• Concept Note

    The need for Training and Development -
    Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things.


    The following are the two biggest factors that contribute to the increased need to training and development in organisations:
    Change:
    The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver.

    Development:
    It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enroll himself / herself in a course on 'self awareness', which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important.


    The critical question however remains the implications and the contribution of training and development to the bottom line of organisations performance. To assume a leadership position in the market space, an organisation will need to emphasise on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning!

  • Event Date & Venue
    15th February, 2018
    Taj Lands End, Mumbai
  • Contact Us
    +91 98 2183 1949
  • E-Mail Us
    secretariat@worldhrdcongress.com

Venue & Hotel

Theme


PURPOSEFUL PURPOSE





Sub - Themes


  • Best Practices for Developing Innovation Capabilities through Learning
  • Accelerating Expertise with Scenario-Based e-learning
  • Ethics in Action: Learning Innovations
  • How to Align Your Coaching Program for Business Impact
  • No Excuses: No Matter What Life Throws at YOU!
  • Creating a High Performance Culture to Save Lives around the Globe
  • What Great Leaders and Organizations Know About Change
  • The Science of the Art of Storytelling for Trainers
  • Take Charge of Your Talent: Engage Employee Self-Motivation Successfully
  • Building a Great Place to Work with Powerful Results
  • Goin' Mobile: M-Learning for Organizational Performance
  • Coaching the Sales Coach: Four Pitfalls and What You Can Do About Them!
  • Designing Leadership Experiences to Build Capacity for a Changing Work Environment
  • How to Stop Failing at Behavior Change Training: The Case of Time Management
  • No Money, No Problems: Stretching Your Leadership Training Dollars
  • Thinking and Learning Agility: 10 Steps to Maximizing Learning Outcomes
  • Building the Business Case for Optimal Motivation
  • The Entrepreneurial Learner—Thriving On Change in the 21st Century
  • Execution vs. Engagement: Executing on Business Objectives While Fostering Employee Engagement
  • Learning on Demand: How the Evolution of Technology Is Shaping the Future of Learning
  • How Organizations Are Tackling the Challenges of Measuring ROI
  • Getting Out of the Classroom and Into the Field
  • Creating a Motivational Sales Training Program
  • "Breast Predictive Factors Testing Advanced Practice Pathology"
  • Help Them Grow or Watch Them Go: Career Conversations Employees Want
  • How Can the Execution of Change Management Be Strengthened?
  • Trust Works: Four Keys to Building Lasting Relationships
  • Intelligent Learning Design: Redefining Blended Learning
  • Leadership Performance...Because Development Is Not the Goal!
  • "Managing Talent for Results": a Serious Game for Business Managers that Really Works
  • Telling Stories, Getting Results: The Power of Storytelling in E-Learning
  • Transforming Ordinary People into Extraordinary People Through Technology
  • A New Performance Paradigm: Why an Organization in Motion Is a High-Performing Enterprise
  • Three Steps to Maximum Impact From External Leadership Development Programs
  • Engage, Develop, and Retain Employees Through Storytelling
  • Developing Creative Global Leaders
  • The Learning Organization of Tomorrow
  • Internal Coaching as an Ambidextrous Development Tool: Individual and Organizational
  • Designing Effective Real-Time Learning Using a Performance Support Platform
  • Be Strategic or Be Gone: Building Your Strategic Thinking Skills
  • Uncommon Motivation: The Secret Behind Easy Management and Great Results
  • Dynamic Communication: Bridging Generational Divide in the Workplace
  • Wisdom From Mentors: Transferring Knowledge From One Generation to the Next
  • Building a Bridge From Effective Training to Training Effectiveness
  • Developing Young Talent