Training and development: Difference between revisions

Revision as of 20:04, 26 September 2024

Revision as of 18:19, 27 September 2024

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* better knowledge of policies and organization's goals

* improved customer valuation<ref name=":14">{{Cite web |title=The Importance of Training Employees: 11 Benefits |url=https://www.indeed.com/career-advice/career-development/importance-of-training |access-date=2020-11-29 |website=Indeed Career Guide |language=en-us}}</ref>

* Enhancements in public service motivation among public employees<ref name="cac">{{Cite journal |lastlast1=Chen |firstfirst1=Chung-An |last2=Hsieh |first2=Chih-Wei |last3=Chen |first3=Don-Yun |date=March 2021 |title=Can Training Enhance Public Employees’Employees' Public Service Motivation? A Pretest–Posttest Design |url=http://journals.sagepub.com/doi/10.1177/0734371X19872244 |journal=Review of Public Personnel Administration |language=en |volume=41 |issue=1 |pages=194–215 |doi=10.1177/0734371X19872244 |hdl=10356/149992 |issn=0734-371X}}</ref>

However, training and development may lead to adverse outcomes if it is not strategic and goal-oriented.<ref>{{Cite book|title=Learning and development|last=Rebecca|first=Page-Tickell|isbn=9780749469894|edition= 1st|___location=London|oclc=883248797|date = 3 July 2014}}</ref> Additionally, there is a lack of consensus on the long-term outcomes of training investments;<ref name="sq">{{Cite journal |lastlast1=Quratulain |firstfirst1=Samina |last2=Khan |first2=Abdul Karim |last3=Sabharwal |first3=Meghna |last4=Javed |first4=Basharat |date=June 2021 |title=Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate |url=http://journals.sagepub.com/doi/10.1177/0734371X19876676 |journal=Review of Public Personnel Administration |language=en |volume=41 |issue=2 |pages=250–273 |doi=10.1177/0734371X19876676 |issn=0734-371X}}</ref> and in the public sector, managers often hold conservative views about the effectiveness of training.<ref name="cac" />

== Barriers and access to training ==

Training and development are crucial to organizational performance, employee career advancement and engagement.<ref>{{cite journal |last1=Hassett |first1=MP |title=The Effect of Access to Training and Development Opportunities, on Rate of Work Engagement Within the U.S. Federal Workforce |journal=Public Personal Management |date=2022 |volume=51 |issue=3 |pages=380-404380–404 |doi=10.1177/00910260221098189 |url=https://journals.sagepub.com/doi/10.1177/00910260221098189}}</ref>

Disparities in training can be caused by several factors, including societal norms and cultural biases that significantly impact the distribution of training opportunities. Stereotypes and implicit biases can undermine the confidence and performance of minority groups to seek out training, affecting their career development.<ref>{{cite journal |last1=Lee |first1=HH |title=Woman and Public Organisation: An Examination of Mentorship and Its Effect on Reporting Workplace Discrimination |journal=Review of Public and Personnel Administration |date=2021 |volume=41 |issue=2 |pages=274-293274–293 |doi=10.1177/0734371X19880578 |url=https://journals.sagepub.com/doi/10.1177/0734371X19880578}}</ref>

The impact of excluding or limiting a person’s access to training and development opportunities can affect both the individual and the organization.

* Disparities in training opportunities can adversely affect individuals from underrepresented groups, leading to slower career progression, reduced employee engagement, and limited professional growth.<ref>{{cite journal |last1=Hassett |first1=MP |title=The Effect of Access to Training and Development Opportunities, on Rate of Work Engagement Within the U.S. Federal Workforce |journal=Public Personal Management |date=2022 |volume=51 |issue=3 |pages=380-404380–404 |doi=10.1177/00910260221098189 |url=https://journals.sagepub.com/doi/10.1177/00910260221098189}}</ref> Individuals may experience lower self-esteem and decreased motivation due to perceived or actual access to development opportunities. For example, if a leadership training program does not have minority representation, individuals may lack the confidence to “break the glass ceiling” and seek out the opportunity for themselves.<ref>{{cite journal |last1=Eddy |first1=S |last2=Ng |first2=AG |title=The glass ceiling in context: the influence of CEO gender, recruitment practices and firm internationalisation on the representation of women in management. |journal=Human Resource Management Journal |date=2017 |volume=27 |pages=133133–151 |doi=10.1111/1748-1518583.12135 |url=https://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12135 |ref=}}</ref>

