Category: Employee Benefits

The spread of COVID-19 has altered many aspects of life, including people’s work. The UK has been extremely affected by the virus, which has caused the state to have one of the highest mortality rates (Dawson and Golijani-Moghaddam, 2020). As a result, those not considered “critical workers” were mandated to work from home, and many individuals lost their jobs (Dawson and Golijani-Moghaddam, 2020, p. 126). Consequently, approximately 70% of UK citizens reported having anxiety and diminished well-being and worrying about the effects of COVID-19 on their lives (Dawson and Golijani-Moghaddam, 2020, p. 126). The situation became more complicated when people were pushed to choose between maintaining their careers and caring for their relatives (Chung et al., 2021). Nonetheless, as society seems to find ways to overpower the virus, now it is important to assess the occurred changes and their consequences. In particular, it is crucial to determine the impact of current job experiences on households. This paper aims to analyse the significance of flexibility in the post-pandemic era and how flexibility affects job satisfaction among working families in the UK.

Research Method

The study employed the qualitative research method (QRM) to comprehensively assess different aspects of the matter. QRM is beneficial due to allowing researchers to gather multiple forms of data from diverse sources, with the participants being able to share their ideas freely (Creswell and Creswell, 2018). Accordingly, the analysis focused on findings from both primary and secondary sources, the former being interviews with working families (WFs) and the latter including academic articles and reports. Such an approach was chosen to assess whether evidence from the two types of data collection would support each other (Creswell and Creswell, 2018). Consequently, the participant sample was planned to involve 20 to 30 WFs, but some responses were omitted due to expressing biases. Furthermore, to review existing literature on the topic, Herzberg’s Two Factor Theory (HTFT) was leveraged as a theoretical framework that examines the workplace’s motivating and demotivating factors (Chiat and Panatik, 2019). Finally, the QRM was expected to be practical in adequately answering the following research questions:

1. What is the business impact of flexible working on employee performance and productivity?
2. Does the utilisation of current alternative work arrangements enable the career ambitions of working families whilst caring for their families?
3. Are working families being forced to make a decision between career ambitions and caring for their families?

Research Design

The research design for the study followed the principles of the QRM. Qualitative designs, which represent types of inquiry within the qualitative approach, vary, but the present analysis concentrates on phenomenological research (PR) to explore employee motivation and flexibility among WFs (Creswell and Creswell, 2018). Such a strategy focuses on assessing the lived experiences of the participants about a concept and typically involves conducting interviews (Creswell and Creswell, 2018). Moreover, within the scope of PR, the literature review investigates aspects of the central phenomenon that are later divided into topical areas (Creswell and Creswell, 2018). Accordingly, PR design in this paper was used to examine WFs’ motivation and flexibility and categorise each feature with relevant factors of HTFT.

It is worth noting that for this study it is also necessary to use the method of thematic analysis. This feature allows us to consider a theoretical problem from different points of view and to rely on the data obtained with the help of objective method of research. For its implementation in the system of study of the issue related to the topic of this work, it is important to consider the fact that the data that it requires can be obtained immediately before the study of the issue. The main feature that distinguishes this method from others is the comparison of data obtained before the study and after it has been carried out. This allows for a deeper understanding of the analysis, as well as the drawing of meaningful conclusions from the data obtained. Thus, it is possible to say, that thematic analysis allows to expand possibilities of interpretation of results of the given research by carrying out the comparative analysis with the data received before experiments. They can be the main figures, which should be guided in the pre-test season and compare with the current data. In this case, you can notice that the situation has changed for the better, which allows you to conduct an in-depth study of this topic, using other sources of information.

Data Collection

Data collection (DC) for the research consisted of primary and secondary sources, the former being interviews. Initially, 20 to 30 WFs were supposed to be questioned, but some responses were omitted in data analysis because some participants subjectively presented their answers. However, the number of social desirability biases was relatively small due to having implemented an approach that limited prejudiced responses based on findings from another study. Data collectors tried to ensure that the interviews were in private locations and strived to make the participants comfortable by explaining the purpose of the research and building rapport (Bergen and Labonté, 2019). Furthermore, opportunity sampling was employed to capture responses, with WFs being chosen based on availability and convenience (Creswell and Creswell, 2018). Data were collected from semi-structured interviews, and such a strategy was chosen due to offering additional depth to the survey forms (Husband, 2020). Finally, the study utilised generally open-ended questions to elicit views and opinions on such matters as performance, flexible working, and satisfaction (Creswell and Creswell, 2018). Overall, primary DC delivered comprehensive information by presenting the experiences of some UK individuals and is analysed further in the paper.

