Training Introduction Efforts to conform to the ever growing competition and the pressure to maintain a competitive advantage has forced many organizations to regularly train employees on how to handle tasks, operate machines, and improve their performance (Hollenbeck et. Al., 2007). The 21st century has transformed business entities into accepting training and development as part of a formal business function. It has become an essential tool in measuring and assessing employee performance as well as determining the rise in employee ranks.
Training, in the current competitive business world, has proved to be the best way through which employee performance can be improved (Bartlett, 2001). Therefore, there are high chances that after a training session, employees can perform better because training is a good way through which morale can be developed in employees. Literally, employees are able to turn around their attitudes during a training session. from negative to positive. In addition, training is a good avenue through which employees acquire new and essential skills. This transforms into improved work performance since they will be in a position to apply them effectively.
The primary and quick way to assess the impact of training among employees is through observing behavior change. Learning has the ability to shape behavior (Hollenbeck et. Al., 2007). This gives an indication that the training has had an impact on employees and thus there is a high chance that the same will be reflected in performance. For effective measuring of behavior, it is good to observe behavior before and after training. Another important way of assessing the impact of training is through feedback and reactions. It is good to provide employees with a platform through which they can channel their feedbacks after training. Watch out for the reactions in the feedback. If they give negative comments about the training, it is likely that they cannot transfer any information to improve performance.
Proficiency can be measured in various ways. Ability of employees to lead in making changes, leading teams, capability to produce results, and the effectiveness in building coalitions. All these proficiencies have five levels each. At level five, an employee is said to be an expert through the ability to apply the competency in very tough situations by creatively coming up with new and improved methods and aligning them to the vision and mission of the organization.
Even though training is an important tool in every organization, it actually does not make sense if it has no impact to the employees. Therefore, organizers must be in a position to ensure that training is only administered when necessary. This makes it easy for employees to enjoy and actively pick up the knowledge shared.
Bartlett, K. R. (2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12(4), 335-352.
Hollenbeck, J. R., Gerhart, B., &amp. Wright, P. M. (2007). Human resource management: Gaining a competitive advantage. Chicago: Irwin.