Introduction
Organizational development programs and activities are orchestrated every day by Human Resources or the Learning & Development departments. Countless new products and ideas are scrutinized to see if they align with the training objectives. However, the workforce is also made up of capable individuals who are well-versed in the company’s demands. As a director, leveraging the in-house human resource team may help the firm retain and grow necessary talent, support general daily business, and upskill the employees. Internal leadership development capabilities may be underutilized if the director does not take advantage of the workforce.
Fast-Tracking Employees and Negative Outcomes
Education and training are two essential tools businesses, and organizations utilize to establish and enhance their skills. In the end, training serves as a source of competitive advantage for organizations. Therefore, efforts have been undertaken in recent years to promote the development of an organization’s most precious resource, its people. However, unless appropriate attention is paid to the evaluation of the product, the quality of the final product cannot be assured.
The objectives of a training plan must be met, and the program must be flexible enough to adapt to the changing needs of the individuals who will be trained and the organization in which they will be working. For a training program to be considered successful, it must accomplish the goals set while also being adaptable enough to change the needs of the individuals and the organization in which they will be working (Hofherr, 2017). In most cases, companies and organizations evaluate training in the first two stages: meeting or exceeding expectations, adapting to needs, and developing the training. However, these two first stages are often overlooked in most pieces of training done by the organization. This aspect is most valued in terms of certification of a training activity’s quality at this time.
The impact of training on a company’s or organization’s performance is used to determine the extent to which it has had an impact. The goal of training is to observe how the organization and its personnel have evolved over a specified time. If fast-tracked people lack the requisite ingenuity, the human resources department may not meet the company’s objective and operational relevance.
Impact of Poor Training on the Organization
The consequences of expediting certain employees’ advancement can be detrimental to a company’s bottom line. Training has gained importance due to the continuous evolution of tools to suit the ever-changing demands of the workplace. It is now regarded as a crucial component within an organization. Training has taken on various forms and dimensions when it comes to making a difference in the corporate world. The training includes boosting productivity, improving employee loyalty, fostering teamwork, raising morale, and enhancing employee satisfaction at the workplace.
A company that does not invest in its employees tends to be less competitive since the workers are not well motivated. In most cases, a firm needs to focus more on its workforce to attract and retain talent, though it is not an easy thing (Hofherr, 2017). One of the most prevalent notions among workers is that they need more training, among other things, to stay up with technological advancements. This notion is partly due to the widespread perception among workers of all generations that their employment prospects would be limited if they do not anticipate and adapt to emerging trends. Fast-tracking or omitting workers needed for management and leadership positions is crucial for an organization’s overall administration. As a result, those who desire fast-track advancement are ill-equipped to deal with the challenges of an ever-evolving work environment.
Impact of Unbalanced Training in Organizations
Companies prescribe the training and development that their employees need to undergo to be deemed qualified for a specific position. Every stakeholder must be held accountable for decisions that impact people, the company, and the environment (Hatch, 2018). There is a good chance that employees who are required to undergo and pass the training may interpret it as bias on the part of management if some of them are given special treatment. Fast-tracking may also be an option for additional employees if their choices lead them to take this route.
An examination of training possibilities will likely be required for the entire organization, in the long run, leading to the retraining of all employees (Hofherr, 2017). Fast-tracking is an opportunity for people who must complete their course but are not included in that group. Promotions within an organization are made based on a person’s previous achievements and accomplishments. Personnel who have poor training are the first to be laid off in a layoff. To put it in another way, individuals who take their training seriously end up developing talents that cannot be matched during performance reviews.
The Credibility of Ethics for Poor Leadership Outcomes
Even though you’ve worked for Brighten Inc. for more than a decade as the director of the internal corporate leadership development institute, your reputation and ethics will be put at risk if these employees who requested to be fast-tracked through the “training tracks” program become future leaders (Hatch, 2018). The same holds regardless of how effective they are as leaders. All of their coworkers will be able to see how they climbed the corporate ladder, whether or not they did so honestly. Allowing this type of behavior is a losing proposition for the director, and it ultimately harms the company’s goal and purpose.
Having a high degree of trust in a trainer who cannot generate competent managers and leaders is of little use. Training is tailored to meet the specific requirements of a company. In the later stages of the trainees’ working lives with the company, the attitude one can get from one job to another would be manifested and repeated (Hofherr, 2017). On the other hand, if a lack of competency during training could adversely affect the firm, the trainer’s credibility and ethics would be questioned regarding the training’s purpose and the justification for wasting corporate resources on worthless courses. Unqualified employees are a waste of money and time if they are trained and paid for by an organization that does not produce its expected results.
Conclusion
Most of those who complete their training at Brighten Inc. are affected by the practices that allow employees to cut corners, ask for preferential treatment, and abuse the advancement system established by the internal corporate leadership development institute. The employees pay a high price for their efforts towards fast-tracking their employees. This type of behavior does not align with Brighten Inc.’s organizational objectives, concentrating on leadership strategies, influence, and successful leadership practices.
References
Hatch, M. J. (2018). Organization theory: Modern, symbolic, and postmodern perspectives. Oxford University Press.
Hofherr, J. (2017). Life in the fast lane: How 4 companies fast-track employees for success. Web.