Human Resource Development
...ning ; and modification of the training programmes based on such evaluations (Franch:1987 and Draper). David Cherrington is of the view that most training occurs as on the job training through the coaching and counseling of supervisors. “Numerous research studies suggests day-to-day interactions between superiors and subordinates have a powerful impact on the performance and development of employees.” (French: 1987). Despite this high regard for on-the-job training, there are a number of formal methods that also have a positive impact. The job introduction training (JIT) and the apprenticeship approach are too widely utilized methods of training and developing employees. In summary, what is critical is that training and development should be viewed as a strategic HR activity because it plays a large part in determining the effectiveness and efficiency of an organisation. Career Development “Traditionally employing organisations did little or nothing to help develop the careers of their employees. The personnel management programme focused primarily on the needs of the organisation. This state of affairs has been changing in recent years.” (Beach:1985) Many organisations have also concentrated their career development efforts upon management personnel only. But as Beach notes, non-management employees make up 80 to 90 percent of the personnel of the total organisation, and these persons have development needs and aspirations. “Career development is the planning of ones career and implementation of career plans by means of education, training, job search, and acquisition and work experiences.” (Beach:1985) It involves evaluating ones abilities and interests, examining career opportunities, setting career goals, and planning appropriate developmental activities. Dale Beach in his research on career development sub-divides it into career planning and career management. He notes career planning is personal process of planning ones life and is therefore the responsibility of the individual. On the other hand, career management focuses more on the plans and activities done by the organisation. This distinction is critical because there appears to be an issue of what role the organisation is to play in the career development of the individual. John Hancock Mutual Life Insurance Company, which is based in Boston did a company survey that revealed that employees felt that career development is the sole responsibility of the employer. Rose Palmer, the Vice President of HR saw it as being a joint venture. ...