Has anyone undertaken research to study training systems for government employees? If yes please share the work and outcomes.
DMS, IIT Delhi Prof. Kanika T. Bahal, V.G. Gautam and Prof Sushil are experts and did same. Please approach them.
Having worked in both private and public sector organizations for 38 years, and retiring as Executive Director, I felt that I must share my experience and thoughts about training delivery method, which is an important aspect of human resource development. In most of the public sector organizations, HR departments perform mainly generic functions, and there is hardly any HR strategy which is developed in line with organizational strategy. Human resources are important organizational resources and must be developed as strategic resources for creating competitive advantage. The training delivery process must start with the identification of training needs and future potential, which must be reflected in performance appraisal. The HR department in consultation with HODs may prepare a list of areas for imparting training as per training needs & future potential, and may decide the period and mode. The training efficacy must be evaluated and reflected in the immediate performance appraisal that follows. HR department must assess productivity per person before and after training, in order to arrive at fair assessment of contribution of training. HR strategy - Training- Productivity- Performance is the Training delivery system circle
As a trainer in the Military and in the commercial organizations, depending on your target audience, I would maximize the use of simulations for training. In today's world simulations can provide realistic training without leaving the classroom. V/R Don
Having worked in both the public (Banking) and private sectors (IT) in the last thirty odd years, I want to share an important difference in approach in both kinds of organizations:
In the public sector, I found that the employee and the management viewed each other with a long term perspective. The employer invested in the training of the employee, preparing her for senior positions, using planned job-rotations, and planned role based trainings. Expensive trainings were arranged for, at national and international institutes of repute, if defined for a particular role and position, for all such position holders.
In the private sector, both employee as well as management viewed each other with a short term perspective, and indeed average job tenure in the private sector was usually far less than in the public sector. The training in private sector was within strict budgets, need-based, more dynamic, being at times project based, or for a particular technology. Expensive trainings were often given as part of incentives, or as a reward and recognition.
You will find a comparison between training practices at public and private sector banking organizations at:
http://shodhganga.inflibnet.ac.in/bitstream/10603/28131/11/11_chapter%204.pdf