Functional competency is deemed to be when an employee is considered to have a set of skills and knowledge that matches or exceeds the documented expectations of a given position within a client’s organisation.
Once competency has been established, per client requirements, what follows is a high level oversight of what is involved in developing an effective and efficient training and development programme that assures both career advancement opportunities for the workforce but also cost and time efficient work processes for the client. Such skills based approached raises workforce motivation and interest while providing clients with the opportunity to cater for the training of both new hires, requiring basic level training inputs, and more experienced personnel requiring skills upgrades to facilitate career advancement or to meet new technical or technological advances in core fields. Training is provided in various guises and developed per the specific requirements identified during gap analysis. These are traditional instructor led classes, a proven means of delivering knowledge based Training Programmes. These are primarily computer based Training Programmes (CBTs), either generic industry programmes or new DEFT developed CBTs based on client’s specific needs. Building on the inputs received from both classroom and simulation training, client’s workers are provided with a more practical learning environment via practical exercise under the watchful tutelage of DEFT instructors. OJT focuses its attention the safe and effective transition of client’s personnel from the relatively safe, low risk environment of the training rooms and workshops to the more demanding and hazardous areas of actual operational work.
Once an effective training and development program is established and utilized by the organization it can begin seeing increases and benefits in the following areas: productivity, motivation, quality, job satisfaction, commitment (employee retention), and reduced absenteeism.
In order to provide the training and development that reaps these many benefits, it costs money, time and other resources. In today’s competitive business world, most organizations are looking at ways to reduce expenses in order to increase profits. Research has shown, however, that when employers invest time, money and resources in their employees with training and development the employees develop a commitment to the organization. In contrast, some employees have been known to say they “saw it coming” before they were fired or let go.

Training and employee development is not just for the employee but is as beneficial to the employer as well.
Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Gradworks believes learning, development and networking are key components to professional success. In addition to on-the-job-training, Gradworks provides a minimum of 4 learning and development workshops per year for interns.
Some examples of Gradworks training topics are: effective presentations, financial planning, personality indicators, change management and conflict management. Gradworks hosts an annual networking event where interns, coaches, and government officials are provided an opportunity to network and celebrate the program’s success. The custom made online training is offering tremendous scope for employee’s development and growth. We tailor the seminar-style sessions to a specific area of QuickBooks® to allow each participant the opportunity to have hands-on computer time.
The process, as outlined in DEFT’s training and development cycle graphic, is triggered by the client competency model, which initiates the process of building the workforce competency packages. DEFT provides clients with instructional personnel who are subject matter experts with significant technical and training experience in their respective fields. During this phase of training under the tutelage of suitably qualified DEFT mentors and supervisors, trainees learn how to complete their assigned tasks in a safe and effective manner.
Unfortunately, when training is only looked at as an expense, it can be the first category to go to the chopping block. Are these positions not worthy of training due to the high turnover or is a high turnover due to the lack of training?

For those employers that view training as an expense, a trade-off for production or just plain wasted time, they may not have an effective training program in place.
The lessons can be covered at your own pace and does not require owning QuickBooks® in order to use it.
Once learning content has been delivered utilizing appropriate channels, instructor lead, OJT, CBT, formal mentoring etc, identified gaps should have successfully been closed leading to a more competent and motivated workforce.
It is suggested that businesses need to accurately analyze what these training programs are worth. Research has also determined that with training and development the employee believes the employer cares about the employability of the employee. In other words, with ongoing training and development the employee does not feel the employer is leaving them to “sink or swim” on their own or that the employer is not “creating” a reason to fire them. Also if an employer’s turnover is high, they may need to evaluate how they train new employees, evaluate existing employees and what programs are in place to develop employees to be productive members of their organization. While most organizations compile data and trends on advertising campaigns, sales department activities, and other activities that they can directly tie to increased revenue, it can be difficult to determine a Return on Investment (ROI) on employee training and development.
Sometimes you may have a talented and capable individual but they are just in the wrong position. Employers that are successful in reducing employee turnover embrace training and employee development as a necessary tool to further their organizational goals.
Continued training and development, including evaluations, can determine strengths and weaknesses and what persons fit best with various positions.

Difference between training and organizational development
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