Secondary data was collected by examining literature from academic articles and a report. Such types of DC were picked to detect useful facts and details that the interviews may have missed (Creswell and Creswell, 2018). Nonetheless, considering that some qualitative documents were likely not to be authentic and accurate, the study had certain criteria for the papers (Creswell and Creswell, 2018). In particular, the sources were selected based on their relevance to the research questions, date of publication (no older than the last five years), and credibility of the journals. The search yielded seven scholarly articles and one report, with some presenting views before the spread of COVID-19 and others being publicised during the pandemic.

The first group of sources was employed to explore the research question regarding the effects of flexible working (FW) on employee performance and productivity. Chung and Van der Horst (2020) discuss FWAs (Flexible Working Arrangements) and their connection to unpaid overtime and performance by utilising a large household panel data in the UK. For instance, Chung and Van der Horst (2020) mention that FW is regarded as a family-friendly practice but is used differently depending on such factors as occupation, parental status, and gender. Chafi, Hultberg and Bozic Yams (2021) examine such FWAs as remote and hybrid work in relation to productivity by collaborating with some Swedish organisations. For example, Chafi, Hultberg and Bozic Yams (2021) suggest that they have received conflicting results but note that those who work from home may have lower performance. The first paper was accepted prior to the pandemic, and the second one was published after the spread of the virus. Despite only one article focusing on the UK, both studies seem credible due to being published in international peer-reviewed journals, and they indicate the need for further research.

The next group of sources was utilised to investigate the second question concerning the connection between alternative work arrangements (AWAs) and WFs. Beigi, Shirmohammadi and Stewart (2018) analyse FWAs and their relation to WFC (Work-Family Conflict) and propose, for instance, that women and those with children benefit from flexible working more than men and non-parents. Galanti et al. (2021) assess work from home (WFH) and WHC regarding such aspects as engagement and suggest, for example, that distracting environments negatively affect motivation but are not predictors of decreased productivity. Furthermore, De Smet et al. (2021) explore how such AWAs as remote working affect parents and state that many employees with children refuse to keep their jobs due to the difficulties of WFH. Notably, the studies by Galanti et al. (2021) and De Smet et al. (2021) help in understanding the topic, but their limitation toward the current research is that they were not conducted in the UK. However, the two articles and the report are published by international journals and a major company, and all their analyses seem supported by evidence from multiple scholarly and government sources.

The third group of documents investigates the final research question about whether WFs have to choose between their career ambitions and families. Chung et al. (2021) examine FWAs influence female and male employees and impact their household duties. Chung et al. (2021) mention that women have to resolve whether they are willing to take on dual responsibilities. Nonetheless, Chung et al. (2021, p. 222) also remark that men have to decide if they are ready to face the “femininity stigma” associated with FWAs. Xue and McMunn (2021, p. 2) discuss how parents overcome childcare and housework demands while maintaining their jobs and how work and family may “spill” over onto the other. For example, Xue and McMunn (2021) propose that fathers and mothers who had adapted their work patterns to care for their families had experienced psychological distress. Consequently, both papers suggest that WFs are forced to choose between their careers and households. The two articles seem credible due to assessing the effects of the pandemic on work-home relationships and being published in credible journals. Overall, the reviewed above sources are relevant for the research’s DC.

Reference List

Beigi, M., Shirmohammadi, M., and Stewart, J. (2018) ‘Flexible work arrangements and work–family conflict: a metasynthesis of qualitative studies among academics’, Human Resource Development Review, 17(3), pp. 1-23. Web.

Bergen, N. and Labonté, R. (2020) ‘“Everything is perfect, and we have no problems”: detecting and limiting social desirability bias in qualitative research’, Qualitative Health Research, 30(5), pp. 1-10. Web.

Chafi, M. B., Hultberg, A., and Bozic Yams, N. (2021) ‘Post-pandemic office work: perceived challenges and opportunities for a sustainable work environment’, Sustainability, 14(1), pp. 1-20. Web.

