The article is significantly discussing the perspectives that one must encompass during the training of the entire employees of an organization. The management should not just organize a training session before carrying out a deeper analysis of the reasons and results of the training.
In addition, the management must understand the logistics involved during training; for instance, the materials required for successful training session, the training activities involved must be of different nature in order to facilitate comprehension, mastery, and application. Some activities like role-play and involving real life aspects should be inculcated in the training sessions.
Experts who understand the needs of the trainees should view training as a learning process that changes behavior. In this aspect, there will be minimal chances of problem misdiagnosis. The expertise must carry out a thorough research to unearth more information on the problem than mere assumptions. In this research, the facilitators engage all stakeholders and get their opinions on the problem and possible ways forward.
Considerably, training can be a great investment to a firm if the facilitators a masses a lot of knowledge in the field they are conducting the exercise (Rosner, 1999). Moreover, the article advices the Chief Executive Officers and the directors of companies not just to conduct training to its management and middle and lower-level employees for the sake of it.
For example, in addressing customers’ loyalty to the firm’s products, training ought to be done to the middle and lower-level employees and not to the managerial, as the latter do not have direct contact with the customers (Rosner, 1999). On the other front, the management ought to understand, historically, how such hitches were addressed. This idea will help them to decide on what options to choose to solve the current problems.
The article lays emphasis on the management to view a problem from all perspectives, not in a fixated mind, in order to avoid misuse of funds on training. The article is making an effort in ensuring that the employees are more productive in their performance. Notably, the Human Resource Management (HRM) does not only use these individuals productively to attain the strategic objectives of the organization but also satisfy the employees’ needs.
The HRM’s mandate is to find solutions to problems that affect these individuals in order to get the best result out of their effort (Heathfield, n.d.). For example, in the trainings, the facilitators must understand and incorporate the company’s corporate culture. This scenario helps the employees to learn on the does and don’ts while within the company.
Remarkably, if this is not done, employees can end up performing other tasks only to receive opposition from the management. This can demoralize the employees thus lowering their productivity. Therefore, for the management to realize success, their trainings must include the company’s corporate culture. Further, effective learning must involve learners’ active learning by introducing several activities.
The employees must be divided into manageable group sizes so that they can teach each other and ask questions under the supervisory of the facilitators. This method helps in high knowledge-retention; consequently, high productivity in the future. Since human beings are social beings, a single activity bores them; therefore, alternating the learning process maintains their participation and even enhances their output.
During training, activities like using slides, storytelling, fun activities, discussion, and lectures. The HRM in ensuring that the firm achieves its strategic business objectives, must also ensure the employees are highly productive. To ensure that this happens, the training programs must also assist the employees to achieve their personal goals and objectives.
For instance, the training should address the employees’ feelings and boost their knowledge and skills. In addition, high productivity requires cooperation of all stakeholders in the company, so proper trainings should help the employees to share their experiences and even aid bonding with each other for the betterment of the company (Training and Development, n.d.).
The HRM acts as a link between the employees and the company’s directors and CEO. Therefore, they are tasked with balancing the employees’ interests and those of the entire management. The HRM must be confident that the training programs will actually have immense positive impacts on the progress of the firm. In doing this, the organization must provide a favorable environment for the training and active participants who have the firm’s interest at heart.
On the other hand, the trainers must be qualified thus understand the entire learning process. The trainers must also be creative and effective in delivering the contents to the participants (Training and Development, n.d.). Training is an essential activity among organizations.
Therefore, the organizers must understand the reasons for conducting the training, the challenges along with the solutions during the actual training, and its immediate impact on the organization. There must also be consistent follow-ups on the changes that the training has brought forth. For instance, employees who reports high output after the training ought to be rewarded for their hard work.
Rewards, whether tangible or intangible, tend to motivate employees to repeat the same behavior of success (Heathfield, n.d.). In conclusion, organizations have to understand deeply the dimensions and circumstances that surround a problem before organizing for an effective training session.
References
Heathfield, S. M. (n.d.). Training and Development Options for Motivation and Retention. About.com: Human Resources. Web.
Rosner, R. (1999). Training is the answer… but what was the question? 20 questions to make sure your training really works. Workforce, 78(5), 42. Web.
Training and Development. (n.d.). Businessballs. Web.