Employee Learning, Training and Development Career Management - Research Paper Example

EMPLOYEE LEARNING, TRAINING AND DEVELOPMENT CAREER MANAGEMENT (Author’s name) (Institutional Affiliation) Synopsis Using the milieu of an economy that emerges from years of restructuring of companies, this paper is an exploratory work that examines in-house employer-provided training to employees (Kramar et al 2011). The Company Based Education Training and development, intends to deliver enhanced knowledge and training for middle and senior managers, blue collar workers and the sub-ordinate staff; the whole staff. It has a specific emphasis on flexibility of delivery to overcome perceived and actual barriers that have been inhibited the take up of training till now (Kramar et al 2011). Keywords On-job training, in-house training, education training and development Contents Contents 2 Introduction 2 Research 3 Introduction A research exercise is carried out to establish the existing excellent practice, latest developments in certain areas and the training needs and requirements of the intended users. The arousal of the falling profits emerged from a brief recession (Noe, RA, Hollenbeck, JR, Gerhart, and B & Wright 2010). The immediate response of employers was to reduce the workforce so as to speedily respond to alterations in the marketplace products. The role of a company’s in-house training and development of their staff is that it is essential to the effectiveness of the organization’s training as well as other services that it provides its employees. The employees need to expound their knowledge on issues of human resource management, industrial relations, occupational safety and health and information analysis and research. This touches on influencing the policy environment, undertaking wage and other surveys and transferring knowledge to members. Other services that companies should provide to their employees include direct services, and influencing the legal and policy environment that are required for business growth and development (Kramar et al 2011). The focus of this essay is on the training provided by in-house employees who are employed by the firm that they are working. It also focuses on the reasons why most companies fail to provide in-house education training and development. Research Research has shown certain benefits that a business receives from training and developing its workers, which include, reduced employee turnover, increased productivity, decreased need for supervision and increased efficiency that results to financial gain (Armstrong 2000). Most companies fail to provide its employees with sufficient in-house training. Most of the staff members of these companies felt that they lacked the necessary knowledge and training so as to keep their skills up to date. In such companies, the employees lose out unless they can compete globally with companies of the same stature or organization. The employees are also usually unhappy with predetermined distribution of performance rankings of employees, which have a negative impact on working of the team (Leopold & Harris 2009, p. 66). Most temporary or non-standard workers are less likely to remain with the firm, than the full-time workers are. Human capital theory has no hope that the non-standard workers will receive training from their employers. Companies have been investing in workers to provide educational training to increase their productivity. Firms have the incentive to engage in such human capital investment only if they expect the return to be greater than their cost (Leopold & Harris 2009). The investment of a company reduces with time that it expects to reap its benefits. Since most temporary workers tend to have a short tenure with the company, there would be a lower opportunity, for the company to provide in-house Education Training and Development for them. Studies show that larger companies give funding for educational training for their employees, than the smaller companies. The effect of this analysis is that large employers train formally often for their employees (Wiens-Tuers & Hill 2002). This could probably be because of the amount of capital that is to be invested in the training, which is not usually efficient and readily available. These small companies claim that they have better use for the money other than training their employees, especially the temporary ones, which would not be of benefit to them in the long run. They would rather get funding from outside sources, which they would use to crisis manage in case something goes wrong. They would rather not mess up with their cash flows for such issues that they do not consider necessary (Kramar et al 2011). Another issue is that most companies do not provide in- house because they believe that if their employees completes their educational training successfully, they would opt to quit their jobs and use the skills acquired for their own benefit. Others would even go to other companies that are competitors, which offer them more and increased salaries, and other benefits. They could also get promotions because of the knowledge that they would have acquired after the in-house training (Leopold & Harris 2009). Most companies tend to avoid such situations, which would lead them to incur losses. To avoid such incidents, companies would rather get funding from outside sources, and impose them on the employees that are undergoing the training. If the employee decides to move away to another company, he or she would bear all those costs by themselves. The companies, to a certain extent, would not get