Introduction to Employee learning and Development
As companies seek to compete in the volatile, diverse market, in order to remain competitive and financially stable, heavy focus must be put on human resources. There are, moreover, other variables impacting the performance of companies; companies must have active (i.e. successful and effective) workers. Moreover, because of its intangible features, companies that distinguish those expertise, abilities and employee morale on the basis of human resources gradually see it as indispensable in order to stay competitive in the sector (Paradise 2007). Organizations should also provide workers who are willing to respond to a fast, competitive market climate. Paradise, (2007) reported in his study that U.S. companies alone invest more than $126 billion annually on recruitment and growth for workers.
In
a world where high volatility continues to present high-risk organizations,
industry and market intelligence expertise provides organizations with a
credible comparative advantage over others that do not have such organizations
(Jelena, 2007). Knowledge then transforms to fundamental capital that sparks
growth. However, the effectiveness of companies relies on their competent,
professional, and skilled employees. Therefore, companies must see ongoing
workforce preparation and growth as invaluable in order to ensure
profitability. At all personnel levels, preparation and growth are really
relevant because skills erode and become redundant over a period of time and
have to be replenished (Nishtha and Amit (2010).
Employee
Learning
Learning
is the structured manner in which new and current workers are trained and
strengthened by organizations. Learning is seen in Khawaja & Nadeem (2013)
as a comprehensive approach to learning and growth that strengthens people,
communities and organizations (Goldstein & Ford, 2002). Thus, the sequence
of tasks embarked upon by the company contributes to the development of
information or expertise for increasing purposes. This relates to the
well-being and productivity of human capital, organization, and culture as a
whole. According to Manju & Suresh (2011), by enhancing the professional
capabilities of workers, preparation serves as an intervention to increase the
efficiency of organizational products and services in rigid competition.
Employee
Development
Development
refers to practices which, for growth purposes, contribute to the acquisition
of new knowledge or skills. In order to strengthen their skills, companies
provide workers with development programs. Employee growth in companies in the
present market climate (Sheri-lynne 2007) in Abdul Hameed (2011) is acquiring
an increasingly important and strategic imperative. Organizations must also
invest in consistent workforce growth in order to ensure the success of workers
as well as the company (Khawaja & Nadeem 2013)
Reference
Abdul
Hameed Aamer Waheed (2011): “Employee Development and Its Effect on Employee
Performance A Conceptual Framework”. International Journal of Business and
Social Science Vol. 2 No. 13 [Special Issue - July 2011] 224.
Goldstein,
I.L. and Ford, J.K., 2002. Training in Organizations: Needs Assessment.
Development, and Evaluation, 4th ed., Wadsworth, Belmont, CA.
Jelena
Vemic(2007): “Employee Training And Development And The Learning
Organization”. Facta
Universitatis Series; Economics and Organization Vol. 4, No 2, 2007, Pp. 209 – 216
Khawaja & Nadeem (2013): “Training and
Development Program and its Benefits to Employee and Organization: A Conceptual
Study”. European Journal of Business and Management.
ISSN 2222-1905 (Paper) ISSN 2222-2839
(Online). Vol.5, No.2, 2013.
Manju,
S. and Suresh, B.H., 2011. Training Design Interventions and Implications for
the Productivity Effectiveness. Synergy (0973-8819), 9(1).
Nishtha
Langer and Amit Mehra (2010), “How Training Jump-Starts Employee Performance”,
Indian Management, Vol 49 (6), pp: 14-18
Paradise
A. (2007): State of the Industry: ASTD’s Annual Review of Trends in Workplace
Learning and Performance. Alexandria, VA: ASTD
Hi Surendra , Agree with your statement, and I would like to add to your statement that Manju and Suresh have further cited on supervisory support on training. They state that when the subordinates perceive that their supervisor supports the training and gives opportunity to the employees to perform and develop new knowledge, and they will be more likely to use the trained skills and will be more excited to join training programmes organized in future.
ReplyDeleteThankyou for your for reading my Blog and the Valuable comments. Please read my next Blog as there will be citations on supervisory support on Training.
DeleteLoui (1995) examined the relationship between the broad construct of organizational
Deletecommitment and the outcome measures of supervisory trust, job involvement, and job
satisfaction. In all three areas, Loui (1995) reported positive relationships with
organizational commitment.
Hi Surendra, I agree with you, Learning and development is defined as the process of ensuring that the organization has the knowledge, skills, and workforce it needs. This includes facilitating the acquisition of experience, knowledge and skills by teams, experience, learning events and programs provided by the organization, guidance and training provided by line managers and others, and self-study learning activities conducted by individuals (Armstrong, 2014, 284).
