Learning And Development

LEARNING TRAINING AND DEVELOPMENT PLAN

Introduction:

About the Company

The Sembcorp Co. is an established company in the Asian Pacific set for the provision of power and power integrated utilities. We offer a full spectrum of third party utilities and a range of water related products and services. We also provide a complete suite of products and services in natural gas, power generation and supply, as well as offshore oil and gas turnkey engineering, and we are a key chemical feedstock provider for chemical and petrochemical industries. The Sembcorp Co. is a wholly owned subsidiary Singapore-based Sembcorp.

The Sembcorp Co. Ltd. (“SGOMC”) operates the Fujairah Water & Power Plant which is owned by Emirates Sembcorp Water & Power Company (ESC). ESC is the joint venture company which is 40% owned by Sembcorp Utilities Pte Ltd & 60% by the Abu Dhabi Water & Electricity Authority.

Learning, Training and Development Philosophy

Sembcorp Gulf O&M Co. Ltd. recognizes the need of continuous learning and training for employee development. Human capital is one of the key assets in an organization. Development of human capital brings out the best in its people for better business results and attainment of company goals and objectives and future excellence. Learning and training enhances employee performance and improves the organization’s long-term position in the competitive industry, improves individual capacity and encourage team development. (Snell, 2009).

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Learning and Development

Learning and development programs include the following; classroom training, on-the-job training, local and overseas courses; seminars, conferences, symposiums and project committees. The following are explained below:

Training

The core training programs that have been identified based on the business objectives are:

Corporate Governance, Risk Management and Program Leadership.

Besides core training, relevant training courses must be identified to close the gap for the developmental areas identified. If there is no specific course/program identified, the employee should indicate a generic title for example; IT seminar or HR regulation update. (Barbazette, 2006).

For certification programs, justification on the needs is required. The justification should detail the reasons why the certification program is required for the employee to perform his work and what competencies the employee will acquire after the program. The justification should include new job roles and tasks that the employee will perform upon completion of the program. (Taylor, 2004).

On-The-Job Training (OJT)

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OJT can be defined as programs or activities assigned to the employee whilst on the job, so as to help him in a specific developmental area. If OJT programs are identified and discussed with learning objectives, the learning curve can be speeded up. (Westney, 2008)

Job Rotation and Exchange

Job rotation enables employee to be exposed to different jobs or to perform a similar job from another perspective. A stint at a Single Business Unit will provide enrichment and exposure to increasing synergy within the group. This can be arranged through HR. (McConnell, 2003).

Assignment/Project/Overseas Posting

Employee can develop himself through participation in an assignment or project. The potential of employee can be further assessed through a stretched assignment. An overseas posting will be an excellent opportunity to gain a global perspective of the business. (Charnov, 2000).

Objectives of the Learning Training and Development Plan

4. To improve on the Health and Safety Skills,

5. To enhance the Trade and Craft Skills,

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Training Plan for the year (2010-2011)

The learning process in any organization comprises both the organization and the staff members. The company learning needs are determined by the mission, vision and core values as well as the company’s strategic plans. The company should make an overview of its resources and determine whether it’s in a position to carry out the training and learning exercise, and the company’s learning needs then determine department goals and learning need then determine individual learning needs. After under taking the three you then come up with the total learning plan, the implementation and reviews of both the learning and system review. (Anderson, 1998) (See diagram as appendix I).

In summary the training plan involves: The CEO defines the company business objectives for the year, the department heads then translate the broad corporate objectives into the department objectives and finally the identification of gaps jointly by the department and employees and strategies to reduce the gaps. (Storey, 2007).

Gap Analysis of the Current Employees

Performing a gap analysis assists in determining activities that should form part of the learning training and development plan. In order to perform a gap analysis the following is carried out;

Identify the competences required for the fulfillment of departmental goals, establishing the skills, competences and individual goals that the staff member currently possesses. Then, determine the required skills to best support the achievement of desired performance results of that position and finally, comparing the two and coming up with the gap. (Bednar, 2007). (See diagram as appendix II).

Care Development Plan

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A career development plan is a drafted document by the employee and handed to a supervisor that is used as tool to address learning, training and development plans. The company will then assess the plan and if there is a funding capability they can implement them. The career development plan is revised from time to time to cater for the emerging needs. (Heraty, 1995)

Below is an example of a career development plan that can be used by the employees;

Career Development Plan

(To be completed and monitored by the end of two weeks)

Employee Record of Learning Training & Development Activities

Name: _______________________________________

Personal & Professional Development Opportunities

Classes  /       Programs  /  Activities

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Ready

Now

Ready in 6 months

Ready in 1 year

Management  and Supervisory program

Technical Services training

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Technical  Production and Engineering program

Health and  Safety certificate,

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Trade and Craft Training

Productivity  and Quality program

Computer  Related Packages

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Degree or certificate programs:

Date

Course

Credits

Program

Cost

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Learning and Development

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Training Classes/Seminars:

Date

Course

Cost

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On the Job Activities (committees, special projects, etc.):

Date

Activity

Skills used

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Professional Memberships/Miscellaneous Activities:

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Date

Activity

Skills Used

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Source: (Taylor, 2004).

Conclusion

Sembcorp Gulf O&M Co. Ltd is a company that believes that proper planning, implementation and evaluation of the training and learning process is key in keeping employees equipped with the required knowledge, skills and competences required to meet organizational objectives and goals.

The company, departmental and individual objectives should be determined before hand and extra competences required to meet new or old goals that have not being met determined in order for an effective training and learning process.

Appendix I: Training Plan for the year (2010-2011)

Source: (Harrison, 2005).

Appendix II: Gap Analysis of the Current Employees

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Source: (Bergmann, 1995)

References

Anderson G. (1998). A Proactive Model for Training Needs Analysis. European industrial Training Journal Vol. 18 Issue 3 pp 22 – 29

Barbazette P. (2006). Training needs assessment: methods, tools, and techniques.

The skilled trainer series. John Wiley and Sons.

Bohlander G.W & Snell S. (2009). Managing Human Resources. Cengage Learning

Derek Torrington, Laura Hall, and Stephen Taylor (2004). Human Resource Management.

Pearson Education.

Kochan A., Maanen V & Westney (2008) Managing For the Future. Organizational Behavior & Processes. 3rd Ed

McConnell J.H (2003). How to identify your organization’s training needs: a practical guide to needs analysis. AMACOM Division of American Management Association

Patrick J. Montana and Bruce H. Charnov (2000). Training and Development. Management.

Barron’s Educational Series.

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Rosemary Harrison (2005). Learning and Development. CIPD Publishing.

Scarpello V. G, Ledvinke J & Bergmann T. J (1995) Human Resource Management… Environments and Functions. South-Western College Publishers

Storey J (2007). Human Resource Management. A Critical Text. Cengage Learning Emea

Thomas N. Garavan, Pat Costine, and Noreen Heraty (1995). Training and Development: Concepts, Attitudes, and Issues". Training and Development in Ireland. Cengage Learning EMEA.

White D. & Bednar D.A (2007). Organizational Behavior – Understanding and Managing People at Work. University of Michigan

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