Professional Documents
Culture Documents
I. INTRODUCTION
Training is good for everyone. It helps you stay ahead of your competitors by keeping
up with the latest developments in your sector. Its good for staff retention, as it means that
nobody will ever feel like they’re in a dead-end job. It help you attract top talent, as people
want to work.
Today’s work environment requires employees to be skilled in performing complex
tasks in an efficient, cost-effective and safe manner. Training [ a performance improvement
tool ] is needed when employees are not performing up to a certain standard or at an
expected level of performance. The difference between actual level of job performance
indicates a need for training. The identification of training. The identification of training
needs is the first step in a uniform method of instructional design. Proper training is the
backbone of any successful organization. Employees wh
II. HIGHLIGHTS
Organizational Change
Organizational change refers to the actions in which a company or business alters a
major component of its organization, such as its culture, the underlying technologies or
infrastructure it uses to operate, or its internal processes. Change in an organization leads to
many positive aspects that lead to retaining a competitive edge and also remaining relevant
in your business area. Change encourage innovation, develops skills, develops staff, and
leads to better business opportunities, and improves staff morale. The capabilities of the
workforce directly impact the organization as they give the organization competitive edge.
Due to internal and external changes. The organization must adapt to these changes, the
HRD department conducts training with the goal of improving on the capabilities of the
organization’s employees.
IV. CONCLUSION
Training and development have had a mixed reception over the years and has
frequently had to fight its corner and shout loudly to gain recognition. The acceptance of
HRD is altogether much stronger since it has been linked to strategic imperatives and has a
much stronger theoretical base in universities which have provided master’s courses to
enhance the respect of practitioners.
Professional competence describes the state of the art, knowledge, expertise, and skill
relevant for performing excellently within a specific functional department. To develop this
competence regular training and development is required. HRM is an ‘honest’ attempt to
bring together the needs of both business and employees but is founded on false
assumptions of the nature of organizational reality – i.e., that organizations are naturally
harmonic so long as nefarious elements can be removed and we communicate better. The
more optimistic scenario is that HRM represents the on spite of the lack of clear and
irrefutable evidence of the positive links between education and training and national
performance it would appear that few, if any, governments are prepared to go against
perceived wisdom. Human resonantly way we have of releasing the latent talents of our
workforces and, in the face of increasing global competition, this is the only way of surviving,
both organizationally and nationally. As well as this clear business imperative. Whatever the
change, it has human consequences. Although there are many definitions of the learning
organization concept in the literature, most of them emphasize notions like shared vision,
shared values, collective learning, continuous improvement, making tacit knowledge explicit,
and entering into dialogue.
V. RECOMMENDATION
1. Align business strategies with external and internal factors.
For example, consider how your current strategy aligns with economic changes (i.e., external
factors) and the expectation of a high return on investment in the case of training and
development costs (i.e., internal factors).
2. Ensure your talent strategy also aligns with the company's overall plan. The main and
essential key to managing a provocative workforce is to streamline the strategies of the
talent management process alongside the overall company strategy. Ultimately, the aptitude
of training, developing and then retaining the employees depends upon the success of the
business operations.
3. Get ahead of your competitors by being proactive. In my experience, leaders who use the
best talent management practices find themselves more equipped and can make effective
use of available opportunities to help operate their businesses. But this is only obtainable
when management does more than just adopt new trends; they must quickly anticipate and
adapt to new and emerging opportunities regarding talent management before the rest of
the market. In this manner, executing a proactive approach, rather than a reactive approach,
indicates the implications of the strategic talent management in the business processes to
support the capability development in the organization.
4. Evaluate what training is essential and execute it well. Evaluating key areas and the need
for training is mandatory. It's also helpful for saving on abundant training costs involved with
the workforce. The execution of the training and development is a necessity because of its
impact on the involvement of change management in the business processes.
5. Use various tools to assess the capabilities of your workforce. Annual appraisals and
reviews can be highly effective tools to analyze the capacity and capabilities of the workforce
if conducted consistently and correctly. Therefore, I recommend organizations adopt a pay-
for-performance culture in their organizations to boost the productivity of employees. From
my perspective, this might encourage employees to work harder and thus improve their
capacity to adapt to changes and innovations.