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Discuss about the Research Methodology, The responsibilities of this department include recruitment and selection, staffing, training and development of human resources, compensation and benefits and maintaining employee relations, appraisals, maintenance of work culture

Identifying Common Challenges in Training and Development of Employees

Human resource management is the process in which the organization recruits, trains and manages people with the aim of achieving its goals. The objective of any the department of human resource management is to ensure that the company has sufficient people with the necessary skills for achieving the goals of the company. The responsibilities of this department include recruitment and selection, staffing, training and development of human resources, compensation and benefits and maintaining employee relations, appraisals, maintenance of work culture, resolving workplace conflicts, legal knowledge, and payroll management (Akey et al. 2017).

As human resource management involves such a vast range of roles and responsibilities on the part of the manager at the same time it also comes with a set of challenges. With the fluctuation in economy alongside the local and international advancements modifications are taking place. These modifications have a big impact on the functions of HR in a variety of issues. In spite of the existence of national and global differences, the unity is noteworthy. The process of human resource management has identified ten important challenges in benefit costs of health and welfare, retaining the staffs, learning and development, planning of succession, recruitment and availability of trained local workers, compensation, and organizational effectiveness, measurement of HR effectiveness, leadership development and change management (Anderson, 2013). The percentages of companies in an ascending order who are facing these challenges are described in the following chart.

Out of all the aforesaid challenges in the function of Human Resource Management, the most important one to be considered is training and developing the employees for future job needs. There arises a problem in the process of training and development when the management fails to identify the specific needs of the employees and the employees are unaware of their own development needs. If the objectives are not set properly then the whole motive of training the employees go in vain. The employees are less interested to take responsibility for their own development which becomes an issue for the management. Time also poses to be a major constraint which is involved in the preparation of the training programs and the participation of the employees. The effectiveness of the whole training and development program becomes hopeless when the employees are unable to follow the course. Inattentiveness of the employees during the training program also makes it ineffective. When training of the employees is the most important thing in the growth and sustainable advantage of the company, the management cannot take the risk of neglecting this step in the functioning of HRM (Beardwell & Thompson, 2014). The process of training and development of employees vary from one organization to another because there is no fixed technique that will be applicable in all situations. The management must establish a learning development program which will address the concern of challenges faced by the employees in an organization. The issues must be dealt in such a way that the company can stay in the leading position and can adjust to the changes required for evolution.

Overcoming the Challenges

The challenges in the process of training and development of the employees remain almost similar in all the organizations with little bit of variations. These common challenges include the content of the training program, who provides the training, who develops the materials and environment for training, standardization of training, cultural differences in the global workforce, generation gap and gathering feedback (Bolman & Deal, 2017).

Time and resource constraints are the most common hurdles which consider that training is not the most effective option for learning. When training and development of employees are so essential in the functioning of HRM, the problems associated with it should be focused on and the management should take care of the ways required to overcome those. So it can be observed that the role of training managers are changing with the rising demand of training, entry of new generation individuals and world- wide expansion. The managers should not only focus on providing quality training to the employees but also assure that the training is engaging effective and presented in a timely manner. Moreover, the aspects that are mentioned should be attained at a reasonable price (Brewster, Mayrhofer & Morley, 2016).

Other challenges included that can be mentioned here is inconsistent training. In the contemporary business operations which are spread in multiple locations and under multiple training managers, the consistent delivery of training cannot be assured. The reason behind this is that the knowledge levels and the teaching styles vary from one trainer to another. It leads to inconsistency in the training program. To take care of this inconsistency in the training program a standard curriculum can be set which will involve the inputs and consent of the trainer or expert on the subject.

With the increase in mobile workforce shift and outdoor working, the challenge exists in managing the workforce. With the influencing technology, flexible training courses can be developed according to the convenience of the employees (Festing & Schäfer, 2014). It is a bit difficult but can be tried to keep a track of the employees who has got the training and up to which level. Difference in the culture and language also pose a major threat in the training of the employees worldwide. The trainer cannot use English for providing training to employees who are non- English speakers. Time is a significant factor in the process of imparting training and it should not be allowed to control the process by being a hindrance. Single training programs should be set for the new generation employees for their timely requirement in their personal devices.   

