Lack of training means wasted time and skills

Hulm, Carol
April 2004
IT Training;Apr2004, p10
Trade Publication
At a recent speaking engagement, my topic included the tactics to get business units to invest in e-learning. Training is still seen as an add-on by many parts of the business world, when the bottom line is that you will be more productive if you have a competent workforce. E-learning should be embedded into human resource strategies such as the induction program. They mapped out all working practices against relevant learning outcomes needed to get the job done. Most of them are inclined to look at the person and not the job, but it's the job that people are assessed and paid against. The payoff for managers is a more competent team, with increased morale, doing a better job. Most of us look at the person and not the job, but it's the job people are assessed and paid against. So when someone is promoted, resigns or progresses, the job and associated competencies should be reassessed, not just the person. This means business managers can see the benefit of spending time doing the learning as opposed to doing the job.


Related Articles

  • A Case Study in Applying Adult Learning Theory in Developing Managers. Daloisio, Tony; Firestone, Marsha // Training & Development Journal;Feb83, Vol. 37 Issue 2, p73 

    Presents a case study in applying adult learning theory in developing managers. Assumptions underlying the andragogical model developed by Malcolm Knowles; Perceived weaknesses of trainees; Assessment and development of competencies.

  • Chapter 1: How to Lead Learning Organizations. Nilson, Carolyn // How to Manage Training;2003, p1 

    Chapter 1 of the book "How To Manage Training" is presented. It focuses on leading a training organization and discusses the different situations, values and concepts the training manager can focus on. It explains the difference of training from generations ago to the training as of 2003 and the...

  • Honesty is best engaging policy. Brockett, James // People Management;12/28/2006, Vol. 12 Issue 25, p10 

    The article presents the views of Martyn Phillips, the HR director at B&Q PLC, on HR policy. Phillips argues that being frank with the workforce helped the company cope when it had to make a quarter of its staff redundant in summer 2005. It used five-point satisfaction surveys to establish the...

  • Hackett: Knowledge Is Power. Hackett, James P. // Grand Rapids Business Journal;6/20/2005, Vol. 23 Issue 25, p5 

    Presents an interview with Jim Hackett, CEO of Steelcase, regarding the role of employees in a business. Background of his career in the company; Comments on the closure of its manufacturing operations in Grand Rapids, Michigan; Efforts in building knowledge networks from diverse human...

  • UK Organisations lack effective leadership skills.  // IT Training;Jul2005, p66 

    The article reports that around two-thirds (65%) of the British training managers believe there is a shortage of effective leaders. This is the result of the Chartered Institute of Personnel and Development's 2005 Training and Development survey. In response to this leadership deficit, 85% of...

  • DOES YOUR MANAGEMENT STYLE HELP OR HINDER EMPLOYEES? Feuer, Michael // Smart Business Los Angeles;Mar2012, Vol. 7 Issue 9, p30 

    The author discusses the management styles that either obstruct or motivate the labor force. Topics covered include the disadvantage of undertaking many responsibilities due to the refusal to delegate tasks, evaluation of the skills of junior personnel that are suitable in a project and...

  • Uneasy sits the head that is wearing the HR crown. Charlton, John // Training & Coaching Today;Oct2007, p34 

    The article talks about the emergence of the chief learning officer (CLO) and the rise and rise of skills. The real business benefit emanating from human resource (HR) departments is the continuing skilling of the workforce, through the training and learning and development arm. Darren Shirlaws,...

  • Making the Case for Learning. Sugrue, Brenda // T+D;Oct2004, Vol. 58 Issue 10, p75 

    This article focuses on the value of learning to an organization. Recognizing learning as the primary vehicle for building human capital is the logical argument for the value of learning. In the new economy, work is primarily intellectual, and human capital is a competitive advantage for both...

  • Action-Reflection Learning. Marscik, Victoria J.; Cederholm, Lars; Turner, Ernie; Pearson, Tony // Training & Development;Aug92, Vol. 46 Issue 8, p63 

    Discusses the concept of action-reflection learning. Instructional strategies; Human resource development (HRD) concepts and models; Training that takes the form of an actual business problem for teams of learners to solve together. INSET: ARL Case Studies.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics