Paper Example on Maximizing Employee Development for Improved Performance & Retention

Introduction

Employee development in organizations refers to the process of training workers and equipping them with the required skills to maximize their performance (Larsen, 2017). Skills and knowledge of the workers are enhanced, and the employees become more productive. Employees are taken through training and leadership development programs with an aim to improve their skills. Organizations today invest a lot on human resource development since it is the leading factor for employee retention. Training makes employees feel motivated and become loyal to the organization. The three primary training models are system, transitional, and instructional system development models. Some of the training methods used on employees are job mentoring and rotation and on-the-job training. The primary goal of this paper is to discuss training models, types, and challenges as they relate to employee development and performance.

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Training Models

The three primary training process models are system, transitional, and instructional system development models (Larsen, 2017). The system model is the choice that will be considered in the development of employees. The model mentioned above is made up of five phases, which include analysis, design, development, execution, and evaluation. The system model should be continually carried out to make constant improvements. The model described above is crucial since it assists employees to improve their performance and work to the desired standards.

In the analysis and identification phase, training needs will be identified and evaluated. All the areas which need their workers trained will be noted. Some of the essential factors that will be considered include the content the workers need to learn, the estimated cost of the training process, and employee requirements (Larsen, 2017). After that, a performance measure will be structured and will be used for performance evaluation once the training process is completed. Secondly, the designing phase will include developing learning objectives and learning steps. Contents will also be sequenced and structured here.

In the development phase, all the activities that will be done in the training program will be listed. Other activities that will be performed in the step mentioned above are the examination of training materials, the selection of the delivery method to be used, and the validation of data. The training information must be checked to ensure that they accomplish the objectives of employee training and development. The implementation phase will require keenness since a single step can destroy the success of the entire process (Larsen, 2017). Finally, the evaluation phase will be crucial to assess the achievements made by the organization through employee performance.

Training and Development Challenges

Several challenges may be experienced while implementing a new training process in an organization. First, a dispersed workforce might result in several shortcomings. When employees are geographically dispersed, training may be difficult (Larsen, 2017). Problems like miscommunication and cultural differences are common in such situations. For example, some cultures do not allow vocal communication through online platforms. Another challenge is the presence of hectic employee schedules. Families and work may burden some employees, and training may strain them further. Moreover, using up employees' free time to conduct training may make them resist the process.

The third challenge is the different learning habits of workers. Learner preferences must be considered to prevent issues from arising. Currently, the workforce in most organizations is composed of three generations that interact with technology differently. Therefore, it should not be assumed that all employees have the same knowledge levels and learning habits. Another challenge may be a lack of engagement that consists of cognitive, emotional, and behavioral levels (Noe & Peacock, 2008). The training should be relevant to keep the employees interested and engaged in the three levels mentioned above. The cost of training may also be a big setback since there needs to be facilitation, equipment, time, and other resources.

Training Methods for Employees

Training methods include job rotating and mentoring and on-the-job. On-the-job training involves allowing employees to learn by allowing them to perform the job (Noe & Peacock, 2008). Learning occurs progressively as the employee works on the required tasks. Advantages of the method explained above are getting immediate feedback from the worker and fast remediation when the job is poorly-performed.

Secondly, job rotation enables employees to perform a variety of tasks over a given time (Noe & Peacock, 2008). These employees rotate within departments and perform tasks that are unrelated to their areas of specialization. With the above method of training, employees do not get bored, they improve on their skills, and they can acquire new opportunities. However, job rotation may lead to dissatisfaction, a decrease of morale, and disruption of workflow since employees are required to learn new tasks every time.

Job mentoring involves assigning an employing a mentor to oversee their activities and learning experience (Noe & Peacock, 2008). The coach provides advice and motivation to the employee, and the latter can consult the former in case assistance is needed.

The training method that I would select to train employees is job rotation since employees gain diverse skills and can work in different departments while performing many duties. With increased skills, employees can get better opportunities and build their careers.

Performance Management and Appraisal

Performance management refers to the process of creating a conducive work environment for employees to work in and perform to their best abilities (Mone & London, 2018). The process of performance management begins when a job is defined until when the employee leaves the organizations. With performance management, employers can interact with their employees and learn from one another. Several components are contained in performance management. They include clear job descriptions, recruitment of potential employees, conducting interviews, training, and the provision of career development opportunities, among others.

On the other hand, performance appraisal is the constant review of employee performance in an organization to determine their level of contribution to the firm (DeNisi & Murphy, 2017). Performance appraisal is also known as annual review or performance evaluation. Yearly assessments are crucial since they assist in providing employee feedback and justify pay increases and other benefits.

In this case, I strongly support leadership using annual performance appraisals. One of the reasons why the evaluations are crucial for the organization is because employers can receive positive feedback and know the areas that need improvement. If the organization has sufficient merit-based compensation, employees are motivated and get excellent benefits according to their performance.

Conclusion

In conclusion, the primary goal of this paper is to discuss training models, types, and challenges as they relate to employee development and performance. Employee development in organizations refers to the process of training workers and equipping them with the required skills to maximize their performance. The three primary training process models are system, transitional, and instructional system development. Training methods include job rotating and mentoring and on-the-job. Performance management refers to the process of creating a conducive work environment for employees to work in and perform to their best abilities. Performance appraisal is the constant review of employee performance in an organization to determine their level of contribution to the firm. I strongly support leadership using annual performance appraisals.

References

DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421.

https://psycnet.apa.org/record/2017-03603-001

Larsen, H. H. (2017). Key issues in training and development. In Policy and practice in European human resource management (pp. 107-121). Routledge.

https://www.taylorfrancis.com/books/e/9781315231426/chapters/10.4324/9781315231426-7

Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. Routledge.

https://content.taylorfrancis.com/books/download?dac=C2015-0-75962-9&isbn=9781317235293&format=googlePreviewPdf

Noe, R. A., & Peacock, M. (2008). Employee training and development.

https://bsee_prod.opengov.ibmcloud.com/sites/bsee.gov/files/research-guidance-manuals-or-best-practices/attendance-at-meetings.pdf