There are different schools of thou

There are different schools of thought as to how people learn.
 Different people have different learning styles or preferences.
 People can learn from everyday work experience, using the learning cycle of reflection, generalisation
and application.
 The learning organisation is an organisation that facilitates the learning of all its members (Pedler,
Burgoyne, Boydell), by gathering and sharing knowledge, tolerating experience and solving problems
analytically.
 In order to achieve its goals, an organisation requires a skilled workforce. This is partly achieved by
training.
 The main purpose of training and development is to raise competence and therefore performance
standards. It is also concerned with personal development, helping and motivating employees to fulfil
their potential.
 Training offers significant benefits for both employers and employees – although it is not the solution to
every work problem!
 A systematic approach to training includes: need definition; objective setting; planning training
programmes; delivering training; and evaluating results.
 A thorough analysis of training needs should be carried out to ensure that training programmes meet
organisational and individual requirements.
 Once training needs have been identified, they should be translated into training objectives.
 Individuals can incorporate training and development objectives into a personal development plan.
 There are a variety of training methods. These include:
– Off-the-job education and training
– On-the-job training
 Off the job training minimises risk but does not always support transfer of learning to the job.
 On the job training maximises transfer of learning by incorporating it into ‘real’ work.
 Induction is the process whereby a person is formally introduced and integrated into an organisation or
system.
 Increasingly, responsibility for training and development is being devolved to the individual learner, in
collaboration with line managers and training providers.
 Development includes a range of learning activities and experiences (not just training) to enhance
employees' or managers' portfolio of competence, experience and capability, with a view to personal,
professional or career progression.

Hasil (Bahasa Indonesia) 1:

Ada sekolah pemikiran berbeda mengenai bagaimana orang belajar.  orang yang berbeda memiliki gaya pembelajaran yang berbeda atau preferensi.  Orang dapat belajar dari pengalaman sehari-hari kerja, menggunakan siklus belajar refleksi, generalisasi dan aplikasi.  organisasi belajar adalah sebuah organisasi yang memfasilitasi belajar semua anggotanya (Pedler, Burgoyne, Boydell), dengan mengumpulkan dan berbagi pengetahuan, menoleransi pengalaman dan pemecahan masalah analitis.  untuk mencapai tujuan, sebuah organisasi yang memerlukan tenaga kerja yang terampil. Hal ini sebagian dicapai dengan pelatihan.  Tujuan utama dari pelatihan dan pengembangan adalah untuk meningkatkan kompetensi dan kinerja standar. Hal ini juga berkaitan dengan pengembangan pribadi, membantu dan memotivasi karyawan untuk memenuhi potensi mereka.  Pelatihan menawarkan manfaat yang signifikan bagi majikan dan karyawan – meskipun tidak solusi untuk setiap masalah kerja!  pendekatan sistematis untuk pelatihan meliputi: perlu definisi; menetapkan tujuan; merencanakan pelatihan program; memberikan pelatihan; dan mengevaluasi hasil.  analisis mendalam tentang kebutuhan pelatihan harus dilakukan untuk memastikan bahwa program pelatihan memenuhi persyaratan organisasi dan individu.  Sekali pelatihan kebutuhan telah diidentifikasi, mereka harus diterjemahkan ke dalam tujuan pelatihan.  Individu dapat memasukkan tujuan pelatihan dan pengembangan rencana pengembangan pribadi.  There are a variety of training methods. These include: – Off-the-job education and training – On-the-job training  Off the job training minimises risk but does not always support transfer of learning to the job.  On the job training maximises transfer of learning by incorporating it into ‘real’ work.  Induction is the process whereby a person is formally introduced and integrated into an organisation or system.  Increasingly, responsibility for training and development is being devolved to the individual learner, in collaboration with line managers and training providers.  Development includes a range of learning activities and experiences (not just training) to enhance employees' or managers' portfolio of competence, experience and capability, with a view to personal, professional or career progression.