Discuss about the Redefining Workplace Learning For The 21st Century.
There is an emerging interest in the workplace learning which brings an interest in setting to maintain the workplace competencies while securing the skills throughout working life, which become prominent priorities for industry, governments, and workers, globally. Because of such priorities there are emerging demands and interest in the provision of workplace experiences. The workplace experience and learning seem to offer an effective human for meeting specific enterprise skills and working life and maintaining the effectiveness of workers with those who are marginalized because of disabilities or structured opportunities for skill development (Billett, Harteis, & Etelapelto, 2008).
The human resource development paradigm has shifted to workplace performance and training. The workplace can be an office, organization, a shop or even a home. The workplace learning is the exploration of trends in the Global market of workplace learning which can assist us to better comprehend the workplace learning stakeholders and connect with them. The workplace learning is considered as a dynamic process to mitigate the problems of the workplace (Lee & Lai, 2012).
The workplace learning is an effort which is generally initiated by the organization to foster development and learning among its workers that is oriented towards broadening the skills of the individual for the future responsibility. The training and development are designed to improve the aims of the employees and is a continuous effort in meeting the organizational performance as a goal to improve the performance and capacity of the employees. The HRM plays a prominent role in the economic development of most developed countries like Japan and Britain America. In the developing countries like Asian countries, with their financial support and natural sources, the organization can also experience the success in the economy, if the appropriate attention is given to the learning and development of human resources. Every activity and factor in the organization involve people and it has been studied that an organization cannot be successful if their employees are not well equipped with the ability, knowledge, skills, and competence (Hart, 2018).
The workplace learning in the organization is considered as a learning activity to grasp better knowledge and skills which are needed to perform a task efficiently. The idea of workplace learning is the requirement for greater safety and productivity in the operation of any task or equipment. To perform well on the job site, the employees needs to come up with skills, desired knowledge, and abilities, which require proper training programs. This will consequently result in the profitability and reputation of the company or it may break (Engetou, 2017).
While designing the training programs, various learning theories are applied to come up with various transparent methods and to help the learner acquire the behavior which is required for effective work performance. The first factor is the motivation which implies that highly motivated the training, the more fast and efficient a new knowledge or skill is learnt. The second factor is the Cue in which the learner recognize the related cues and associate them with related responses. The third factor is responses in which the training must be immediately followed by consistent, timely and positive reinforcement. The last factor is the feedback in which the learner gets the quality of response. It has also been studied that if the workplace learning requirements are being analyzed properly and the programs are organized properly and conducted to address the requirements of the individuals, it will help in improving not only the performance of the employees, but the overall organization. This is because it supplements the vision and workers of the organization. It is thus important for organizations to keep their employees up to date which will help in going a long way to increase the overall success of the organization along with the profitability (Khan & Khan, 2011).
To manage the training budgets and employees are no different than managing the sales, marketing, and IT investment in the organization. It provides the information on how much money, how much time, and how many resources are required to run different programs, and advantages that are generated in return. The primary aim of the training is the development of competencies, behaviors, and skills, which are required by the organization to meet the skills, which also impact the training. However, the impact of training in the organization can be maximized by identifying the training activities or courses which are needed for the development of competencies, desire skills, and behaviors, through the identification of the potential impact of competencies, new skills, and behavior on the organization and the resources, cost, and time required for the development after capturing the potential benefits and cost of various training programs. The training resources and budgets can be optimized in a number of methods which comprise of evaluating the impact of delivery options, evaluating what didn’t work, and what have worked, and why, while conducting multiple what if scenarios and comparing build versus buy options (Mamoukaris, 2012).
To capture the outcome and the cost of training activity, there are the building blocks, which can be used by the HR using various combinations of the specific skills, behaviors, and competencies of the individuals. The HR also need to evaluate the feasibility of technology based solutions like performance support system, Computer Based training, synchronous and asynchronous internet based training, which are cost-effective options. The HR can also identify the cost breakdown that is, training, delivery, development, support, etc. as well as their location in terms of internal as well as external resources, which is critical for the optimization of training resources and budget while defining the resulting competency, skills, and behaviors. Each activity can be linked to multiple or 1 skill or behavior and there is no limit on the number of behavior skills that can be identified by the organization (Bahlis, 2011). They also need to determine the plausible delivery options and the primary objective of this step is to identify the ability of delivery options in learners and organizational requirements including budget and time limitation, instructional design, Strategies, and motivation and attitude. The HR may also determine the resources and cost to allow for the evaluation of delivery options as well as building options by decisions which in which the training cost can be divided into main groups. This group comprises of development, hardware, Administrative, Management, delivery, and support. After the identification, the HR need to compile the data for each individual with learning and training responsibility that can compile the data to manage their own resources and budget through this. The HR can uncover the cost of business while determining the resources and budget required running one or multiple training programs as well as finding out where the money is being spent. The HR need to identify the true cost of training through implementing the proper management skills. The HR also needs to minimize the waste and application, while reducing the time required to prepare for cost and budget. They also need to benchmark the training investment by generating the benchmark reports, including percentage of payroll, expenditure for employee, percentage of expenditure going to external organizations, uses of alternate technology, etc. while exploring the investment over time to the coworkers and the competition (Labrador, 2012).
The concept of succession planning can be implemented by the organization for accommodating the need for employee training. The succession planning is a decision made by the organization to promote and foster the continual development of the workforce and make sure that the key positions maintain the measure of stability by enabling an organization to achieve their objectives.
