Human Resources Department

Chapter 1

The Problem and Its Setting

Introduction

Human Resources Department has been a part of the management in achieving the company’s vision and mission. One important factor is equipping the stakeholders with proper training and development. Some companies would treat training and development as a cost but in HR perspective, training and development is an investment. It is an intangible investment by the company on the people for upgrading the knowledge, skills and attitudes of the people and shaping the right or proper competencies for the position.

According to Frost (2011), training presents a prime opportunity to expand the knowledge base of all employees, but many employers find the development opportunities expensive. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time a worthwhile investment.

Many have weaknesses in their workplace skills. A training program allows them to strengthen those skills that each employee needs to improve. A development program brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce any weak links within the company who rely heavily on others to complete basic work tasks. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others (Frost, 2011).

It is no secret that global markets and innovations in technology are driving rapid change in the U.S. economy. While much has been said over the years about the employment shift is not due to sectoral employment change but rather a shift in the mix of jobs within industries and the types of skills that those jobs require. In addition, it has been suggested that upgrades in skills demanded by occupations that previously did not require higher education account for roughly 70% of the increase in post secondary requirements. Aside from shifts in occupational structure and increases within occupation skill requirements, it has also been noted that, over the past four decades, work tasks (and the skills needed to perform them) have become a better predictor of employment and wage growth than either educational level or occupational title. There is a new reality for both workforce developers and education/training providers: that a significant segment of today’s labor force does not have the requisite skills demanded by employers (Anonymous, 2011).

In a report titled, “Putting Higher Education to Work: Skills and Research for Growth in East Asia,” the Washington-based lender said

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