Therefore, the company can use them in order to attract the desired staff capable of inducing the organization's growth.
Thirdly, if existing employees are trained for different or more complex tasks, these may become eligible for vacant positions or may handle a wider range of activities. In this context, the company saves money by reducing its need to hire.
Another benefit of development consists of rewarding loyal employees who after learning new skills are promoted to higher positions. This also accounts for a company's performance.
Last, but not least, development strategies allow employees to be more independent or, in other words, they give them wings to fly. This autonomy cuts off the supervision costs, thus increasing the company's efficiency, and inherently, performance (http://www.allbusiness.com/human-resources/careers-job-training/1151-1.html).
Employee training also plays a major part in maintaining a work/life balance. This is essential for the organization's health because the employee burnout phenomenon can decrease productivity or can have other negative consequences like: sickness, lateness, absenteeism as a result of the unusual stress; lower efficiency and morale because of their exaggerate workload; higher turnover rates. Consequently, employees should be helped to handle both work and life commitments through trainings teaching them how to better manage time and priorities or how to recharge batteries after projects or seasons involving an unusual amount of work. In response to the company's concern, an employee may prove unexpectedly grateful and may voluntarily contribute to a future project, essential to the organization's success (http://www.allbusiness.com/human-resources/employee-development-employee-productivity/1242-1.html).
4. Different strategies for different employees
As De Cieri and Kramar have noticed, employee development traditionally focused on management-level employees and neglected those in lower levels. Most companies used to rave about training managers on major employment laws, leadership, communication skills or tactical management while considering the rest of employees a bulk that will surely respond in a positive way to the new information and techniques acquired by their superiors. Still, the latter wouldn't have what to manage in the absence of employees. Therefore, development must target this category, too.
As Dostoyevsky described the human being as an enigma, and Paulo Coelho stated that "the human nature is too complex to be generalized," development strategies should be tailored according to the employees' profile.
A primary delimitation could be made between Generation X and Generation Y
The former encompasses people who were born between 1964 and 1982 and who may be described as socially-conscientious, "free spirits," adepts of the "clean-cut look" (Hacker, 2006). Generation X's representatives are highly skeptical because of the social convulsions they have assisted to (e.g. their parents' divorce) or the disillusions they have experienced (for instance, unlike older generations which took pride in the man's first walk on the moon, they saw the Challenger blow up). This made them pessimistic and distrustful of their contemporaries' achievements. (http://www.marcusbuckingham.com/press/newPress/articles/trainingdev/trainingdev.php)
Generation Y includes those people who were born in the 80s and who can be depicted as "idealistic, anti-establishment, concerned about stress" and more interested in spare time, enabling them to "go to parties, concerts or hang out with friends," rather than pecuniary rewards (Hacker, 2006).
According to Buckingham, Generation Y was pampered more than its X counterpart because it was highly praised and rewarded for everything it did. This is why they are more optimistic and anxious about being promoted after "six weeks on the job" as they believe they have achieved all the necessary knowledge in order to move forward. This dynamic and positive behavior is the result of the social climate that has impacted their families, and implicitly, their early lives. For instance, if Generation X's parents watched Rosemary's Baby in 1968, a movie about a woman who discovers that her pregnancy is the consequence of a ritual, Generation Y's parents enjoyed movies like Look Who's Talking (1989) in which a sweet child tries to find the perfect husband for his single mother. (http://www.marcusbuckingham.com/press/newPress/articles/trainingdev/trainingdev.php)
After briefly depicting the features of each generation, one can easily infer that different strategies should be used. On one hand, employee development should be presented to generation x as a way of becoming more independent, and of guaranteeing job security. Trainings should focus on authentic and concise examples from other employees' experience. In other words, testimony becomes a key element in order to defeat Generation X's resistance and skepticism. Moreover, managers should practice an open-gate policy by answering all the questions or doubts that the audience might ask or have. Those playing the teacher's role must be excellent professionals and must have an impeccable reputation...
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