The succession planning uses the replacement approach while focusing on the some of the positions like executive level. The succession planning involve into a process that can be used to assess, identify, and develop, the employee skills, knowledge, and abilities, to meet the current and future requirements of the organization and replenish the HR of the organization at a specific work level. It also helps in making sure that a continuous supply of talent by assisting the employees develop their potential which helps in increasing the profitability of the company. There are some practices in succession planning, which help in meeting the objectives and goals of the organization. Some of the practices include knowing what kind of jobs would cause a significant loss to the organization and knowing what employees are interested in, while providing them enough work through workforce training. It also requires significant investment to make sure that employments have structured, and appropriate learning, training, and development opportunities to fulfill their potential. This also requires aligning successful planning with anticipated and current business objectives and goals after analyzing the potential employees for the organization based on the potential and interest for success in a key position. The organization needs to make sure that these candidates have access to development opportunities and focused learning. Some of the key points when developing the learning are the action plans which should focus on removing or decreasing the capital in the current knowledge, ability, skills, of candidates. The organizations also need to manage the expectations which are based on development and learning to fulfill the potential of the employee rather than filling up the vacancy. There is also a wide range of development and learning opportunities to consider which includes formal training, job locations, and job assignment, etc. Organization also need to make sure that there are appropriate strategies which are in place to support the movement of knowledge, skills, to employees for their jobs which include comprising of establishing communities, documenting critical knowledge, and coaching and mentoring or job shadowing (Hart, 2018).
There is an impact on work and people due to the changing environment which require identification of all the possibilities through several strong factors that have emerged due to the globalization, technology, and demographics, and other aspects. The culture of the organization and its structure has been impacted in the future. The organizational models will be turned into many states and will play an important role in the society. The business model will specialize in creating the rise of collaborative networks and the fundamental changes to the environmental agenda to business strategy. The role of human resource will also undergo fundamental changes and the HR need to focus and must have a proactive mindset while influencing many other factors of the business (Kulkarni, 2013). Due to the technology age, various countries operate with ubiquitous wireless networks that allow entertainment, commercial track, which can be handled by every individual but it also requires the training. Thus, the HR need to pinpoint exactly what is needed by the organization and how it can be available to the existing employees of the organization and what kind of training is required by the employees to effectively perform the task. To manage the people, the HR need to invest huge cost drive for robust analysis and metrics while considering all the factors like productivity, employee engagement, and performance, which need to be measured systematically and the accessing the leadership on a daily basis (Rendell, 2017).
It has been scrutinized from this essay that training is prominent for the survival of any organization. It also helps in adapting the challenging and changing business environment and technology for better performance, which increase the knowledge and problem solving skills of the employees. It has also been studied that the training and development impact the performance of the employees and effectiveness of the organization which implies that various efforts must be made by the organization to make sure that employee’s knowledge and skills are fully underutilized through training design and implementation (Falola, Osibanjo, & Ojo, 2014). Also, management is also required to take into consideration the training requirement of each employee and act as appropriate.
References
Bahlis, J. (2011). How to Effectively Manage and Optimize Training Budgets and Resources. Retrieved from https://www.bnhexpertsoft.com/wp-content/uploads/2017/06/11How-to-Effectively-Manage-and-Optimize.pdf
Billett, S., Harteis, C., & Etelapelto, A. (2008). Emerging Perspectives of Workplace Learning. Retrieved from https://www.sensepublishers.com/media/357-emerging-perspectives-of-workplace-learning.pdf
Engetou, E. (2017). The impact of training and development on organizational performance. Retrieved from https://www.theseus.fi/bitstream/handle/10024/133220/Engetou%20Enga..pdf?sequence=1&isAllowed=y
Falola, H., Osibanjo, A., & Ojo, S. (2014). Effectiveness of training and development on employees’ performance and organisation competitiveness. Retrieved from https://webbut.unitbv.ro/BU2014/Series%20V/BULETIN%20V%20PDF/22_FALOLA%2029.06-MARE.pdf
Hart, J. (2018). Introduction to Modern Workplace Learning in 2018. Retrieved from https://modernworkplacelearning.com/wp-content/uploads/2017/12/MWL2018-Part1.pdf
Khan, R., & Khan, F. (2011). Impact of Training and Development on Organizational Performance. Global Journal of Management and Business Research, 11(7), 1-7. Retrieved from https://globaljournals.org/GJMBR_Volume11/8-Impact-of-Training-and-Development-on-Organizational-Performance.pdf
Kulkarni, M. (2013). A literature review on training & development and quality of work life. Journal of Arts, Science & Commerce, 4(2), 1-8. Retrieved from https://www.researchersworld.com/vol4/issue2/Paper_20.pdf
Labrador, N. (2012). Human resource planning: Reference Tools. Retrieved from https://www.exec.gov.nl.ca/exec/hrs/publications/HR_Resource_Binder.pdf
Lee, L., & Lai, C. (2012). Global Trends in Workplace Learning. Retrieved from https://files.eric.ed.gov/fulltext/ED533404.pdf
Mamoukaris, K. (2012). Decision Support System for Training Budget Management. Retrieved from https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.551.977&rep=rep1&type=pdf
Rendell, M. (2017). Managing tomorrow’s people: The future of work to 2020.
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