This paper tells that in the past, many companies used to view employee training and development as an optional rather than mandatory responsibility of the firm. In today’s globalized economy, employee training and development has become a significant investment rather than a cost to companies…
The adoption of a formal training will enable the management of the company to assess if employees are accomplishing desired results and establish what training and development requirements can help employees to attain desirable output. This paper explores the need for formal training by looking Samsung Company, a multinational manufacturer of phones, laptops, televisions and many other items. Samsung Company has its headquarters in South Korea in Samsung town, Seoul (Samsung, 2015, p. 1). Samsung conducts training for its employees to build more effective, efficient and highly motivated workforce to enable them to remain competitive and harness the best out of them. Through its training, programs, the company has a ready pool of professionals to fill up the vacancies created in new markets and those left by old employees.
Samsung Company (http://www.samsung.com/us/aboutsamsung/) has a training program called career growth, which enables it to conduct formal professional training and development to its employees in order to improve their performance and boost the company’s productivity. The company’s career growth program is mainly made up of five basic components: New Employee Gate Program, Leadership Program, Next-Gen Program, Professional Training and Global Capacity Development. New Employee Gate Program welcomes new employees to the company and gives them self-satisfaction of being part of a successful company. Leadership Program aims at developing instills potential leaders with crucial leadership skills to enable them to execute organizational duties efficiently at every management hierarchy of the company. Next-Gen Leader Development Program aims at finding talented individuals within the organization and training them as regional experts and future technology leaders. ...
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This study will compute and elaborate as to whether or not Continental should consider $80 million to be a fair price as a 50% equity stake in Fintelco. Based on the computation, this paper will explore the major factors behind the need to encourage Continental’s CEO Mr. Hostetter to recommend pushing through the joint-venture proposal with Mr. Liberman.
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