Human resource is a fundamental factor in production alongside capital, entrepreneurship, and land. Human capital is the link between an organization's objectives and actual performance. The success of any organization is based on its ability to utilize its human resource. Many organizations are advancing employee-centered strategies to develop the workforce into a competitive strategy in the modern competitive world. Employee-customer relations have been the standout factor in most competitive industries, and hence, employees' competence is equivalent to an organization's performance. As Zed et al. (2018) note, organizations are including performance appraisals in the operations to optimize employee performance and efficiency to cope up with the stiff competition in the global market. Mohammed (2016) argues that the success or failure any company is determined by the competence and quality of its workforce. Therefore, organizations have resolved to human resource development to improve their employees' skills and competence, intending to optimize productivity. The multigenerational workforce in organizations determines the productivity and simplicity of human resource development, while the effectiveness of employee development determines organizational performance and competitive edge. This paper provides a detailed analysis of training and development methods in the organization, challenges faced by employees, and how organizations can meet the needs of older workers.
Training and Development
Human resource development is an essential tool as it improves the workforce and helps in addressing globalization and dynamic customer needs. Organizations need to equip their employees with the necessary skills that are relevant in the modern market. To do so, employees have to be engaged in training and development sessions frequently. The level of training among the employees determines the effectiveness and the overall performance of an organization (Mohammed, 2016). Training involves the acquisition of technical knowledge, interpersonal relations, and strategic practices. As Mohammed (2016) affirms, training and development help employees develop critical thinking, self-confidence, motivation, and general competence. Furthermore, training equips the employees with the skills, such as problem-solving, that optimize their capabilities to achieve personal goals and increase job satisfaction (Zed et al., 2018). Besides, soft skills training develops the employees' ability to handle frustrations, stress, pressure, and conflicts. Effective training addresses the professional aspect of an individual and the psychological, emotional, and cognitive self.
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Besides improving organizational performance, employee training and development improve an organization's working environment and optimizes resources. According to Mohammed (2016), employee development improves organizational stability as the workforce has minimal employee turnover. Employees develop job satisfaction, and thus the retention rates are high. Besides, employee development minimizes costs and expenses as an organization saves on recruitment and initial training expenses (Mohammed, 2016). Furthermore, trained employees can optimize the available resources during production, thus minimizing wastage that can be costly in the long run. Employee development also minimizes the risks of accidents and conflicts that can derail business operations. Employees develop technical know-how and social skills that create a conducive environment for career growth and optimal performance.
Training and development can be either formal or informal, depending on the workforce's composition or organizational objective. In training, organizations consider factors such as the objectives or training, cost, time, location of training, regularity of training, content, and the capability of the workforce to learn and apply in the organization (Mohammed, 2016). Besides, different types of training are offered to employees, depending on their needs. Some common types of training include technical, quality, soft skills, skills, legal, safety, team, and managerial training. This training help employees improve their areas of weaknesses. In most cases, organizations develop their employees for self-growth instead of short-term organizational success. Organizations prepare their employees for future leadership and changes in the organizations’ operations and management. Organizations can choose to use either traditional training methods or modern-based training methods.
Traditional Training Methods
Traditional training methods involve face-to-face interaction between the trainer and the individuals to be trained. This type of training can be grouped into presentation, group building, and hands-on methods (Noe, 2020). In presentation methods, trainees are passive members of the training who only receive the information. The methods of presentation may include normal lectures, guest speakers, presentation by trainees, and panels (Noe, 2020). Training in lectures is one way as the trainees only engage with the speaker. Besides, presentations can include audiovisuals such as videos, overheads, and PowerPoint slides. Audiovisuals are used to illustrate to the trainees how things work in the organization.
Hands-on methods are the second form of traditional training methods. In hands-on methods, individuals to be trained are regularly involved in the learning process. These training techniques include simulations, case studies, trainings at work, role taking, and modeling (Noe, 2020). Practical methods are essential as they help the trainees to gauge their level of understanding through real-world experiences. On-the-job training includes self-directing learning, apprenticeship where trainees work and learn at the same time, job rotation, special assignments, coaching, and committees (Mohammed, 2016). Simulation is a traditional training method where trainees are exposed to real-life situations and expected to provide solutions. They mirror the potential daily challenges that employees face in organizations. Simulations are essential as they develop the employees' problem-solving skills. Moreover, case studies are training methods that showcase how other employees or organizations dealt with given opportunities or challenges. After that, trainees are supposed to evaluate critique the responses indicating what they would have done differently. Business games are other training methods that allow employees to gather data, analyze, and make decisions, thereby developing management strategies (Larson, 2019). Role taking and modeling refer to the training where employees play the role of other people such as managers or customers to promote interpersonal relations and communication skills. The major difference between role-playing and simulation is that during simulations, an individual imitates another person, while in role-playing, an individual portrays a role.
