Challenges to the Effective Management of Human Resource Training and Development

 


In the context of globalization, organizations and human resource development professionals face various challenges in managing and implementing successful human resource training and development. The importance of human capital in human resource development practices, including their education and technical training, as well as their communication and language abilities, is at the heart of the new technological revolution. Learning and human resource motivation are often mentioned as significant aspects of good human resource development. Their inadequacies make it difficult to create, manage, and implement effective human resource training and development in enterprises. The changing workforce demographics have an effect on human resource development processes, as well as the organization's human resource initiatives and investments in human resource training development. (Abdullah, 2009).

The primary issues relating to human resources' lack of skills and intellectual capacities are stated to be related to their degree of education and technical training. It is argued that human resources should not only have the skills required for the job and be knowledgeable and trainable but should also have at least a college or university qualification (Low, 1998). Human capital is the most important aspect of people's development. They are regarded as the driving force behind the success of enterprises due to their abilities, competencies, knowledge, and experience (Harrison and Kessels, 2004). There is a lack of human resource development experts who are skilled and experienced system strategists who have the ability to handle the wide and specialized function of human resource development across enterprises, according to the literature (Garavan et al, 2002).

Another key challenge relating to human capital-related inadequacies is the rise of the ageing population, also known as "baby boomers." The ageing population of countries has been claimed to have a significant impact on the future of human resources in businesses. "Elite professionals," on the other hand, are seen as technically trained, skillful, and competent workers who have the bargaining power to direct their own professional development and advancement. It has been argued that these elite workers may consist solely of human resource development professionals, highly skilled technical IT personnel, and engineers who have shifted their values, work ethic, and lifestyle away from traditional lifetime employment and job security and toward constant retraining and job hopping (Chermack, Lynham and Ruona, 2003). It is argued that high labor mobility is a substantial barrier to a wide range of training opportunities (Hill and Stewart, 2000). As a result, employees' career development and improvement are constrained (Budhwar, Al-Yahmadi and Debrah, 2002).

From senior management to the shop floor, there is a lack of commitment to training in all organizations. Top management and senior-level personnel are resistant to human resource training and development while lower-level employees are unwilling in participating in training and development. Employees may have an entrenched pessimistic attitude toward training and are inherently reluctant to change. Individual employees, on the other hand, must engage in self-directed and self-motivated learning in order to build and encourage healthy workplace learning and develop. The responsibility and initiative for strategically progressing and preparing in response to these human resource training and development constraints belong to each individual business (Abdullah, 2009).


References


Abdullah, H., 2009. Major challenges to the effective management of human resource training and development activities. Journal of International Social Research, 2(8).

Budhwar, P., Al-Yahmadi, S. and Debrah, Y., 2002. Human resource development in the Sultanate of Oman. International Journal of Training and Development, 6(3), pp.198-215.

Garavan, T., Morley, M., Gunnigle, P. and McGuire, D., 2002. Human resource development and workplace learning: emerging theoretical perspectives and organisational practices. Journal of European Industrial Training, 26(2/3/4), pp.60-71.

Harrison, R. and Kessels, J., 2004. Human Resource Development in a Knowledge Economy – An Organisational View. Industrial and Commercial Training, 36(4), pp.178-178.

Hill, R. and Stewart, J., 2000. Human resource development in small organizations. Journal of European Industrial Training, 24(2/3/4), pp.105-117.

Chermack, T., Lynham, S. and Ruona, W., 2003. Critical Uncertainties Confronting Human Resource Development. Advances in Developing Human Resources, 5(3), pp.257-271.

Low, L., 1998. Human Resource Development in the Asia–Pacific. Asian-Pacific Economic Literature, 12(1), pp.27-40.


Comments

  1. maduwanthisilva.blogspot.comApril 28, 2022 at 8:41 AM

    As you explained effective training programme is essential for increase employee engagement and retention. Researchers had found that 40% employees leave the organization due to not having proper training programmes. But effective training can be failure because of information overload, workforce resistance, ineffective training methods, Mundane vs. periodical tasks, lack of employee engagement , employee roadblocks, poor feed back and support team. Design a training programme considering above challenges can create well trained workforce. (Periyasamy, 2022)

    ReplyDelete
  2. P.Janaka Chaminda PereraMay 1, 2022 at 7:07 AM

    According to (Abdullah, 2009) A variety of demanding situations are confronted by enterprises and HRD experts in handling and enforcing powerful HR T&D, specifically inside the weather of globalization, and the brand new technological revolution starts off evolved with the significance of human capital in HRD practice, their training, and technical training, and additionally their verbal exchange and language skills. Human resources’ getting to know and motivation are additionally defined as essential functions of powerful HRD practices. However, their deficiencies in assisting the effectiveness of HR T&D pose a project to the development, control, and implementation of powerful HR T&D in enterprises. Furthermore, the workforce’s converting demographics also are visible to have an effect on HRD practices, along with the organization’s HR techniques and investments in HR T&D.

    Reference

    Abdullah, H., 2009. Major challenges to the effective management of human resource training and development activities. Journal of International Social Research, 2(8).

    ReplyDelete
  3. Geethal PereraMay 1, 2022 at 9:23 AM

    Human Resource Management deals with the effective management of all employees in the organization to elevate them to a position of advantage over its competitors. The rapidly changing business domain ensures the optimal development of the company and comes with the development of new challenges for any enterprise human resource management that it faces.(Leverage Edu,2022)

    ReplyDelete
  4. sampathJMay 3, 2022 at 11:04 PM

    A range of challenges are faced by organizations and HRD professionals in managing and
    implementing effective HR T&D, particularly in the climate of globalization, and the new technological revolution begins with the importance of human capital in HRD practice, their education and technical training and also their communication and language skills. Human resources’ learning and motivation are also described as important features of effective HRD practices. However, their deficiencies in supporting the effectiveness of HR T&D pose a challenge to the development, management and implementation of effective HR T&D in organizations Furthermore, the workforce’s changing demographics are also seen to have an
    impact on HRD practices, alongside the organization’s HR strategies and investments in HR T&D The fundamental issues regarding human resources’ lack of capabilities and intellectual abilities are said to be grounded in their levels of education and technical training (Low, 1998). It has been reported that organizations are faced with a challenge in acquiring high caliber human resources with adequate levels of education.

    ReplyDelete
  5. Rohitha SamarathungeMay 3, 2022 at 11:41 PM

    Hi
    The central factor in HRD is the human resources or the human capital in an organization. They are viewed as the driving force for the success of organizations because of their skills, competencies, knowledge, and experience (Becker, 1975; Schmidt & Lines, 2002; Harrison & Kessels, 2004). Moreover, it has been suggested that for organizations to compete successfully in a global economy, it is important to hire sufficiently educated and skilled employees and provide them with lifelong learning

    ReplyDelete
  6. Ishari WeerasingheMay 6, 2022 at 11:57 PM

    Indeed, it was suggested in the strategic framework of HRD practice that top management support and line managers’ involvement is an important feature in the effective management and implementation of HR T&D efforts (Garavan, 1991). However, a lack of support, commitment, involvement and cooperation in the development of human resources has been criticised as affecting the efficiency of the HRD system (Harrison, 2000; Garavan et al, 1998) and also affecting the effective development of employees’ learning and motivation (Watkins & Marsick, 1993; Gilley & Maycunich, 2000)

    ReplyDelete

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