* When training opportunities are not equitably distributed, organizations may have reduced diversity in leadership and decision-making, which may stifle innovation and hinder organizational performance. Failure to address these disparities can lead to higher turnover rates and lower employee morale.<ref>{{cite journal |last1=Chen |first1=CA |title=Can Training Enhance Public Employees’Employees' Public Service Motivation? A Pretest–Posttest Design |journal=American Society for Public Administration |date=2021 |volume=41 |pages=194-215194–215 |doi=10.1177/0734371X19872244 |hdl=10356/149992 |url=https://journals.sagepub.com/doi/10.1177/0734371X19872244}}</ref>

Management teams that are not diverse can be self-replicating as senior leaders’ demographic characteristics significantly impact the types of programs, policies and practices implemented in the organisation – i.e. there are more likely to be diversity programs if the management team is also diverse.<ref>{{cite journal |last1=Eddy |first1=S |last2=Ng |first2=AG |title=The glass ceiling in context: the influence of CEO gender, recruitment practices and firm internationalisation on the representation of women in management |journal=Human Resource Management Journal |date=2017 |volume=27 |pages=133133–151 |doi=10.1111/1748-1518583.12135 |url=https://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12135}}</ref>

To address these disparities, organizations can implement diversity policies, provide bias training, and establish mentorship programs to support underrepresented groups. These may include:

* implementing inclusive policies for addressing disparities: organizations should establish diversity and inclusion programs that specifically target training and development opportunities for underrepresented groups, which should focus on opportunities for future managers at the bottom of the hierarchy, as advancement to lower-level and middle-level positions is crucial for promotion to upper-level management.<ref>{{cite journal |last1=Eddy |first1=S |last2=Ng |first2=AG |title=The glass ceiling in context: the influence of CEO gender, recruitment practices and firm internationalisation on the representation of women in management. |journal=Human Resource Management Journal |date=2017 |volume=27 |pages=133133–151 |doi=10.1111/1748-1518583.12135 |url=https://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12135}}</ref> These policies can help ensure employees have equal access to career advancement resources and can increase the implementation of mechanisms for reporting discrimination or advancement barriers.<ref>{{cite journal |last1=Lee |first1=HH |title=Woman and Public Organisation: An Examination of Mentorship and Its Effect on Reporting Workplace Discrimination. |journal=Review of Public and Personnel AdministrationReview of Public and Personnel Administration |date=2021 |volume=41 |issue=2 |pages=274-293274–293 |doi=10.1177/0734371X19880578 |url=https://journals.sagepub.com/doi/10.1177/0734371X19880578}}</ref> Some efforts to support diversity and exclusion commitments in workplaces may be enshrined in law, such as the New Zealand Public Service Act 2020.<ref>{{cite web |title=New Zealand Public Service Act 2020 |url=https://legislation.govt.nz/act/public/2020/0040/latest/LMS106159.html |publisher=Legislation New Zealand |access-date=17 September 2024}}</ref>

* Developing mentorship and sponsorship programs: these programs can support underrepresented groups by providing them with guidance, networking opportunities, and advocacy within the organisation. Creating supportive networks for minority and gender groups can provide safe spaces for people identifying as minorities to develop programs that are suited to them and to provide a united voice to report ongoing discrimination.<ref>{{cite journal |last1=Lee |first1=HH |title=Woman and Public Organisation: An Examination of Mentorship and Its Effect on Reporting Workplace Discrimination |journal=Review of Public and Personnel Administration |date=2021 |volume=41 |issue=2 |pages=274-293274–293 |doi=10.1177/0734371X19880578 |url=https://journals.sagepub.com/doi/10.1177/0734371X19880578}}</ref>

* Using data to track and address disparities in training opportunities: this may include censuses<ref>{{cite web |title=Improving diversity and inclusion in the Public Service |url=https://www.publicservice.govt.nz/system/public-service-people/diversity-and-inclusion/improving-diversity-and-inclusion-in-the-public-service |website=Te Kawa Mataaho Public Service Commission |publisher=Te Kawa Mataaho Public Service Commission |access-date=17 September 2024}}</ref> or regular pulse surveys or records of learning that are linked to a person’s self-identified attributes.

== Occupation ==