Facts and Figures

The management, when planning the training program should pay attention to reduction in training costs. E-learning can be suitable which will cut down the transport and accommodation costs. It can be used for n number of times for training n number of employees. The system of reusing will help in the decrease of training costs to be used for a long term process. It is a serious challenge to provide the employees with the update knowledge as the legislation, working processes and the policies are in constant change. Therefore the management has to keep it in mind while designing the training program to implement user friendly tools in the process. The topic of the training program decides whether it will retain the employees or not. If the training and learning is considered effective then it will be able to keep the employees in the organization. But again, if the internal experts are unable to plan an effective training program then the service can be outsourced to an experienced individual (Kehoe & Wright, 2013).  

The managers face a variety of challenges while preparing and planning for contents to be included in the training program as per the increasing global demand. A Lion-bridge survey carried out by the training and development executives recognized the most significant training and development challenges in the learning process of corporate world.

Quality is defined by what the participants learn and can do after training”, Ann Gretter, CEO of HEi training company in Washington (Kramar, 2014). “Selecting or developing training that is closely aligned with improvement of job performance is crucial to realizing a return on training investment, and a cost-effective training delivery medium that works well for the target audience is equally important. So, with these statements it was taken into considerations that to attain both, few direct analysis is required. This analysis requires articulation of training outcomes that the employees should realize, understand the context of situation in which the employees will perform and to suggest a delivery method which will be suitable for achieving the desired outcome. Gretter added, “the instructional designer is as important to the development of good training as your subject matter expert” (Marchington et al., 2016).

According to Harvard Business Review study, an article on ‘why top young managers are in a non- stop job hunt’, by Monika Hamori, Burak Koyuncu and Jie cao, it was narrated that the international databases of more than 1200 young and top achievers were analyzed. It can be derived from the analysis that most of the best and talented are failing to receive their career development support as per their desire. It was stated in the article:

"Dissatisfaction with some employee-development efforts appears to fuel many early exits.  We asked young managers what their employers do to help them grow in their jobs and what they'd like their employers to do, and found some large gaps.  Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility.   But they're not getting much in the way of formal development, such as training, mentoring and coaching - things they also value highly."

To be aware of the current facts about the state of training and learning the following major statistics can be taken into consideration.

From the given facts and figures, it can be stated that the expenses related to training and development of employees is easy to bear rather than paying the price later on for inefficiency of the employees. Training on one hand is beneficial for the employees to do their present jobs while development helps them to become efficient for future job roles. Training makes the employees aware of the specifications in their job and company. It can be observed that there lies a challenge in bridging the gap between existing skills, attitudes and knowledge with that of the required ones. With the initiation of training and development in a smoother way, a better corporate image will be created along with organizational development (Sung & Choi, 2014).

The research questions for this particular problem of training and development are as follows-

  1. Why training and development tends to be a major challenge in HRM?
  2. How can this challenge be overcome?
  3. What strategies are required for solving this issue?

The objectives of the study can be explained as the international business environment are constantly changing with strong pressure on the organizations to become learning organizations, therefore it is essential to stay ahead in the competition. This can be done by bringing innovations or modifications in the strategy used for training and development by stressing on planning, implementing, designing and assessing the training programs. The objective of the problems associated with training and development has always been an influence in the department of HRM. Moreover, it has become an over arching style of social requirements putting stress on the organizations that must indulge in learning culture as a social responsibility. It has been observed that previously there were strong connections between the practices of training and development and various measures taken for organizational performance (Tahir et al., 2014).

Training and development has its own strategic positioning which contributes directly towards the fulfillment of organizational goals and objectives. The training imparted by using new and innovated technologies such as programmed instructions or PI, computer games, AV tools are suitable for being used extensively in the current training processes in the organizations. These modern techniques with the combination of traditional methods such as conferences, lectures, movies and case studies are effective methods used in the training and development provided in the organizations. As training and development refers to obtaining knowledge, skills and abilities to proceed a specific activity, therefore the benefits of the training and development program so the benefit for both the trainers and employees are strategic in nature as well as wider. To cope up with the emerging challenges of the training and development programs, a broad range of programs are assumed which are ranging from providing training to the employees, sharing of knowledge for expanding the business scenario and the customer services. The training also pays attention on the development of career which further develops the effectiveness of the individual, a group or the organization as a whole.

