Whether Organizational Training Is Only Imperative at the Workforce Level - Research Paper Example

Human Resource Management Abstract The discussion focuses on organizational training and whether such training is only imperative at the workforce level. The introductory part of the discussion gives the reader a general layout of the overall discussion and what should be expected from the entire discussion. The discussion also contains the main body or the discussion section that is divided into six sections; section one of the discussion provides a description of organizational training. The second section of the discussion elaborates the pre-requisites of organizational training; each of the pre-requisites is discussed clearly on its own paragraph. Moreover, the third section of the discussion provides a description of the various methods of employee training and their pertinence; this section also discusses ways in which different managerial levels can be trained to enhance organizational operations. Advantages and disadvantages employee/workforce level training are also discussed respectively. Consequently, the last chapter of the discussion provides recommendations on employee training and extends towards discussing the reasons why organizations should promote training at all levels of management Keywords: Employee training Introduction This discussion focuses on provision of valid arguments on whether organizational training is imperative on the employee level or whether it is also imperative at other various managerial levels. Moreover, the discussion will encompass the pertinence of training at different levels as well as the different ways in which such trainings may be conducted. Additionally, various advantages of organizational training will be elaborately explicated in this discussion together with the challenges that may be faced while conducting organizational training. On the other hand, imperative information concerning persons responsible for conducting organizational training will be provided in order to provide more insight to the reader concerning matters of organizational training. Organizational training as an imperative facet of organizational development requires effective techniques that may be applied to facilitate its effective implementation. This discussion will also provide pertinent information that has been applied in the contemporary society to promote organizational training. Consequently, the discussion will also provide recommendations concerning appropriate ways in which organizations may apply effective training methods to promote development hence productivity. The abstract will provide a layout of the overall discussion with summarized information concerning the pertinent information the reader is expected to acquire in the discussion. In order to enhance the readers’ comprehension of organizational training, the literature review section will provide data that indicate the meaning or definition of organizational training as well as other terms ascribed to it. Discussion The corpus of organizational training encompasses skill development among various managerial level personnel in an organization in order to enhance their capacities to perform efficiently as well as effectively thereby improving the general performance and productivity. A variety of factors are involved in organizational training. There are several factors that may compel stakeholders to conduct training in their respective organizations; these factors include: The desire to support organizational objectives together with requirements of projects that may be conducted in a similar manner among various levels of organizations. Pre-requisites of Organizational Training Before embarking on the activity of organizational training, it there are imperative requirements that has to be taken in consideration. One of these considerations is conducting a needs assessment; this process involves identification of the weaknesses faced by an organization due to inadequate capacity of the employees as well as other stakeholders to perform. Secondly, there need to be effective planning that involves allocation of various resources for the training. The planning process also includes designing structures that may be applied to conduct the training instructions (Lynton R et al 2000). Organizational Training is an imperative component of organizational process; the concept of organizational process involves crucial assets that are stored or valued by the stakeholders of an organization or various projects of the organization in order to promote its development. Training is one of these assets hence considered an imperative component of organizational training. Organizational training also requires other imperative factors that have to be given high level of consideration; persons responsible for organizational training are required to have a proper knowledge of their target audience. This is important in that it assists trainers to identify effective ways of communication as well as in the organization of the information. Additionally, the contents of training are the other factors that are taken into consideration in any organizational training; however, training contents may be developed in relation to the needs of a company or the requirements of training (Lynton R et al 2000). It is also important for organizations to select trainers who are also known as facilitators; these personnel should be selected in relation to their expertise and the level of their skills. This would ensure that the target audience acquires appropriate knowledge in accordance to the needs of the training. Trainers or facilitators may also be selected in accordance to the target audience; these may include employees as well as the management team. Methods of Organizational Training In the contemporary society, organizations may employ myriad ways of conducting their training processes. The first method that may be applied in conducting such trainings is induction method; induction method is generally conducted when an organization has employed new recruits. It is fundamentally conducted to ensure that the recruits become acquainted with modus operandi of the company. Induction training may also be applied to higher level employees such as new CEO’s, managers and treasurers. Induction training is majorly preferred by most organizations due to its affordability and the efficacy created in reducing mistakes that may be created by new employees. The rate in which induction training is conducted may differ from organization to organization; it may also be determined by the size as well as the rate of complexity (modus operandi). The other method of organizational training is on-the-job training; this method involves conducting training activities to a group of employees while there are on their work. Various techniques may be applied in on-job training, they include: Job rotation; this method entail allocating various duties to the trainees in a variety of departments in order ensure that they gain proper knowledge in the operational methods of the organization (Noe 1999). Moreover, demonstration is another method that may be applied while conducting on-the-job training. It majorly involves giving directions to the trainees on the effective methods to conduct their activities. Other big organizations have also employed projects as a means to improve the performance of their employees; it entails providing the employees with a platform to join organizational projects with an intention to improve their performance. This occurs in the sense that, employees are exposed to the project activities hence increasing their knowledge base (Noe 1999). Consequently, coaching is another method that has been applied in most organizations overtime; the corpus of coaching involves encompass development of an appropriate working relationship between more experienced personnel and those that are less experienced. Studies have shown