Training is an attempt to improve employee performance on a currently held job or one related to it. This usually will lead to changes in specific knowledge, skills, attitudes, or behaviors. These changes can result to long-term productivity. However, it often the case that companies only consider training for new hires. Many feel that training is just a way of introducing to the new hire the culture of the organization. It is also an opportunity to impart with them the lessons that senior employees had that helped them in furthering the growth of the company. According to (2003), the qualities of the employees are determined by their development through training and education. In turn, quality employees are factors in defining the long-term stability and profitability of the company. It is a fact that the rigorous hiring process of many companies a ways of ensuring that they will only be hiring the best of the best. However, this is not enough to say that the people they hire will be delivering effective performances. It might be true that they can see potential in those people and that is why they hired them. Nevertheless, these potentials cannot be put into use unless they are accordant with the company’s visions. This is the reason why training must take place. Training of employees’ pertains to giving the employees the basic knowledge necessary for them to be able to perform their tasks. In addition, employee training will also enhance the inherent capacity of the employees. Development needs to be dealt with continuously enhancing employees’ abilities through training to match the changes in the business industry.
According to and (2002), training is being used to facilitate education. In addition, training is also seen as a tool to retain employees, improve corporate culture and design incentive programs for employees ( & , 2002). Trainings are also being conducted so that the company will be able to create a pool of employees that can readily and adequately replace those who have left the company. Due to fast technological developments, employees must be continuously and/or regularly trained to be able to adapt to the developments that will affect the company. Training also motivates a team by allowing them to become more efficient. If a company is able to train and develop highly-competent employees then they will be able to fill positions needed for expansion (, 2003 ). Since training can develop efficient employees and create rooms for expansion, this means that training can also result to lower employee turnover rates. According to a survey conducted by and (as cited in , 2000), high turnover rates resulted to 38 percent decrease in earnings and stock prices in 4 industries. This means that many companies are losing precious capital in attempting to replace the employees that left the company. So if training can reduce turnover rates, it means that companies will also be able to reduce costs of operation. The results of training and development start a chain reaction. When the company is able to produce effective employees then their profitability will increase. When this happens, they will also be able to compensate their employees based on their contribution to the company’s growth. In turn, it will create a feeling of satisfaction that will motivate them to improve further their efficiency and then the cycle will once again begin (, 2005). This means that training motivates employees. Training motivates employees by empowering them. Through training, they acquire skills and knowledge that will help them in improving their performance. According to the intrinsic motivation theory, the feeling of autonomy drives employees to persist in their work. In addition, autonomous employees report that they enjoy their work and they have high interest in their work as well ( 1975). (1959) added that people are motivated when the feel that they affect their environment. This means that employees will be motivated if the feel and see that they are competent in what they do. Therefore, in order for employees to become competent in their work, they must undergo continuous training to enhance their skills. Consequently, when employees exhibit excellence, employers must see to it that they are being reward. This is to let employees know that their hard Work and work competence are being recognized. As such, it can be said that the implementation of an efficient rewards system is a result of effective employee training. Pay is an integral concern of the organization. In addition, and (1992) stated that pay is explicitly associated with business performance. This means that pay or reward systems also act as motivators for employees.
People work because they want career opportunities that would allow them to explore their capabilities as individuals and team players. People want to grow and this drives them to improve themselves in the workplace. However, it is also a fact that people work because they have financial gains, which is one of the main factors why people work. Therefore, if companies have reward systems, involving monetary benefits, employees will have something to look forward to when they are able to do a good job. This means that financial benefits or reward can drive employees to worker harder and be more competent in what they do. However, money does not always answer the needs of employees as stated earlier. Employers must recognize that their employees are human beings who have hopes and dreams that they want to fulfill. This means that there must be a balance between the kinds of reward the companies provide their employees. It is essential that the holistic need of a person for improvements be taken into consideration upon the formulation and implementation of key activities such as training, motivating and rewarding.
