Training”Why Employee Development is Important, Neglected and can Cost you Talent.” This article by Forbesthrough its contributor, Victor Lipman focuses on the relevance of training anddevelopment planning. Lipman describes employee training and development as anactivity that has been set aside and dealt with as a bureaucratic exercise. Whencompanies fail to implement training and developmentplanning, they risk losing the talent that they have in the organization.Leaders in management usually attempt to set some time aside for the training of employees.
However, the attention they pay toit is not enough (Lipman, n.p). This article by Forbes quotes other articles byother writers to stress on the relevance of employee training and development.
Employeetraining and development is often ignoreddue to several factors, for instance, the management in organizations would instead focus on the matter at hand other than on the unseen. Some companies simply do not have time for activities such asemployee training and development which they find irrelevant. When theseorganizations do find time for training their employees, the management takessteps to do some bureaucratic exercises but fail to actually act upon them. Lipmanencourages training and developmental training because they act as anencouraging factor to the employees; individuals are more likely to respondwhen the organization shows genuine interest in their future (Lipman, n.p). Employeesbecome more loyal when shown loyal interest and as a result, improve theirproductivity. It is crucial to note that it is only natural for good talentedpeople to want to make progress in their livesand their activities. As a result, this kind of people will show appreciation for significant concern and support in their growthprocess.
Lipman also providesalternatives to costly training and development as a measure to deal with thechallenges that come up when dealing with the process. Thework environment is continually changingas a result of technological, demographic, global and competitive factors amongother reasons. Lipman uses this fact to stress on the need for employeetraining and development. However, it is crucialto note that there exists a difference between employee training andemployee development. Development refersto the measures taken to give employees the abilities which the company willrequire in the future (Lipman, n.p).
Developmentplaces its emphasis on both the job at hand and on the job which the employee will deal with in the future. The time frame covered in employee development islonger than that covered in training, and the scope is in the organization as awhole. On the other hand, training deal with the work at hand and the scope is on the individual. It is the processof giving employees the capability to have certainskills and assisting them in improvingtheir performance (Gomez-Mejia, Luis R, et al. 5). Training deals with specific deficits and takes a shorter periodcompared to development. Training has substantial impacts on the current performance andshort-term goals. For long term human resources which are capable and flexible,development plays a more significant role than training.
Lipmanplaces more focus on the employee development and its long term benefits settingaside the training factor. He states that it is almost impossible to think of arelevant feature of management that is more deserted than development planning.Organizations tend to ignore development planning and instead place more focuson training (Lipman, n.p). Perhaps the reason for this preference is the factthat training provides more solutions to the current issues in the organizationcompared to development. The goals andaims of training are more clear andrealistic.
Organizations find it more comfortable for training to work and actas a good investment for the company. Also, trainingprovides factors such as on-the-job training which is made up of areas such asjob rotation, apprenticeships and internships among others (Gomez-Mejia, LuisR, et al. 11). However, it must be notedthat both development and training planning iscostly matters to the organizations implementing them, and as a result, must bedealt with efficiently and effectively. Lipmanencourages the implementation of training and development planning despite thechallenges that organizations faced when implementing the same. He recognizesthe fact that individuals in the workplace do want deep concern and support that will allow them to advance theircareers. When organizations fail to provide employee training and developmentalplanning, the enterprising employees inthe organization will find themselvesgoing to other places for it (Lipman, n.p).
Thecost factor should not be a barrier to providing employee training anddevelopment. In fact, employee training and development does not have to be elaborateor costly. The process can be as cheap as possible depending on the experienceand dedication of the managers seeing the process through. Managers need totake to have interest and take their time when training employees to ensurethat they maximize the benefits. Managersneed to be familiar with the three phases of formal training, and these are the needs assessment phase, the development, and conduct of training phase andfinally, the evaluation phase (Gomez-Mejia, Luis R, et al. 7). Managers inorganizations must identify the issues and needs that the training anddevelopment need to address. They mustthen point out the most appropriate and effective type of training that needsto be given to the workforce.
It iscrucial that managers in an organization evaluateto measure the effectiveness and the success of the training and developmentprocess on the employees. Managersin an organization need to recognize the personal capabilities and needs ofevery one of the company’s employees (Lipman, n.p).
Managers should play therole of guiding the employees to fill in the gaps. Employee training anddevelopment can be very beneficial regardingboth short-term and long-term loyalty, talent and success of the organization. Lipmanidentifies some of the benefits of employee training and development, for instance, improved loyalty and productivity of the employees andthe development of more versatilevaluable employees in the organization (Lipman, n.p).
However, he fails totouch on some of the issues that come up when carrying out employee training anddevelopment. One of the issues faced whencarrying out employee training in an organization is the legal issues. Employeetraining is subject to EEO regulation and laws against discrimination. It isthe right of all employees to gain access to training and development programsincluding minorities and women. For the employees in an organization, jobrelevance is a valid defense for them. Managers in an organization should be individuals who can peek into the futureand see the needs of the company before time. They should not be comfortable withthe little success of day to dayactivities in the business.
Thebureaucratic exercises put in place should bewell understood by the management (Lipman, n.p). Managers should notfocus on completing training and developmental programs but should insteadfocus on the satisfactory implementation of the programs and their success. The only way in which thecompany will be able to discover the talents in their staff and build loyaltyis through making and taking time for employee training and development. Inturn, the time put in by the managers for person-to-person interaction will payoff through the loyalty that the employees will have towards the organization. Managers in an organization need to be keen in the process of employee training anddevelopment and ensure that they entirelyplace their attention in the process (Lipman, n.
p). If not, the organizationalmay end up skilled and talented employees who will eventually turn to otherorganizations which provide better training and development programs. Managersin an organization should identify the employees who require more attention andthese are the new employees.
To quickly and efficiently acclimate new employeesto the organization’s culture and values, managers need to employ theorientation programs (onboarding) (Gomez-Mejia, Luis R, et al. 17). Orientation is the process of letting the newemployees know what is expected ofthem in the company and assisting them in dealing with the stress oftransition. On the other hand, socialization is quite informal but can still beimplemented by managers in an organization. Here, the new employees go throughthe anticipatory phase, followed by the encounter phase and finally as they getused to the organizational cultures andvalues, the employees go through the final phasewhich is settling down (Gomez-Mejia, Luis R, et al.
17). The best and mostsensible method of creating appropriate expectations about the job in anorganization is only through a realistic job preview. DiscussionQuestions1.
Why do you think organizations pay moreattention to employee training programsother than employee development programs?2. How can the cost of employee training anddevelopment programs be reduced efficiently?