23 May HRM Forum
The training paradox is an interesting issue that is affecting both the employer and employees of an organization. “Some businesses think that if you train your staff, they are not just more valuable to you, they are also more valuable to your competitors” (Marshall, 2008). “At the same time, if a company provides a large number of training and learning opportunities, it is more likely to retain workers because it creates an interesting and challenging environment. Increasing an individual’s employability outside the company simultaneously increases his or her job security and desire to stay with the current employer “(Cascio, 2013, p.295).
An organization that values highly motivated employees that gravitate to exciting work environments can encompass the just-in-time training method. This approach creates an ongoing “training” or “developing” for the employee. Instead of taking an employee and implementing the standard 4-6 week training, the complex roles that they were hired for are unbundled and rolled out in a way that can be learned quickly. Once the employees grasp the concept of the initial tasks and they are able to perform them skillfully, other tasks and responsibilities are added. “The goal is continually keep adding new responsibilities, coaching them, engaging them to be a part of the organization” (Marshall, 2008).
After holding my position as a respiratory therapist for 10 years, I was given the opportunity to step away from the bedside and learn about the world of EHR. I was able to gain knowledge and expand my career by becoming a director in my facility. Now, after 4 years as a director, my employer encouraged me to further my education and step outside my comfort zone and attain my MBA. Although I am primarily funding my own education, I am receiving some compensation from my employer. The opportunity that I am being given is worth more to me than just the dollar amount. Should I decide to voluntary leave before my commitment period ends, repayment of some or all of the education assistance provided is required. Because of the time that is given to me by my employer to concentrate on my education, I feel a sense of loyalty to my company to continue to contribute my knowledge and talents to improve our overall organization. The mutual respect attributes to the balance of employee and employer and it is a win-win situation when an organization invests their highly skilled, motivated employees.
References
Cascio, W.F. (2013). Managing Human Resources Productivity, Quality of Work Life, Profits. New York: McGraw-Hill/Irwin.
Marshall, T. (2008). Marshall, Toby (2008). Train Them and They’re More Valuable to Me and My Competitors. http://EzineArticles.com/expert/Toby_Marshall/222912.
[1] Main forum post was: HRM literature and practice are well-aware of a very interesting training phenomenon which is referred to as TRANING PARADOX. Training paradox means the following: employee training often results in two contradictory outcomes for the organization. By offering training, organizations increase employees’ job security and desire to stay with the current employer. However, organizations simultaneously increase an individual’s employability outside the company.
It creates a big challenge for organizations. On the one hand, they may be reluctant to offer training as they may think they increase employability of their employees in the outside market, and, therefore, may lose them. On the other hand, organizations may lose employees if no training is offered, as employees require interesting and challenging jobs that lead to constant skill development. How should organizations handle this? Where is the most optimal compromise? Please support your answer by the material from internal and external sources. Share your own experience if applicable.
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