Explain why some UK companies are reluctant to invest in training and
development. Do you consider these reasons to be valid?
The rapid development of technology and in other areas have led
companies’ ability to replicate products more easily, and the rapidly
expansion of the service sector has led the nature of consumers to
demand high quality at the lowest prices. Both of these highlight the
importance of gaining the competitive advantage through the labour
force.
A method through which a company could obtain this edge, is through
training and development of their various skills. Its implementation
and management concerns many concepts, esoteric and thus hard to
emulate.
Training and development can have many benefits to the organisation
but they may be reluctant to do it as many barriers or factors that
could prove the investment to be uneconomical exist. These factors are
explained below, following a brief description of T&D and its
benefits. How the factors can be tackled are discussed, to reach the
validity of these reasons.
T&D if applied could do well giving consideration to the Bramley
principle 1996 (Torrington, Hall, 1998, pg410). This concept refers to
assessing the current environment, establishing strong criteria for
T&D, planning an implementation strategy and a clear evaluation
checklist. This would determine whether or not the expenditure
provided visible returns or not, upon the successfulness criteria is
based.
Keyboard typing training can be given, to improve speed. Speed is
measured before and after, and an immediate measurement is available.
Sales techniques can be developed and taught, which can be evaluated
based upon the sales figures.
The process of evaluating the initiative should be systematic and
continually. This would help double loop learning, as opposed to
single loop learning. This refers to looking at the past suppositions
and current conditions.
If typing becomes obsolete and voice recognition becomes the norm,
training in typing would not be considered developmental anymore and
training would cease as it would not positively affect the
HRM/business strategy.
T&D potentially has a positive impact upon the employment relations
climate. Signalling employees that they are being valued, training was
positively correlated with job pay, job promotion and future
prospects, a...
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...necessary to convey to the management .
The only valid reason may be of competitive pressures and the state of
affairs of the company and the industry within which it is in. But
there should be a continual purveyance of decisions made to the
workforce with a clear understanding of issues. Such an understanding
culture to come into being cannot happen overnight but over a period
of time. This must persist and other advantages will also come about.
It is a must to weigh the pros and cons and balance them as best as
possible- T&D is a long term investment with long term potential
benefits to form a long term competitive advantage. Taking into
consideration the underlying forces present in the environment, some
reasons for not pursuing a training initiative can be considered valid
while others not.
Bibliography
J Heyes, M Stuart Does Training Matter? Employee experiences and
attitudes Human Resource Management Journal, Vol 6 :3
K Sisson, J Storey (2000) The Realities of Human Resource Management:
Managing the employment relationship, Open University Press
D Winstanley, J Woodall (1992) Case Studies in Personnel Institute of
Personnel and Development (IPD)
Explain the issue or dilemma using information from the readings in the book and other sources.
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Preview of main points: Today, I will discuss the pros and cons and the history
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