Chiat, L. C. and Panatik, S. A. (2019) ‘Perceptions of employee turnover intention by Herzberg’s motivation-hygiene theory: a systematic literature review’, Journal of Research in Psychology, 1(2), pp. 1-8. Web.

Chung, H. and Van der Horst, M. (2020) ‘Flexible working and unpaid overtime in the UK: the role of gender, parental and occupational status’, Social Indicators Research, 151(2), pp. 495-520. Web.

Chung, H. et al. (2021) ‘Covid-19, flexible working, and implications for gender equality in the United Kingdom’, Gender and Society, 35(2), pp. 218-232. Web.

Creswell, J. W. and Creswell, J. D. (2018) Research design: qualitative, quantitative, and mixed methods approaches. 5th edn. Los Angeles: Sage.

Dawson, D. L. and Golijani-Moghaddam, N. (2020) ‘COVID-19: psychological flexibility, coping, mental health, and wellbeing in the UK during the pandemic’, Journal of Contextual Behavioral Science, 17, pp. 126-134. Web.

De Smet, A. et al. (2021) Married to the job no more: craving flexibility, parents are quitting to get it. Web.

Galanti, T. et al. (2021) ‘Work from home during the COVID-19 outbreak: the impact on employees’ remote work productivity, engagement, and stress’, Journal of Occupational and Environmental Medicine, 63(7), pp. e426-e432. Web.

Husband, G. (2020) ‘Ethical data collection and recognizing the impact of semi-structured interviews on research respondents’, Education Sciences, 10(8), pp. 1-12. Web.

Xue, B. and McMunn, A. (2021) ‘Gender differences in unpaid care work and psychological distress in the UK Covid-19 lockdown’, PloS One, 16(3), pp. 1-15. Web.

Introduction

The primary purpose of this presentation will be to look at three separate recruiting companies, then compare and conclude as to which one would be best to apply. There will be a detailed comparison and subsequent analysis of the results, providing the reasoning behind the conclusion. It is worth noting that information about the companies will be obtained through visits to official websites. In the case of the analysis, several independent studies of the work culture and the interaction of employees with employers are a priority. The value of such work lies mainly in helping future job seekers, as the methods of analysis used are highly effective in various firms. In the case of the analysis, several independent studies of the work culture and the interaction of employees with employers are a priority. The value of such work lies mainly in helping future job seekers, as the methods of analysis used are highly effective in various firms.

VMware

VMware is a company that provides its business partners and self-employed people with virtual spaces to work in and develop new products. Its Sales Development Representative position is to find new customers and work with existing ones.

Based on the information provided on the website of the same name, the following aspects are crucial to the list of employee benefits:

• Health insurance.
• Retirement supplement.
• A variety of social benefits because of illness or psychological issues.
• Investments in personal development, such as online courses and sports.

Based on the factors listed above, it is worth noting that there is no mention of KPIs or career development programs in this list. Following the available research, this tendency is negative and indicates that the financial component of work may be unsatisfactory (Landay & DeAmond, 2018). Hence, it is necessary to perceive the interview seriously and clarify the issues mentioned above beforehand with the social package mentioned.

SalesForce

SalesForce handles the professional processes of integrating and interacting with businesses of all sizes. Its job is to help virtual product creators find their customers on a wholesale scale. The position featured here is a Mid Market Account Executive whose responsibilities include customer service as well as lead account management.

The following benefits are presented by the company for the applicant:

1. Week-long product Bootcamp and weekly face-to-face coaching.
2. Time off & leave policies.
3. Health Insurance Accommodations Aid.
4. Career opportunities.

In this case, an essential factor is the training system, which gives additional experience and qualification, and simplifies the first stages of integration into the workflow. However, vague descriptions have a particular risk factor, so increased care is required to read the contract. It is recommended to clear all the above-mentioned issues with the HR manager during the interview.

GuideHouse

With comprehensive skills in managing, innovation, and risk consulting, GuideHouse is a prominent global distributor of advisory services for the public and commercial sectors. Calling insurance companies for status in a timely manner and notating accounts, as well as checking the firm’s website and regulating its reports are the main responsibilities of the Billing Follow Up Specialist that is needed.

Benefits of this company include:

1. Medical, prescription, dental, and vision insurance.
2. Sick time for one’s family and company-paid vacations.
3. A discretion variable inducement bonus.
4. Referral Program for employees.

