- Discuss his/her training needs with the departmental head,
- Take full advantage of the learning opportunities provided by participating actively
in training activities, - Submit a detailed report to the departmental head and training committee on any
training programme attended, - Make a presentation of the acquired knowledge and skills to the departments which
would benefit from such training programme, and - On the completion of training programme, train others in the department or
company as the case may be.
Human resource department
Like other actors charged with responsibilities, the head of the department has to:
- Ensure that the training plan is in place at the right time and that training takes place
as planned, - Evaluate the impact and effectiveness of training vis-à-vis the trainee’s
performance. This is done by monitoring and evaluating individual job performance
to assess the impact of the newly acquired skills on the job and report on the results
to the individuals and training committee. - Keep and update all training records in order to ensure that the training records,
training and education particulars of each employee and other records are easily
retrieved whenever needed.
Procedure
- Each head of department identifies the training gap between current and desired
individual performance through individual roles, performance reviews, business
strategy, regional objectives, departmental and team goals. They also have the
responsibility of identifying high performers and potential employees for the
company human resource and succession planning. - Heads of department analyse and establish weaknesses (training gaps) attributed to
lack of knowledge and skills and come up with training needs for each employee.
The analysis of the training gap is done by comparing the actual skills of an
individual with the required skills (competencies) for the job. - Heads of department plan for training and development programmes intended to
address the training gaps. These indicate the required training for an individual (self-
development, coaching, mentoring, on the job, in-house or external formal or cross
pollination) as well as recommending the preferred training institutions. High
priority is given to employees who have the potential to succeed key positions in the
company. - Heads of department identify and recommend to the human resource managers
which employees have high potential for the company succession plan.
The employee is supported by giving them an individual development plan (IDP) which
is developed and agreed upon between the employee and the immediate manager and
approved by the head of department. The development plan embodies competency and
proficiency levels required for the achievement of the company’s objectives and reflect
the organisational development and training needs pertaining to each employee’s area of
responsibility.