Platt Perspective on Business and Technology

Employee training and development, and the creation and retention of value -1: starting a new series

Posted in career development, HR and personnel by Timothy Platt on July 23, 2012

I recently ran a series on this blog on hiring best practices (see HR and Personnel, postings 93 and loosely following.) One of the key points that I made towards the end of that series, in Hiring 101 – 8: connecting employee hiring and performance review processes and practices was that:

• Hiring processes and policy, performance review practices and policy and every other employee and personnel-oriented process should be connected together, to work together and without gaps or avoidable due diligence risks that such gaps would create.

Employee training and development fits into that pattern, and at a variety of levels. I have already discussed the importance of HR personnel and hiring managers working together more effectively, and with the cross-training that involves at the very least bringing both sides of this team to speak a common language. That is an example of where employee training can effectively enable a business to more fully, consistently and effectively follow its policies and processes in place. And with this example I cite as a general goal, training for working at a business with its particular operations, goals and priorities.

Training managers how to more effectively select candidates and hire them , and training HR personnel how to more effectively work with them in doing so would in and of itself offer significant value to any organization. But I add this also enhances the individual, personal skills sets of the hiring managers and HR personnel they work with too, offering direct value and benefit to them as part of their individual career development efforts.

Training and career development opportunities offered to employees to help them stay current and cutting edge with their technical and hands-on skills offers real value to both business and employees involved too. And this type of employee training can and frequently does include opportunity to learn specific technical skills, or to stay up to date on regulatory or other best practices. But this can also include opportunity to develop basic management skills, for candidates who seek to advance their careers in that direction. And when a business tracks who take that type of training and how they have performed in it, that can offer insight for when more senior managers look for employees to move into starting manager positions.

As a final example area I would touch upon here, employee training can also include quality of life training. And in that I add from my own personal experience that I have gone through a variety of work-oriented training programs and exercises in the course of my career. But one of the programs that I have had opportunity to participate in that has held among the most significant long term value for me, was a yoga class that I got to attend and participate in during lunch hours many years ago. The work I was doing there was information technology and communications oriented and I found real value in the more technical training opportunities provided, but this added value to my entire life – and I still practice yoga as a result of what began for me there.

I will simply note in regard to that and to my earlier examples, that effective training both directly and immediately benefits the employee and the business they work for. And this improves the value of those employees, making them more desirable for the business to retain while improving morale and employee loyalty – and staff retention. This can be one of the most cost-effective ways for a business to both find and develop the employees they need and to keep them.

This is my first installment to a new series and I will follow it with discussions of what types of training a business should offer and to whom, and at what costs and with what benefits and to whom. Meanwhile, you can find this and related postings at HR and Personnel.

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