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Insight on employee development.
An organization which focuses on developing its employees at all levels has a
consistent competitive advantage over the organization which does not focus on this
aspect. Does this statement ring to all organizations whether big or small? If it is to be
followed, what would be the necessary conditions in selecting employee for the
development training and the types of training. First, I believe that the personal
willingness and determination of the employee is the best influential factor in
development vis--vis the nature of training. !artnership is forged between the
employee and the organization. It must be mutual co-e"istence, relying on both, a
synergy. #econd, development training must be aligned with the organization$s vision,
mission, goals, and ob%ectives &'()*s+ which undergird its short and long term
development plan. !articipation in training activities benefits both the employee and the
organization. It is employee$s and organization$s profit despite the financial and time
cost. ,nhancing human intellectual capital reverberates to the -uality and value of the
organization. .ntrained or poorly trained employee costs significantly more to support
than well-trained employee does. ,ven during odd times training is all the more needed
for the continuation of the organization. It would emerge more resilient than before after
the crisis. /hus training investments can give organization competitive advantage and
essential to employee future mar0etability. Another consideration is filling-up the
possible attrition in the ran0 and file positions much so in the leadership status. /hus
development training e"poses employees to perform additional duties and assume
positions of importance in the organizational hierarchy.
Additional point of interest is what is the organization$s status among other
organizations of the same or different purpose. 1ould it outdo others or not? /his
relies on the performance appraisal of the whole organization particularly on
employees$ adaptation and use of advanced technology that dramatically change the
way competition e"ists. ,ntering in the competition depends much on leadership
capability. An author said, 2*rganizations with top-tier leadership have a 3.45 higher
total shareholder return over 6 years than the average organization, and significantly
higher financial value relative to peers.7
8nowledge and s0ills development is vital to the health of the organizations.
Idleness has no room in it nor crab-mentality. 9et us always remember: ;ever the
same time returns in the life of a man< And so with organization.