Issues Related to Employee Training and Development - Case Study Example

The paper “Issues Related to Employee Training and Development” is a spectacular variant of case study on human resources. The case of Whitney and Company shows the dilemma surrounding training and development. There is a major problem in that the organization has failed to determine which parts of its current training programs are effective. In addition, the firm faces the problem of determining if additional training is actually required. In sum, the organization has been investing a lot in training its people, but it is not sure if the training is of the right kind if it is too much or even if the training is actually beneficial to the people being trained (Nankervis et al, 2011).

The root of the problem stems from the fact that many training and development programs used by organizations often have little input into discovering the potential for equipping employees with new skills, recruiting new trainees, or in determining the future requirements for entry-level positions. In most cases, the work of the training and development departments is often reactive in dealing with deficiencies in skills, with little focus upon shortages of particular skills in the future. A key problem at Whitney and Company is a lack of an external strategic focus, which results in limited focus upon inter-organizational relationships and skill development which are required to make the training programs effective and of more direct significance to the organization.

In spite of this, the importance of training cannot be gainsaid.It is important to note that many studies have shown that untrained workers change jobs more often (meaning that if Whitney and Company do not train its employees it is likely to experience a higher turnover). But it is equally important to point out that many organizations are reluctant to train people until some degree of stability is achieved within their workforce, and this hesitation may, in turn, be followed by observed high turnover rates (Glance, Hogg & Huberman, 1997, p. 1). This is an indication that training actually reduces the chances of employee turnover.

The fact of the matter is that training improves the skills of individuals, their knowledge and attitudes, which in turn leads to enhanced job satisfaction and job performance.Whitney and Company should not stop training its employees merely because the employees can exit after acquiring significant skills from the organization. What the firm needs are to determine and identify its training needs, so that the training offered is not only relevant but also necessary for the benefit of employees and the organization as a whole.

There are numerous situations in which Whitney and Company can identify its training needs:Management should identify training needs in the staff based on day-to-day monitoring of performance as well as during formal performance appraisals.Individuals should identify training needs within themselves and ask to be included in particular courses.The organization should also ensure that training needs are identified during the recruitment process, in which the existing gaps in terms of candidates’ knowledge, attitudes and skills can be noted.

The organization can also identify training needs when things change, such as when new technology is introduced or when a restructuring program brings about a redistribution of duties and responsibilities (Curie, 1997, p. 173).