The Importance of Training

Many HR professionals and experts believe that training is important.

I believe I was in my late twenties when that realization came alive to me. Since then, I have taken full responsibility for my professional development, sponsoring myself to pursue development opportunities throughout my work life.

Notwithstanding the above, I was privileged to work for organisations that believe that one's professional development is a shared responsibility between the employee and the employer. Sadly, however, while many organizations today claim to have a budget for this purpose, many lack the strategic approach and are spending, not understanding what must be done to ensure there is a return on the investment made. Nevertheless, their efforts indicate that they too believe that training is important.

Consider the following extract:

“Employee training and development has emerged as a major educational enterprise over the past three decades. This increase is associated with a demand in the workplace for employees, at all levels, to improve performance in their present jobs, to acquire skills and knowledge to do new jobs, and to continue their career progress in a changing world of work.” (Armstrong, 2001; Craig, 1987).

This statement in a nutshell easily presents the purpose of training as:

1. Training is needed to meet the demands in the workplace allowing employees at all

levels to improve their performance in their present jobs.

2. Training is needed to acquire skills and knowledge to do new jobs.

3. Training is needed to continue career progress in a changing world of work.

About a week ago, I was having a conversation with a top manager of a local business, and was told that he does not believe in training. His position is that employees can either do the work or they can’t. While I heard this said before, it still provoked a jaw-dropping reaction from me. I quickly dismissed it as unfortunate. It is encouraging to note, however, that most managers think differently.

Continuous training of our workforce must be seen as critical if our organisations are to remain competitive, relevant, and capable. Training needs to be seen as a “way of life”, a “way of life” experience which begins at recruitment and continues through-out the employee's journey.

Consider this:

“The modern organization is indeed its people and the knowledge they possess. We must recognize that this knowledge is, at best, only the beginning of the mystery. It can no longer be taken for granted that employees will arrive at work with all the requisite skills. Too much of what goes on in today's organization requires specific adaptation. The most knowledgeable and skilled worker still requires training to fit into the organization and become a valuable contributor to the team.” (Goldstein, 1993; Quinn, Anderson, and Finkelstein, 1996).

We must remember that as employers we are in the business of hiring and developing imperfect beings, in a world driven by evolving customer needs, emerging new technologies, new laws and business standards, as well as new challenges in managing talent. Training is what enables us to cope, to survive, to thrive, to be able to re-tool, refresh, and achieve our fullest potential.

Training offers a world of opportunities.

1. An opportunity to be refreshed, motivated, and inspired to be better at what you do.

2. An opportunity to assess your current performance.

3. An opportunity to expand your professional network.

4. An opportunity to share valuable lessons learnt with others.

5. An opportunity to increase one’s relevance and marketability.

6. An opportunity to increase your confidence in your ability to deliver to an excellent

standard.

These are not only opportunities but also incentives for employees to participate in training programmes.

Critical to remember is that training needs should be determined through a systematic process of accurate assessment of employees’ performance, whereby gaps can be identified. Once these gaps are identified and training is selected as the means to reducing or closing these gaps, organisations should do everything possible to make it happen. It is only by addressing these performance gaps can employees show improvement. Training is therefore essential to your organisation's success.

J’s