The impact of effective training on a company - Essay Example

?During the contemporary period, it can be observed that organizations operate in a dynamic environment that is characterised by constant changes. Inorder for the firms to keep pace with these changes, it is imperative for the human resources management (HRM) to offer training programs to their employees so that they can generate useful knowledge that can help them to improve their performance. As such, this paper seeks to critically analyse the impact of effective training on a company. It starts by explaining the meaning of training and this will be followed by a discussion of how training can impact on the effectiveness of the company. In order to gain a full understanding of what training is, it is imperative to begin by explaining the meaning of the whole concept. Mullins (2010, p 502) define training as “content based activity, normally away from the workplace with an instructor leading and aiming to change individual behaviour or attitudes. Training and development are beneficial for both firms and the employees. In most cases, the performance of the employee is shaped by their attitude or behaviour towards something. Of notable concern is the fact that these attitudes and behaviours are not static since they are subject to change. Managers that are concerned about improving productivity as well as performance of their employees ought to identify the areas in which the employees need training so that they can improve their performance at work. This will also help the organization to achieve its desired goals and objectives. In most cases, successful training begins with the needs assessment which is used to determine the number of employees that need to be trained and what they need to be trained in order to accomplish. A set of objectives is often formulated and these state the purpose of the training and the competencies that are required by the trainees. Swanepoel et al (1998) suggest that the needs analysis of training requires time, money and expertise. Successful training ought to be properly planned since it may negatively impact on the employees if poorly conducted. When the managers have identified the employees who need training, a proper program is put in place and this ought to be properly followed in order to obtain the desired results. Training is not an event but it should be a continuous process that is aimed at constantly improving the performance of the employees. Schultz et al (2003) posit to the effect that the viability of the organization can be achieved if it has programs that are intended to train and develop the employees such that they are in a position to deal with the challenges they may encounter in their dispensation of their duties. The employees’ skills should be upgraded in order for them to be able to meet the demands of the ever changing environment in which they operate. Therefore, it is imperative for the HRM to make sure that basic training is provided to the employees so that they are equipped with the required knowledge and competencies to deal with challenging tasks that can arise in their work. This also helps the employees to come up with amicable solutions that can help to deal with problems they may encounter in their operations. It is quite obvious that we are moving into a knowledge economy where employees should be trained so that their skills and competencies are improved. Hurn (2007) posits to the effect that training can help to improve the performance of people who come from different cultural backgrounds. This will help them to generate knowledge about different cultural aspects that can impact on their performance in the workplace in different areas. Basically, the purpose of training is to improve the skills and to change attitude (Mullins, 2010). Training can be a great motivator in the workplace and it can lead to many possible benefits for both the individual and the organization. For instance, training can increase the confidence, motivation and commitment of staff (Mullins, 2010). Motivated employees are committed to their work and this entails that they are productive in the organization. This helps the organization to be in a position to achieve its desired goals if it comprised of motivated employees. Robbins (1993) also suggests that training in the organization helps the employees to gain some personal satisfaction as well as achievement where their career opportunities are broadened. No doubt employees who have future prospects of achieving greater things in their life can work hard for the betterment of the organization as well as their career development. The employees will be better positioned to improve their skills as well as knowledge which can be used to transform their operations as well as the performance of the company as a whole. When their performance is improved, the company will also directly benefit since it is put in a position that can help it to achieve its desired goals and objectives. Therefore, training is a twofold process that is designed to benefit the employees as well as the firm. The employees are likely to gain promotion and improved wages while the company is in a position to gain more profits from its operations. Training in the organization is also essential given that it helps to provide recognition, responsibility as well as prospects of promotion and increased pay (Kleynhans, et al (2007). Investment in people is fundamental to employee well being and this can be achieved through offering training programs that are meant to sharpen the knowledge of the individuals in the organization so that their performance is improved. Grobler et al (2006) also posit to the effect that training is significant since it helps to increase organizational and individual competencies by reconciling the gap that may exist between what would be happening as well as something that should be happen. The desired standards and tasks are likely to be achieved through training since it helps to improve the knowledge of the employees. However, the potential benefits of training are quite obvious but it does not necessarily follow that training will lead to improved performance (Mullins, 2010). There should be an appropriate training culture that is sensitive to the needs and requirements of the organization and the employees. From the discussion above, it can be observed that training is therefore a key element for improved organizational performance and competence. When properly implemented, training is very effective since it helps to improve the competence of the employees given that they gain new knowledge in the process. Some employers have reservations about the effectiveness and costs of training but it has been observed that the development of vocational skills is key in sharpening the skills and competencies of the employees working in a particular organization. The employees in the organization are recognised as the most important asset and they should be constantly trained and developed so that they can be in a position to meet the demands of the constantly changing environments in which they operate. The organization is also set to benefit from employee training since this entails that their productivity will be improved. This entails that the company is likely to operate in a profitable way if the employees are productive in their operations. The welfare of the employees is also improved if they are in a position to get handsome rewards for their outstanding performance. References Grobler, P et al 2006, Human Resource Management, 3rd Edition, Thompson Learning: London. Hurn, BJ 2007, ‘The influence of culture on international business negotiations,’ Industrial and commercial training, Vol. 39, No 7, pp. 354-360 Kleynhans, R et al 2007, Human Resource Management: fresh perspectives, Prentice Hall: CT. Mullins, MJ, 2010, Management and organizational behaviour, 9th Edition, Pearson Hall: London. Robbins, SP 1993, Organisational behaviour: Concepts, controversies and Applications,6th Edition, Prentice Hall: NJ. Schultz S, et al 2003, Organisational behaviour, Van Schaik Publishers: CT. Swanepoel, BJ 1998, Human resources management: Theory and practice, JUTA: CT. Read More