Group building is the third traditional training method, and it includes creating teams and groups with shared responsibilities. This technique enables sharing ideas and experiences, strengthening employee relations, and forming further engagements such as teamwork and collaborations. Furthermore, group-building enables individuals to identify their weaknesses and strengths and those of other employees. This method includes adventure learning, team training, and action learning (Noe, 2020). Group building addresses cultural differences in multicultural workforces and facilitates team spirit and positive integration.
Technology-Based-Training Methods
Technology-based training is among the modern trends in human resource management and business operations. This method of training is superior to traditional training since it grants the trainees control over when and where to learn (Noe, 2020). Therefore, this method helps save on time, eliminates the time and cost needed to travel, and increases the availability of the training. Besides, trainees can learn and access expert systems based on need. Technology training addresses administrative activities and hence reduces paperwork with significantly saves on time. Dachner et al. (2021) explain that technology-based training, training enrollments, assessments, and monitoring can be handled remotely, thus enabling easier supervision by the management, especially in multinational organizations. Besides, this training technique exposes employees to the modern market trends and employees’ position in market competition.
Technology-based training includes e-learning, web learning, and computer based learning. Electronic learning facilitates training through the internet. Training can be done through videos on social media platforms (Noe, 2020). e-learning can include the use of text, video, graphics, and sound. Besides, technology-based training includes massive open online courses where many trainees enroll in lectures and interactive coursework that involves groups and wikis (Noe, 2020). Social media sites are crucial technology-based platforms that can be used for training as they enable sharing of user-generated content. The most popular social media platforms include Twitter, YouTube, and LinkedIn. Noe (2020) notes that due to the challenges associated with e-learning, such as internet downtime and cost, blended learning that connects e-learning and face-to-face learning has been widely used. Trainees with e-learning challenges attend face-to-face training while those with computers and laptops can access online training. Therefore, the advancements in technology have also improved simulations and games training beyond the traditional training method.
Career Challenges-Multigenerational Workforce
Graystone (2019) describes the modern multigenerational workforce as unprecedented generations with unique beliefs, habits, expectations, and ways of doing work. Multigenerational workforce gives organizations a competitive advantage thanks to the mixture of experience and exposure. Employees from different generations do not integrate effectively due to generational biases. However, Graystone (2019) proposes the magnet strategy as the plan that leaders should use to bridge the knowledge gap between different generations in the workforce. The magnet strategy creates interdependence and collaboration by promoting shared responsibilities and inter-professional decision-making. Leaders ought to be flexible, collaborative, and engaging to optimize the efficiency of multigenerational workforces.
Multigenerational workforce develops a challenge in employee development due to preferences in training’s methods and types. Minton-Eversole (2008) explains that educational differences are the primary reason for the differences in preference in training methods and types. The differences in information comprehension and application divide the training inclinations. According to Urick (2016), younger employees prefer technology-based training methods while older employees prefer hands-on training as they consider practical skills important compared to theoretical knowledge. Urick (2016) suggests three strategies to address the disparities in training preferences in multigenerational workforces. First, organizations should provide training options regardless of age and generation affiliation. Second, organizations should examine the possibility of combining different training methods to cater to individual and generational preferences. Lastly, organizations should assess the efficiency of all training preferences and select the most effective based on the organizational objectives.
Meeting the Needs of the Older Workers
Older workers form an essential part of the workforce, especially due to their experience and abilities. Kooij et al. (2020) note that employees above 50 years often have physical and mental challenges that limit their efficiency. Therefore, organizations should develop strategies to keep the older workers as engaged as possible. Kooij et al. (2020) suggest that self-regulation to keep personal fitness is vital for older workers. Organizations should develop strategies that determine when older workers will be engaged and disengaged in organizational operations depending on their ability to handle various physical tasks. To improve and maintain fitness, older employees should engage in health promotion and seek training to maintain relevance in the job market. Also, older employees can redefine their goals and roles to match their abilities (Kooij et al., 2020). When restoring fitness, the workers should seek help and only concentrate on less stressful activities. Furthermore, older workers should devalue unattainable goals and find new meaning in their new roles.
Organizations should mitigate age-related bias and discrimination as it adversely affects older employees. Leaders should ensure that older workers are respected and treated equally to optimize their contributions. Besides, organizations should comply with age-based laws to increase opportunities for older workers. The human resource practices should be accommodative to construct a positive social environment that appreciates all employees. Organizations should also help older workers to improve themselves by offering guidance or financial help. The government should partner with organizations to address remunerations for older workers since rapid aging limits the financial ability of the retiring workers, thus increasing dependency.
Conclusion
In conclusion, training is directly linked to organizational performance. Employee development improves the technical ability, psychological, cognitive, and emotional aspects of employees. Training can be traditional or technology-based, depending on the objective and cost. Younger employees prefer technology-based training, while older employees prefer traditional training methods. The differences in training preferences can be addressed by offering training options regardless of age, joining different training methods and types, and evaluating the most effective. Older workers in organizations can be addressed by encouraging self-regulation, protection under the law, and considerable remuneration to provide a stable financial base in retirement.
References
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