Learning Knowledge and Effective Performance - Term Paper Example

Training and development activities are essential as these build the core competencies within the employees of the organization. These regimes provide the learning aspect in the workplace, which is being seen more and more as a competitive tool in the time and age of today. Learning is a very useful force that can easily compete and eventually defeat other players in the industry. Training and development activities are now being given significance as the organizations have understood their pertinent importance. The results are outstanding and very different from the ones which were expected in the yesteryears. Investment is learning is made possible through training and development of individuals and it is quintessential to harness such strengths so that the employees could manifest their truest selves within the workplace settings. On the same token, it is also important that organizations give the employees a choosing policy so that they could opt for the courses which they think are essential for their future training and development needs. However some studies could be made mandatory so that all the employees make sure that they take it for their own betterment. Indeed the organizational regimes would benefit in the long run and this is an important consideration for the top management, who is always enacting policies to suit the needs of the employees at the workplace. This paper takes a keen look at the ways and means through which training and development has assisted the learning quotient; and the methods which are deemed as significant in such activities are also touched upon in meticulous. As an HRD advisor, it would be my duty to properly align the training and development activities under those methods which bring out the best value. This value is measured through the application of training and development activities towards the employees. The long term benefits are envisaged and the same are manifested in a manner which is close to their tasks and processes that they undertake at the workplace. Learning has taken the front seat in most organizations because the top management understands its due role and thus gives the best possible mechanism for learning to develop within the workplace settings. Learning is deemed as essential as it outlines the strengths within the processes that are held under the aegis of training and development activities (Kraiger 2002). As an HRD advisor, it is of utmost concern to me that I lay the basis for properly attuning the salient aspects which work alongside the domains of training and development activities in the organization. For me, this would be a significant aspect because it will touch the strengths of the activities that have already been implemented and take the opportunity to grow alongside the already established values within the organization. Thus the training and development activities are quintessential in the time and age of today as they give the employees a sense of belonging and recognition within the workplace and the fact that they are being invested upon, is always a very good feeling. The employees thus give their best towards the work settings and try their utmost to create a significant difference in the workplace. They are also proactive in their approach which is a huge strength that the training and development activities bring to the table. It is important to ascertain where these learning mechanisms will basically be employed. The significance for finding out such details comes about when the employees discern the exact basis of growth and development in the workplace. These mechanisms are given air by the fact that training and development activities are directly seen in the light of bringing positives which will eventually change the course of action for the different business processes, undertakings and behaviors. The learning basis of an organization is useful for it to keep track of what has already been a resource within the auspices of the organization and what fails to remain as such within it. The strengths within the organization will be seen as the major points of advantage that will essentially create a much needed difference towards the eventual gains which come about from a financial standpoint. The learning avenues help the organization achieve success from the fiscal point nonetheless, and it is important to understand such concerns in the most basic sense. This will ask for the organizations to make available all the areas which can be deemed as the regions where opportunity within the learning domains is seen as a force to reckon with. Any organization would immensely appreciate the idea of having such learning mechanisms in place, which essentially could bring in more revenues at the end of the day. As an HRD advisor, it is my duty to take into account which people are the organization’s most sought after employees and how learning can help shape up their beliefs in the future. I can also find out which employees are being seen as the weak links within the present system and how training and development activities would help them in the most direct manner possible. However if training and development activities do not prove to be a good exercise for such employees (the weak links), I would advise the human resources department to part ways with them, for the good of the organization in the long run. But then again, my decision would be centered on the premise that learning needs to take place as long as an employee is part of the organizational mix (Jarvis 2003). He must be ready to acquaint his own self with the best practices that are being circulated across the lengths and breadths of the industry and how competitors are coming up with new and novel ideas every now and so often. The organizational mix would thus comprise of motivating agents which would spur the employees to be head on as far as learning the new technological and organizational domains are concerned. This would increase their respective repertoire as well as increase their chances of understanding those issues which were seen as difficult in the past. The element of learning is thus studied from the perspective of whether an employee is completely at home with the training and development activities or he feels uneasy in understanding the intricate details with such training