Training & development of M&J Group

Abstract

Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential occupents can meet these requirements, Training is not important. On the other hand, if this is not the caae, it is necessary to raise the skill levels and increase the versitility and adoptability of the employees. Moreover, employees are the internal assets of an organization. Training presents a prime opportunity to expand the knowledge base of all employees so that they can relate those training with their workplace and give their best performance achieving company goals. Knowledge and skills development is vital to the health of organizations. We live in an information age today and organizations are routinely valued not just on their physical but on their intellectual capital. Training is one of the chief methods of maintaining and improving intellectual capital, so the quality of an organization’s training affects its value. Untrained or poorly trained employees cost significantly more to support than well-trained employees do. Training affects employee retention and is valuable commodities that, if viewed as an investment rather than as an expense, can produce high returns. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment. This report is based on the Training of M&J Group, a leading garments business established in the year 1965 as a flour mill, later on expanded business and now we are working on the garments sector of this company. This report consists of the overall HR practices, such asrecruitment and selection, training and development, performance management, staffing etc. It also mentions how the company is developing strategic human resource practices along with their business strategies. Additionally, it provides the outcomes of evolving role of strategic HR instead of traditional HR practices in the organization. We found out that M&J Group mostly follows strategic HR practices. On the report we mentioned all the information we gathered regarding the company and its various HR practices, and came up with some analysis of our own. We also tried to provide some recommendations to the company with our own and limited knowledge and experience on SHRM. Finally, the report is based on the combination of the SHRM of M&J Group and also our analysis on the factors concerning their procedures regarding HR.