Training several factors, for instance, the management in

Training

“Why Employee Development is Important, Neglected and can Cost you Talent.”

            This article by Forbes
through its contributor, Victor Lipman focuses on the relevance of training and
development planning. Lipman describes employee training and development as an
activity that has been set aside and dealt with as a bureaucratic exercise. When
companies fail to implement training and development
planning, 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 to
it is not enough (Lipman, n.p). This article by Forbes quotes other articles by
other writers to stress on the relevance of employee training and development. Employee
training and development is often ignored
due 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 as
employee training and development which they find irrelevant. When these
organizations do find time for training their employees, the management takes
steps to do some bureaucratic exercises but fail to actually act upon them.

            Lipman
encourages training and developmental training because they act as an
encouraging factor to the employees; individuals are more likely to respond
when the organization shows genuine interest in their future (Lipman, n.p). Employees
become more loyal when shown loyal interest and as a result, improve their
productivity. It is crucial to note that it is only natural for good talented
people to want to make progress in their lives
and their activities. As a result, this kind of people will show appreciation for significant concern and support in their growth
process.  Lipman also provides
alternatives to costly training and development as a measure to deal with the
challenges that come up when dealing with the process.

            The
work environment is continually changing
as a result of technological, demographic, global and competitive factors among
other reasons. Lipman uses this fact to stress on the need for employee
training and development. However, it is crucial
to note that there exists a difference between employee training and
employee development. Development refers
to the measures taken to give employees the abilities which the company will
require in the future (Lipman, n.p). Development
places 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 is
longer than that covered in training, and the scope is in the organization as a
whole. On the other hand, training deal with the work at hand and the scope is on the individual. It is the process
of giving employees the capability to have certain
skills and assisting them in improving
their performance (Gomez-Mejia, Luis R, et al. 5). Training deals with specific deficits and takes a shorter period
compared to development. Training has substantial impacts on the current performance and
short-term goals. For long term human resources which are capable and flexible,
development plays a more significant role than training.

            Lipman
places more focus on the employee development and its long term benefits setting
aside the training factor. He states that it is almost impossible to think of a
relevant feature of management that is more deserted than development planning.
Organizations tend to ignore development planning and instead place more focus
on training (Lipman, n.p). Perhaps the reason for this preference is the fact
that training provides more solutions to the current issues in the organization
compared to development.  The goals and
aims of training are more clear and
realistic. Organizations find it more comfortable for training to work and act
as a good investment for the company. Also, training
provides factors such as on-the-job training which is made up of areas such as
job rotation, apprenticeships and internships among others (Gomez-Mejia, Luis
R, et al. 11). However, it must be noted
that both development and training planning is
costly matters to the organizations implementing them, and as a result, must be
dealt with efficiently and effectively.

            Lipman
encourages the implementation of training and development planning despite the
challenges that organizations faced when implementing the same. He recognizes
the fact that individuals in the workplace do want deep concern and support that will allow them to advance their
careers. When organizations fail to provide employee training and developmental
planning, the enterprising employees in
the organization will find themselves
going to other places for it (Lipman, n.p). The
cost factor should not be a barrier to providing employee training and
development. In fact, employee training and development does not have to be elaborate
or costly. The process can be as cheap as possible depending on the experience
and dedication of the managers seeing the process through. Managers need to
take to have interest and take their time when training employees to ensure
that they maximize the benefits. Managers
need to be familiar with the three phases of formal training, and these are the needs assessment phase, the development, and conduct of training phase and
finally, the evaluation phase (Gomez-Mejia, Luis R, et al. 7). Managers in
organizations must identify the issues and needs that the training and
development need to address. They must
then point out the most appropriate and effective type of training that needs
to be given to the workforce. It is
crucial that managers in an organization evaluate
to measure the effectiveness and the success of the training and development
process on the employees.

            Managers
in an organization need to recognize the personal capabilities and needs of
every one of the company’s employees (Lipman, n.p). Managers should play the
role of guiding the employees to fill in the gaps. Employee training and
development can be very beneficial regarding
both short-term and long-term loyalty, talent and success of the organization. Lipman
identifies some of the benefits of employee training and development, for instance, improved loyalty and productivity of the employees and
the development of more versatile
valuable employees in the organization (Lipman, n.p). However, he fails to
touch on some of the issues that come up when carrying out employee training and
development. One of the issues faced when
carrying out employee training in an organization is the legal issues. Employee
training is subject to EEO regulation and laws against discrimination. It is
the right of all employees to gain access to training and development programs
including minorities and women. For the employees in an organization, job
relevance is a valid defense for them. Managers in an organization should be individuals who can peek into the future
and see the needs of the company before time. They should not be comfortable with
the little success of day to day
activities in the business. The
bureaucratic exercises put in place should be
well understood by the management (Lipman, n.p). Managers should not
focus on completing training and developmental programs but should instead
focus on the satisfactory implementation of the programs and their success.

The only way in which the
company will be able to discover the talents in their staff and build loyalty
is through making and taking time for employee training and development. In
turn, the time put in by the managers for person-to-person interaction will pay
off 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 and
development and ensure that they entirely
place their attention in the process (Lipman, n.p). If not, the organizational
may end up skilled and talented employees who will eventually turn to other
organizations which provide better training and development programs. Managers
in an organization should identify the employees who require more attention and
these are the new employees. To quickly and efficiently acclimate new employees
to the organization’s culture and values, managers need to employ the
orientation programs (onboarding) (Gomez-Mejia, Luis R, et al. 17). Orientation is the process of letting the new
employees know what is expected of
them in the company and assisting them in dealing with the stress of
transition. On the other hand, socialization is quite informal but can still be
implemented by managers in an organization. Here, the new employees go through
the anticipatory phase, followed by the encounter phase and finally as they get
used to the organizational cultures and
values, the employees go through the final phase
which is settling down (Gomez-Mejia, Luis R, et al. 17). The best and most
sensible method of creating appropriate expectations about the job in an
organization is only through a realistic job preview.

Discussion
Questions

1.        
Why do you think organizations pay more
attention to employee training programs
other than employee development programs?

2.        
How can the cost of employee training and
development programs be reduced efficiently?