Although human resources cannot yield perfect predictions, it does give the organization the ability to think through what kinds of personnel will be needed in the future. Further, such planning gives the organization an opportunity to prepare to meet that future in a more proactive manner.
In both case studies, training and development programs are the main tools which ensure participation and involvement of staff. Following Armstrong and Baron, training is much more than a technical exercise to impart knowledge and skill to the worker. It is first and foremost a point of contact among a workers need to grow, to feel capable, to be respected for what he or she can do, and managements need for productivity. If the task bank is present at that point of contact, it can provide a shared interpretation and understanding of what training is required as well as how and when that training can be best delivered (Bateman and Snell 32). The organization then makes the investment in training required for worker competency. In return, the worker brings the flexibility and willingness to apply these newly acquired competencies to the inevitable problems and challenges on the job. A partnership develops that, if nurtured through the words and deeds of management, further reinforces the trust that is required for a quality product or service. The case of Capgemini UK plc shows that continuous training is a core of effective performance and cooperation. All officers receive training throughout their term; also the company proposes special training programs for new starters. The Scottish Prison service arranges regular training for SPS managers and TUS representatives in order to develop positive and effective relations (Armstrong and Baron 82).
In both cases, counseling and coaching are a part of involvement and participation process. in both organizations, counselors and managers are used for dealing with more personal issues, such as helping managers to resolve problems of