Identify at least 1 strength and 1 weakness in your author’s reasoning, supported by scholarly sources, the text, and biblical principles. ??Each reply must be 250300 words. Each thread

DB2: Training, Development, and Separations – Impact of Downsizing

           In our dynamic and rapidly changing global business environment, organizational downsizing is an unfortunate side effect that can negatively impact employee productivity and morale (Noe et al., 2021). Often referred to as “rightsizing”, the process of letting employees go, is never easy and should be taken with the utmost consideration, as it not only impacts those workers that have been laid off from their job, but also substantially affects the workers that remain at the company, the layoff survivors. Socioeconomic shocks such as layoffs and downsizing have been linked to increased work-related stress and mental health concerns, job insecurity, lower job satisfaction, and a weakened commitment to the organization (Elser et at., 2019).

           A study by the American Management Association revealed that only one-third of the organizations that conducted downsizing actually increased profits as a result (Noe et al., 2021). How then should managers and human resources departments handle the inevitable downsizing of the workforce while minimizing the collateral damage? After all, it is also the reputation on the company that is at stake. Present and future prospective employees need to be reassured that the leaders of the organization are fair-minded, acting in good faith, and are genuinely concerned with being accountable to stakeholders. The process for rightsizing should begin prior to passing out pink slips. Managers must analyze the big picture and how the overall supply chain will be affected by reducing employees. Will the reduced number of workers be capable of producing the same output? If the decision is made to let go of “unessential” employees, this should be done by analyzing productivity data of individual workers through downsizing models to determine the cost and benefit of each employee (Pandey, 2018). Typically, the most recent hires are the first to get let go as the company has not invested as much in education and training for the newer employees as those who might have been with the company for a number of years. Temporary layoffs, or furloughs, may be a better option to put the company in a position to recall skilled employees when the economy and financial conditions improve.

           Managers and human resources professionals must be committed to engaging with the surviving employees through open communication in order to maintain a sense of commitment and trust (Noe et al., 2021). Transparency and communication of financial standing with employees is essential so that they understand the reasoning for the reduction in staff. In the event of an economic downturn, company leaderships could also receive pay cuts to show that they are equally invested in the growth process. Such a gesture would go a long way to show support and reinforce common goals.

           Responsible downsizing that incorporates strategies, best practices, and actions in which HR, management, and employees are involved in the process, can provide solutions to curb the negative impact of lay-offs (McLachlan, 2022). “Finally, all of you, be like-minded, be sympathetic, love one another, be compassionate and humble” (New International Version, 2011, 1 Peter 3:8). Layoffs might be necessary to keep a company above water during difficult times. However, it’s important to look at the human factors involved in the situation and be accountable to all stakeholders for long-term success.

References

Elser, H., Ben-Michael, E., Rehkopf, D., Modrek, S., Eisen, E. A., & Cullen, M. R. (2019). Layoffs and the mental health and safety of remaining workers: A difference-in-differences analysis of the US aluminium industry. Journal of Epidemiology and Community Health (1979), 73(12), 1094-1100.  https://doi.org/10.1136/jech-2018-211774 Links to an external site.

McLachlan, C. J. (2022). Developing a framework for responsible downsizing through best fit: The importance of regulatory, procedural, communication and employment responsibilities. International Journal of Human Resource Management, 33(1), 16-44.  https://doi.org/10.1080/09585192.2021.1958248 Links to an external site.

New International Version. (2011). Biblegateway.com, Biblica Inc. https://www.biblegateway.com/passage/?search=1+Peter+3%3A8&version=NIV

Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2021). Human Resource Management: Gaining a Competitive Advantage (12th ed.). New York, NY: McGraw Hill, ISBN: 978-1-260-26257-5

Pandey, J. (2018). Managing employee surplus: The cats, rats, camels and elephants of strategic downsizing matrix. Strategic HR Review, 17(4), 220-223.  https://doi.org/10.1108/SHR-08-2018-133

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Training, Development, and Separations

          The purpose of this post is to discuss the difference between training and career development. Also reviewed is whether training or career development is more likely to increase retention in an organization and why. Finally, ethics training is viewed in light of a Christian worldview.

