity by enhancing skills development, employee motivation;

§ Capacity building and career path opportunities in the workplace and the competitiveness of company;

§  To improve the delivery of social services;

§  To make company a learning institution.

2. LEGAL FRAMEWORK

The policy and undertaking to train and develop employees is derived from legal requirements and in specific the following Acts:

Company rules and regulations.

3. TERMINOLOGY.

COMPETENCY

The ability to do something or a job properly.

UNIT STANDARDS

Registered statements based on desired education and training outcomes and their associated assessment criteria.

LIFE LONG LEARNING.

This concept refers to the concept of an employee furthering their education by continuous learning at any stage of their lives, and obtaining accreditation for such learning through registered academic institutions.

RECOGNITION FOR PRIOR LEARNING.

Giving a person credit for what they know and can do, even if they did not acquire it through a formal learning program.

TRAINING AND DEVELOPMENT.

Training and development both refer to the gaining of skills. Both concepts are regarded as learning experiences. Training refers to a systematic and planned process to change the knowledge, skills and attitudes of employees in such a way that organizational objectives are achieved. Employee development is directed mainly at creating learning opportunities and making learning possible within the organization.

EDUCATION.

Education refers to the formal gaining of knowledge at a registered academic institution

LEARNER-SHIP PROGRAM.

Leadership programs refer to a learning program where the person spends some time learning theory and some time learning practical skills in a workplace.

ACCELERATED TRAINING.

Accelerated training refers to specially designed courses that have a high impact on the acquiring of specific skills. High intensity training is outcome- based training, which is done, in a short period of time.

MENTOR-SHIP PROGRAMMER.

These training programs refer to constructed development programs for identified employees that would include structured supervision and coaching by another person, preferably within the Company, or related to the type of coaching being given to the employed.

SUCCESSION PLANNING.

Refers to the structured career development of an employee who is identified for a specific position aimed at future appointment, to that specific position. The incumbent to be developed is to be supervised by the incumbent already in that specific position.

EMPLOYEE.

Employee means any person, excluding an independent daily who works for the company and who received, or is entitled to receive, or is entitled to receive any remuneration: or

Any other person who is in any manner assists in carrying on or conducting the business of an employer. “ Employed” and “unemployment” have corresponding meanings.

ASSESSMENT.

It is the process by which a learner is evaluated against a set of standards to be competent or not.

ASSESSMENT CRITERIA.

The detailed standard for measuring and judging a learner’s performance.

ASSESSMENT PLAN.

A plan of the events for the assessment.

ASSESSOR.

A person who is qualified to judge competence by examining the information that has been collected, on a learner in accordance with criteria established for this purpose by a Standards Generating Body.

OUTCOME.

Proving competence or incompetence, by doing a task (or being unable to do a task) using the necessary skills.

SKILL.

The knowledge and ability to perform and activity or task well.

EVALUATION.

Checking to see whether the intended objective is being reached or not.

OUTCOMES.

Proving competence by doing a task using knowledge and skills.

5. POLICY STATEMENT.

We believe that Human Resources are our most important asset and guarantee for an effective organization, and to this end Company recognizes the important contribution that training and development makes, for both effective and efficient service delivery and career development of individuals in Company.

A. AIM.

The aim of this policy is to ensure that each and every employee, from the day they assume duty in council until the end of their career, participate in a properly structured training process that will ensure that their work performance is maximized and potential fully developed.

B. OBJECTIVES.

To promote training and development as part of a broader strategy for Human Resource development by:

§  Equipping all employees with the necessary knowledge, skills and competencies to perform their work effectively, in pursuit of the vision and mission of Company as well as the employee’s vision.

§  Enabling employees to deal effectively and pro-actively with change and to the challenges of dynamic work and external environment.

§  Enabling employees to acquire development orientated professionalism and the appropriate competencies.

§  Helping employees to address issues of diversity whilst promoting a common organization culture so as to or in doing support unity at the workplace.

§  Assisting employees in developing a better understanding of the needs of the communities that they are serving, as well as the capability to respond to these needs.

§  Creating an enabling environment for the training and development of present and future incumbents. Creating a pool of suitably qualified individuals to be identified and developed in terms of a succession planning program.

§  By providing job security to competent individuals.

§  By providing equitable access and participation in properly structured training and   appraisal processes will ensure that every employee’s work performance is maximized, and, that his/her potential is fully developed.

C. TRAINING AND DEVELOPMENT PHILOSOPHY.

The training and development philosophy is based on the following principles:

Equality of access by all employees at all levels to meaningful training and development opportunities.

§  Empowerment of especially previously disadvantaged employees and marginalized groups in line with Company’s Employment Equity Policy.