In the beginning of 21st century, the human resource managers have spoke on the key challenges that they have to face and those mainly dealt with training and development. There are some cultural assumptions underlying in the process of human resource management with respect to the development of employees. There can be two kinds of approaches, hard and soft, from the development aspects. The hard approach refers that the employees in the organization are simple resources for achieving the objectives of the organization (Veloso, Tzafrir & Enosh, 2015). On the other hand, the soft approach refers to the employees as valuable resources essential for the development of the organization. So the objective of the study can be based on the need for developing the employees through a proper training and development program to improve the quality and increase the productivity of output. The development strategy if used in the training and development program will help in the decrease of staff turnover and absenteeism which helps in the increase of motivation among the employees. To be a leader in the market, the training and development must be associated with innovation and modification with the help of a wider range of learning activities.

To summarize this assignment, it can be said that the challenges faced in the functioning of human resources management was highlighted properly throughout this assignment. The common challenges were mentioned at first and then the most prominent challenge was discussed. Training and development of the employees were considered as the most common challenge faced by the human resources manager. The role of a human resources manager has evolved with the change in the competitive business surrounding and the understanding that the department of HRM must play a more strategic role for the benefit of the organization. It can be said that the organizations that do not put focus on the importance of talent management might face drastic consequences. This is because the competitors of that organization might use that strategy in the employment of human resources. As the competition is increasing, within and outside the boundary of the country, it is required for the organizations to become adjustable, patient, flexible, lively and customer friendly for achieving success. With the constant change in the working environment, the human resources manager has to adapt to the situation for transforming into a strategic partner, advocate of the employees and a mentor to bring about the change in the organization.

It is also mentioned in the assignment that the problem with the training and development of the employees exist in reality which are proved by the specific facts and figures above. Lion Bridge survey clearly explained that the training and development of the employees are affected by the geographical locations and cultural differences in a large organization. The future growth of any organization depends on the ability of the manager to control a diverse workforce which can bring about innovative ideas, perspectives, opinion and views of the work. The issues faced in the workplace diversity can be transformed into a strategic organizational benefit if they are able to capitalize at the suitable point of diverse talents.

With the employees coming from different cultural backgrounds lifestyle and trends, a company can react to the business opportunities, specifically in the international arena which should be considered as one among the significant goals to be achieved. Also if the organization does not support the broader range of diversity then there might be a risk of losing the talent to the competitors. Such instances take place mostly in the international companies whose operations are spread on a global range and employ human resources from different ethnicity, race and culture.  A globally spread business also face the challenges of connecting to their employees at different locations. Therefore they have to take the support of e- learning through their personal device which saves time and money but effectiveness remains under a question mark. There it can be said that the human resources manager should think global but act local in order to overcome the challenges faced while training and developing the employees and also learn to use talent management.

Reference

Akey, B. C. A., Dai, B., Torku, E., & Antwi, E. A. (2017). Human Resource Planning and the Development of Employees in Contemporary Firms. European Journal of Contemporary Research, 6(1).

Anderson, V. (2013). Research methods in human resource management: investigating a business issue. Kogan Page Publishers.

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Beardwell, J., & Thompson, A. (2014). Human resource management: a contemporary approach. Pearson Education.

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.

Brewster, C., Mayrhofer, W., & Morley, M. (Eds.). (2016). New challenges for European resource management. Springer.

Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271.

Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.

Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource management at work. Kogan Page Publishers.

Meijerink, J. G., Bondarouk, T., & Lepak, D. P. (2016). Employees as active consumers of HRM: Linking employees’ HRM competences with their perceptions of HRM service value. Human resource management, 55(2), 219-240.

Minbaeva, D., Pedersen, T., Björkman, I., Fey, C. F., & Park, H. J. (2014). MNC knowledge transfer, subsidiary absorptive capacity and HRM. Journal of International Business Studies, 45(1), 38-51.

Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... & Plimmer, G. (2015). Managing Employee Performance & Reward: Concepts, Practices, Strategies. Cambridge University Press.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management. Routledge.

Sung, S. Y., & Choi, J. N. (2014). Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations. Journal of organizational behavior, 35(3), 393-412.

Tahir, N., Yousafzai, I. K., Jan, S., & Hashim, M. (2014). The Impact of Training and Development on Employees Performance and Productivity A case study of United Bank Limited Peshawar City, KPK, Pakistan. International Journal of Academic Research in Business and Social Sciences, 4(4), 86.

Veloso, A., Tzafrir, S., & Enosh, G. (2015). How employees perceive HRM practices: Differences between public and private organizations. Human resource management challenges and changes, 19-36.

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