Training in the Workplace

          When leaders value human capital, strategic plans will include workplace training. Training plays a critical role in an organization’s success and should be part of its strategic plan to contribute to a competitive advantage (Noe et al., 2021). In addition, employees can develop the skills needed to perform their jobs when training is provided, resulting in higher employee engagement and increased retention (Ranganathan, 2018). Organizations that allocate resources for training activities in their business strategy communicate their commitment to human capital management (Noe et al., 2021).                   

New Hire Orientation is Part of Onboarding, Not Training

            New hire orientation is part of onboarding new hires and helps transition them into their new work environments, but it is not to be confused with training. Jeske and Olson (2022) define new hire orientation as a component of onboarding to familiarize a new employee with company practices, important policies and procedures, and general safety rules. Human resource professionals must carefully consider the design of the onboarding process, including new hire orientation, as new hires who are dissatisfied with the process within the first few months of their employment resign within their first year (Shufutinsky & Cox, 2019).

Train for Individual and Organizational Success

          Our textbook defines training as “a planned effort by a company to facilitate employees’ learning of job-related competencies, knowledge, skills, and behaviors” (Noe et al., 2021, p. 279.) The goal of workplace training is to provide employees with additional skills and knowledge needed to successfully perform their jobs' essential duties and responsibilities. In addition to job training, many corporations require ethics training to impact present and future employee behavior (Kancharia & Dadhich, 2021). Employee training, or the lack thereof, directly affects an organization’s productivity and, ultimately, its success (Demiral, 2017). In addition, Demiral (2017) finds that companies that provide formal training gain more than they invest, termed train to gain. Many employees are well-educated and trained in their field of work, yet, training in how their organizations work and their overall business strategy will help the company gain a competitive advantage (Noe et al., 2021).

Career Development in the Workplace     

          Career development is a form of continuous learning that extends throughout the employee life cycle (Noe et al., 2021). Continuous learning may also be likened to a growth mindset, never allowing one’s career development to become stagnant. Career development is critical to an organization's success, too. The importance of career development comes to light in times of economic downturns or business crises that may necessitate employee adaptability and flexibility (Noe et al., 2021). Organizations train employees to arm them with competencies necessary to perform their jobs well, operate more efficiently, and show they are committed to employee development (Randall et al., 2022). From the employee side, individuals want career development opportunities to perform better, become more valuable to their company through cross-training, promotion possibilities, and being marketable to potential future employers (Wolfson et al., 2018).

          Wickramaratne (2021) relays that while there is a growing emphasis on self-management of careers, organizations still play a vital role in developing their employees’ careers. Employers may offer career development opportunities, but employees must proactively take advantage of them. There is a dual responsibility of both employer and employee, and each must do their part (Wickramaratne, 2021). For example, an employer may offer a career development opportunity through tuition reimbursement for an employee to obtain an undergraduate or graduate degree. However, it is up to the employee to take advantage of this opportunity.

Does Increased Retention Result from Training or Career Development?

          Employee retention increases with both training and career development. Job candidates are attracted to positions that provide training to be successful employees, and they are attracted to organizations that will provide additional training when safety concerns arise or when the business, industry, or economy necessitates training (Demiral, 2017). Career development activities provide work readiness for an employee's current and future employer (Ranganathan, 2018). When an organization creates a culture of continuous learning and career development supported by management, the result is increased employee satisfaction and higher retention (Wickramaratne, 2021).

          Supervisors play more than just the role of relaying training plans and job expectations to their subordinates. When supervisors foster relationships with their employees and are involved in the training process, organizations find increased job performance ratings that lead to increased job satisfaction and engagement, resulting in increased retention (Zhang et al., 2020). Employees who are provided with opportunities to participate in formal and informal learning and perceive they have received adequate support from management report feeling they have a profound obligation to remain working at their organization, even during onerous circumstances (Randall et al., 2022).

