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5–7 slides with speaker notes of 200–250 words per slide (excluding title and reference slides) defining the strategic approach to employee training and development allows organizations to align training and development to overall organizational success. Organizations may provide minimal training for job-specific skills or they may opt for a wide range of training and development opportunities to foster human talent development and ties to succession planning. Research the purposes and approaches to strategic training and development decisions, and address the following: Define the strategic nature of employee training and development. What criteria might an organization use to determine a strategy regarding employee training and development?

Explain the difference between a small family-owned business and a multinational company in their approach to strategic training and development for employees. Analyze the relationship between training and development, succession planning, and organizational success. Why is multicultural/diversity training important in organizations? What are some legal considerations (employment laws and labor laws) managers must consider in selecting staff for training and development opportunities? You must include a minimum of 2 scholarly references.

Paper For Above Instructions

Employee training and development is a critical strategic approach for organizations aiming to enhance their workforce's skills and align their capabilities with overall organizational goals. The strategic nature of employee training and development involves a systemic framework that incorporates organizational objectives into the development of training programs. Employee training and development should not be viewed as isolated activities but rather as integral components of a broader strategic framework that supports business goals and enhances competitive advantage (Brewster et al., 2016). The alignment of skills development initiatives with organizational success ensures that employees are equipped with the necessary competencies to respond to evolving market demands and business changes.

To determine a strategy regarding employee training and development, organizations might consider several criteria. Firstly, the organization's operational goals should guide the skills required by employees. For instance, a company aiming to innovate may prioritize creative skills and problem-solving capabilities in its training programs. Secondly, an assessment of current employee skills against future competency requirements can help identify gaps that training programs need to address. Additionally, employee feedback and the results of performance evaluations can inform the effectiveness of current training initiatives and highlight the need for new approaches (Noe et al., 2017).

The approach to strategic training and development differs significantly between small family-owned businesses and multinational corporations. In small family-owned businesses, training often tends to be informal, driven by immediate needs, and may focus on job-specific skills relevant to the operations of a niche market (Inkson & Arthur, 2001). These businesses typically prioritize practical skills and mentorship over formal training programs due to resource constraints. Conversely, multinational companies often have the resources to implement comprehensive training programs that encompass various aspects of employee development. They may invest in extensive training initiatives aimed at developing leader competencies, meeting the diverse needs of a global workforce, and adhering to standardized approaches across their operations worldwide (Schuler et al., 2011).

Furthermore, the relationship between training and development, succession planning, and organizational success is inherently linked. Effective training and development programs serve as the foundation for successful succession planning. By identifying and cultivating talent within the organization, companies can ensure a smooth transition of leadership roles and promote organizational stability (McCauley et al., 2015). A strategic emphasis on developing internal talent can help organizations avoid external recruitment costs while fostering a culture of continuous learning and promoting employee engagement.

Diversity and multicultural training is vital in organizations as it enhances interpersonal relationships among employees and promotes an inclusive workplace culture. This type of training helps employees understand and appreciate diverse perspectives, which is crucial in a globalized business environment. By fostering inclusivity, organizations can drive innovation and improve performance outcomes since diverse teams are known to generate a broader range of ideas and solutions (Robertson & Fadil, 2013). Moreover, it can help mitigate conflicts arising from cultural misunderstandings, ultimately leading to a more harmonious working environment.

Legal considerations regarding employment laws and labor laws are critical when selecting staff for training and development opportunities. Managers must ensure that training selections do not inadvertently lead to discrimination or bias based on race, gender, age, disability, or other protected characteristics (Garrow & Hirsh, 2008). Compliance with equal employment opportunity regulations and ensuring that all employees have equitable access to professional development opportunities are essential for maintaining legal and ethical standards. Furthermore, organizations must be aware of legislation relating to employee rights and benefits, which can impact training eligibility and funding.

In conclusion, the strategic approach to employee training and development is an essential organizational function that aligns skills development with overall business objectives. By understanding the differences in training approaches between small family-owned organizations and multinational corporations, the importance of training for succession planning, the necessity of multicultural training, and the legal considerations in training selection, organizations can create effective and inclusive training programs that support their long-term success.

References

• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
• Garrow, V., & Hirsh, W. (2008). The role of training in the development of good practice in people management. Human Resource Management Journal, 18(3), 291-310.
• Inkson, K., & Arthur, M. B. (2001). Careers in the New Economy: A Social Constructionist Approach. Journal of Organizational Behavior, 22(7), 769-792.
• McCauley, C., Moxley, R. S., & Van Velsor, E. (2015). The Center for Creative Leadership Handbook of Leadership Development (4th ed.). Jossey-Bass.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Fundamentals of Human Resource Management (7th ed.). McGraw-Hill Education.
• Robertson, I. T., & Fadil, P. A. (2013). Diversity and team performance: A review of the literature. International Journal of Management Reviews, 15(2), 100–113.
• Schuler, R. S., Jackson, S. E., & Jiang, K. (2011). An evidence-based review of HRM in the multinational enterprise. Journal of Management, 37(4), 1246-1286.