The listed benefits are an essential part of today’s work culture vacancy. Moreover, extended descriptions and indications of the specific amounts of benefits and assistance offered to increase the employer’s credibility. Thus, it is logical to conclude that there is a high level of reliability.

Comparison

During the process of examining the content of the available studies, such importance as the credit of trust is noted. Based on this factor, the disadvantages and advantages of the presented companies were indicated. The reason for the chosen criteria is the fact that all subsequent positive or negative trends are directly related to the first impression of the employee benefits description. According to Hamilton & Davidson, the wording and specifics of each vacancy pass through many instances within the firm (2018). The attitude toward the potential employee, their interests, and their comfort are demonstrated through job descriptions.

Analysis

Comparing the conditions presented by the three listed companies, it is necessary to note such an essential factor as credit of trust. In the case of VMware, there is no problem with the excessive conceptualization of the terms offered, though there are issues with the system of KPI.

On the other hand. SalesForce is an example of a firm that does not go into specifics and only voices details in principle at the interview stage. While responsibilities and bonuses are described in detail, there is a mention and a short but clear description of the bonus system, which directly affects the level of salary in the future (Sołek-Borowska & Wilczewska, 2018). It is apparent that GuideHouse is the most balanced option in this particular case.

Conclusion

The comparisons and analysis revealed that GuideHouse is the most attractive firm for a job seeker. Based on the public research, conclusions were made regarding the most crucial factor — the company’s credibility. The possible consequences of neglecting the abovementioned factors were described and analyzed. A detailed listing of the benefits provided played an essential role in the evaluation and subsequent conclusions.

Following on from the findings, the importance of this presentation is further supplemented by the fact that it refers to additional topics that need to be explored. Understanding the recruiting techniques and critical constructs of the profession allows for the effective allocation of information resources in the recruitment process. Drawing attention to the issues described also can positively impact both the work culture and the average professionalism of both recruiters and job seekers.

References

Landay, K., & DeArmond, S. (2018). Recruitment process outsourcing and recruiter and hiring firm characteristics. Journal of Personnel Psychology.

Sołek-Borowska, C., & Wilczewska, M. (2018). New technologies in the recruitment process. Economics and Culture, 15(2), 25-33.

Hamilton, R. H., & Davison, H. K. (2018). The search for skills: Knowledge stars and innovation in the hiring process. Business Horizons, 61(3), 409-419.

Seniority

Seniority is a special rank received by long-term employment with one’s firm. People who stay with the same firm for some extended time are compensated through seniority-based program for their commitment to the organization. Seniority method is different from merit-based progression because it is based on an individual’s work term without considering other variables such as accomplishments. A firm may utilize seniority to make certain decisions and merit-based procedures to make others (Carrell & Hearvin, 2014a). In most circumstances, seniority is used in conjunction with other qualification considerations. As a result, this article aims to analyze seniority, its advantages, and any challenges or trends linked with it.

Types of Seniority Benefits

There are two sorts of seniority, and a corporation may utilize either one or both. Firstly, organizations tend to use competitive seniority to determine recruiting and promotion chances. Because the organization must choose amongst numerous individuals, these selections may be competitive. Secondly, benefit seniority can be used to disseminate incentives such as training programs, pay raises, or benefit increases (Carrell & Hearvin, 2014b). In this scenario, one’s rank does not guarantee them the above benefits.

The Benefits of Seniority

One of the utmost noteworthy compensations of a seniority structure is that it eliminates recruitment and promotion prejudices. The company records the employee’s commencement date, which guarantees that documentation of the staff’s seniority is kept so that rewards can be received on time. As employees develop longevity in their employment, they could also obtain perks such as more paid time off, improved healthcare insurance coverage, more vacation days, or other corresponding payments as they remain with a firm for extended periods (Carrell & Hearvin, 2014a). Secondly, the organization may provide appealing training chances to those with higher seniority. This training may help individuals develop in their careers since they will be qualified to undertake duties that may be required to finish projects.

