The Importance of Training and Development for DPDC

The Importance of Training and Development for DPDC

DPDC, the leading power company in Bangladesh, is facing increasing competition from other companies in the region. In order to remain competitive, DPDC needs to invest in training and development for its employees. Training and development can help DPDC employees to improve their skills and knowledge. This can lead to increased productivity, improved customer service, and reduced costs. There are a number of different ways that DPDC can provide training and development for its employees. These include:

• On-the-job training
• Classroom training
• E-learning
• Mentorship programs

The Importance of Training and Development for DPDC

DPDC should choose the training and development methods that are most effective for its employees. It is also important to make sure that the training is relevant to the employees' jobs.

Training and development is an investment in the future of DPDC. By investing in its employees, DPDC can ensure that it has a workforce that is well-trained and able to meet the challenges of the future.

A new growth model focused on individual skills was established, in order to infuse new practices, mainly based on the development of human resources with the support of ongoing training. This new logic of management demands, for example, the development of abilities, taking into consideration the employees' influence on their job and their capacity to develop them in diverse settings rather than adjusting the person. On time at the station. Nevertheless, this reasoning is not aimed at finding new ways of learning and improved work (Abdullah, 2009). Consequently, it is a necessary investment to improve staff abilities. Therefore, training managers confront increasingly complicated goals, increasingly serious limitations and growing ways of training. And, looking for an educational model that offers the right training for all, in accordance to the levels and preferential learning methods, e-training or distance training through Internet, intranet and magnetic media, is considered as one of the solutions to meet the needs of the new economic and social climate (Kadiresan et al., 2015). As a first step, it is an excellent means of filling the gaps of the individual employees, and increasing their productivity on a customer basis. The aim is to enhance individual talents and to produce greater outcomes within the company. Teams may therefore attract more consumers, create greater revenue, increase productivity, give better customer service, etc. This will ultimately help the company, which saves time and money. The firm must adhere rigorously to all workers' talents. According to Kadiresan et al., (2015) studies, lack of investment in training and promotion of continuing education is an aspect which inhibits companies from growing the competitiveness that is founded primarily on the training of its employees must be given appropriate consideration. 

I choose DPDC the leading company of Bangladesh’s power sectors where I see the necessity of Training and development. The production cycle starts with the process starting and finishing with the placing on the market of the product (or the service depending on the firm). The traditional meaning is that it is the period for a firm to assess cost and income, viewed as a production unit. The cycles are not homogeneous, given the wide variation in the sector. Some may be yearly, but short duration, weekly or monthly are the most prevalent. Then multiply every year to obtain the balance. Finally, I tried to show that the improvement of employee performance should be one of our company's daily goals. All elements that potentially affect performance improvement must be identified, observed and analysed. Once this is done, the associated changes are essential, directed by an appropriate strategy to develop our own formula for productivity.

References

• Abdullah, H. (2009). Major challenges to the effective management of human resource training and development activities. Journal of International Social Research, 2(8).
• Kadiresan, V., Selamat, Mohamad Hisyam, Selladurai, S., Ramendran, C. S., & Ramesh, M. (2015). Performance appraisal and training and development of human resource management practices (HRM) on organizational commitment and turnover intention. Asian Social Science, 11(24), 162.

Keywords: DPDC, training and development, employee performance, productivity, customer service, costs, on-the-job training, classroom training, e-learning, mentorship programs, relevant, investment, future.