Over the past years, the role of human capital has been significantly re-evaluated. Training, in turn, has been regarded as a valuable tool to gain relevant knowledge as well as raise employees’ competence. However, the role of training in business life has undertaken a crucial change “from a program focus to a broader focus on creating and sharing knowledge” (Noe, 2010, p. 55). The purpose of this paper is to find out how human capital influences the changing role of training from skill and knowledge acquisition to its direct implementation in the future.
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To begin with, there should be a link established between work performance and employees. Business productivity and competence are directly proportional to the workers’ progress. Secondly, to remain relevant to its customers, a company should develop constantly according to the current market needs. According to Noe (2010), the main competitive advantage could be given to a company through experience and good communication established between workers. Conduction of various training within the staff is one of the most effective ways to organize such type of interaction properly. Furthermore, their structure should include a combination of efficient learning tools as well as techniques for their implementation.
Taking everything into account, the fast-changing world of the 21st century requires a lot of effort to be put in order not to lose authority among the competitors and show high-quality performance. The constant eagerness for improvement is frequently meant under the notion of “effort”. One of the most productive ways to teach others new skills, which can be measured in the future, is to share knowledge through training and regular communication.
Noe, R. A. (2010). Employee training and development. New York, NY: McGraw-Hill Companies, Inc.