modules. If the latter is the case, it is the duty of the human resources department to help this individual with what is bothering his progress towards learning the training and development activities and processes. Perhaps it would be a better fit if the organizational values are told to the employees even before he is recruited within it, because in that case he would be aware of the demands and requirements of the organization (Hesketh 2002). He would get to know beforehand that he has to show a ‘to-do’ attitude towards learning and thus has to be a very important part of the training and development activities which are consistently a part of any business process or organization. The element of learning needs to come in with the premise of bringing about a solid (and positive) change because employees must consistently upgrade their own selves, in line with the needs and requirements of the time and in the manner the organizations are evolving in the time and age of today. As an HRD advisor, it is my duty to tell the human resources department that the learning facet should be a part of the organizational settings right from the very beginning (Sims 1998). The employees must be told in a clear cut fashion what the organization expects of them and how they will go about conducting themselves, in line with the organizational norms and procedures. On the same token, learning plays a very vital role in the acquisition of knowledge management principles and undertakings. Knowledge management for any organization is given significance from day one. This is because knowledge is the most important and potent tool for the sake of any organization. Learning helps in the amalgamation of knowledge management tasks and thus the link between the two if of quintessence for the long term growth and stability of the enterprise. The employees have to understand that their continuous training and development activities will eventually lay the basis for a solid footing as far as achieving positive and outstanding results for the company that they work for. They would have to give their best time and again so that they could win the trust and confidence of their top management and thus be termed as successful employees and workers, contributing endlessly towards the organizational undertakings. What is most important under this tenet is the point that the employees should be motivated to give in their best and have a very receptive attitude which will make them prosper in the long run scheme of things. They would have to find ways through which they could achieve success with each passing day and for this to happen in entirety, it is important that they give their best shot at all times possible. Indeed training and development activities bring out the best in an individual, time and time again. In order for training and development activities to be seen as playing an important part in the organization, it is important that the employees are given an incentive to learn these new techniques and organizational process updates. They should be told that if they complete these training and development activities with flying colors and exhibit a vibrant attitude, they will be given financial incentives, bonuses and even promotions. This will spur the employees in a very positive way and thus ask of them to be on their feet always. It will also ask of them to show what they are really made up of and demonstrate their true mettle on an out and out basis. The need is to remain proactive and show that the employees want to learn, for the overall good of the organization in entirety. This attitude will win them a number of favors, from their top management domains as well as recognition in front of the competitive players, already playing a huge role within the industrial settings (Adamson 2006). Therefore a ‘can-do’ approach is seen as a very interesting phenomenon and one which will win the employees a number of incentives in the long run. Thus the training and development regimes are seen as the starting points within the route to success, as far as organizational understanding of a proper definition of learning is concerned. The need is to be abreast of all the changes for the betterment of the company in the long run. The employees can seek rewards in an automatic fashion. In the end, it would be appropriate to suggest that training and development activities are being given more significance with each passing day, at least from an organizational perspective. This will play a huge role in changing people’s perceptions with regards to training and development activities. Some see it is an exercise in futility while others frequent it less than others. What seems missing is a sense of understanding that training and development activities are geared for meeting not only the requirements of the organization but also the learning needs of the employees themselves. If only the organizational resources are employed in such a way that the employees understand the truest meaning of these philosophies, the results would be immensely significant towards the whole dictum. Hence a sense of comprehension with regards to learning regimes and training and development activities is what seems to be the missing link in the time and age of today. The organizations must manifest their hold over what they want to do and how they want to achieve the same through the resources that are available within their holds. All said and done, success only touches the feet of those organizations which are ready to face challenges in a head on manner. Learning is a challenge for all those employees who are laidback and do not assert their own selves in a proper fashion. They must be shown the door if they are not ready and willing to change their own selves for the sake of the organization. Bibliography ADAMSON, J. Douglas. (2006). Training Is Not an Option: Four Reasons to Invest in Professional Development. ABA Banking Journal, Vol. 98 HESKETH, Beryl. (2002). Time-Related Issues in Training and Career Development. Australian Journal of Management, Vol. 27 JARVIS, Peter. (2003). The Theory & Practice of Learning. Kogan Page KRAIGER, Kurt. (2002). Creating, Implementing, and Managing Effective Training and Development: State-Of-The-Art Lessons for Practice. Jossey-Bass SIMS, Ronald. (1998). Reinventing Training and Development. Quorum Books Word Count: 2,030 Read More