HR needs to find the ideal mix of training to improve performance

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Written by Joan Tanner on 21 February 2017 in Opinion
Opinion

How can HR improve performance through training? In the first of two parts, Joan Tanner says you need to recognise the individual.

The make-up of a business is often similar to the makeup of the people it employs. The role of HR and the ability to recruit the right employee and provide development opportunities is key to its business lifecycle; regardless of the stage of development or demise, the business will always continue to affect emotions of the employees and positively or negatively affect personal development objectives. 

The ideal mix of employee training to improve performance and motivation

The ideal mix of employee training to enhance work performance and encourage personal development objectives stems from HR. Team building and employee development is a key ability any business and recruitment process should capitalise on. The role of developing employee self-worth and personal development should start from the very beginning - recruitment.

It has become important to find team players within business, as the business potential will end where the team players' ability ends. However many managers and leaders within a team don’t have the luxury of starting from recruitment, which places more emphasis on HR to find the ideal mix of abilities initially. 

The role of developing employee self-worth and personal development should start from the very beginning - recruitment. 

Not all employees and individuals will display emotions in the same organisational situation in the same way. The measure and the value of a business is often determined by profit, size, or turnover. But the employee’s measure of the business can often boil down to their personal development opportunities, their self-esteem and their ability to commit to their job and the business.

A manager’s way of speaking can cause one employee to feel motivated and another to feel upset or angry. A person is receptive to advice, personal development, an increase in confidence during their employment at a particular company.

Emotions and self-worth often come from workplace

Emotions, self-worth within a job role and general self-esteem present themselves in different ways by different employees, and very often not displayed at all by an individual. This makes focusing on specific training and tailored development difficult for HR.

Improved performance can often evoke positive emotions such as joy and happiness, willingness to succeed and conformity within a job; these improved performances can result in achieving a target, receiving positive feedback or obtaining promotion. Positive emotions in an employee's role lead to optimism; this optimism and positive emotional state can make difficult challenges feel more achievable.

This understanding is important for HR departments of business to focus their attention on the value and worth of increasing opportunities of personal and performance based targets. This creates a link and a bond that’s directly related to increased self-esteem and motivation to increased skill levels and achievable targets across the majority of employees. 

Part two will be published later this week.

 

About the author

Joan Tanner is highly experienced trainer from Souters Training. She has designed and delivered training courses to a wide range of organisation both in London and across the world. 

 

Read more articles about performance management here

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