that on-the-job training has a variety of advantages as well as associated disadvantages. On-the-job training method has been identified as less costly, more effective in enhancing employee knowledge base; moreover, the trainees are provided with a scenario where they are exposed to learning opportunities. On the other hand, this method may also have several disadvantages that may affect the quality of the training and the organizational operation. The first disadvantage emanates from the fact that the quality of the training may be influenced by availability of certain resources such as time and the level of expertise of the trainer. Furthermore, undesirable qualities may be transferred to the trainee especially from more experienced workers; more complex working conditions may also hinder effective learning due to non-conducive learning environments. Most organizations have also experienced a disrupted operational process due to diverted attention of the trainees to learning (Noe 1999). The third method that may be applied to conduct training in most organizations and companies, is training connected to motivation. This method has been identified as imperative in the sense that it enables managers or employers to update their employees on the quality of their performance. In this way, areas of weaknesses and strengths are identified hence employees are compelled to improve their performance. Large and small organizations have also employed off-the-job training mechanism in order to conduct training. This method majorly entails providing training opportunities to employees and other stakeholders away from their work places. They may include: Day release technique where employees are allowed to attend training sessions during breaks such as lunch time or during tea breaks. Some organizations may also provide evening or long distance classes to their employees; such classes may be sponsored by the organization of the employee themselves. Institutions have also applied block-release method to offer effective training to their workers; this method involves admitting personnel to colleges or other learning institutions for a given period of time for learning purposes. On the other hand, off-the-job training technique may also involve the use of sandwich courses where employees may spend longer period of time in the learning institutions; this period range from six-ten months. In the contemporary society, internet sources may also be used as a method to enhance training among employees. On-the-off training technique has also various benefits as well as demerits; to begin with research has that this method has been identified as providing employees with an opportunity access a wider extent of knowledge from the external sources of learning. External learning opportunities also provide employees with an environment for improving their self-esteem (Noe 1999). On the other hand, studies have also indicated various demerits that may occur due while applying off-the-job training. The most common disadvantage of this method is the higher costs that are associated with it; such costs may occur as transportation fees, provision of meals as well as accommodation services. A lot of time as a resource may also be wasted as the trainees or employees attend to external learning activities. Moreover, employees who may have acquired proper skills may decide to leave the current job options for better paying jobs. Roles of Managers in Training In most cases managers play crucial roles in promoting and facilitating organizational training; for instance when new recruits are brought into a company, the managers are compelled to ensure that they are properly inducted in order to ensure that they are properly acquainted with the organization’s modus operandi. Individual understanding among the managers is imperative when conducting organizational or institutional training. This kind of understanding enables managers to determine their capacities that may enable effective training. In cases where the managers are not in a position to conduct training, external experts may be hired to offer he required training to their employees. In some cases, managers have been exposed to training by external experts as a means of improving their capacities to transfer skills and knowledge to their workers (Lynton, R et al 2000). Advantages of Organizational Training Organizational training is among the most imperative facets of organizational operational strategies. Training is usually conducted especially when institutions or organizations implement new modes of operation that may require new skills as well as knowledge; on the other hand training may conducted by organizations seeking to improve their performances through enhanced employee skills. To begin with, organizational training benefits may be intangible and in most cases tend to accrue benefits to the management and their employees in general. One of the merits of organizational training is that is assists the employees to improve their performance through enhanced operational capacities. Moreover, the overall production costs may also be reduced due to acquired skills that promote reduction of mistakes made by the employees (Lynton, R et al 2000). In organizations that are faced by high level of competition, training acts as a tool that enhances their competitive advantage by improving employee operational skills hence creating a proper employee-customer relation; in this case, the organization increases its overall profit. Research has also shown that organizational training may also lead to increased level of employee retention in that, employees who have acquired proper skills and knowledge have a higher chances of being retained by the respective companies as a result of their high level performance capacities. Disadvantages of Organizational Training Despite the fact that organizational training has a long term benefit to most companies, a variety of demerits have also been identified. One demerit that has been identified is the associated costs that maybe experienced by organizations; these costs tend to increase the overall production costs especially when employees are still undergoing the training process. These costs may be; accommodation costs, costs of hiring external trainers or even transportation allowances (Noe 1999). Moreover, in some cases organizations have experienced loss of employees after training; this occurs when the trained personnel terminate their job contracts to seek for better paying jobs in other organizations. Recommendations Organizational training plays a crucial role in all levels of management within an organization; specifically, its advantages have been realized among the employees, managers as well as other associated stakeholders. In the contemporary society, where tremendous business investments are taking place with high level of competition, training has been realized as one pertinent factor that enhances organizational competitive advantage. Training at both employee and managerial levels is crucial as it promotes an improved organizational overall productivity. It therefore important to note that organizational training plays important roles at both managerial levels as well as employee level (Noe 1999). Frequent market variability in the current society also requires that organizations implement appropriate training in order to fit in the in the current market facets. Various forms of training as discussed above may be effectively applied by such organizations in order to attain a higher level of productivity. However, modes of training may differ from organization to organization hence it is imperative that each organization select an appropriate training design that fits with their modes of operation. Bibliography Lynton,R et al. 2000. Training for organizational transformation. Thousand Oaks, CA: Sage Publications. Noe, R. A. 1999. Employee training and development. Boston: Irwin/McGraw-Hill. Read More