Talent Management – Opportunities and Challenges
There is no dearth of professionals but there is an acute shortage of talented professionals globally. Every year B-schools globally churn out management professionals in huge numbers but how many of are actually employable remains questionable! This is true for other professions also. The scenario is worse even in developing economies of south East Asia. […]
Challenges in Employee Retention
In the current scenario, a major challenge for an organization is to retain its valuable and talented employees. The management can control the problem of employees quitting the organization within no time to a great extent but can’t put a complete full stop to it. There are several challenges to it. Let us understand the […]
What is Social Capital? – Meaning, Barriers and its Application
Social Capital is a concept that aims at emphasizing the importance of social contacts between groups and within groups. It primarily means that social networks have a value associated and that they are not always detrimental in nature as previously thought of. The concept of social capital also stresses that social networks lead to increased […]
Introduction to Rewards Management – Meaning and Concept
In the contemporary world, rewards for better performance and success matter more than the actual achievement itself. Indeed, as the global financial crisis showed, rewards were everything for the bankers as they strove for more reckless bets and increasing risk taking. Because of the system of flawed incentives, rewards were seen to the ultimate prize […]
How HR Managers Must Deal with Legal and Regulatory Challenges in Organizations
What Happens When Employees Sue their Employers? By definition, corporates deal with contractual exchanges between the various entities that make up the internal and external systems in which they exist. Whether it is dealing with customers, or suppliers and vendors, and more importantly, the employees, corporates undertake all these transactions that are covered by legal […]
Learning encompasses a wide variety of terms and concepts. This article looks at the meaning of learning in an organizational context. The key point to note about learning in an organizational context is that unless employees continually learn and pick up skills, they would be left behind as well as eroding organizational competitiveness. Especially in the technology and financial sector, learning is a continuous process that ought to take precedence over other aspects since technology keeps changing every now and then.
The point here is that unless employees learn and their learning is facilitated by the HRD function, the organizations would fall behind in the race for competitiveness. Hence, the HRD function has a pivotal role in facilitating learning in the organizational context.
Learning can be on the job or through training. On the job learning is mostly from peers and colleagues and is accomplished by the employees doing shared work that would make them pick up new skills and traits in the workplace.
Often, many companies encourage teamwork and collaboration so as to foster a culture of learning and cooperation along with collaboration. In the contemporary context, companies like 3M are said to be examples of true learning organizations where the organizational culture is geared towards making employees learn new skills and attributes on the job.
The point here is that organizations and the HRD function must enable learning to take place and ensure that employees learn on the job.
The next aspect to learning is that the HRD function must conduct periodic trainings in technical skills as well as soft skills so as to familiarize their employees with the latest technologies and concepts in the management sciences.
Further, soft skills trainings need to be imparted as a means of ensuring that employees are at the forefront of leadership challenges and achieve success through fulfillment and actualization. In many multinationals like Fidelity and IBM, each employee is given a certain number of hours as training so as to enable them to do better and be at the cutting edge of technology and soft skills.
Further, learning is a process that continues at all levels and hence the HRD function must make use of the knowledge that is available at all levels and impart it to the employees.
This can be done through interactions between the middle management and the senior management where the senior management shares their knowledge and experiences with the managers and helps them grow as individuals and empowers them in an organizational sense.
Learning is a process that is a combination of drive within the individual and catalyzed by external agents. Hence, employees must have the urge to learn and this must be encouraged by the managers and the HRD function.
The point here is that there should not be any holding back of knowledge and expertise either from the learner or the imparter.
Finally, the best learning happens when employees discover the insights for themselves. Hence, all efforts of the HRD function must be geared towards ensuring that employees ignite the spark of creativity and stimulate their thirst for learning.
In conclusion, learning organizations thrive amidst turbulence and uncertainty and hence, all efforts must be made to ensure that employees and the organizations grow together.
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