Human Resource Personnel Problem

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Human resource management is a branch dealing with the regulation of human capital. The most significant problem we have in human resources is that the majority of staff are under-equipped. It then leads to poor results at work. When we speak about human resources, we mean the people who work for a business, an organization, or a segment of the economy (Athanasios 662). Human resources are important in the creation of an enterprise since they supply labor for manufacturing. For the human resource personnel to provide an efficient workforce, training must be done so that they are equipped with knowledge on how to work. Exercise is an organizational function or intervention that involves a set of activities aimed at facilitating learning of knowledge, skills, and attitudes among its people in the organization to improve their current work performance thus contributing to the achievement of organizational goals. Human resource training goes hand in hand with development whereby development is a long-term planned effort that enhances the growth of human resources thus achieving the goals of the organization.

Training of personnel becomes strategic when it takes into account the long-term goals of an organization and objectives at large. It is good to note that an organization has long term, short term, and intermediate goals. If development is needed in the business, then long-term goals are emphasized (Derek 10). The goals that can necessitate the training of employees include the development of new and better products, developing the workforce with competencies and strategy, and expansion of the business to a global market. New products in an organization need people that know how to handle them, keep and store the products when necessary, and also market them appropriately. An organization, therefore, uses the opportunity to train its members so that they can make more profit and minimize losses.

The Importance of Training

Training increases organizational commitment

Employees become committed to the organization when they have the necessary skills to perform tasks in the firm. Their level of knowledge increases and they can know why their input in the business is necessary for the achievement of organizational goals and objectives. The employees also work hard so that their effort can be recognized and through this, they can be rewarded and promoted with time (Hoover 36). Training, therefore, improves the commitment levels of workers in the business.

Training develops the cognitive and spiritual dimensions of the employee

Work does not teach individuals to concentrate on the daily targets or their workplaces only but also teaches other things outside of work. Trained personnel are intelligent and can overcome challenges easily through critical thinking. They can adjust to various working conditions thus improving production in the firm. The other aspect is the spiritual development whereby the worker integrates the understanding of religion to work. Spiritual development helps one to make sound decisions that benefit the firm. Employees can do their work faithfully without cheating thus improving productivity.

Training improves job performance.

Performance at the workplace depends on the knowledge that the person has about his work and commitment levels in the job. If a person has unskilled labor, they become a burden in the business because the services provided are poor. They are not able to satisfy the needs of the customers and thus can lead to underperformance of the firm (Tannenbaum 400). However, training equips the individual with skills and confidence in doing the work correctly thus the performance increases. Performance is helpful to the employee because it is used in promotion and as a payment criterion in business.

The Solution

Training needs analysis.

It involves the determination of the specific training necessary to improve the current abilities and knowledge of the employee. The data required for analysis can come from the supervisors and the clients because they are the one who observes the services provided by the worker. At the same time, monthly evaluation reports provide the gaps that are present so that training can be focused on those areas. Information from the customers can be gotten from data collection tools like the questionnaires and surveys. There are other sources that can be used to identify the needs to include long-range human resource plans for the company, other organization’s practices and also legislation requirements. After the identification of the above methods, the appropriate methods of training are set. The use of visual aids and demonstrations makes the training more effective than mere teaching (William 6). The training of staff in an organization is usually done by training staff of the organization and sometimes outside personnel. Objectives should be set so that it is easy to know the areas to deal with and the duration of the training exercise.

Implementation of the training

The training process requires that all the necessary materials for the function to be mobilized before the actual training starts. Implementation will involve logistics part to include the venue, budget, equipment, transport, and mobilization of the participants. Most training is done within the company, but others can be done from outside. We have seen employees taking a leave, and they go for training for a given period, and they come back. The specific training skills are classified into technical and behavioral skills (Athanasios 662). They train the individual on how to improve service provision by the use of hands and the knowledge they have on the job. Behavioral skills on the other hand train the individual on how to relate to the fellow employees and customers. They improve the learning competencies and attitudes of the worker towards work and coworkers.

Training Evaluation

Training evaluation is the last phase of the process which requires the assessment of the conduct of training activity. The evaluation part focuses on the success or failure of the programme. It is right to say that training evaluation cannot be done immediately the training process is over. It takes time for the employee to adapt to the new changes and therefore the human resource managers ensure that they evaluate the workers at a given period. The assessment of the success is mainly based on the achievement of a previously set objective. If the objective was not met, but the employee showed some improvement, then reinforcement is required to strengthen the area of practice and improve the effort put by the worker on the job.

Levels of evaluating the training process are available, and they can be used by the human resource manager where applicable. There are four levels to include: reaction, learning, behavioral change and the impact on the organization (Tannenbaum 420). The above levels are well applicable immediately after the training. The first one is reaction whereby the employee gives their views on the training, how it was conducted and if it changed or added anything on what they knew before. The reaction is either positive or negative. Learning can be evaluated by asking questions and seeing the amount of knowledge added or possessed by the employee on that given topic. Behavioral change takes some time, and it may become a problem to detect, but the managers have a responsibility to observe on behavior change.

Challenges Facing Human Resource Training.

Human Resource training can also come with its fair bit of challenges that are here and there. It could lead to making the training becoming difficult, or it could also lead to the slowness of the whole process, unlike the way it was much anticipated generally. Some of the challenges that could be faced in Human Resource Training include the following in particular:

One of the greatest challenges that a company would first think of generally is the issue to do with the cost of the training. Training just like any activity in the company must always have the money and equipment to carry out this exercise efficiently. It is important that even a good venue is booked where the whole process can be conducted without having much interference from anyone who is the place (William 6). It is also important that very handy equipment is available that can be able to demonstrate how effective the whole process is or how the whole process should be. However, the secret is that it does not have to cost a lot of money for the company to carry out the whole process.

Conclusion.

Training of personnel is key in any organization. It involves the sharpening of skills of already existing employees in the organization. Among its many advantages, it’s the fact that it helps everyone understand the workplace diversity. In doing so, it insists on the need for the maximum output with less input. It always sees to it that any organization is the best regarding the provision of the services that it offers. In this, there can retain their customers and even attract more. Therefore a human personnel training is a way to go!

Works cited

Athanasios, Chatzimouratidis. “Decision support systems for Human resource training and development.” international journal of Human Resource (March1, 2012): 23:4; 662.

Derek, Torrington. “Human Resourse management.” Journal of pearson Education (2010): 8-15.

Hoover, John. “How workto work for an idiot: Survive and Thrive without Killing Your Boss.” Peerly Journal (April 2015): 30-45.

Tannenbaum, S. “Training and Development in Work organizations .” Annual Review of psychology (January 2010): 43(1): 399-441.

William, Rothwell. “The Strategic Development of Talent. .” Human Resource Development press (2012): 4-8.

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