ReplyDeleteThis comment has been removed by the author.
DeleteAs depicted by the work of Harrison (2000), learning through training influence the organizational performance by greater employee performance, and is said to be a key factor in the achievement of corporate goals.
DeleteEmployee development is gaining an increasingly critical and strategic imperative in organizations in the current business environment (Sheri-lynne 2007) in Abdul Hameed (2011). Thus organizations need to invest in continuous employee development in order to maintain employees as well as the organization success (Khawaja & Nadeem 2013).
ReplyDeleteAccording to Manju & Suresh (2011), training serves as an acts of intervention to improve organization’s goods and services quality in stiff the competition by improvements in technical skills of employees.
As (Ahmad & Abu Bakar, 2003) stated, the training and development of an employee has
Deletea significant impact on organizational commitment. They contend that encouragement
from trainers or from top management influences an employee’s sense of attachment to
the organization and feelings of moral obligation to stay.
Resource base view of strategic HRM, emphasizes the importance of having a highly qualified workforce different from and better than those of competitors. This could be achieved through learning and development activities. The responsibility falls mainly within the HR team to create a learning culture within the organization. To ensure this it is necessary to understand how to plan, run and evaluate learning and development programmes, including those concerned with management development (Armstrong , 2010).
ReplyDeleteThis comment has been removed by the author.
DeleteAccording to Lang (1992) training should be planned in such a way that it results in organizational commitment. On the other hand Gaertner and Nollen (1989) proposed that employees’ commitment is a result of some human resource practices, that is,
Deletesuccession planning and promotions, career development and training opportunities. All these practices, when achieved results in greater employee performance. Moreover, Meyer and Smith (2000), investigate the link between Human Resource Management practices and organizational commitment, so as to discover the causes of effective employee performance.
The general idea of employees possessing a “learning and development orientation” has received some attention from various perspectives. London (1983) mentioned it as one of the concept that is itself part of the larger domain of career motivation and defined a development orientation as a “desire to expand one’s skill or knowledge”. The goal of Learning and development is to align employee goals and performance with that of the organizations. Those responsible for learning & development within an organization must identify skill gaps among employees and teams then develop and deliver training to bridge those gaps.
ReplyDeleteIt is important to distinguish skill gaps, which originate within firms, from those
Deletethat are a consequence of skill-shortages that originate before hiring takes place.
One focus of attention, in this respect, is the hard-to-fill vacancies and their effect
on company performance (Bennet and McGuinness, 2009; Fabling and Maré,
2013). Skill gaps, though, may not be only the result of “external skill shortages”,
whereby firms are forced into hiring inferior candidates, but also a process that can
be worsened or improved within the firm.
Hi Surendra, I would like to add these points too. The term "learning" is often applied to instant teaching, "development" has a long-term meaning and learning and development can be achieved by using methods such as appropriate curriculum and training, individual and group training and staff assessments (Human Resources MBA, 2020).
ReplyDeletelearning difficulty is not only due to insufficient practice, but also due to the lack
Deleteof instant assistance (Hwang, Wu, Tseng, & Huang, 2011). To improve the
practice efficiency and learning efficacy of such courses, it has been suggested that
teachers provide students with one-on-one operation guidance in a real-world
environment (Hwang, Chu, Lin, & Tsai, 2011).
As per Learning and Development Strategy, n.d. 2020, Learning and development strategy represents an approach an organization adopts to ensure that the activities related to learning and development support the achievement of goals and objectives. When the individuals will be able to augment their knowledge and skills, they will be able to make use of them in the achievement of desired goals and objectives. The strategic human resource development also involves introducing, eliminating, modifying, directing and guiding processes in such a manner that all individuals and groups are well-equipped with skills, knowledge and abilities.
ReplyDeleteAs depicted by the work of Harrison (2000), learning through training influence the organizational performance by greater employee performance, and is said to be a key factor in the achievement of corporate goals. However, implementing training programs as a solution to covering performance issues such as filling the gap between the
Deletestandard and the actual performance is an effective way of improving employee performance (Swart et al., 2005).
Hi Surendra, Considering the Sri Lankan Context ,Serasinghe & Opatha(2007) explained that major 3 categories of dimensions and elements of training and Development.