Thirdly, when one becomes a senior staff member, the business may initially give them supervisory chances. When a firm needs a group leader or program manager, it picks the person with the most extended uninterrupted job history with the company, that is, if it uses a seniority model for rewarding. Fourthly, when it comes to granting seniority-based job stability enhancements, some organizations follow a typical pattern. For instance, one may start as an intern or in an entrance role before obtaining enough expertise and credibility to advance to a program manager position. Individuals become progressively essential as their skill set gets more developed and significant to the firm (Carrell & Hearvin, 2014c). Fifthly, when a worker’s status grows, the business may give them first options on schedules. If their employer allows remote work, the individual may be free to select whenever to report to the office for work or whether they prefer to work from their home.

Sixth, if one’s job allows for extra hours, the person in question may be entitled to more regular overtime depending on seniority. Furthermore, given the seniority, one may receive a promotion faster than a colleague who is lower in the hierarchy. This reward recognizes personnel’s devotion by providing professional progression opportunities that can aid the company’s success. Seventh, seniority-based wage rises imply that hardworking employees will receive an increasing way earlier than a workmate with less seniority (Park et al., 2022). This benefit recognizes the individual’s continuous commitment to the firm. Eighth, seniority may provide direct exposure to sought-after tasks. In some circumstances, the business will offer these individuals opportunities for business trips or more vital prospects to an organization.

References

Carrell, M., & Hearvin, C. (2014a). Job security and seniority. In Labor relations and collective bargaining: Private and public (10^th ed.). Pearson Education, Inc.

Carrell, M., & Hearvin, C. (2014c). Unfair labor practices and contract enforcement. In Labor relations and collective bargaining: Private and public (10^th ed.). Pearson Education, Inc.

Carrell, M., & Hearvin, C. (2014b). Wage and salary issues. In Labor relations and collective bargaining: Private and public (10^th ed.). Pearson Education, Inc.

Park, H., Kim, H., & Han, H. (2022). The effect of seniority-based pay on firm performance. Korean Management Review, 51(1), 199-226. Web.

Introduction

Discretionary benefits are a powerful tool for attracting and retaining employees. I agree that discretionary benefits are typically viewed as an extra expenditure, but they are also beneficial investments for both the staff and the firm. Among other benefits, they make a valuable contribution to the company’s HR branding and even help attract more qualified and dedicated employees. This is due to the fact that discretionary benefits affect how current and potential staff view the company as an employer. They help create the image of a company that cares about its employees.

Discussion

Moreover, discretionary benefits are an effective tool for more than just recruitment and retention. Additional benefits are also associated with long-term benefits for the company. There are studies that show that there is a relationship between the quality of an employee’s discretionary benefits and individual productivity (Balkin & Werner, 2023). This is related to the theory of justice and is explained by the fact that when an employee recognizes that he or she is overpaid in comparison with others in the reference companies, he or she is driven to work more to justify this overpayment.

The Body Shop is a great example, their discretionary benefits policy is fair inclusive, and competitive for jobs in their field. Companies are becoming more flexible and adapting to the requirements of employees in a competitive labor market, and The Body Shop is one such firm. The emphasis on wellness programs has been one of the most significant changes in discretionary benefits in recent years. According to a new survey, people are more inclined to take a low-paying job with comprehensive health insurance than a higher-paying position without insurance (Jones, 2019). The Body Shop aspires to be a competitive employer and provides its employees with comprehensive insurance.

Conclusion

Offering discretionary benefits might help a firm not only in recruiting new employees. When making a recruiting decision, they are one of the most significant elements, but discretionary benefits also promote morale, retention, and long-term profitability by increasing individual performance.

References

Balkin, D. B., & Werner, S. (2023). Theorizing the relationship between discretionary employee benefits and individual performance. Human Resource Management Review, 33(1), 100901. Web.

Jones, K. (2019). The most desirable employee benefits. Harvard Business Review. Web.

Purposes of Induction

1. It is necessary to mention that the primary purpose of induction is to make sure that a new employee is introduced to a workplace environment
2. Another aspect that should not be overlooked is that individuals are provided with standard information that would help them to start working (Randhawa 108).
3. It is also imperative to mention that it can be used to make sure that new employees do not have to deal with difficulties that would affect the process of work or may lead to other significant complications.
4. Another purpose of induction that needs to be noted is that it ensures that employees can settle into an environment that is new, and adaptation to the process of work can also be critical in most cases (Sutherland and Canwell 135).
5. The fact that it helps to ensure that new employees are aware of the unique traditions and culture of an organization also should not be disregarded, and it allows to avoid possible conflicts or disagreements.

