An Effective Method Of Human Resource Management

Training and Development is imperative to the organization’s progress. Training helps addressing employee weaknesses and builds a reliable and skilled workforce. This will improve the employees’ performance and boost their self confidence, and innovation. By acquiring the needed knowledge and skills, employees can perform more efficiently and increase the overall productivity of the organization.

Knowledgeable and well trained employees are needed in every organization. It is important employees are able to perform all the tasks needed in order to reach the organizations needs and achieve the set goals. As times change, employees may stay behind in skills or may even lack training when it comes to new systems, technology or other procedures that the company may need in order to better performance. That is when the importance of training is more evident. An organization has a large responsibility for their success which is why training, development, and career development is

When the organization invests in training and development to improve the knowledge and skills of its employees, the investment is expected to yield productive and effective employees. The programs could be focused on individual performance or team performance depending on the development need identified by a training needs analysis which helps in the creation and implementation of training and management development programs. In the view of Grobler, Warnich, Carrel, Elbert and Hatfield (2004:345), training needs have to be determined first.

When companies train their employees well, they equip their employees with the necessary skills to perform well in their roles. This in turn translates into higher productivity because employees will be able to complete tasks more efficiently and effectively. The quality of work that employees create will also be higher because the training programs will teach employees how to perform well and fine-tune their skills and accuracy. For example, IBM's e-learning program for new managers, Basic Blue, costs $8,708 per manager. The company has measured an improvement in each new manager's performance worth $415,000. For every $1 that IBM invests in Basic Blue, it receives almost $47 (HRM 154). Therefore, if businesses want to gain a high return on investment, it is imperative that they also invest in training their employees. In our simulation, we had hired and promoted roughly 50-75 workers in each quarter of our first three quarters. However, we decreased the training budget each quarter, despite our increase in workers hired and promoted. This decrease in training investment led to a high accident rate and low quality index. When we spent larger amounts in training workers, and in the different training programs, there were direct correlations between increased training costs and the different outcomes intended of the

Training is an important facet of developing and managing human resources at any organization. Training should improve not only organizational efficiency and employee productivity but it must also improve employee skills and make employees feel valued. At Clapton Commercial Construction (“CCC”) Company’s Arizona location, it is important for the company to hire and retain good employees. To that end training and development should be essential and consistently provided to employees at all levels of the organization. Training program should be designed so that it is tailored to the particular function the employees perform in the company, and also so that the company as a whole works as a

Apply the theories reviewed in class related to analyzing an HR function and determining the type of HRIS application necessary to automate and create a strategic alliance for this HR department. Students will have an opportunity to apply theoretical concepts to a professional business application.

We can conclude by saying that training and development are essential and crucial for both the employee and the organization, because training and development enhance the capabilities, performance and productivity of the employees as well as the performance of the organization. This importance of training can be revealed in the revenue cycle of organizations as showed in figures (1) and (2).

Corporate learning is a broad term used to highlight the importance of ongoing improvement within the context of organizations, which includes talent management, workforce segmentation, careers, and learning technologies. For companies to maintain competitiveness, particularly in industries revolving around innovation, ongoing learning and development is essential throughout the organization (Tarique, 2014). Verizon has noted the key role of training and development in the sector in which it operates. As noted by Freifeld (2012) Verizon endeavors to create value by maintaining relevance and innovative status in the field of technology. Employee training and development is thereby a central facet through which Verizon intends upon maintaining

“American businesses spend nearly $134 billion on employee development each year — but it could be wasted, new research suggests, if businesses don’t also provide chances to move up the ladder” (Brooks, 2011). According to the employee survey, 89% of the employees believe that there are no opportunities for promotion. It would be essential that those who are in upper management understand that if there is a lack of career advancement within the company, then spending excess money on the training programs would be a waste of money. Employees are more likely to leave the company if they fell that there are no advancement opportunities. This in turn means that the time and money spent training the employees would be considered as an unnecessary expense. To avoid this type of scenario, a plan needs to be

According to forbes.com United States corporations spent over seventy billion dollars on training in 2014. That’s fifteen percent increase from the year prior. With this growth of training, training and organizational development professionals are in high demand. Forbes notes economic growth for this increase. With health care reform in the United States, healthcare organizations are seeing growth. Many health care organizations are focused on lowering their cost to cover the expected decrease in reimbursements. As the number of United States citizens with health coverage increases, insurers and regulator bodies are tightening their expectations on quality and safety. Health care organizations are spending millions on training and improvement initiatives are focused on decreasing waste and errors. By focusing on the following outcomes: cost and safety metrics; health care professionals may not be addressing cultural components and are allowing their initiatives to fail.

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

Which of the following is evidence supporting the assertion that companies are investing in more training?

The classic economic breakdown of “goods and services” gives us a false dichotomy of how most businesses work since, to many companies, success involves a prime combination of both goods and services. Simply, they must offer quality goods combined with quality service to attract and retain customers. What is offered to consumers matters concurrently with how that product is offered, whether the product is, in economic terms, a good or a service. Training is one step that an organization can take to better equip their employees to provide the best service possible in order to flourish as a business. That said, managers must weigh the costs of training against the benefits. In many cases, training mangers do not have a good way to measure and analyze the benefits of their efforts (Mosier, 1992). This reality means that managers should pay special attention to whether or not their employees need training and then develop measures to determine if the costs of training are outweighed by the benefits of a more skilled workforce. In their textbook on human resource management, Gomez-Meija, Balkin, Cardy (2012) present a scenario where a business implements a training program and needs to measure the impact on the system on their finances. The following paragraphs examine the benefits of that training program and uses numerical measures to determine how the program impacts the bottom line this fictional company.

Very small organizations with fewer than 10 employees are most likely to offer training to non-employee groups, many because it is their core business as consultants or training organizations Very large organizations are the least likely to offer training to nonemployee groups , but there is little variation in organizations of other sizes. Overall, one-third provides training to students, although this rises to half of production and manufacturing organizations, up from. At the same time, however, the proportion of private services organizations offering training to concerning trend given the high rates of majority unemployment.

From the personnel to Human Resource Management requires re-thinking of traditional approaches of changing nature of work, workers and organizations.