Biblical Integration

          Human resource professionals have a unique opportunity to develop, incorporate, and communicate a Code of Ethics in their organizations. This information can then be presented on an organization’s website for candidates to view as they consider employment opportunities. During new hire onboarding and annual compliance training, human resource experts can communicate ethical guidelines or codes along with procedures to report violations. Training should include a discussion of ethical dilemmas that employees may face with their employer. For example, topics could consist of the following: (a) taking credit for a colleague’s work, (b) offering a client a product that is not in their best interest because the employee will profit, (c) utilizing inside knowledge for self-profit, and (d) changing financial numbers on a report to qualify for a bonus. Believers know that ethical behavior is more than doing the right thing; it is commanded of us in Scripture. Leviticus 19:11 tells us, “You shall not steal, nor deal falsely, nor lie to one another” (New American Standard Bible, 1995). Ethical dilemmas may be found in relationships with colleagues, leaders, clients, and business partners. Training will help employees analyze ethical dilemmas, develop and strengthen ethical competencies, and help avoid organizational crises (Kreismann & Talaulicar, 2021).

Conclusion

          Corporations that provide training and career development opportunities show they value human capital and understand its long-term value. In addition, allocating resources for training and career development activities further solidifies an organization's commitment to its employees. Management support is essential to the training and career development experience. Both training and career development result in employee satisfaction and increased retention, which can give an organization a competitive advantage. Wise leaders will include training and career development opportunities as retention strategies.

References

Demiral, O. (2017). Effects of training on employee job satisfaction and achievement: ‘Train to gain’ evidence from manufacturing businesses in turkey. Business and Management Studies: An International Journal, 5(3), 765-785.  https://doi.org/10.15295/bmij.v5i3.157 Links to an external site.

Jeske, D., & Olson, D. (2022). Onboarding new hires: Recognising mutual learning opportunities. Journal of Work-Applied Management, 14(1), 63-76.  https://doi.org/10.1108/JWAM-04-2021-0036 Links to an external site.

Kancharia, R., & Dadhich, A. (2021) Perceived ethics training and workplace behavior: The mediating role of perceived ethical culture. European Journal of Training and Development, 45(1), 53-73.  https://doi.org/10.1108/EJTD-03-2020-0045 Links to an external site.

Kreismann, D., & Talaulicar, T. (2021). Business ethics training in human resource development: A literature review. SAGE Publications.  https://doi.org/10.1177/1534484320983533 Links to an external site.

New American Standard Bible. (1995). The Holy Bible, New American Standard Online.  https://www.biblegateway.com/ Links to an external site.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2021). Human resource management: Gaining a competitive advantage (12th edition). McGraw-Hill.

Randall, J. G., Brooks, R. R., & Heck, M. J. (2022). Formal and informal learning as deterrents of turnover intentions: Evidence from frontline workers during a crisis. International Journal of Training and Development, 26(2), 185-208.  https://doi.org/10.1111/ijtd.12254 Links to an external site.

Ranganathan, A. (2018). Train them to retain them: Work readiness and the retention of first-time women workers in India. Administrative Science Quarterly, 63(4), 879-909.  https://doi.org/10.1177/0001839217750868 Links to an external site.

Shufutinsky, A., & Cox. R. (2019). Losing talent on day one: Onboarding millennial employees in health care organizations. Organization Development Journal, 37(4).  https://www.researchgate.net/publication/333745337_Losing_Talent_on_Day_One_Onboarding_Millennial_Employees_in_Health_Care_Organizations Links to an external site.

Wickramaratne, W. P. R. (2021). Sustainability in career development: The impact of career development culture and career support of senior management on career satisfaction. Emerging Markets Journal, 10(2), 1-9.  https://doi.or/10.5195/emaj.2020.194 Links to an external site.

Wolfson, M. A., Tannenbaum, S. I., Mathieu, J. E., & Maynard, M. T. (2018). A cross-level investigation of informal field-based learning and performance improvements. Journal of Applied Psychology, 103, 14-36.  https://doi.org/10.1037/apl0000267 Links to an external site.  

Zhang, L., Goldberg, C. B., & McKay, P. F. (2020). From new hires to their supervisors: The influence of newcomer race/ethnicity on the leader-member exchange conveyance. Journal of Occupational and Organizational Psychology, 93(3), 767-789.  https://doi.org/10.1111/joop.12314

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