Benefits of Induction to Individuals

1. The first benefit for an individual that should be noted is that it helps new employees to socialize, and it is an essential part of the process of work that should not be overlooked because relationships in the workplace can be incredibly valuable in most cases.
2. Also, it is necessary to say that an employee may be provided with a range of benefits at the start of the process, such as gifts and others, and it increases their satisfaction levels dramatically (El-Shamy 12).
3. Also, an opportunity to be introduced to new technologies also needs to be regarded as beneficial, and the knowledge that is gained can be vital to the process of work (Frater 99).
4. Another benefit for an individual that needs to be mentioned is that any possible hazards are mentioned during the process, and it helps a person to get an understanding of what aspects of a particular job may be dangerous.
5. Also, the fact that a new worker may ask numerous questions during the process can also be viewed as an advantage because the information that is gained can be valuable in most cases (Gallagher 236).

Benefits of Induction to Your Organization

1. One of the biggest advantages for an organization that needs to be mentioned is that the process of induction helps to ensure that new employees are properly introduced to all the necessary aspects of a particular job and have the knowledge and skills to start working.
2. Another aspect that is incredibly beneficial is that performance levels of individuals are also improved significantly as a result of induction in most cases, and this is a factor that needs to be taken into account.
3. Also, it is necessary to say that it helps to establish a positive perception of an organization, and the image of the company is of utmost importance.
4. It is also paramount to note that it can be beneficial from the financial point of view because it helps to reduce the number of possible risks that would be incredibly costly for an organization most of the time (Thompson 46).
5. Another benefit to an organization that should be listed is that the process of induction helps to make sure that employees stay because they understand that they are valued by the company.

The Best Practice

It is imperative to understand that an induction program needs to be well developed to ensure that it is as efficient as possible. Also, such aspects as scheduling and expenses on activities should be paid most attention to because it would help to reduce the possibility of complications.

Works Cited

El-Shamy, Susan. Dynamic Induction: Games, Activities and Ideas to Revitalize Your Employee Induction Process. Farnham, UK: Gower Publishing, 2012. Print.

Frater, Glynis. Business and Communication Systems. Cheltenham, UK: Nelson Thornes, 2003. Print.

Gallagher, Kevin. Skills Development for Business and Management Students: Study and Employability. Oxford, UK: OUP Oxford, 2013. Print.

Randhawa, Gurpreet. Human Resource Management. New Delhi, IN: Atlantic Publishers, 2007. Print.

Sutherland, Jonathan, and Diane Canwell. Key Concepts in Human Resource Management. Basingstoke, UK: Palgrave Macmillan, 2004. Print.

Thompson, Neil. People Management. Basingstoke, UK: Palgrave Macmillan, 2013. Print.

Introduction

Training of the staff is of great value and benefits to all stakeholders involved in day to day realization of the of the company’s goals. In this case the owner, the staff and the customers stands an equal benefit if the continuous training programs are in place.

The employees should be equipped with ongoing training throughout their work lives so that they remain relevant and competitive in their lines of duty. It is a true fact that getting the right professional by a mere exercise of recruitment is not an easy task since various organizations are unique in the ways they carry out their duties.

Thus, this implies that the only convenient way to get the right personnel in a given organization is by training their workforce which is equal to the challenges of a given firm. The misconception that training only benefits the employees is misplaced and unfortunate. This is because training creates an atmosphere of professionalism which is very critical in the success of any given business.

Thus, the training programs should be highly valued in any given organization because they play a key role in determining the destiny of an organization (McNamara, 2008, p. 1). In this case we are going to look at the value and benefits of subjecting the employees to training programs. This benefits and values will be addressed on various stakeholders such as the owner, employees and finally the customers.

Value and benefit to the employer

The value and benefit of undertaking the training programs to the workforce is very realistic on the side of the employer. Even though some employers in small scale business may argue that it is uneconomical to fund training programs, the consequences of failure to train are too severe. The value and benefit of employees training to the employer are evident in various ways.

Firstly, the employees training programs lowers the costs incurred on hiring new staff. Under the training programs the firm can get potential candidates who may not have some skills but who are trainable to perform various tasks. Thus, the training culture implemented by the business helps the management spare the time which could have been wasted in looking for the ideal person to recruit (Sigma, 2010, p. 1).