§  Democratic, non-racist and non-sexist training and development practices and values.

§  Effective career paths for employees.

§  Mutual understanding and respect as well as recognition of the diversity of council’s human resources.

§  Quality and cost effectiveness and professional service ethos.

The following Training and Development principles are identified and the policy is geared to ensure that these principles are provided for:

NEEDS ORIENTATED.

It is important to align all training and development programs with needs based on post requirements, the tasks to be performed, and based on the performance gaps of the incumbent.

The primary objective is to improve skills, knowledge, attitudes and values. These are to be specific and must at all time indicate what the staff member should be able to demonstrate.

At all times must individual, department needs and Company objectives be aligned in order to achieve the maximum.

OUTCOME BASED ORIENTATED.

Here the emphasis is on outcomes, i.e. what the employee becomes and understands. The direct aim is to develop analytical thinking, improved attitudes, understanding and mastering skills. The main focus therefore is on the results expected at the end of a learning process, called the outcomes and the processes that will take the employee to these ends.

COMPETENCY BASED ORIENTATED.

This is based on the identification of operational training and development needs, emanating from the strategic plan and the objectives of the Company. These learning modules, with specific training and development objectives, can subsequently be combined to determine if the employees met the training and development needs, and if the employees have the competency to apply the skill effectively.

CAREER PATH TRAINING AND DEVELOPMENT.

The must be structured in such way that the need to train or develop is to fulfill time-framed objectives of the employee, officials.

ORIENTATION TRAINING.

Orientation training complements the induction process by exposing the new incumbent to information on his/her total work environment. Areas that could be included include: The vision, mission, structures, mandates, systems, procedures and programs available. The role and position of the Municipality in the broader Government Sector must also be included.

D. GENERAL POLICY PROVISIONS.

The training of employees at all levels forms an integral part of their professional and working life. To this end the following shall apply:

§  The training of employees in senior and middle management positions must be linked to the process of strategic management and policy making.

§  The training of all other employees must be linked to the emphasis on customer care and service delivery, development and career-paths, as well as the Employee Development Program for Company. This training refers to the development program for both unskilled and semi-skilled employees.

§  The training and development of employees must be designed to ensure need-focused training interventions aimed at ensuring that employees display a spirit of commitment and dedication in the performance to their duties. To give effect to this the following shall apply.

§  Training courses shall be preceded by a needs analysis of both the employee and Company’s training needs.

§  Training objectives shall be clear and specific.

§  Course contents shall be in line with the identified needs and set objectives.

§  Training and development efforts shall take into account the need to foster equity as regards access to training and development opportunities.

§  The result of training interventions shall be evaluated to determine the effectiveness thereof.

E. The responsibility for the training and development function lies ultimately with Company. Human Recourse Manager would be responsible for the implementation of the training and development program. The Manager Corporate Services will be responsible to co-ordinate and promote training and development within Council in consultation with the following:

i) HEADS OF DEPARTMENT.

The heads of departments shall be accountable for the training and development of all employees in their Departments.

The training and development function of Heads of Departments shall be as follows:

§  To make this policy known to all employees in their Departments.

§  To create a favorable climate conducive to the training and development of all employees in their Department.

§  To evaluate the effectiveness of training and development in their Department.

§  Clarify the individual duties with each employee in the department.

§  The Department Head must know what knowledge and skills each employee in the Department must have for the position they occupy.

§  Department Heads must be aware to what extend each employee meets the required work standard.

§  Any skills deficiency must be described clearly to form the basis of need specific education, training and development.

§  Ensuring that the knowledge and skills gained at courses, conferences, seminars, etc are applied in the working situation.

§  Continuously motivating subordinates with regard to their self-development.

ii) HUMAN RESOURCES DEPARTMENT

The department will also be responsible to present certain departmental courses where the need arise. To compile and consolidate Company training reports, and the departmental annual report.

iii) HUMAN RESOURCES MANAGER.

The Human recourse Manager must also report monthly by means of the company Manager’s report on the extent to which his/her subordinates have fulfilled their duties in respect of training needs attended to.

6. CERTIFICATION OF TRAINING.

The office of the Manager Administration shall issue certificates for employees to employees who successfully completed internal training program. With regard to courses offered by external training providers, the office of the Manager Administration shall ensure that such training is certificated by such providers for either –

§  Attendance of such course or;

§  Competency acquired by such course.

7. NOMINATION OF EMPLOYEES TO ATTEND COURSES.

§  Nominations of employees to attend courses shall be based on an identified need.

§  The most suitable employees shall be nominated for training courses.

§  An employee who fails to attend a course for which they are nominated shall advance reason and in no less than 2 clear working days for such failure, through their Manager Administration so that substitute /alternative arrangements can be made, if necessary.

