Forces That Affect Training and Development


July 4, 2013 by idinnovation


Organizational learning refers to employees acquiring knowledge, skills, competencies, attitudes and behaviors. Learning and development specialist need to demonstrate through employee output that training contributes to the organizations competitive advantage by supporting strategic business plans (Noe, 2013). Some of the current trends that are influencing learning in the workplace environment are:

  • Economic cycles
  • Globalization
  • Increased value places on intangible assets and human capital
  • Focus on link to business strategy
  • Changing demographics and diversity of the workforce
  • Talent management
  • Customer service
  • New technology; and
  • High-performance work systems (Noe, 2013).

Several of the influential factors on the list are applicable to trends that I currently address as an instructional designer such as: increased value places on intangible assets and human capital, focus on link to business strategy, changing demographics and diversity of the workforce, talent management and customer service.  Thus, I will speak briefly about the longevity of each these influences. The value of a company has three components: financial, physical and intangible. Human capital refers to the experiences, knowledge, energy and enthusiasm employees invest in their work (Noe, 2013).

In organizations today, management employees tend to not provide feedback, which leads to organizations not investing in employee development.  Unfortunately, this leads to employees becoming disengaged in their work, which affects the overall value of an organization (Bradley, 2010). Employee engagement is the ID-10018651degree to which employees are fully involved in their work and their commitment to both their responsibilities and the organization as a whole (Noe, 2013). Organizations should place a high value on intangible aspects of its value as these components can greatly influence the bottom line. Given the significance of intangible assets organization are reviewing training and development models to ensure that employees are being developed in a way that enables employees to meet business strategy targets relating to profitability, market share, and product quality.

Managing the talent of an organization refers to the systemic processes that an organization undertakes to use various human resources practices, which include hiring, assessing, learning, and development, performance management and the benefits or compensation that an organization offers in order to attract, retain, develop and motivate high skilled and performing employees (Noe, 2013). Human performance technology is the application of science and professional practice research indicate help to achieve appropriate performance through and from personnel (Stolovitch & Keeps, 2004).

The changing demographics and diversity of the workforce is leading increased the age and cultural diversity of the workforce.  The utilization of unique models that address the diversity, complexity, various perspectives and backgrounds of analyzed environments have produced strong models that continue to be emerge and evolve (Wilmoth, Prigmore,  & Bray, 2002) it is essential that organizations


utilize these methods in order to effectively manage employee development.  With continued diversity in the workplace organizations are faced not only with issues relating to race, gender, ethnicity, and nationality but also must now consider the environment and develop training programs that instruct immigrants in the appropriate technical and customer service skills required to in the service industry (Noe, 2013).

Finally, customer service is judge by the organizations customers they analyze the organizations quality, performance, service features and client interaction (Noe, 2013). In order for organizations to compete in today’s markets, they must provide a quality service or product (Noe, 2013. An organizations awareness of its products processes and most importantly people allow them to quantify the benefits of performance improvement as long as organizations continue to embrace employee development they will continue to reap the benefits of success. The trends identified are ones that will continue to adapt to the ever-changing global environment in which organizations function.


Bradley, A. (2010). Shifting away from an employer’s market. Training and Development, 64(7), 16–17.

Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill.

Stolovitch, H. D., & Keeps, E. J. (2004). Training ain’t performance. Alexandria, VA: ASTD Press.


Image courtesy of Stuart Miles /

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