Training Interventions Applicable Across Sectors

Abstract

One of the main differentiators for companies, particularly the manufacturing industries, is training and growth. The manufacturing industry training and development system in Pune needs a comprehensive overhaul. There is a lack of a systemic approach to the current training and development programmes, particularly with regard to the design and planning approach. For example, there was no fixed training and development schedule and, moreover, no such schedule was disseminated or displayed. The average number of training programs representing the organization's current training strategy is only 2, reflecting the institution's apathy for training and growth. If the employees' evidence is to be believed, then there is a lack of a consistent training and development program for manufacturing sectors and seldom are employees identified to external organizations. The training approach practiced is on job training and the resource person is most commonly internal resource individuals or company workers on most occasions. The recognition of training and development needs is one of the serious grievances put forward by workers and it has been ranked as one of the most significant factors affecting their decision to engage in training and development programs. With all of the above, a systematic and empirical approach to training and development must be developed by all organizations.