Comments are closed. Related posts:No related photos. Is training a life enhancer?On 1 Jul 2002 in Personnel Today Previous Article Next Article Employees say the impact of learning radiates from theworkplace into their personal lives. Stephanie Sparrow and Simon Kent asktraining professionals how they feel about this responsibilityA recent survey by training provider KnowledgePool revealed the importancethat British workers place on training. Almost a quarter said training opportunities were the principalconsideration when applying for a new job and overall, they were the secondmost important consideration after basic salary. The survey revealed many heartening statistics such as the extremely highpercentage (81 per cent) who trained to improve their performance in theircurrent job. But surprisingly, nearly a fifth participated in training in thehope that it would benefit their personal lives. This could be because personalskills such as communication, self-motivation and team work were seen byrespondents as the most useful skills at work and so it followed that almosttwo-thirds believed the skills that make them good at work are useful inpersonal relationships. We asked readers for their opinions. Rick WoodwardDirector of corporate training, Kimberly-ClarkTraining is for developing skills and motivating people. Employees might getbetter at interpersonal skills, but it is also motivational because it helpspeople to grow. I believe development and training can have a profound effect on peoplesimply because it says the company believes in them. A lot of people tell methey are amazed at how much Kimberly-Clark invests in them. We are very proud of our professional development programme and use it as arecruitment tool to say to the outside world ‘look how much we believe in thepeople we employ.’ Patrick GibbonsHead of HR development, CISThe training and development opportunities we give to people at CIS are notonly intended to develop workplace competencies, but offer personalopportunities. We publicly state this in our development strategy so we getpeople on courses not because there is an immediate benefit to their career,but because they want to learn about that subject. Paul ButlerChief executive, Knowledge PoolOrganisations should capitalise on employees’ inherent desire to learn.Companies are seriously taking on board work-life balance – they want toencourage employees to follow a cycle of continuous development but not all ofthat can be done during work time, so there must be a reason for the employeeto spend their own time developing skills. The learning culture doesn’t just encompass the employee, it encompassestheir family life as well. So, if you have an e-learning database there is noreason why partners and children shouldn’t have access as well. Addressing staff motivation in this way is a very powerful tool, because youcapitalise on the desire of most of the workforce to learn new skills. It isessential companies tap into this. Helen MartinVice-president, head of HR, Credit SuisseI think people have an intrinsic desire to reach their potential. I alsothink adults generally dislike being taught, but enjoy learning. Although we haven’t carried out a research study into the benefits peoplefeel development opportunities have brought to their personal lives, I haveobserved a self-confidence boost in many and a greater adaptation and opennessto change. In addition, some employees have become noticeably less entrenchedin their thinking. This increase in awareness can only benefit them in theirpersonal life. I do consider this impact when we are planning training and developmentinitiatives. I have seen middle-aged staff, who haven’t sat an exam since their11-plus, really open up and glow in newly-found self confidence. Bruce BoughtonPeople development manager, AsdaWe have had a couple of courses which have definitely had a personal impact.On one of those, participants realised their home life was very important tothem and that helps the organisation. We want rounded individuals who arepositive and motivated and have a successful home life as well as success atwork. In general, technical skills are for the workplace, but with managementcourses we’re digging down into that person so you’re bound to get personallearning as well as business learning. It also means participants learn forthemselves, rather than because we tell them to learn. Helen BusbySenior manager career development, NationwideWe take a balanced approach between training and development. Training couldbe defined as ‘things that help me do my current job and enhance myperformance.’ Development is more about personal growth – helping individualsstretch themselves – and therefore there is a greater alignment with personallife. I think people have always had their eye on work-life balance and now it hasbecome more overt it is more acceptable to say ‘I have responsibilities outsidework.’ Consequently, one can ask an organisation how training benefits you,rather than just how it helps sell more products.