businesses need to acknowledge the importance of training

For businesses to become more competitive, they must recognize the value of training. However, the lack of a planned or even incomplete needs analysis causes every training endeavor to fail. According to surveys conducted across the United States, over 32% of business organizations lack instruction to build abilities, and nearly 40% lack suitable training systems. Due to the lack of understanding of the role that human resource development plays, the majority of training programs are unsuccessful. This is especially clear from the success of the company or other organization that has no interest in funding training initiatives (Wilson).

The method of identifying and expressing the needs for human resource development is known as training need analysis (Wilson). Moreover, through Training Need Analysis the organization can achieve the following outcomes:

The organization can identify its goals, skills, knowledge, abilities and the efficiency in attaining those goals. It is through the TNA that the organization can: (1) recognise both the external and internal factors that hinder the performance of the organization. For example, they may be political, economic, social or technological elements. Therefore, the organization can find a way of minimizing the situation to achieve its intended goals: (2) allocate resources in high priority area, training can impart the employees and the organization, in general, the knowledge and skills on when, how and where to allocate the resources such that the company can maximize the profit rather than incurring cost (Philip, Jack and Patricia). Having the knowledge of priority is high will enable the organization invest even in a very competitive market and meet the profit margin and at some levels emerge as economic giants thereby enhancing the organization sustainability in the market and (3) identify the resources required to reach the business mission, increase production and provision of good quality products and services, TNA translates the organization to find out more on the competition it is facing, determine how long the organization wants to last and the volume of production the organization want to target. Thus, the organization can set aside the resources that are sufficient to meet the standard set to avoid stiff competition, prevent the production of low-quality products and last longer in the market (Philip, Jack and Patricia).

Adopting or embracing TNA by the organization leadership team as well as carrying out training that meets the requirements of the members’ organization will not only increase profit, reduce staffing expenditure and increase production but also develop the skills of the staff members. TNA concentrates on collective need pinpointed by the members of the organization which will add value and improve their competitiveness and on the other hand expanding the employability of the labour force hence a significant transformation of the organization (Philip, Jack and Patricia).

Performance gaps and how training will close the gap

Performance gaps is the difference that exists in the performance of present situation and what the organization intends to achieve. The following are the performance gaps that exist and the training that best suits each gap:

External gaps which include a change in environmental policies, economic changes, technological advancement and change in labour force demographics which occurs at the organizational level. For example, changes in government policy like imposing a ban on specific products that the organization was producing at a larger volume. The external performance gaps can lead the organization to face a lot of difficulties such as financial strain and inadequate resources which results in low production and reduction in profit margin (Elnaga, Amir and Amen 138). Online training is highly recommended for this type of performance gap the human resource or the management in charge can devote some hours and learn using the resources found online and interact with other managers facing the same issues in the online training platform in which the management will learn how to meet the monthly company target despite the external performance gap that the organization is facing (Elnaga, Amir and Amen 140).

Inadequate skills and job incompetence. The inability of the employee to portray the skills required to perform job delegated and incompetence to work on job is one of the performance gaps that need to be addressed in an organization. However, employee might have qualified for the job but have little experience and skills that the job requires to meet the expected set goals. Besides, a new technology may have been introduced in the company for the processing of products or recording of activities in which many employees may not have had the adequate skills to operate. In view of the above, training needs to be done to ensure that delays and delivery of inferior products are avoided (Elnaga, Amir and Amen 144). Additionally, eLearning training is key to this type of performance gap, most especially employee engagement in online training simulation whereby they can understand what they need to know in order to perform various duties delegated. Online training simulation will enable the management know the area of weakness that the employee has since the graph will show where the participant failed to proceed as required, thus, help on improving that gap (Best, Christopher et al). The training will enable the management to categorize who need training and who doesn’t based on the results of the participants.

References

Best, Christopher, et al. Fundamental Issues in Defense Training and Simulation. Ashgate Publishing Company, 2013.

Elnaga, Amir, and Amen Imran. “The effect of training on employee performance.” European Journal of Business and Management 5.4 (2013): 137-147.

Phillips, Jack J., and Patricia Pulliam Phillips. Handbook of training evaluation and measurement methods. Routledge, 2016.

Wilton, Nick. An introduction to human resource management. Sage, 2016.