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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.

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Introduction

Strategic training and development are vital components of organizational success, serving as catalysts for enhancing employee capabilities and aligning workforce skills with overarching business goals. In an increasingly competitive and globalized economic environment, organizations must carefully design their training strategies to foster human capital development, support succession planning, and promote diversity and inclusion. This paper explores the strategic nature of employee training and development, the criteria influencing training strategies, the contrasting approaches between small family-owned businesses and multinational corporations, and the critical relationship between training initiatives and organizational success. Additionally, the importance of multicultural/diversity training and the legal considerations affecting training decisions are examined to provide a comprehensive understanding of strategic human resource development.

The Strategic Nature of Employee Training and Development

Employee training and development are strategic because they directly impact an organization’s capacity to achieve its long-term objectives. Unlike routine or ad hoc training, strategic training aligns with organizational vision, market positioning, and competitive advantage. It involves deliberate planning to identify skill gaps, future workforce needs, and the creation of training programs that enhance employee performance while supporting organizational goals (Schuninger, 2020). This strategic approach fosters innovation, adaptability, and sustainability by developing a versatile and high-performing workforce capable of responding to dynamic industry challenges.

Criteria for Determining Training and Development Strategies

Organizations utilize various criteria to determine their training and development strategies. These include an analysis of current skill gaps, future business objectives, technological advancements, and industry trends (Garavan, 2021). Additionally, organizations consider financial resources, organizational culture, employee feedback, and legal compliance requirements. The strategic value of training is also assessed based on its potential to improve productivity, employee engagement, and retention. Factors such as the organization’s size, structure, and global reach further influence strategic choices, ensuring tailored approaches that support specific operational needs.

Approaches in Small Family-Owned Business vs. Multinational Corporation

Small family-owned businesses typically adopt informal, less structured training approaches due to limited resources and a familial culture emphasizing on-the-job learning (Cabrera & Cabrera, 2019). Their strategies often prioritize immediate operational needs, hands-on mentorship, and informal skill transfers. Conversely, multinational corporations deploy formalized, comprehensive training programs emphasizing standardization across geographies, e-learning, and leadership development initiatives (Morrison & Whelan, 2020). Multinationals leverage advanced HR systems and global training standards, aligning development efforts with strategic objectives such as international competitiveness and cultural integration. These contrasting approaches reflect differing resource availability, organizational complexity, and strategic priorities.

The Relationship Between Training, Succession Planning, and Organizational Success

Training and development are integral to succession planning, as they prepare future leaders and ensure organizational continuity. Effective training programs identify high-potential employees, develop their skills, and align their growth with succession strategies (Vardaman et al., 2018). This proactive approach reduces leadership gaps and minimizes disruptions during leadership transitions, thereby fostering organizational stability and long-term success. Well-executed training enhances organizational performance by increasing employee capabilities, improving morale, and supporting innovative problem-solving. When aligned with strategic goals, training becomes a competitive differentiator, contributing directly to organizational resilience and growth.

Importance of Multicultural and Diversity Training

Multicultural and diversity training are essential in fostering inclusive workplaces that respect and leverage workforce differences. Such training enhances cultural competence, reduces biases, and promotes equitable treatment among employees (Ng & Burke, 2020). Organizations benefit from diverse perspectives and broader market insights, which drive innovation and customer satisfaction. Furthermore, diversity training improves team collaboration, enhances employee engagement, and supports compliance with anti-discrimination laws. In globalized markets, cultural competence is crucial for maintaining competitive advantage and sustaining a positive organizational reputation.

Legal Considerations in Staff Training and Development

Legal and labor laws significantly influence training and development decisions. Employers must ensure compliance with employment laws related to non-discrimination, equal opportunity, and mandatory training requirements (Bohlander & Snell, 2021). For instance, Title VII of the Civil Rights Act prohibits discrimination based on race, gender, or religion, impacting hiring and training practices. Additionally, laws such as the Americans with Disabilities Act (ADA) require accommodations for employees with disabilities during training programs. Violations can result in costly lawsuits and damage to reputation. Therefore, managers must carefully design training initiatives that are inclusive, non-discriminatory, and compliant with all applicable legal standards.

Conclusion

Strategic employee training and development serve as vital tools for achieving organizational excellence, fostering innovation, and maintaining a competitive edge. By aligning training initiatives with organizational goals, assessing key criteria, and considering legal and cultural factors, organizations can optimize workforce development efforts. Small businesses and multinationals differ significantly in their approaches, reflecting their resources and strategic priorities. Importantly, integrating succession planning and diversity training further enhances organizational resilience and inclusivity, ensuring long-term success. Legal compliance remains a foundational aspect, safeguarding organizations from potential legal challenges while promoting ethical workforce practices.

References

  • Bohlander, G., & Snell, S. (2021). Managing Human Resources. Cengage Learning.
  • Cabrera, E., & Cabrera, A. (2019). Human Resource Development Strategies in Small Family Businesses. Journal of Family Business Strategy, 10(2), 112-121.
  • Garavan, T. N. (2021). Strategies for human resource development in a changing business environment. European Journal of Training and Development, 45(1), 15-27.
  • Morrison, R. L., & Whelan, E. (2020). E-learning in multinational corporations: Challenges and strategies. Human Resource Management Journal, 30(2), 151-166.
  • Ng, E. S., & Burke, R. J. (2020). The Next Step in Diversity and Inclusion in the Workplace. Organizational Dynamics, 49(2), 100756.
  • Schuninger, F. (2020). Strategic HRM and Competitive Advantage. Harvard Business Review.
  • Vardaman, J. M., Cornell, R., & Garger, S. (2018). Building Robust Leadership Pipelines. MIT Sloan Management Review, 59(4), 45-52.

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