Training and development

ACCA - F1   ACCOUNTANT  IN  BUSINESS

Kolb (1984) suggests that learning is the creation of knowledge through the transformation of experience.

Formal learning: learning typically provided by an education or training institution, structured and leading to certification.

Informal learning: learning from daily life activities related to work, family or leisure.

Non-formal learning: learning which do not either have curriculum, syllabus, accreditation and certification but are structurally organised. E.g. seminars, tuition, CPD events

Kolb's learning theory identifies the importance of using senses for learning.

Abstract conceptualization (Thinking/Hearing) - brainstorming and creating new ideas or collaborating ideas

Active experimentation (Doing) - doing thing differently (i.e. evolution and revolution of process)

Experience (feeling) - is developed being (involved in) a part of process or program you undertake.

Observation and reflection (Watching) - reviewing and reporting - is continuous process

Kolb argue that learning process involves resolving tensions between (thinking and feeling) and (watching and doing) in 4 learning style. They are:

Divergent = feeling and watching

Assimilation = thinking and watching

Convergent = thinking and doing

Accommodative = feeling and doing

Learning style - Honey and Mumford

Style	Activities
Activist	brainstorming, group discussion, competition
Theorist	models, statistics, stories, quotes, background information
Pragmatist	case studies, think on how to use learning in reality, problem solving
Reflector	self analysis questionnaires, feedback from other, coaching, interviews

Training and development:

As mentioned in earlier article, organisations use performance appraisal technique to identify training need. Beside this as company grows bigger continuous job analysis and organisational analysis of external and internal environment also help determine the need for training and development.

Training means providing essential job specific skills required for employees. It target specific goals, for instance understanding a process. Carrier development focuses on broader skills applicable in wide range of situation. This involves decision-making, thinking creatively and managing people.

Training development and learning reduces individual's/group's performance gap (expected-actual) and keep employees abreast with changes in external environment. It creates a flexible internal environment and assists in HR management. It addresses the need to cope with long-term and short-term challenges faced by the individuals and organisation.