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Training and Development

Posted On: 18/10/2019

Training and development. These two words are often seen and used together, so much so that many people don’t recognise the difference between the two.

Training focusses on an individual’s specific job role and is used for a short-term goal, often with an immediate need, whereas development focusses on the individual and is used to support a long-term, sometimes open-ended, goal.

Examples of job-orientated training could be learning how to use the latest technology or learning all about a new product to keep individuals up to date with the skills required to do their job. A career-orientated development plan concerns the overall growth of an individual and concentrates on building the skills and knowledge needed to prepare an employee for future challenges.

Investing in training and development for every member of staff from the CEO to new intakes, and everyone in between, is vital as it improves skills, personality and performance. Supporting all employees is necessary to grow and nurture a positive workplace culture.

Commitment to a plan 

What barriers could there be to stop an organisation from investing in a training and development plan? Unfortunately, some businesses believe that development opportunities are expensive, plans may be dropped when budgets are tight, and some companies are uncomfortable about taking staff away from their usual day-to-day role to train as it may have an impact on other members of staff.  

With careful planning, that doesn’t have to be the case. A flexible approach to training and development and utilising key members of staff to act as coaches and mentors will help to reduce costs.

Always remember that one-size does not fill all when it comes to training and development and that every plan should be set to meet the needs of the individual, their current role and their future roles. The plan must include the key objectives and career goals of the individual and be aligned to the organisation’s vision. To reinforce the learnings there should be a mix of on and off the job training: hands on experience, work shadowing and the completion of coursework and training exercises.

By compiling plans for employees, a business will also be able to address their future needs and succession plans which will help to reduce the costs associated with recruitment and training.

A company who nurtures its workforce will be rewarded with: 

The importance of development

Promoting someone to management level simply because they are good at their job can put immense stress on the new manager, and the teams who are looking to them for direction can become disengaged and unmotivated. It’s a risky business putting someone in a position when they are not equipped with the skills to carry it out successfully, but with a robust development plan in place the transition can be a smooth one.

Coaching and mentoring 

Just like training and development, there is a difference between coaching and mentoring.  Coaching is usually task and performance related with an agenda set by the coach, mentoring builds and strengthens capability where the individual sets their own goals.

Coaching and mentoring are effective learning tools to enhance the performance of employees and can be used as part of a company’s overall development programme.

An organisation can use an external expert or experienced members of staff who are good listeners, can build a good rapport and have the ability to adapt to the needs of the individual. Their aim is to:

We’re here to help

If you believe your organisation would benefit from using the services of our HR professionals, please do not hesitate to contact us on 0161 941 2426. We have training and development programmes to help turn your business from good to great.

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What Our Clients Say

“Following our management buyout in 2013 we had no in-house HR expertise to call on. We secured the services of P3PM at that time to ensure we had the right level of knowledge and operational HR experience to manage this major change project. Their work was first class, to the extent that we retained their services to lead all of our day to day HR activities, in addition to providing strategic leadership on people related initiatives. During that time we have successfully completed fundamental changes to our operational model, enhanced our HR policies, improved employee satisfaction and gained Investors in People accreditation. We could not have achieved this work without the engagement and support of the team at P3PM. ”

A Sullivan - Managing Director

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