In previous times, most organizations did not have training high on their agendas. They held the traditional view that managers were born and not made. There were also some views that training was very costly and not worthwhile.
Training came about as early as the 1930s to 1940s when the focus of Human Resources Management shifted from a focus on worker efficiency and skills to employee satisfaction. This shift was pronounced after World War II, when a shortage of skilled labor forced companies to pay more attention to workers’ needs. “Employers, influenced by the famous Hawthorne productivity studies and similar research, began to highlight personal development and enhanced working conditions as a way of motivating employees” (Referenceforbusiness.com). By the end of the 1970s, almost all medium-sized and large companies and institutions had some type of Human Resources Management program in place to handle training, recruitment, regulatory compliance, dismissal, and other related issues.
Training and development programs are introduced to organizations to improve the knowledge, skills, and abilities of employees. In addition, development and training programs are essential for an organization to successfully train and educate their employees. The quality and variety of the training companies provide is key for motivation. Reasons for training range from new-hire training about your operation to introducing a new concept to a workgroup. Quality training and development programs are essential in keeping the staff motivated about learning new concepts and keeping the department profitable.
Training is an educational process. People can learn new information, re-learn and reinforce existing knowledge and skills, and most importantly have time to think and consider what new options can help them improve their effectiveness at work. Effective trainings convey relevant and useful information that inform participants and develop skills and behaviors that can be...