Essays on Training Professionals Have a Leading Role in Innovation and Change Coursework

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The paper "Training Professionals Have a Leading Role in Innovation and Change" is a great example of business coursework.   As a result of the dynamic changes in the economy and the organisational structures, the demand for new strategies has significantly increased. The strategies include those of training and developing staff in order to improve their performance. As a result, there are major changes in the focus of productivity and efficiency as more organisations now aim at risk-taking, engagement and empowering their staff. Looise and Riemsdijk (2004, p. 278) describe that renewed growth and innovation is, therefore, a reinvestment in learning and development.

Through organisations view innovation as a challenge, it improves workforce skills, therefore, enabling them to meet their business expectations. The above study evaluates why training professionals have a leading role in innovation and change of various organisations. Training professionals in necessary for all businesses as it enables them to meet the challenges of today’ s business environment. They also gain leadership skills that enable professionals to provide employees with the necessary training for them to perform beyond business expectation. The major role of training professionals in today’ s businesses is in order to deliver innovation.

The role of training professionals is in order to achieve competency. Niederman and Mandviwalla (2004, p. 7) show competencies have made their mark on the business world since the 1970s and more organisations have developed ways of measuring it. Competencies play a major role in performance management, succession planning, career development and team building. However, there has not been a general definition of competence or core competence but they describe the abilities needed to perform a particular role within the business environment. The definition of the terms, therefore, rests with an individual organisation.

Core competencies have been defined through a measure of extraordinary abilities that give a firm a competitive advantage in order for them to create and deliver value to its customers. Though some experts argue that competencies define the abilities to perform a particular role effectively, it is also argued that competency in an observable attribute which include skills, knowledge and value enabling one to perform a certain task. One of the major reasons for training professionals is to improve the utilisation of human resources.

Training and development enable staff to achieve the organisational goals as well as their own goals. It also provides an opportunity and broad structure for the development of human resources’ technical and behavioural skills, therefore, enabling employees in attaining personal growth. The second reason for training professionals is for the development of skills (Witte and Steijn 2000). Training and development improve job knowledge and skills of employees to another level. This enables them to expand the horizons of human intellect and the overall personality of the employees.

The third reason is that training improves productivity, team spirit, organisational culture and climate. Productivity increases, therefore, enabling employees to achieve long term goals. It also inculcates a sense of teamwork and collaboration. Training also develops and improves organisational health, culture and effectiveness, therefore, building a positive perception about the business. Training also improves quality and creates a healthy working environment, improves corporate image and a positive attitude towards profit orientation by the workforce (Niederman and Mandviwalla 2004, p. 8).

References

Commonwealth Bank of Australia 2008, "Commonwealth Bank of Australia to acquire Bank West and St Andrew's".

Looise, J & Riemsdijk, M 2004, Innovation organizations and HRM, A conceptual framework, Management revue, vol. 1, no. 3, pp. 277-288.

Markus, M 2004, Techno change management, using IT to drive organisational change, Journal of Information Technology, vol. 19, no. 4, pp. 4–21.

Niederman, F & Mandviwalla, M 2004, Introduction to special issue on the evolution of IT

personnel research, more theory, more understanding, more questions, The DATA BASE for Advances in Information Systems, Summer, vol. 3, no. 5, pp. 6–8.

Rosemary, R 2009, Woolies’ strategy a winner, Business Report, Australia.

Witte, M & Steijn, B 2000, Automation, job content and underemployment. Work, employment and society, vol. 14, no. 3, pp. 245–264.

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