Training and Development Are Necessary to the Future of Organizational Success - Coursework Example

Training and Development is Necessary to the Future of Organizational Success Within the corporate world of present times, the need is to have adequate levels of training and development which will ultimately put the business regimes ahead of one another. It is a fact the world over that training and development needs are being given more and more significance with each passing day. This has meant success for the organizations, both from the short term perspective as well as in the long run scheme of things. Essentially speaking from the organizational standpoint, training and development inculcates a sense of finding out where the organizations have gone wrong in implementing strategies which are deemed as significant and what right measures could be taken to thwart the negativities within the already established system, within such organizations. The training and development measures look after the working bases of the people – or the employees who manifest their truest selves within the different processes of the organization itself. Organizational success can only be achieved when training and development is given proper attention and the role of the top management within such settings is of fundamental essence (Schuler 2004). The ever-changing needs of the modern day organization are being taken care of by the training and development measures and it would not be improper to suggest that training and development is indeed the way to go for these organizations in the future. This paper highlights the basis of training and development from an organizational context and discusses the same within its success regimes. Within the technological facets, training and development is of utmost importance and the reason for the same lies in the fact that the present day technological processes are breaking new grounds and improving at a breakneck speed. This is made even more interesting by the advancements that have happened within the cellular mobile technology field. It has brought about new technologies on a very consistent basis. Same is the case with computers and different networking devices which seem to be on a hunting spree for low cost, high quality and quick speed products. Similarly the engineering and mechanical fields have also been benefited immensely by the training and development modules which have served as the backbone for growth and doubling of profits on a regular basis. The world of science has made giant leaps and all of these steps have been helped essentially by the training and development regimes (Miller 1994). The role of such undertakings has been of significance within the long term scenario of growth and extracting benefits for the related business ranks, either locally or from a global perspective. The management angle has been one of an encouraging one, since it has asked the specialists to go all out on the technological front and equip themselves accordingly with the changing needs and requirements of the time. This has once again been helped immensely by the availability of training and development modules at the helm within the organizations. However much more needs to be done in order to bring about solid results, for the sake of the stakeholders and the end customers of these products and services, all of which come under the technological domains (Dessler 2007). When the employees are given the room to make use of their abilities in line with the organizational needs and requirements, then is the time to find out how good they can be for the sake of the business processes, strategies and tasks. This will enable them to facilitate their working philosophies in line with the needs and wants of the organization that they essentially work for. It is important to comprehend the fact that training and development must be proactive in nature, coming from the ranks of the organization itself. What this means is the fact that a constant training and development module should be in place within the organizations which asks of the top management and the human resources management department to give in their very best with regards to the training and development needs of the employees who are working under the aegis of the organization itself (Truss 1999). This is quintessential in the time and age of today since the employees who have some peculiar skill sets within their working basis are usually the ones who devise their own niche at the workplace. This signifies that their individual capacities are governed by the amount of talent that they bring to the table. Not only that but also the fact that their commitment and devotion remains in line with achieving organizational objectives and goals, is one serious aspect that any organization would absolutely cherish, coming from the domains of the employees themselves. The training and development regimes within the organizational success measures depend a great deal on the way these training and development aspects are implemented within the organizations. If these business processes have a laidback approach towards the implementation of training and development modules, then it is a given that the employees will take the whole exercise for the sake of merely passing away time. It would be a step in futility and no one will benefit from such enactments of training and development, however when the tilt is based on asking the employees to exhibit their strengths whilst keeping in close contact with the training that they have received, then this is a totally different matter altogether and requires serious consideration by the employees who now have a duty to show their true strengths (Murdick 1997). The opportunities which could come up with the sound functioning of the training and development regimes are immensely significant, because these would ensure success to come in within related measures. The organizations would indeed think that they are doing something for the benefit of their own objectives and goals, which must be met with in a very successful way. However this requires a great deal of planning and purpose – all put into one, before embarking towards the training aspects. As is known the world over, training and development brings in sound results if and only if the organizations are really serious about their respective undertakings. This is a given because organizations require a great deal of assistance from the top management who essentially gives the green signal as far as these training factors are concerned in an organization. Those organizations which have separated the training and development modules from the business ranks and have given adequate space to the same have been at a benefit in entirety. This