The Future of the Training Specialty

The Future of the Training Specialty

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The Future of the Training Specialty

Generally, training and development comprise imperative processes for any organization. Particularly, the training of employees does not solely offer gains to the individual. Accordingly, the respective process allows organizations to experience advantages that arise from a trained and well-developed staff. As an outcome, staff training ensures the effective management of a company. This further shows the significance that staff training poses within the general field of human resource management. However, similar to other fields, the area of human resource management is not exempted from recent changes. Accordingly, forces such as globalization have been attributed to the alterations in a variety of HR practices. An illustration of this change is evidenced by the inclusion of diversity in the field of human resource. Presently, traditional boundaries that once limited interaction among people from different backgrounds have been blurred due to technological advancements. In this case, it is possible to assert similar influences on the area of specialty training.

Training as well as development in skills constitutes a widespread range of arrangements and activities, including official and informal training, conventional classroom courses job-rotation, external vs. internal training, competence mapping, and special training specifically for new recruits, personal training plans, mentoring, and the utilization of novel technologies within the field of training. The significance of training is accentuated by an increasing fissure between current competencies and aptitudes and those that are needed in order to gratify future challenges (Goldstein, 2009). In order to stay updates, the capability of employees needs to be analyzed and instructed on a regular basis. Within the field of human resource, the respective process is defined as development planning or competence management. In respect to the changes that may affect the overall HR field, the issue lies in the trends that may undergo a considerable degree of alteration as an outcome of the current changes that affect the training and instruction of staff.

The inclination towards e-learning plays a vital role in illustrating the future trends that may possibly affect staff or specialty training. Accordingly, the platform provides opportunities of training that tend to be less limited by the aspects of time and space. Additionally, e-learning can be used in for common training or for particular objectives. Furthermore, the respective platform can be used for the instruction of certain factions of staff. The incorporation of technologies such as e-learning depicts the extent to which HR practices are consistently being modified. Prior to this, activities dedicated to the training of staff normally incorporated face-to-face approaches. Nonetheless, the implications of globalization and the growth of enterprises that defy international boundaries have rendered such approaches ineffective. The present workplace is comprised of a multifaceted population of employees working within different branches and locations. As such, trends such as e-learning are likely to constitute a significant part of employee training.

Apart from trends in technology, future trends in specialty training may be exemplified by priority shifts especially in respect to the training and development of staff members. Based on the novel dimensions that guide the concept of leadership, training may include other areas such as learning generalist aptitudes and leadership capabilities. On the wider front, staff employees undergoing training usually learn to search and utilize decision-making support and information routinely for the aim of dialogue and critical thought. This needs the ability to question critically instead of simply inculcating information and the ability to construct it within the context of probability and risk as evidenced within the field of human resource. As observed, the changes that take place in the field of HR also take place on a theoretical level. Current modifications in HR literature may impose shifts in the training and development of employees within a formal organizational context.

The shifts that characterize the field of specialty training are also evidenced by a series of new developments that affect the overall field of HR. The consistent delegation of certain HR activities to supervisory or line managers constitutes a firm illustration of such implications. Normally, the areas of HR that managers normally deal with comprise selection and recruitment, performance management, reward and remuneration, training and development, discipline, grievances, and coaching (Beardwell & Claydon, 2007). It has been accepted generally that certain line managers posit gaps in skills related to the management of people and activities that are essential in development. Therefore, it becomes difficult to ensure effective implementation of HR policies. As such, the devolution of HR activities has become a significant part of the several changes that may actually pose numerous implications on the training and development of staff members within an organizational set up.

Consequently, the devolution of HR activities to managers poses implications for experts within the field of HR. For persons such as facilitators, the respective alteration may assist line managers in carrying out the training, development, and management of faculty members more effectively. Additionally, the role of facilitators may extend to the exploitation of employees as imperative internal resources to the organization. In this setting, the process of exploitation simply involves utilizing the strengths of the employees in order to attain optimal and positive results. However, for the recognition of a faculty member’s strengths, training is required. In this present age, organizations may be forced to conduct extensive performance reviews and analyses to gain information on the possible strengths and weaknesses of the staff members. Unlike the conventional system of organizational bureaucracy, the revelation of such information may be used in an effort to train and improve the employees and the overall state of the affected organization.

Other influential changes are also evidenced by the string of recent developments taking place in the area of Learning and Development (L&D). The current L&D premise poses an effect on future trends regarding specialty training based on the emphasis it places on the aspect of learning (Kraut & Korman, 2012). In this regard, the process of training is seen as a constituent of learning. As an outcome, the focus in organizations lies solely on learning whereby the aptitudes of staff members working within the area have changed considerably. Currently, consultancy skills and business awareness have evolved into highly valued aspects among L&D general practitioners. Such trainees may offer insight on possible problems that may affect the business and partake in efforts aimed at facilitating organizational change. In relation to this, there has been significant professionalization in the delivery of work-oriented learning, with staff members asserting increased certifications and qualifications.

Fundamental alterations within the structures as well as management procedures of firms within the public and private sectors have also posed implications on trends within the process of faculty training. Modifications to the frameworks, functions, and responsibilities of the Human Resource (HR) function are partially in retort to such alterations. Despite the implications posed on the nature of staff training, such aspects illustrate the revolution accompanying the mentioned information and communication technologies (ICT). Presently and possibly in future, numerous large-scale bureaucratic organizations will undergo a series of decentralization processes. This is due to the emphasis placed on the division of such structures into quasi-enterprises or semi-sovereign operations, accountable for the business activities that are carried out within the location of jurisdiction (Kraut & Korman, 2012). Illustrations of divisionalization comprise the splitting of large organizations into isolated, autonomous organizations. The respective trend may possibly affect the current policies that underline the faculty process.

Lastly, the changes evident in the process of performance management may affect the training specialty in future. Over the years, employees have undergone assessments aimed at gauging their individual performances. Using such information, organizations became capable of training staff members in order to assert more effectiveness especially among low-performing persons. A key quality of this process involves the role it assumes in the connection of an organization’s objectives with the job aims of individuals. Recently, the performance management process has become integrated with aspects concerning the development demands of individuals as well as the facets of motivation upon measured results. Simply, the changes affecting performance management have become evident in the way performance appraisals and assessments are integrated with the training and development of faculty members within the organization.

In conclusion, the changes in the field of human resource management pose considerable implications on the training of faculty members. Forces such as globalization and advancements in technology have caused significant changes in relation to the conduction of training and the management of qualified employees. Additionally, the implications following such changes have been evidenced by the considerable integration that management has applied in other processes within the field of HR, particularly in relation to training and development.

 

References

Beardwell, J., & Claydon, T. (2007). Human resource management: A contemporary approach. New York, NY: Prentice Hall/Financial Times.

Goldstein, I. L. (2009). Training and development in organizations. San Francisco, CA: Jossey-Bass Publishers.

Kraut, A. I., & Korman, A. K. (2012). Evolving practices in human resource management: Responses to a changing world of work. San Francisco, CA: Jossey-Bass Publishers.

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