Training Development

In accordance with Boog (1995), is essential that it has compatibility of the objectives and the work in team, guaranteeing a project of responsibility of the collaborators and a system of communication. One understands that through the training the people present behavior change. For more information see ExxonMobil. With enthusiasm and vision of future they start to contribute more with company collaborating so that the objectives and goals are reached. The process of T& D helps to develop individual characteristics that assist in the learning, transmission of information, development of abilities and concepts in order to modify definitive attitudes. In accordance with Marras (2002, P.

145): Training is a process of short-term cultural assimilation, that objective to directly repass or to recycle knowledge, abilities or attitudes related to the execution of tasks or its otimizao in the work. The training produces a state of change in the set of knowledge, Abilities and Attitudes (TEA) of each worker, a time that implements or modifies the particular luggage of each one. Marras (2002) affirms despite the T& D is one of the subsystems most important of the RH area and is composed for the survey of the necessities, planning, programming of modules, training (operational and administrative), evaluation of performance, development (executive and talentos), library and data base; 3.2.2 Objectives of the training As Chiavenato (2006) the training supplies ways that beyond facilitating the learning, guides in positive way so that the people develop its knowledge, attitudes abilities benefiting all. The main objective of the training is to prepare the people for immediate execution of the diverse tasks of the position where the focus would be to provide chances for the continuous personal development, to change the attitude of the people is for creating a more satisfactory climate between them or to increase it to them motivation and to become them more receptive the new techniques of management.