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Challengers of Training and Development of Professionals




        

Introduction

For most companies, the highest priority when it comes to allocating training resources is increasing the effectiveness of training programs. This is hardly surprising because both executives and learners benefit from training that’s optimized to save time and money while delivering all its learning promises (Erasmus, et al., 2006). Yet despite careful resource allocation, many companies still find their training to be ineffective or only partially effective in achieving its goals. This is usually because of a few common issues with training and development. These training challenges range from a time-poor and sometimes dispersed workforce to limiting costs while improving engagement, and catering for diverse learning preferences. 

 

Dealing with Change

Organizational transformation is difficult and more common than it has ever been. The main problem stated by Learning and Development (L&D) professionals is dealing with changes brought on by mergers, acquisitions, technology, budgets, and staffing (Homer, 2007).


Developing Leaders

Leadership development is a difficult task in many workplaces. To support their success, businesses must develop leaders at all levels, from the front lines to the CEO (Erasmus, et al., 2006).



Engaging Leaners

Professionals in learning and development must emphasize the importance of learning and development. Other important activities or objectives appear to win over far too often. Attendance, active participation, and follow-through are difficult to achieve (Oregon, 2004).


Delivering Consistent Training

When a company is multinational or geographically spread, offering continuous training becomes more difficult. Geographic limits, increasing prices, language obstacles, translation issues, and virtual training needs are some of the most prevalent training and development challenges (Homer, 2007).


Tracking Skills Application

Finding the "stickiness" or long-term viability of a training program is difficult at best. Professionals in learning and development must devise and implement a method to ensure that skills are learnt and applied in the actual world (Homer, 2007).


Improving Learning Effectiveness

It is critical to provide effective training to students. There are so many topics to cover, and many of them necessitate distinct delivery methods to ensure effective skill development. When organizing any training session, it's critical to ask the correct questions and establish the desired results (Erasmus, et al., 2006).

 

Conclusion

Many of the difficulties that learning and development teams face, such as providing compelling material, collaborative, flexible, and distraction-free learning environments that can be accessible at anytime, anywhere in the world, can be addressed using these technologies.


 

References

Erasmus, B. J., Loedolff, P. V., Mda, T. & Nel, P. S., 2006. Management Training and Development. Cape Town: Oxford University Press.

Homer, M., 2007. Industrial and Commercial training. In: Skills and competency management. s.l.:s.n., pp. 59-62.

Oregon, L., 2004. Staff Training and Development. 1st Edition ed. New Jersy: Pearson Publishers .

Comments

  1. Nilushi FernandoMay 6, 2022 at 9:15 PM

    Hi Janani, I agree with your post. In order to enhance efficiency and to get duties done in a systematic manner training and development is important as it bridges the gap between the job requirement and the present capabilities of the employee. Like other activities of the organisation, training also requires time, energy and money. (Topno, H., 2012).

    ReplyDelete
    Replies
    1. Janani GunarathneMay 8, 2022 at 3:09 AM

      Hi Nilushi, Thank you for your comment. Over the last three decades, employee training and development has become a large educational activity. This rise is linked to a desire in the workplace for employees at all levels to enhance their performance in their current positions, learn new skills and information, and advance their careers in a changing workplace(Armstrong, 2001; Craig, 1987).

      Delete
  2. Thanuja SajaniMay 14, 2022 at 3:27 AM

    hi Jayani ,
    I agree with your post.
    Personalization is one of them. Each organization is unique. Some have tradition in using T&D, others do not. Some have a culture of learning and innovation, and others have a culture of tradition. Some need very qualified employees, others need flexible employees…. So T&D must be used accordingly and the methods, instruments, and tools that we can use must be chosen and/or built to meet the needs and resources of each company. “Copy and paste”is not a guideline to use in T&D (Ferreira,2016)

    ReplyDelete
  3. Shashith AthaudaMay 15, 2022 at 12:55 AM

    Hi Janani, Abdullah, (2009) has identified lack of Human resource development professional as a major drwaback towards the T&D process where, the positions of older workers and lesser importance given by managerial workers to hold T&D programs and operational employeees to attend to T&D programs had been identified as the major barriers to Training and Development (Abdullah,2009)

    ReplyDelete

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