Introduction
In this article, the author has developed a very strong argument on whether or not training can be considered as an ultimate solution. He both agrees and disagrees with this argument but all in all, in his agreement, a negative response is clearly seen.
His bottom line, however, is that training is not enough hence cannot be the only solution, rather it is part of the solution. In the article, he says that training cannot be a solution to any problem and more so when used as a way of covering up the main problem (Blanchard & Thacker 2010).
Author’s Main Point
He argues that a solution can only be reached when an organization checks how it dealt with a similar problem in the past, and also how other companies are dealing with the same problem. This will give the troubled company a valid structure to build up in the attempt to solve its issues.
His argument is backed by the notion that there is almost zero chances for anything new to happen in the world. Everything that happens happened in the past to another organization.
With such an understanding, then it is important to note that help can also be derived from other victims of the same problem. Training according to the author is not an effective method if not well administered.
He says clearly that training is not an ‘information dump’ rather the main reason for effecting a training program should be to change people’s behavior (Blanchard & Thacker 2010). Training without a purpose will not have any impact on the organization and will ultimately be a waste of time and resources.
Effective Training
The question an organization should ask before strategizing on training should be what the training will do to the trainees: not necessarily the content of the training kit, but the way that training will affect the trainee in terms of behavior. He puts more emphasis on the transformation via training rather than passing knowledge.
There are two arguments about the approach of training that the author puts in the first place in the article. The first one is suggested by Robert Reich, and it says that effective programs concentrate on the middle and low level employees.
Another argument presented by the author is raised by Oberle. He argues that job training should be focused on leaders. The Oberle’s approach assumes that leaders demonstrating good behaviors will be role models for their teams and hence, will have a good influence on the rest of the workers.
Barney (2010) in his article agrees with the two arguments while defining which of the approaches to the behavioral change will have a greater impact if training is focused on it.
The author explicitly shows the good and the bad sides of a training program. While a program can benefit one person differently from the other, employees are developing a negative response toward training due to some reasons.
One of the reasons that makes it ineffective is the fact that many employees are forced to attend these programs (Nowack, 1991). A good example is the scenario he has presented where an employee was forced by her employer to attend a program just because the boss was a product of the same.
In the case above, the employer will attend that program as a slave rather than with the much needed learning approach.
In such a situation therefore, it is impossible to transform the trainee since his or her attitude is already damaged, Aad this has been experienced in programs whereby the employees were forced to attend training programs which did not suit them.
That is why the author advices that the training program should have a specific target audience and a precise intention to transform workers’ character into desired habits.
Steps to Effective Training
To help the employee from such a situation, the author recommends some simple preparatory steps to that effect (Blanchard & Thacker 2010). They include:
- Considering the employee’s input before effecting a program to train them.
- Creating an effective track record through simple beginning
- Define natural leaders within the team who will then advocate and recommend the training to the rest.
- Make sure the employees understood the problem and agree with the need for training.
- Inform the employees of the progress to gain support
- Test the program before rolling it out to all.
- Train only when the need for training arises.
- Select, monitor evaluate the training program every now and then.
- Decide on the training details such as an outside or inside trainer and on-site or off-site training among other steps.
My Opinion
I agree with the author’s point of view that training may not offer the ultimate solution to any organizational problem. However, I still maintain that training is vital if any progress is to be realized. For a personal or organizational behavior to be harmonized, there has to be a form of training to help have a level playing ground.
The employees have to be taught ways in which the leadership desires them to behave and conduct the business (Nowack, 1991). For this reason, training is the only tool that can help mitigate this problem.
In addition to that, I believe training is paramount and the notion that it is of no economic importance is far fetched. My opinion is supported in the article by the admission made by the author’s steps of achieving an effective training program.
There is no way the corporate culture of a company can be matched without introducing a wholesome training program that supports growth. To pass corporate culture from one generation of workers to the next training is vital.
Helping the Course
This article has helped in analyzing the user training. It has clearly shown how training can be effective, as well as demonstrated approaches that can lead to retrogressive efforts in the name of training. The steps provided give the reader an outline on how to manage training and make training programs as effective as possible.
The approach of looking at how others with a similar problem handled it is a viable way to find a solution. The author therefore has given the reader an opportunity to critically look at the training programs he or she may want to effect in a different light all together.
Conclusion
In conclusion, this article has been well researched and the facts therein are accurately presented to show the real image of the training or rather the HR department. It has given a new approach and knowledge in the process of training and now the HR departments know better about the need for training.
Training, as discussed in the article, should not be a routine but an action influenced a rising or even an anticipated need.
References
Blanchard, N.P., & Thacker, J. (2010). Effective training, systems, strategies and practices (Custom 4th ed.). Upper Saddle River, NJ: Prentice Hall.
Nowack, K.M. (1991). A Quantitative Approach to Training Needs Analysis. Training and Development Journal, 1 (45), 69-73. Web.