Professional Training Matters

Training is an integral part of employee development and organizational development. The need for effective employee training and development feeds a thriving industry that is focused on providing training programs and services to professional organizations. Recognizing the positive impact brought by training on employee performance and organizational competitiveness, organizations based in the United States allocate an average of 11% of their budgets for employee training and development (Freefield, 2018).

According to Berkeley and the Clan Plan (2019), having an employee-centered approach to business is critical to the success of the organization as a whole. Training and development, when applied strategically, is most effective, involving the integration of material development, method of distribution, and technology (Harvard and Taylor, 2014). From instructor-led classrooms to platinum platforms, such as Learning Management Solutions (LMS), there is a growing trend to deliver training. However, this does not mean that the traditional approach to employee training and development is no longer consistent or effective or that a combination of both methods does not exist.

Using relevant training industry statistics from reliable sources, we aim to analyze the current state of the personnel education and development industry in North America, as well as in other parts of the world. In this article, we will focus on the methods used by education and development professionals, training costs of organizations, challenges for implementing effective staff education and development programs, adoption of new technologies and more.[/vc_column_text]

A personnel training is a systematic approach to learning and development with the aim of increasing the efficiency of an individual, group or organization (Goldstein and Ford, 2002). This involves the use of a variety of methods that can be classified as synchronous or asynchronous learning models. Synchronous learning refers to a training approach where the employee learns under the instructor’s guidance whether in a traditional classroom or while taking a virtual course. Asynchronous learning, on the other hand, is when employees work independently and at their own pace. Another approach combines these two models called blended or hybrid learning (Competia, 2020).

Since the beginning of the new millennium, a broad understanding of the importance of employee education and development has been given only to corporate organizations as a competitive weapon, rather than just an “annoying factor.” Intellectual capital is now valued as much as physical and financial assets as knowledge-based services make their place in manufacturing-based industries in the economy. Continuing learning is essential to stay competitive, to create and maintain sustainable benefits (Urdan & Wagon, 2000)

Training contributes to higher levels of employee satisfaction and lower turnover rates, further proving that employee satisfaction and loyalty depend not only on returns and other benefits, but also on the growth opportunities provided by organizations. Training also helps employees develop a positive attitude towards learning and improving proficiency, which in turn increases productivity and competitiveness in the workplace and the organization as a whole (Yazanifard et al., 2013).

Companies that do not invest in their employees are risking their own survival and success. However, the practice of not investing in employees has lengthened, as there have been no robust methods for measuring how human capital investment helps raise the bottom line. This was until leadership, job design, knowledge sharing, and more learning and development training came along (Bassi and MCum, 2007).

One of the challenges in implementing effective training programs is the lack of leadership at the end of organizations (Comptia, 2020), according to a survey conducted by Comptia published in Comptia Workforce Learning Trends 2020.

  • 35 35% of senior HR staff believe that education and development is a “mostly strategic priority” compared to 22% of junior HR staff.
  • 10% of junior HR staff would say education and development are “operational costs”.
  • Lack of time is one of the main reasons why employees are lagging behind in adopting more education or training in 2018.
  • 44 44% General Z employees will spend more time teaching or training if they get accreditation from their managers than 21% Boomers.
  • S. 1 in 2 companies do not have a formal training strategy to bridge the skills gap.
  • 1% of HR staff, however, declared that the real problem is lack of resources.
  • 39% of institutions claim that even inadequate budgets are an obstacle in adapting to effective education and development programs.

The LinkedIn 2020 Workplace Learning Report reveals that the biggest challenge for employee training is managing only the U.S. And making learning and training a priority is a priority, not just in North America but in the rest of the world.

  • 49 49% of talent developers agree that getting managers to prioritize education is their number one challenge in 2020.
  • Creating a learning culture comes in second place with 5% of talent developers saying that this is one of the biggest challenges they have faced this year.
  • 36 %% talent developer respondent agrees that driving engagement in education is also a big challenge.

Total expenditure covers the budget allocated by the institutes for training related activities, including payment of facilities used, technical, instructor salaries and others. Training Industry Magazine (2019) U.S. In reveals the costs of professional associations when it comes to employee training.

Crafted by PrudentCAMPUS, Pune M.S.

References | Research Articles Published by G2R research team

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