Can Learning, Training and Development at Work Ever Truly Be Strategic?
Can learning, training and development at work ever truly be strategic?
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Introduction
To be able to understand this concept, we need to understand and grasp the meaning of each of these elements, training, learning and development. However, the literature on these aspects is varied and offers different definitions and hence making the work of defining these elements effectively a much more difficult task. In essence, definition of these terms can not be regarded as simple or straightforward because of the varying viewpoints. For the purpose of this paper, we will employ the following definitions derived from scholarly literature.
Continuous learning in work place is famous buzz phrase. Research shows that people do their best when they think that the job they are in is their best. Contrary to many people’s perceptions, leaning while at work is not attending something like a webinar, programs, or e-modules while in work places. Instead, it relates the embedding learning in the daily work procedures. In work places, learning opportunities particularly through exigent tasks and feedback from such people as mentors, supervisors or peers but the leaning module is in most cases irregular and not inclusive. Learning at work incorporates a set of resources and procedures which transform daily work moments into overt learning experiences (Fiol and Lyles, 1985, 803).
Training employees at work is a good strategy of keeping their skills and knowledge up-to-date. Training workers is poised to improve company profits, employee productivity and motivations and client satisfaction. Simply defined, work training is an approach of preparing workers to perform specific tasks by offering them essential knowledge concerning the task at hand, performance demonstration and employee opportunity for such workers to emulate the demonstration and the consequential feedback
Student:
Professor:
Course title:
Date:
Introduction
To be able to understand this concept, we need to understand and grasp the meaning of each of these elements, training, learning and development. However, the literature on these aspects is varied and offers different definitions and hence making the work of defining these elements effectively a much more difficult task. In essence, definition of these terms can not be regarded as simple or straightforward because of the varying viewpoints. For the purpose of this paper, we will employ the following definitions derived from scholarly literature.
Continuous learning in work place is famous buzz phrase. Research shows that people do their best when they think that the job they are in is their best. Contrary to many people’s perceptions, leaning while at work is not attending something like a webinar, programs, or e-modules while in work places. Instead, it relates the embedding learning in the daily work procedures. In work places, learning opportunities particularly through exigent tasks and feedback from such people as mentors, supervisors or peers but the leaning module is in most cases irregular and not inclusive. Learning at work incorporates a set of resources and procedures which transform daily work moments into overt learning experiences (Fiol and Lyles, 1985, 803).
Training employees at work is a good strategy of keeping their skills and knowledge up-to-date. Training workers is poised to improve company profits, employee productivity and motivations and client satisfaction. Simply defined, work training is an approach of preparing workers to perform specific tasks by offering them essential knowledge concerning the task at hand, performance demonstration and employee opportunity for such workers to emulate the demonstration and the consequential feedback
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