Scope Demands for Trainer or Human Resources Developer - Essay Example

Competency Requirements For The Role Of A Trainer Or HR Developer Introduction Different employers have various ways and strategies that they apply to assist them in managing their employees’ careers. Career management is a way of offering opportunities and assistance to employees that will facilitate the formation of their realistic career goals and help in the development of their potential. Employers can offer assistance such as ensuring that job applicants have pragmatic previews of the expectations in their new jobs, giving employees tasks that act as a challenge to their skills or even training. Employee training is an incessant sequence; and this mostly influenced by organization’s need for business growth, expansion strategies and requirements to complete or start certain projects or assignments. In an organization that is mismanaged, human resources personnel with an apathetic outlook on things, poor or lack the necessary development manager’s competencies are not in any situation to address the requirements of a trainer (Jackson 2009). Decisively, today’s employees are branded to be demanding, self-serving and disloyal by employers; the new generation employees are ambitious and if an organization lacks the necessary training different employees find a better job where there are better privileges or quit the job (Fields 2008). In some cases, promotion and development strategies entailing training are prevalent but the trainers/ development managers lack efficient requirements making the sessions vastly inefficient. Just like any other position in the organization, the development manager also requires knowledge, skill and abilities to achieve the task of training efficiently. Depending on the organization’s goals and practices, competency might entail both general and technical capabilities and/or in some cases, only one. However, general competencies are prevalent for almost all professions while technical competency varies. All the same, proficiency is always a key element and this paper focuses on identifying and discussing some competency requirements for the role of a trainer/HR developer in organizations. Relevant scholarly journals form the basis of arguments on the different requirements relative to the vital role of the HR Developer. Discussion Training is among the core elements that improve any job profession and position but the efficiency of this depends solely on the training managers. HR developers or development managers have a certain level of competency in addition to rudimentary information on human resources, comprehension of employee learning principles, leadership and managing time. As per the understanding of most HR managers, the trainer/HR developer should handle the edification and career development of every staff member in a certain organization. The officers are generally in charge of learning and growth whether it is part of retention strategy or formality required to perform certain tasks. The development manager has a unique relationship with the employees as he/she gets to know them better for better equipping of knowledge, skills and motivation necessary in the completion of certain tasks. The company’s management team relies on the development manager to facilitate the enhancement of skills for the long-term goal of enhancing the organization’s overall performance. These tasks and duties of the development manager form a firm basis for discussing and identifying the competency requirements for this job position. Among the core requirements is the ability to strategically, rather than reactively be able to gauge the skills and knowledge of an organization. Assessment skills and tools are the key elements to an effective training because the development manager formulates ways that apply in identifying the strengths and weakness of the employee’s in an organization. This way, it is to know how training would assist the organization in development and retention of talent. Communication skills are also key competency requirements of development manager for the training programs and other areas that need extensive expression and understanding. As part of the personnel staff, trainers closely interact with HR employees, top-level managers and executive leaders such the board of directors. The communication skills apply in these associations because the trainers implement strategies as per the guidelines of these significant people in the company’s hierarchical stature. On the other hand, adult learning and training itself requires extended communication between the trainer and employees. In some professions, the trainer also acts as an advisor for executives, particularly on matters regarding trends on specialists’ training and provision of guidance to enhance skills. Even after the training, the development managers need to interact with the employees as a way of self-assessment, evaluation of the development progress and effectiveness of the training. These multiple duties require extended communication skills as the key element of value in the organization for the HR developer. Naturally, human resources basic knowledge is a competence requirement for most job positions in the organization i.e. executive director, human resource manager etc. However, the trainer needs this and additional knowledge mainly because most of their duties entail interacting with organization’s personnel. The core aspects the development manager should have detailed information on include HR strategies, principles and functions. All of the areas relate with the understanding of how training influences the organization, its position in the performance managing structures and its interaction with gauging performance. Due to diversities between different markets and organizations, it is a competency requirement that the development manager has extensive knowledge on the job description’s industry. This is about acquiring a clear comprehension of adult learning theories and techniques that form the basis of the development managers training practices and implementations. On the hand, employee development, as the chief goal of the training, has alterations and progressions that emanate eventually and frequently requiring the trainer to have mechanisms of establishing or even predicting them. Advancements in technology require the HR developer to establish the best training approaches and systems. Finally, the trainer/ HR developer must have multiple practices of motivating employees as part of the industry knowledge. Knowledge in these areas is a significant determinant of effectiveness and overall performance. Trainers and HR developers act as supervisors of professionals in some fields and this might be during interviews or before training employees. This and other tasks require leadership skills as elements of competency. The leadership skills go hand in hand with time management and this is mostly for overseeing the staff or employees during certain practices in training. Top-level management teams and executives also receive training, which is another area that requires leadership skills applicable in internal training for the organization leaders and supervisors. Definitely, some training programs entail passing on or learning about leadership skills thus the HR developers cannot conduct such programs all-encompassing knowledge that applies in overall management and provision of regulation. Facilitation of training and development for employees requires functional expertise only the HR developers can provide through the set programs. In any setting functional expertise depends on expression of the facilitator. This means that development managers need to have skills applicable in expediting discussions between the employees, lead learning lessons in the classrooms or organization-based events such as workshops. All these process, require excellent skills in public speaking relative to fluency and confidence. In adult learning theories and techniques, these capabilities fall under platform skills and go hand-in-hand with communication skills. Assertively, these skills are not for the trainers alone because similar leadership skills; the trainers need to pass on the same to the employees to enhance the communication between the two parties. Conclusion Most organizations have always overlooked the significance of training in the past but with recent progressions in employee retention and development, competence is among the key elements observed by companies before employing HR developers. Additionally, corporate professions also continue to emphasize on competencies as constructs as promising aspects of human behavior in a working environment. Typically, a qualified trainer influences the theories of developing human abilities, understanding and general skills. Moreover, the different competencies make it easier for them to manage and address the relevant application areas. Functional expertise and leadership skills under management depict sufficient estimation of employee effective factors under knowledge and development (individual and general). Evaluation of competencies for a staff member such as the HR developer or other employees is a practice that organizations analyze under knowledge management; however, this is different from the customary approaches. Attaining the HR developer competencies represents a set of skills relevant to the required actions in a certain field or organization. Furthermore, employees are required to improve their abilities and proficiency constantly to meet the organization’s demands; moreover, the organization must also be equipped with a competent development manager that can handle the strain and therefore both parties comprehending the significance of competency requirements. Consequentially, poor development management has both immediate and long-term implications on how the organization functions, policies of employee training, and most importantly organizations profitability. It has the greatest impact on an organization’s employee development, attraction and retention as the key facilitators of increased performance and overall development. In summary, all the competencies are equally important and the arguments make it clear skills such as human resource and industry knowledge are co-dependents; concurrently, all the comprehensive requirements demonstrate effective training hence contributing to the satisfaction of the trainees’ personal goals and those of the organization. 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