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Wellness issues in the workplace
Wellness issues in the workplace
Wellness programs in a workplace final paper
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Trainning as a Recruitment Tool
The title of the article is “Training as a recruitment tool”. It begins by addressing the problem which is that although we are living in a time of good conditions like low unemployment rate, many employers fell so bad. In the last decade employers had a deep and wide pool of new college graduates and recently laid-off, trained workers from which to choose. The workforce was also faithful and had no interest in leaving the security of a paid job to join the unemployed. The article suggests that the cause of this frustration is recruitment and retention problems.
In an attempt to solve this problem, many organizations are offering nontraditional benefits, which include training and development opportunities. Training is considered the number 1 attraction and retention tool followed by flexible work schedules and competitive salaries. The author points out that we shouldn’t just believe that more training will improve conditions. He bases his argument on a study that found that high performing organizations provided each employee with an average of only 30 hours of training, compared to the average of 45 hours of training for each employee in other organizations. So as a conclusion, if more training hours do not guarantee improved performance, then there must be other factors that needs fixing.
The difference between high performing companies and all other organizations is the degree to which training is integrated into company culture and strategy. Despite less time was given for formal training, the employees were benefiting more. This is due to the environment of continuous learning in which nontraditional training opportunities were offered and encouraged. Another important factor is linking strategy and training. Training is considered an investment for the organization because it is potentially a company’s most critical asset.
The author then goes on by providing a list of tools to help managers and employees think about contribution and development in a new way. The first tool is the human capital value chain. This model consists of the opportunities offered to employees in the work environment enabling them to engage in the overall business strategy. The second tool suggested is the value creation continuum. This model helps employers define employee contribution to the organization, independent of job title or position, and define growth through the development of competencies. As employees progress, they begin to contribute more by growing intellectual capacity and leveraging their work and the work of others.
Verizon hit a spot in the top ten five times throughout six years, and then they became number one on the “Training Top 125” in 2012 (Kinicki & Williams, 2013, p. 257). Even with the flat training budget and a work stoppage, Verizon stayed focused on its commitment to efficient training that is linked with corporates strategic goals that circle the proper training. The three main goals for Verizon for 2011, was going to be the key to culture change for the company’s fulfillment of Leading for Shareholder Value (LSV) (Kinicki & Williams, 2013, p. 257).
The training and development of employees in William Hill is imperative for the performance or the company as they are in a competitive market. William Hill has to inform workers to be aware of surroundings in the area that they work. Training and Development Training Training is essential for both employees and employer if they want to be effective within the organisation and also for a company like William Hill to stay competitive within their market. The reason why training is important to employees is to enable them to achieve their maximum potential in their current position, it is needed also to develop them to create further opportunities within the organisation because employees are likely to be better educated and become multi-skilled. Training should be ongoing within William Hill in developing the employee’s skills within the business.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Training is conducted in order to help everyone gain more knowledge of their job or other areas within an organization. Training and development helps the employee and the organization both gain the knowledge and experience so they can successfully do their jobs and do it well. Some employers are sometimes scared to conduct training due to cast and time lost within the company. But in the long run companies will benefit themselves in the future if they do it. A lot of time training that is conducted within the company does not cost them much but does have its benefit. Training is normally conduct to address a particular weakness that someone may have or their position may require additional training for something that may be new or otherwise a necessity to keep organization up on the latest trends or just keeping all employee fresh and on their duties. Training can also help employees grow either within the organization or grow themselves professionally and no matter what organizations should be looking out for their employees future, whether it’s with them or
Khan, M. I. (2012). The Impact of Training and Motivation on Performance of Employees. IBA Business Review, 84-95.
Workplace education is one of the most essential factors that companies must take into consideration when they are to evaluate the different methods for improving their employee’s competency and skills and the company’s competitiveness in the market and its overall quality. By utilizing workplace education practices such as in-house training, seminars, peer to peer learning, online modules, etc., companies are able to attain high training effectiveness for their employees. As mentioned by Noe and Peacock (2008), “training effectiveness refers to the benefits that the company and the trainees receive from training” (p. 134). The training effectiveness benefits apply to both the employee as well as their respective employer. Benefits for the employee may include behavioural changes or even acquiring new skills. For employers, trained employees could provide a more competent team, increased expertise, an increase in productivity, and even higher sales. To optimize the effect that workplace education has on any individual company, companies must be willing to receive and make changes based on feedback and evaluations from both the training and the competencies of the individuals.
Having a training program and utilizing it correctly will help your business grow and be successful. Your employees are the ones who come to work every day and you must invest in them. Give your employees the tools to be successful and grow into their career. All managers should be on-board and show the managers your results of training, because then they know how their employees are progressing.
“Training is the systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance” (Goldstein & Ford, 2002). Pal’s Sudden Service has focused their hiring practices on hiring the right people first, providing the best training possible and reinforcing training everyday. The investment in training has much more to do with the company other than low errors, reduced customer wait times, which lead to high customer satisfaction. The focus on training reduces employee turnover. The costs of hiring and training new employees greatly reduces customer loyalty, both significantly will impact profit. The challenge, comprehend the training requirements, formulating who will train and how the process will be trained. The repeated success of a training program must be quantifiable and re enforced. An efficacious training program with continual re enforcement will pay strong dividends in business profit, employee satisfaction and customer loyalty.
Martínez-Ros and Orfila-Sintes (2012) show that a good training should be less formal, more flexible in designing and highly skilled. The three aspects of employees’ perception of organizations’ training are perceived access to training, benefit of training, and support for training. The perceived access to training is the feeling of employee that how much they have access to the training programs of their companies. The social support of developing and improving the skills from supervisors and colleagues is the perceived support. Three different benefits from training programs employees can again. First, personal benefits are the things that can improve the job performance of employees. Second, job-related benefits are the things that make the better relationship between employees and managers as well as co-workers. Third, career benefits are the things that make the achieving goals process
...isation. To further these knowledge, skills and attributes (KSA’s) the usefulness and implementation of training and development has been looked at. It has been shown that companies that invested time and money into training and developing their staff/talent/human capital had better rates of talent retention, a more skilled and competitive workforce and a more attractive business in terms of career progression for employees. Training and development of talent in organisations also contributed to better self-development of employees in their professional networking capacity; furthering the ideals of a growing, competitive company.
7. Training and Development: A Prominent Determinant for Improving HR Productivity (Hardeep Singh, vol.37 (2012))
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
Dutkowsky, S. (N/A). Trends in training and development - the new economy, training in u.s. companies, who does the training on corporations? Retrieved September 14, 2011, from StateUniversity.com: http://careers.stateuniversity.com/pages/852/Trends-in-Training-Development.html
In today’s occupational hiring process, Job training is one of the most important key elements used by every Human Resource Department to match up against today’s competition. Companies and corporations push hard to make a good effort at hiring the best candidate with talent, but sometimes their talents aren’t molded to its full potential for the position. This is where training comes in to play to polish and bring out it’s optimum potential. Job training is mainly used for enhancing knowledge, skills, and competence of the candidate or employee for the position assigned so that they perform to the best of their ability. Some employers may feel that training should only be used on newly hired employees, but the business environment is rapidly
Abdul, R., Ghfoor, Khan, F. A., & Khan, D. A. (n.d.). (2014). Training and Development impact on Organizational Performance: Empirical Evidence from Oil and Gas Sector of Pakistan. IOSR Journal of Business and Management. Retrieved from