Learning to improve performance: Key developments in workplace training

Abstract

Purpose

This article reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In today's increasingly sink or swim business environment, only those organizations making the most of their key assets can hope to remain competitive. And as no one should need reminding that employees rank pretty highly on any list of such assets, its vitally important to focus on continually developing the skills and capabilities of the workforce. Thomas J. Peters once recommended dedicating huge resources to training. According to the US management consultant, there is no such thing as overspending in this area. Sure, it may be hard to disagree with his sentiments but most organizations have nowadays to cut their cloth accordingly. That means the training budget is inevitably subject to the same squeezing as everything else. But even in a world where you generally get what you pay for, less does not actually always have to mean less.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2006), "Learning to improve performance: Key developments in workplace training", Development and Learning in Organizations, Vol. 20 No. 2, pp. 24-27. https://doi.org/10.1108/14777280610645912