Aside, discovering the most qualified employees and matching them to the jobs for which they are best suited is significant for the success of any organization. However, many enterprises are too large to permit close contact between top management and employees. Human resources, training and employee relations managers and specialists provide this connection. In the past, these workers have been associated with performing the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new staff in accordance with policies and requirements that have been established in conjunction with top management. Today’s human resources workers manage these tasks and, increasingly, consult top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies. Senior management is recognizing the significance of the human resources department to their financial success. In an effort to enhance morale and productivity and help organizations increase performance and improve business results, they also help their firms effectively use employee skills, provide training and development opportunities to improve those skills and increase employees’ satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the office, dealing with people is an important part of the job.
The responsibilities of human resources generalists can vary widely, depending on their employer’s needs. In a large corporation, the top human resources executive usually develops and manages human resources programs and policies. The director of human resources may supervise several departments, each headed by an experienced manager who most likely specializes in one human resources activity, such as employment, compensation, benefits, training and development, or employee relations. Expertise in designing and administering benefits programs continues to take on importance as employer-provided benefits account for a growing proportion of overall compensation costs, and as benefit plans increase in number and complexity. For example, pension benefits might include savings and thrift, profit-sharing, and stock ownership plans; health benefits might include long-term catastrophic illness insurance and dental insurance. Familiarity with health benefits is a top priority for employee benefits managers and specialists, as more firms struggle to cope with the rising cost of health care for employees and retirees. In addition to health insurance and pension coverage, some firms offer employees life and accidental death and dismemberment insurance, disability insurance and relatively new benefits designed to meet the needs of a changing workforce, such as parental leave, child and elder care, long-term nursing home care insurance, employee assistance and wellness programs, and flexible benefits plans.
Also, counseling may help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Some employers offer career counseling as well. In large firms, certain programs, such as those dealing with security and safety, may be in separate departments headed by other managers. Increasingly, management recognizes that training offers a way of developing skills, enhancing productivity and quality of work and building worker loyalty to the firm, and most importantly, increasing individual and organizational performance to achieve business results. While training is widely accepted as an employee benefit and a method of improving employee morale, enhancing employee skills has become a business imperative. Increasingly, managers and leaders realize that the key to business growth and success is through developing the skills and knowledge of its workforce. Training specialists in some companies set up leadership or executive development programs among employees in lower level positions. These programs are designed to develop leaders to replace those leaving the organization and as part of a succession plan. Trainers also lead programs to assist employees with job transitions as a result of mergers and acquisitions, as well as technological changes. In government-supported training programs, training specialists function as case managers.
For many specialized jobs in the human resources field, previous experience is an asset; for more advanced positions, including those of managers as well as arbitrators and mediators, it is essential. Many employers prefer entry-level workers who have gained some experience through an internship or work-study program while in school. Human resources administration and human resources development require the ability to work with individuals as well as a commitment to organizational goals. This field also demands other skills that people may develop elsewhere using computers, selling, teaching, supervising, and volunteering, among others. The field offers clerical workers opportunities for advancement to professional positions. The growing diversity of the workforce requires that they work with or supervise people with various cultural backgrounds, levels of education, and experience. They must be able to cope with conflicting points of view, function under pressure, and demonstrate discretion, integrity, fair-mindedness, and a persuasive, congenial personality.
Furthermore, employee development is closely linked to the growth of a company. This is especially true for small businesses, in which each employee plays a vital role in the success of the company. Employee growth has direct and indirect benefits. More knowledgeable, skilled and capable employees directly impact company’s ability to satisfy customers, resolve problems and crises, and adapt to changing market conditions. Paying for an employee’s continuing professional education, for example, can help your company gain expertise in new technologies and markets, which can save you money in the long run. The ability to manage people well can have a huge financial impact on a company. Employee turnover rates, cost of talent retention, litigation experience, and employee tenure are just some of the metrics you should look at to try to gauge the effectiveness of your management staff. Most companies offer management training of some sort. But there is always room to enhance the programs so that managers feel better prepared to handle their day-to-day responsibilities in ways that minimize risk to the company while improving relationships in the workplace. With today’s technology, offering a variety of management training has become ever more cost effective. Online training is accessible and affordable. And if a person retains the right design it properly in-house, online training can be customized in the organization and organizational culture. Depending on the topic, live training with a facilitator will give more bang for the buck as committing to an effective management training program can result in tremendous cost savings.
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