ReplyDelete1)Training and Development Policy - Clear / Fair Training and Acceptance of T&D cost as
investment
2)Training and Development Procedure - Introduction of needs / Prioritizing / Setting Objectives /
Criteria and standards/Implementation & Evaluation
3)Training and Development Practice - Use different training methods / Pre-Post Measure
evaluation/Training Relevant staff in training and development
There is ample evidence that evaluation continues to be one of the most
Deletevexing problems facing the training fraternity. Catanello and Kirkpatrick's
1968 survey of 110 industrial organisations evaluating training (Burgoyne
and Cooper, 1975, 60) revealed that very few were assessing anything
other than trainee reactions.
Looking at similar data and the emphasis in much of the literature, one
wonders if there has been much change in 20 years (see, for example,
Brown, 1980, 11). Galagan (1983,48) and Del Gaizo (1984, 30) both refer to a
survey of Training and Development Journal readers in which 30% of the
respondents identified evaluation of training as the most difficult part of
their job. Easterby-Smith and Tanton (1985, 25) report on their British
survey involving HRD practitioners in fifteen organisations. In virtually
every case the only form of evaluation being done was end-of-course
trainee reactions, and the data so obtained seldom used.
Adding to it, by using the training and development helps the organizations increase the commitment and motivation of the employees and it creates escalate on job performance on individual employees (Meyer and Allen1991). Staff training and development are a substantial strategy for motivating employees will lead to improve their own abilities and skills to be more innovative and creative (Al-Madi et al. 2017). The organizations tends to implement and invest more on training and development to uplift the standards and abilities of their employees to create more customer-centric environment, better service, improve innovation and creativity in the current pandemic situation.
ReplyDeleteHuman Resource Management’s (HRM) notion stresses upon the aspect that human capital employed in any
Deleteparticular organization must be considered as the organization’s asset instead of cost. Organizations, in general,
employ a diverse set of human HRM policies and procedures specifically related to recruitment, training,
development, appraisal and organizational commitment in order to synchronize the HRM policies with the core
business objectives of the organization (Huselid, 1995; Meyer & Smith, 2000)
Another fact to add that training and development is a key part of any succession management plan because it helps ensure that high-potential employees have the right skills, improving rates of future success (Rick, 2018). With the training knowledge employee will contribute innovative business strategies on achieving business goals.
ReplyDeleteImproved capabilities, knowledge and skills of the talented workforce proved to be a mojor source of competitive advantage in a global market (McKinsey, 2006). To develop the desired knowledge, skills and bilities of the employees, to perform well on the job, requires effective training programs that may also effect employee motivation
Deleteand commitment (Meyer and Allen, 1991).
Suitable training and development should ensue in every organization. So, the employees who are unskilled could be trained therefore, new process training, cross training and on the job training. So, all the employees get an opportunity to move ahead for the well-being of the organization and self (Barrington & Stimpson, 2002).
ReplyDeleteAccording to Swart et al., (2005), bridging the performance gap refers to implementing a relevant training intervention for the sake of developing particular skills and abilities of the workers and enhancing employee performance. He further elaborate the concept by stating that training facilitate organization to recognize that its workers are not performing well and a thus their knowledge, skills and attitudes needs to be moulded according to
Deletethe firm needs.
Learn and development is win win situation of both employer and employee. According to Armstrong (2014) mentioned that Learning and development strategies and practices,
ReplyDeleteas described in this part, aim to ensure that people in the organization acquire and develop the knowledge, skills and competencies they need to carry out their work effectively and advance their careers to their own benefit and that of the organization.
According to Wright and Geroy (2001), employee competencies changes through effective training programs. It not only improves the overall performance of the employees to effectively perform the current job but also enhance the knowledge, skills an attitude of the workers necessary for the future job, thus contributing to superior organizational performance. Through training the employee competencies are developed and enable them to implement the job related work efficiently, and achieve firm objectives in a competitive manner.
Delete“Learning” is a perpetual partner of human growth (Taylor and Parsons, 2011). Organizations, since made of people, experience the same logic where its success lies between the two axes of Growth & Continuous Learning. Therefore, it is quite clear that Learning plays a key role towards an organization’s efficacy and it is essential for it to fortify with people who believe “continuous learning” is the ladder for success (Alipour, Salehi and Shahnavaz, 2009).
