Training and development in the organization is an issue of critical concern for both managers and leaders. Sarvadi (2005) argues that training is essential for an organization because, “Your employees are the ones that produce, refine, protect, deliver and manage your products or services every day, year in, year out” (The importance…). In spite of this reality however, Sarvadi reports that many organizations fail to implement strong employee training and development programs. This is because in most cases, organizations view employee training and development programs as an added expense for the organization.With the realization that employee training and development programs are so important for the viability of the organization, there is a clear impetus to consider how these programs should be designed and implemented.
[...] What this effectively suggests is that if the current organization is to develop a successful employee training and development program, assessment of training needs must be one of the first steps undertaken. Concurrent with training assessment must be a consideration of the specific methods that can be used to accomplish this goal. Brown goes on to argue that there are typically three levels of assessment that can be used to accurately understand the training needs of the employee and the organization. [...]
[...] Smith (2000) in his analysis of basic law enforcement duties and concerns notes that while most laymen perceive the thrill of danger as essential to a successful and rewarding police career, care and concern for others is the most important aspect of all law enforcement careers. essential for anyone interested in becoming a police officer to have a desire to help people” (p. 12). For this reason, basic law enforcement training should, at its core, stress the need for professionals to help others. [...]
[...] When placed in this context, it becomes evident that there are a host of problems that managers can face when it comes to the implementation of both a training program and a training culture. Clearly, if managers are to be successful, the must consider the organizational and employee barriers that exist. For this reason, it seems feasible to argue that organizational and employee assessment may be viable means for the organization to understand the challenges that exist when it comes to utilizing training in the organization (Rossett, 1997). [...]
[...] When making decisions about the primary goals of an employee training and development program for the current organization, here again it seems reasonable to argue that all of the suggestions made by these scholars have merit. Law enforcement development and training programs must take into account the basic needs of employees in the organization. In order to accomplish this goal, the organization needs to examine the purpose of the organization and its role in the larger community. Further, the organization needs to consider the broader context of the service that the organization will provide to the public. [...]
[...] Building the knowledge based organization: How culture drives knowledge behaviors. The Provider's Edge. Accessed August at: http://www.providersedge.com/docs/km_articles/Building_the_Knowledge- Based_Organization.pdf. Hallier, J., & Butts, S. (2000). Attempts to advance the role of training: Process and context. Employee Relations, 375-402. Johnson, R.A. (1993). Culture, mission, and goal attainment - police training techniques. FBI Law Enforcement Bulletin. Accessed August at: http://www.findarticles.com/p/articles/mi_m2194/is_n1_v62/ai_13794859. Lynch, M.D. (2005). Developing a scenario-based training program. FBI Law Enforcement Bulletin, [...]
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