Free Gary Learn Articles Essay Sample

The article was written by Gary Lear and it’s about training as well as development. It tries to establish the connection between training and performance levels. It provides evidence that training actually provide value to organizational performance. However, not every training program will be beneficial to an organization in terms of performance improvement. There are those specific areas that training should focus and place efforts as well as resources on in order to realize success. The article presents a research done by Resource Development Systems on the factors that bring about differences in organizational performance.

 
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In their research, they identified seven high performance elements which include people, trust, personal responsibility, vision, leadership, strengths and innovation. Among these elements, focusing on people became the most dominant element as far as organizational performance is concerned. People in this context refer to organizational employees and focusing on them entails interaction as well as engagement. Training is vital and organizational management should identify training needs and react to them accordingly. The article presents a discussion on whether certain kinds of training really make a difference on performance level than others. In this regard, the research identified three kinds of training, i.e. business training skills, technical training skills and fundamental skills training.

According to the article, the key training programs perceived to make a difference on organizational performance focus on areas such as culture, operations, relationships and engagement. Organizations need to find ways on how to deliver the core training programs with regard to specific areas identified. However, most organizational managements have poor leadership and development skills and conducting training programs is a challenge to them. To realize success in training programs, organizations need to come up with a training and development strategy, which should be adhered to strictly.

The intricacies of the research conducted by Resource Development Systems delve deeper into the seven high-performance elements identified. Trust emerges as a cornerstone, emphasizing the need for a trustworthy organizational environment. Personal responsibility underscores the significance of individual commitment and accountability, while vision highlights the importance of a shared organizational goal. Leadership, another pivotal element, extends beyond the conventional scope to encompass visionary and transformative leadership styles. Strengths and innovation emphasize harnessing individual and collective strengths, coupled with a culture of innovation, as catalysts for organizational success.

The article nuances the types of training programs, elucidating that business training skills encompass strategic acumen and decision-making abilities. Technical training skills go beyond the basics, emphasizing specialization and mastery in specific technical domains. Fundamental skills training forms the foundational base, covering essential skills that contribute to overall organizational competency. Expanding on the identified key training programs, the article highlights the cultural aspect, stressing the need for a workplace culture that aligns with organizational goals. Operational training programs delve into streamlining processes for efficiency gains, while relationship-focused training underscores the importance of fostering positive interactions both within the organization and externally.

Engagement emerges as a critical component, encompassing not only employee engagement but also stakeholder and customer engagement. The article suggests that organizations should tailor their core training programs to address these specific areas for maximum impact on performance. Recognizing the challenge of poor leadership and development skills in organizational management, the article emphasizes that addressing these skills gaps is essential for successful training programs. It goes further to suggest that organizations should invest in leadership development initiatives to enhance the effectiveness of their training programs.

In the quest for success in training and development, the article advocates for the integration of the formulated strategy into the overall organizational strategy. This alignment ensures that training initiatives are not isolated but seamlessly woven into the fabric of the organization's goals and objectives. In essence, the research provides a nuanced understanding of the multifaceted relationship between training and organizational performance, emphasizing the need for targeted strategies that encompass leadership development, cultural alignment, and operational efficiency.

 

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