Major Training Methods for Human Resource Management

Abstract

Human resource management uses major training methods in order to prepare employees for their work. Depending on the organization, training models may include role-playing, team-building exercises, learning of the job, or virtual learning. In spite of the many choices, role-playing seems to offer the most in regards to effective training because it encourages active learning and immediate engagement.

Discussion

When human resource managers apply major training methods, they provide employees with a robust toolset so staff members can satisfy the requirements of their jobs. While a large variety of options are entirely appropriate to use for these processes, some methods are more beneficial when sufficiently preparing an employee. Training possibilities include role-playing and examining possible situations that employees might encounter in their line of work. Other training methods incorporate team-building exercises that equip employees for working together and thus more efficiently. In addition, training might even be as simple as learning on the job. Some of these training methods are more effective than others but training ultimately depends on the work environment and the organization’s goals.

Among the major training methods, role-playing allows employees to engage as they learn. While role-playing might seem uncomfortable or unnecessary to employees at first, such training allows several opportunities to discuss possible issues that may arise. For example, the MBA Research and Curriculum Center has noted: “HR managers can provide valuable insights into important company decisions, such as organizational restructuring” (2009, p. 6). Subsequently, it would be appropriate for HR managerial training to foster this development in its trainees. For example, if the prevalence of “résumé fraud” (Collegiate DECA, 2012, p. 6) is a valid organizational concern, HR managers might role-play an interview wherein questions about this fraud are raised. Fundamentally, approaching work scenarios through role-playing, HR managers are privy to a variety of information. In other words, role-playing opens up an avenue of discussion about certain problems, and it even allows a deeper understanding of the participant’s ability to develop.

Furthermore, role-playing is also adaptable because there is virtually no limit to what human resource managers may discover an employee’s mindset. In comparison, on-the-job training seems like a paltry concession because employees may be either struggling with their work or otherwise performing inadequately, though it depends on the organization. For instance, if the job requires physically creating or building, on-the-job training may provide hands-on experience. At the same time, through role-play, HR managers can accurately train and assess the participant’s approach to his or her job, and perhaps even the employee’s capability to succeed altogether. One might say that role-playing is the quintessential training method because it is so flexible and able to incorporate virtually all other major training methods, including virtual reality approaches. As Collegiate DECA (2012) demonstrated, role-playing exercises can be used as tools to encourage friendly competition amongst participants as well as provide a metric for their progress.

Conclusion

Regardless of the HR manager’s objectives, timeliness is essential to successful training methods. However, for major training methods to be successful at all, HR must “keep up with those changes” (Hammonds & Berkley, 2006, p.4) in business systems. For example, while a lecture-discussion approach is certainly informative, it seems similar to role-play, but in a less interesting setting. Therefore, discussions and lectures are hardly guaranteed to inspire a sense of competition and self-improvement. Beyond that, coaching and counseling are reactionary practices that do not serve the bottom line, but rather highlight specific problems as they appear. Lawler suggested “HR functions need to reinvent themselves if they are to deliver administrative services and offer strategic advice” (April 2005, p. 6) and so begins the push for relevancy in major training methods. In contemporary business, technology and mobility often change swiftly and sometimes dramatically. With that in mind, HR management should consider their goals and how they plan for employees to achieve them. Overall, keeping the participant engagement is integral to achieving objective progress in HR management’s training methods.

References

Collegiate DECA. (2012). Human resources management: Sample role plays [PDF]. Reston: DECA Images.

Hammonds, K. H., & Berkley, R. A. (2006). Teaching guide for “Why we hate HR” [PDF]. Alexandria: Society for Human Resource Management.

Lawler III, E. E. (2005, April). Strategic human resources management [PDF]. Los Angeles: Center for Effective Organizations.

MBA Research and Curriculum Center. (2009). All in a day’s work: Human resources management Activities [PDF]. Columbus: Marketing Education Resource Center.