involved in such arrangements that would taint their image and burden their employees with unnecessary costs (Wiens –Tuers & Hill 2002). Discussion The value of employees and their growth through preparation and education are the main factors that determine the long- term profitability of a business, be it a large company or a small business. If a company hires and keeps employees, it is only suitable a policy to invest in their development of their abilities, to expound on their yield. The purpose of training and development of employees include enhancing the corporation’s capability to take on and use advances in technology because of a sufficiently knowledge staff. Another key reason is that it creates a pool of readily adequate and available proxies for employees who may depart or move up in the company’s organization. It also ensures adequate human resources for expansion into new programs, and finally builds a competent, effectual and highly inspired team that increases the company’s aggressive position and improves employee morale. In-house training is crucial because studies have found that on-job training is strongly associated with wage increases. If the outcome amassing to educating leads to outcomes that are socially desirable like enhanced probability of moving up the ladder in the work force with more recompense and profit, then inducements for companies to provide funding for training should rely on the knowledge of which firms train the employees. Conclusion Development of workers programs provides a structure for employee participation in the continuous improvement of internal operations and delivery service to their clients. Through training and other erudition prospects, there is the development of individual skills, increase in performance and there is the achievement of enhancing in career. Education Training and Development is equipping employers to translate the information and knowledge acquired into practice with a view of enhancing organization effectiveness and productivity. It also enhances the management of people. Normally, training should be considered along with education policies and systems that are crucial to the development of the human resource and management. For increased productivity in the work place and efficiency of employees, companies should strive to increase development in skills of their employees through education training. They should be willing to provide funding for such activities because in the long run, it will be of their own benefit. Companies that invest in their employees development have experienced increased productivity and growth in business, whereas, those that do not invest in their employees’ expansion of knowledge, experience several problems which are employee related. We get to learn that the Management should also have an influence on the employers in consideration to the need for them to provide more in employee development and training, of which they should recognize as one key of their competitiveness in years to come. They should also compel their own staff members or employees; be it temporary or permanent employees, to improve their education and knowledge, without which, they cannot offer to train to enterprise through their own staff. The Human Resource Management should realize that the education training and development of employees would still be an indispensable source of income, given that the company can deliver relevant quality training for their employees. The training advances the general image of the company and invests it with a degree of professionalism that can lead to increased membership. Recommendations It is necessary for the Human Resource Management to develop an effective role in the under-funding of the Educational training and development. This should be done by enabling the company to put in to the development of a company’s human investment, through its pressure on policies in education systems, and public institutions that train so as to serve the business needs much better. Another recommendation is that the HRM should also provide vital services to the employees of the company, particularly in industrial relationships in reverence of which sources of training for employers in other companies are few. The HRM should become conscious of the fact that the educational knowledge and development of employees, which is required for the training expands the quality of other services that are being provided by the company; such as advisory, lobbying of policies and representation services. With the influence, of the HRM on the company, for the educational training and development, this will contribute to a better human relation at the enterprise level; therefore to a better enterprise performance, by matching the companies’ goals and people management policies. References Armstrong, Michael 2000, ‘The Name Has Changed but has the Game Remained the Same?’ Employee Relations, vol.22, no.6, pp576-593 Kramar, Robin, Bartram, T, De Cieri, H, Noe, R, Hollenbeck, J, Gerhart, B et al. 2011, ‘Human Resource Management in Australia: Strategy, People, Performance’, 4th ed, McGraw- Hill, North Ryde, NSW. Leopold, John and Harris, Leonard 2009, ‘The Strategic Managing of Human Resources, 2 ed, Prentice Hall/Financial Times, Harlow, UK. Noe, Raymond, Gerhart, B, Hollenbeck, R, and Wright, P 2010, ‘Human Resource Management: Gaining a Competitive Advantage, 7th ed, McGraw-Hill Irwin, Boston. Wiens-Tuers, A. Barbara and Hill Elizabeth 2002, ‘Do They Bother? Employer Training of Workers’, Review of Social Economy, vol.26, no.2, pp. 548-566. Read More