ReplyDeleteIndeed, individuals’ work-related knowledge, skills, and abilities are subject to continuous
Deleteobsolescence and displacement (Howard, 1995). As such, the survival and
adaptability of individuals in today’s talent market depend on their “learning” a living, that is, refining and adding to their skill sets throughout their
careers to adapt to ever-changing requirements (e.g., see Hall, 1996, 2002;
London & Mone, 1999)
Hi Surendra, adding something more to your content, to enhance the effectiveness of an employee training will be an important function, finally it will lead to improve the process (Salau, O et al, 2014). Training for development has been regarded as the most comprehensive work available to professionals in the field of training. The authors focus on training not primarily as a source of new information, but rather for changing behavior for lasting improvement on the job (Lynton & Pareek, 2011).
ReplyDeleteThe companies aimed at gaining the competitive advantage realized the importance of training in improving the employees performance. Past researches provides the evidence regarding the positive affect of training programs on
Deleteboth employee and organizational performance. On one hand previous work in the field proved that effective training programs leads to superior return on investment while the other researches mentioned the positive role of
training in attaining the supreme levels of employee retention (Colarelli & Montei, 1996; Becker, 1993).
This comment has been removed by the author.
ReplyDeleteTo ensure that employees are equipped with the right kind of skills, knowledge and abilities to perform their assigned tasks, training and development play its critical role in the growth and success of the business (Nigzi, 2011). Falola, Osibanjo and Ojo (2014) , noted that Training and development play a vital role in the effectiveness of an organization. It is one of the most pervasive techniques for improving employees' performance-enhancing organization productivity in the workplace.
ReplyDeleteYes of course employee training is the most persuasive way and technique in improving employee performance(Nigzi, 2011). Falola, Osibanjo and Ojo (2014)
DeleteEmployee development activities are very important for the employees, as the activities are performed, it indicates that organization cares about their employees and wants them to develop (Elena P. 2000). Many of the organizations are investing in employee development. When organizations are contributing towards the employee development activities, the employees work hard; utilize their full skills and efforts to achieve the goals of the organizations (Waheed, 2011)
ReplyDeleteDue to fast pace global and technological development the firms are now facing new changes as well as challenges. Technological advancements have moulded the need of capabilities and competencies required to perform a particular tasks. Thus, to cope with these challenges, more improved and effective training programs are required by all corporates. Effective training programs helps in constructing a more conducive learning environment for the workforce and train them to cope with the upcoming challenges more easily and in time (Wei-Tai, 2006).
DeleteGlobal Challenge Insight Report of World Economic Forum (2016) highlights the Impact of Disruptive Change on Existing Skill Sets: during previous industrial revolutions, it has often taken decades to build the training systems and labour market institutions needed to develop major new skill sets on a large scale. Given the upcoming pace and scale of disruption brought about by the Fourth Industrial Revolution, however, this may simply not be an option.
ReplyDeleteAccording to the World Economic Forum(2019), we are in the midst of the Fourth Industrial Revolution (4IR), which is driven by the fusion of technologies such as artificial intelligence, robotics, the internet of things (IoT) and biotechnology. 4IR is evolving exponentially and trans-forming entire systems of production, management and governance.
Delete4IR is changing the way products are envisioned, manufactured, distributed, acquired and consumed. It impacts the way business is done and what customers, employees, and society at large expect of businesses. These disruptions are significantly impacting jobs. In fact, the World Economic Forum states that by 2022, there will be about 133 million new roles created as a result of the new division of labor be-tween humans and machines and algorithms.
In response to this changing job landscape, organizations are adopting strategies such as automation, outsourcing, insourcing, retraining existing employees and hiring new employees. Most organizations adopt a combination of these strategies. Many technology and manufacturing companies are already deploying automation and outsourcing, and the trend is likely to continue.
A large number of organizations have turned to using a temporary workforce; however, that strategy its own challenges in low employee engagement and high turnover. The cost of replacing employees is high, not just because of the recruiting costs but also because of the time to competence and productivity; in addition, it is obviously not practical to replace an entire workforce.
What Does the Skills Landscape of the Future Look Like?
It is evident that proficiency in technical skills will continue to be critical. However, as more and more organizations adopt new technologies and automation as a strategy to increase productivity, reduce costs and gain a competitive advantage, global leaders are predicting an interesting shift in the Re-skilling required to perform new roles.
The World Economic Forum predicts that future jobs will require more of a focus on human skills that enable value-creating activities for the organization. Its comparative snapshot of the skills demanded in 2018 versus the skills that will be more , and less necessary in 2022 provides an insight into this changing skills landscape.
Employee development, including the continuing generation and exchange of knowledge and experience, is concluded to be the key driver of value growth in any kind of organization (Mayo, 2000).
ReplyDelete