An Exciting Year for the Learning Professionals

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.

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.

Increase opportunity for career mobility/promotion of employees from within due to new skills and perspectives gained through external education.

Within todays ever-changing working society, training and development is a key part within any organisation. Employees are the main capital within organisations which suggests

Learning and Talent Development Allows people at all level of the organisation possess and develop the skills, knowledge and experiences to fulfil the short and long term ambitions of the

In our recommendation to Microsoft, it is our belief that the focus for future developments in the HR sector should be around the fostering of job security in order to improve retention rates. In order to meet these goals, it is proposed that Microsoft implement policies that attempt to foster a sense of mobility, hospitality, and perspective growth while still acknowledging the uniqueness of the modern landscape with respect to the individuality and career goals of each employee. To begin Microsoft need to ensure that there is not only vertical mobility but also lateral mobility options available within

Retention of crucial talent is the key to the continued growth and success of business that it is well worth investing the time and effort into ensuring these individuals are happy to stay put and develop within the company instead of looking elsewhere for 3.2 Staff Commitment, Competence & Development and Retention of talent

A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.

A strategic management program is imperative for any successful business in today’s company environment. Organizations are willing to spend not only time, but also invest millions of dollars in the talent management programs because of the obvious benefits the programs create such as employment engagement, customer satisfaction, absenteeism, turnover, employee loyalty, and union avoidance. Talent management programs consists of many critical components that when organized properly foster a setting of continuous growth and success. These components of an effective program include: 1. Onboarding 2. Training and development 3. Performance management 4. Employee engagement 5. Succession planning 6. Mentorship 7.Work Life/Balance 8. Offboarding. Organizations must ensure that they have the human resources capabilities readily available to meet the current and future requirements of an ever changing demand. Therefore, having a strong talent management program is critical and incorporating each of these components will ensure that the talent management program is successful.

Talent acquisition, retention and development is becoming into the range as one of the most critical elements of Human Resource Management. For years, companies have struggled to capture market share through economization and downsizing, while growth had seemed to take a backseat. New technology and tools are now available to address attracting, developing and retaining talent.

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,

Training and development has become increasingly essential to the success of modern organisations, yet some still look at training as a problem or as something that is not taken seriously. Training and development is one key approach used by organisations to improve and maintain the capabilities of its workforce. However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007). The main reason that organisations train their employees is to bring their knowledge, skills and abilities up to the

As, human resource management (HRM) professionals it essential for us to be mindful of the latest developments and current information associated within the field of HRM. Thus, for the purpose of this assignment, we will review three articles retrieved from the HRM practitioner publication, entitled TD (Talent Development). The previously indicated publication is published by the Association for Talent Development (ATD). According to the Association for Talent Development website (n.d.), the American Society of Training Directors (ASTD) was established in 1943 and in 2014 the society became known as the Association for Talent Development (ATD), in order, “to reflect the global nature and broad scope of its members’ work (td.org, n.d.).”

The first challenge facing human resource professionals in “The War for Talent” is addressing the emerging skills gap. As stated in Lauby (2016) The American Society for Training and Development (ASTD) defines the skills gap as “the gap between an organization’s current capability and those it needs, to achieve its goals”. According to Lauby (2016), the skills gap prevents companies from being competitive because they have reached the point where they are unable to expand because they cannot engage or do not possess employees with the requisite skills,

Global education has taken on new directions as the economic and financial changes take place. From being generalized trained individuals, the industry now seek strong background based specialized individuals for their companies. This is to ensure that the ladder to the top is not just a ride of the tote ham. This is more specifically to induce efforts that there is employment and growth based on skills and intuitive capabilities of the individuals rather than the latter only. However, the field of education has consistently become dynamic and as a result has allowed the individuals to learn skill sets that have further strengthened the organization (Bardecki, 2015). Presenting the opportunities of growth and job markets, there are many skill based programs being offered by the educational institutes today. It is important that such potential be presented along with the basic business development mind set and the opportunity to be captured within the market. Considering the challenges faced by individuals in the market, the skills may be concurrently be drafted to address the key concerns and challenges faced by the organization.