Training vs. Job Placement and the Role of Human Resources Management Technology

Abstract

The purpose of this research is to reveal the potential benefits and difficulties that exist between job placement and in-house training. Web-based technology has benefited placement capabilities within the workplace, and simultaneously scaled training efforts for large corporations. These capabilities have expanded human resources scope and job description, which in turn brings skepticism as for their potential benefits or lack thereof. Placement poses an immediate solution for firms that lack an intrinsic corporate culture necessary to promote developmental training. Emerging human resource trends foreshadow a reliance on technological resources and training for the future and a downturn upon a developmental workforce.

Training vs. job placement and the role of modern human resources technology. In today’s modern workforce, the move for further standardization complements job placement to meet the demands of routine employment. This process is capitalized upon to increase productivity and streamline the hiring process. The pool of placement candidates is continually being restocked by employees changing careers, leaving jobs, or being terminated. The employees benefit by obtaining placement and becoming productive, however the employee becomes somewhat of a third party in the transaction. Human resource professionals have the ability to use placement of employees as well as developmental solutions. Placement influences organizational culture by focusing extrinsic factors, by pulling employee resources from recruitment centers, the internet, and job fairs to name a few. An organization with high employee turnover may benefit from placement, as well as to meet temporary demands to complete a project deadline. Difficult to hire jobs such as high tech industry must rely on placement due to not having the capability or resources to develop an internal workforce. In the modern workforce however, training is the key to obtaining corporate culture. A human resources department may use multi-tiered approach to training, with each phase becoming closer to the job description that the employee was hired into. Corporate culture however does not completely rely on an adequate training program however. Training programs that implement a strategy for employee career development lead to a more productive workforce. Corporations with strong cultural and moral influences are rooted in career developmental goals. It is becoming increasingly accepted that the well motivated employee will increase productivity and motivation when subjected to career development objectives, education assistance, and further job mobility within a company. Training programs benefit the individual by introducing them to the workplace’s expectations and allowing a motivating potential to occur. The potential for motivation exists when an employee understands that they are getting a compensation outside of the routine nature of their job description. A benefit an employee can utilize in another job, or take with them in their life outside of work. However, these types of developmental programs are becoming less and less. Developmental training seems to complement a strong supply of skilled trades workers, such as the manufacturing industry. It is important to note that the more workers that are available in an industry, the easier it is to scale human resources activities utilizing an electronic training method such as presentations or media instruction.
A myriad of web based solutions are available to the small business owner wishing to make use of training with little time or overhead spent in terms of management to employee relations. The web based solutions present an alternative to singly training each employee, however they cannot employ all resources of an effective training program on each level (orientation, analysis, developmental). As management to employee relations become more reliant on technology, the learning curve for employees to adapt to their job on their discretion becomes more of a strain on organizational goals than a benefit in some settings.
Achieving organizational goals should be the approach of developmental programs, which should tailor productivity of employees through the use of technology, rather than a burden on core culture. Through the use of behavior modification psychological counseling can help employees adjust while maintaining flexible work attitudes. Third party counseling programs are an affective management tool, without being to intrusive, however they are only effective if the employee utilizes them.
Orientation can be the strongest indicator for a return on the human capitol investment for developmental programs. If employees begin using the developmental programs, due to management’s analysis of employee productivity, the situation can be further controlled or streamlined with human resources databases. Technology in this sense has become an indicator of change whereas in the past training beyond job specification was considered industry-wide uncompetitive. For example, an effective apprenticeship skill is applied to an employee to benefit them outside of their core responsibilities, which in turn strengthens industry as a whole. Training costs can be considered somewhat shared costs from different corporations in an industry, but should not be dependant on the employee.
Training programs should address known problems or potential threats faced by employees during the initial orientation. Topics such as absenteeism, burnout, performance, risk management, and family services cover some of the core areas of employees concern. Role conflict and stress management programs promote welfare of employees and safety due to mishaps happening under stress or fatigue. A good orientation program is the foundation for success however, if it is not built upon by follow-up and developmental programs, it can quickly become routine or mechanical rather than proactive.
Human resource managers then provide the necessary steps to adapt the employee to the job at hand by utilizing their own unique skills. It is important that during this process the bar is not set too high for potential candidates to take advantage. Corporate culture plays a unique role as this will help smooth the transition of manager-to-employee relationships.

Kay J Bunch. Human Resource Development Review. Thousand Oaks: Jun 2007. Vol. 6, Iss. 2; pg. 142, 22 pgs

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