Training is the learning process, which leads to a skilled behavior. The people, who understand the need for training, know its importance. This is not a belief, an opinion or a preference; rather, it is a fact. Most people understand the importance of training because, at one time or another, a person may be valuably trained in something.
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Although most people understand the importance of training, this importance has not been fully exploited to make life easier (Dugan125). Training is viewed as something that supports the work force. In the modern world and that of future, the perception that training exist as a support system is dangerously outdated. This view implies that training is important, but not necessary. Training is viewed as been ultimately optional, because of this perception.
Training is no longer optional, so, this perception is outdated. In the 21st century, it is necessary for a company to train its employees for its ability to survive (Dugan127). Today, the entire workforce has become a skilled landscape, and this calls the need for continuous training in all positions. In case of a gap in the skilled workforce, due to lack of training, work becomes inefficient, and money is lost.
The cost of ineffective training gaps goes beyond lost sales (Dugan130). It leads to missed profits, rework, lost market share and misallocated resources. Different workers require different training. For instance, sales team requires different training from customer service people. Successful training reflects the needs of a certain group and activity within a company (Dugan132).
Most companies prefer the new customized skilled workforce training. This is because customized training can be measured more practically than generic company-wide training. Finally, the perception that training is necessary is sourced from the most dynamic labor market concept: skilled work force.
Dugan, Laird. Approaches to training and development. Chicago: Basic Books, 2005. Print.