means that their spending levels have been allocated in such a way that training and development receives its due share. These organizations understand the need for training and developing the employees because they know that these people will eventually improve the long term working mechanisms within the organization as well as instill a renewed sense of confidence that seemed lacking within the organizational contexts. Given that the different industries are changing at a cut throat pace as concerns to their respective business domains and processes, it is important for these organizations to remain one step ahead of the competition which comes their way. It will solve most of the problems related with the employees as well as look after their issues that seem to crop up on a consistent basis (Lepak & Gowan 2008). One must also understand here that training and development gives the employees the confidence that they are being seen as important within the organizational vision and that they need to deliver more and more so that they could remain in loop with the ever-changing standards, missions and goals. Having a strategic approach towards training and development is an important one, on the part of the organization. These factors detail the employees the different issues that are related with the job nature and job focus of their individual work capacities (Sims 1998). A strategic approach towards training and development means that an organization is thinking of imparting the best practices which are already prevalent within the related industry and replicate the same within the realms of the organization. A proper framework for devising the training and development modules could be the first step ahead, as far as a strategic approach is concerned. The framework will have the backing of the top management as it has the right to know what kind of activities and business processes the employees will get to know once they are through with the training regimes. These training and development aspects would be analyzed in a short term scenario as well as from the long run scheme of things – all of which will be presented in front of the organization’s top management echelon (Brewster & Pickard 1994). The documentation of this training will make it easier for the rest of the employees as they will get to know what kind of infrastructural expertise the organization has within its folds, with the assistance of the employees who already have had hands on experience of the same. Once again, all these aspects would be taken care of whilst comprehending the organizational mission, the vision, objectives and goals which it has set for its own self. The employees need training and development competencies in order to prove to their own selves that they are the best in the business and that their organization cares for them in the best manner possible. This also suggests the fact that the organizations want to educate their employees in a much better way than the industrial standards, which are already present within the related domains. It is a fact that training and development has always facilitated the working bases of the employees and hence this indeed is a very befitting way to give credit to the people who matter the most within any organization – the employees themselves. The role of the human resources department is immensely significant as it outlines the very basis under which training and development will be imparted to the employees (Kraiger 2002). Without the human resources department, the training and development will be done in a very haphazard way, which suggests for the very importance of having this division within any organization. The role gets exponentially increased when the employees are detailed upon their respective capacities and what they need to learn in order to acquire the state of the art training regimes which have already broken new grounds within the related industrial settings. A continuous basis of facilitation and assistance from the human resources department would solve quite a number of issues that have plagued the organization in different ways and means. There is absolutely no denying this fact and the role that comes out in an apparent fashion is there to see for just about everyone. In the end, it is important to analyze where the organizations go wrong whilst forgetting the significance of having a sound training and development regime in place. This happens because they have lack of foresight on their part and hence the issues seem to rise every now and so often. The top management must act in cognizance of the falling standards within the different undertakings of the business and hence act in accordance with the global standards which have been developed over a period of considerable time. Nearly all organizations that work for the sake of creating and eventually sustaining customers understand the need to advance their own selves in a whole-hearted fashion (Fountaine 2005). This can only come about when the training and development needs are met in a proper manner and when all stakeholders realize the significance of having such measures. Due attention must be paid towards the strengths that exist within the organizational domains as well as the weaknesses which could potentially destruct any business. The best step forward would be to turn these weaknesses into areas of strength. The aspects of training and development aim to undertake such measures on a very proactive note and hence due credit must be given to the people who have been forthright with regards to their commitment in having state of the art training and development regimes in place. References Brewster, C. & Pickard, J. (1994). Evaluating Expatriate Training. International Studies of Management & Organization, Vol. 24 Dessler, G. (2007). Human Resource Management. Prentice Hall Fountaine, D. (2005). Human Resources: What's Your Plan? Public Management, Vol. 87 Kraiger, K. (2002). Creating, Implementing, and Managing Effective Training and Development: State-Of-The-Art Lessons for Practice. Jossey-Bass Lepak, D. & Gowan, M. (2008). Human Resource Management. Prentice Hall Miller, E. (1994). Diversity and Its Management: Training Managers for Cultural Competence within the Organization. Management Quarterly, Vol. 35 Murdick, R. (1997). Self-Directed Learning: The Quiet Revolution in Corporate Training and Development. SAM Advanced Management Journal, Vol. 62 Schuler, R. (2004). International Human Resource Management: Policies & Practices for the Global Enterprise. Routledge Sims, R. (1998). Reinventing Training and Development. Quorum Books Truss, C. (1999). Strategic Human Resource Management: Corporate Rhetoric and Human Reality. 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