§  Employees who fail to attend or fail to give notice of not being able to attend will be disciplined and will be responsible for payment of any expenses incurred.

9. TRAINING INTERVENTIONS.

The following interventions shall apply and shall be observed in all respects related to training.

A. INTENT.

The Council in pursuance of its training vision may make use of various training interventions. Each training intervention must be carefully selected with regards to applicability, most suitability and cost effectiveness. Interventions must be structured and considered on an annual basis.

B. IN-SERVICE TRAINING (Informal training).

This includes all those activities, which employees receive directly or indirectly from Council in order to equip them with the knowledge, skills and attitudes to enable them to function effectively and efficiently.

This shall be done in the following manner:

§  Internally by the training department.

§  Externally by other recognized training providers.

§  Hands on training (functional – on the job type).

In service training should be the result of a needs analysis, done on a regular basis to identify training needs. Specific courses to cater for such training needs should be identified and presented on an annual basis, in terms of the approved needs analysis conducted.

Training courses may be categorized as follows, but not limited to:

§  Strategic Management.

§  Managerial Skills.

§  Supervisory Skills.

§  Industrial Relations.

§  Secretarial Training.

§  Personal and Interpersonal Skills.

§  Communication Skills.

§  Computer Skills.

§  Departmental Courses.

§  Departmental workshops and seminars.

D. SUCCESSION PLANNING.

Succession Planning should be introduced in all critical positions to timorously identify and develop candidates to fill the vacancies should such positions become vacant. Shortage of internal skills should be timorously acknowledged and contingency plans are put in place.

E. CAREER DEVELOPMENT.

A career path is a series of successive positions an employee should occupy as they advance in the organizational structure throughout their careers. Although career path plans are primarily a human resource planning tool, career development can be used as long-range training of

Key personnel.

10. ANNUAL TRAINING BUDGET.

The training budget, which is submitted annually for consideration, should take into consideration all training interventions to ultimately satisfy the identified training needs.

11. PROFESSIONAL MEMBERSHIP.

Consideration should be given to finance professional membership where such membership is of a compulsory nature and will also benefit Council. Professional membership should be identified annually for consideration in the budget.

12. TRAINING COMMITTEE.

A training committee is to be established to regulate and consult on all matters regarding training and development. The Training Committee shall consider and report on all training related matters and meet on a regular basis. The main functions of the committee should be the following:

§  The determination and regular revision of the execution of the training and development policy.

§  Determination of training needs and priorities.

§  The evaluation of training and development programs.

The committee also must advise the Human Resource Manager on a monthly basis on all training and development activities within the Company.

The committee members should include:

§  The Managing Director/ Deputy Director.

§  Executive Director (HR)/ Manager Administration.

§  Department Heads

§  A training consultant

APPENDIX A

TRAINING AND DEVELOPMENT MOTIVATION

Employees Name        : _____________________________

Training Date              : _____________________________

Training Course           : _____________________________

Training Institution     : _____________________________

Cost of Training          : _____________________________

Motivation:

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Approved        : ____________________________________ Date: _______________________

Not approved  : _____________________________________Date: _______________________

Reason: ______________________________________________________________________________

APPENDIX B

MEMORANDUM OF AGREEMENT

To        : ______________________________ Copy: ______________________

From    : ______________________________

Date    : ______________________________

Subject: Training Agreement

This hereby confirms that Thembisele Municipality undertakes to pay ____% towards the

_________________________________ course offered by _____________ _________

The Training course includes:-

Thembisele Company and ___________________________ herewith agree on the following conditions for study / training assistance.

1. The Employee agrees to have the advancement deducted from his/her monthly salary over a _______________ month period in equal installments without interest starting with the first deduction and the end of ___________

2. The Employee agrees to provide Thembisile Company with an original invoice from ___________________________________________________

3. The Employee agrees that should she/he voluntarily leave the company’s employee within a twelve month period from the completion of this training, then the Employee agrees to immediately pay back the Employer contribution towards the training and;

4. The Employee agrees that in the event the training is not completed or fails the required exams, the Employee will pay back the company the full company contribution towards the training and any outstanding amounts loaned immediately.

5. The Employee is required to keep records of course completion documentation and submit to this to the Employer at completion of course work (as verification)

6. After training if any employee left the company then he/her will pay training cost or at least 2 years doing the job in the company.

THUS DONE AND AGREED TO BY BOTH PARTIES IN THEMBISILE ON THIS

THE __________ DAY OF ___________________________________ _______________

READ AND AGREED DATE

___________________________ _______________

READ AND AGREED DATE

___________________________ _______________

WITNESSED DATE