This is because getting the right person is a bit challenging to the employees and thus training their workers is more convenient. Secondly, the turnover of the staff is highly reduced by action of training the employees. When the employees are given a chance to gain and develop new skills, they become happy people because of the feeling of being adequately informed about their tasks.

This reduces greatly their likelihood of desiring to resign and leave the firm and this enables the firm to retain great talents in their staffing. Thirdly, the claims from the customers against poor services drastically reduce due to appropriate training given to the employees. This is because the staff takes great pride in its daily undertakings due to confidence gained in the course of training (Jacouwski, 2010, p. 1).

Thus, the customers are happy with the service delivery of the employees and hence the success of entire firm since the customers will be retained. Finally, the employer will be required to undertake minimal supervision to the staff. This is because the employees are well informed about their duties and they are in a position to perform their duties independently without supervision from their boss.

Value and benefit to employees

The staff also gets great value and benefit from the training programs availed to them by their employer. Firstly, the mere act of the employer to give the staff an opportunity to gain knowledge and new skills, makes the employees feel appreciated and highly regarded. This fact enhances job satisfaction amongst the employees. As a result, the employees get highly involved in the affairs of the business and their loyalty towards the employer and the business at large is tightened.

The productivity of the firm also increases due to the fact the employees are giving their best to the business. Secondly, the employees are awarded certificates after undertaking the training programs (Kunkel, 2005, p. 1). The employees gain pride after attaining this certificates. Also the employees are better placed in seeking greener pastures since in all interviews the documentary evidence is highly regarded. This makes the employees have a feeling of being taken care of in terms of the career advancement.

Thirdly, the employees are not in mood of leaving a given firm because their needs are well taken care of by the training programs. Thus this ensures job stability of the employees since they are very loyal to the employer and the business. Also it is evident that after effective training the employees become happy and more satisfied with their jobs. This greatly reduces the likelihood of employees leaving or resigning their duties.

Finally, the employees gains new skills which enable them to be in a position to handle various responsibilities in their work place. Also the new skills acquire makes the staff perform their work effectively (Jacouwski, 2010, p. 1). The training programs enables the employees to be efficient and accurate a fact which highly motivates them. This leads to high productivity of the staff and thus the firm at large.

Value and benefit to customer

Training of the employees is of critical value and benefit to the existing and potential customers of the firm. First, the consistent excellent service delivery by well trained staff is highly regarded by the customers. This is because the firm is in a position to retain well talented staff for a very long period of time.

The retained staff is able to identify existing and new customers and ensure that customers are always better served every time they show up (Reh, 2002, p. 1). This makes the firm to be in a position to retain existing customers for a long time and also establish new ones. Secondly, the customers are in a position to enjoy service delivery which is professional. In this case the employees are train on how to explain some services to customers and also listening to the customers issues.

This makes the customer have a lot of trust to the employees and the entire firm. Finally, the customers are always pleased with fast and efficient service delivery offered by the trained employees (Kunkel, 2005, p. 1). This is as a result of self confidence developed by the staff out of new skills acquired during training.

Conclusion

It is very evident from the above that training instills some virtues such as listing, communication and being an educator to the employees. These virtues are very critical to the effective service delivery in any given firm. The training programs for employees are usually a big asset in the firm and should at no given time be seen as liabilities. Here we have looked at the value and benefit of training employees to the employer, employees and to the customers.

Referencing List

Jacouwski, T. (2010). The benefits of employee development. Web.

Kunkel, D. (2005). Train for success. Web.

McNamara, C. (2008). Employee training and development: reasons and benefit. Web.

Reh, F. (2002). Cross training employees. Web.

Sigma, S. (2010). The benefits of employee development. Web.

Introduction

Training of the staff is of great value and benefits to all stakeholders involved in day to day realization of the of the company’s goals. In this case the owner, the staff and the customers stands an equal benefit if the continuous training programs are in place.

The employees should be equipped with ongoing training throughout their work lives so that they remain relevant and competitive in their lines of duty. It is a true fact that getting the right professional by a mere exercise of recruitment is not an easy task since various organizations are unique in the ways they carry out their duties.

Thus, this implies that the only convenient way to get the right personnel in a given organization is by training their workforce which is equal to the challenges of a given firm. The misconception that training only benefits the employees is misplaced and unfortunate. This is because training creates an atmosphere of professionalism which is very critical in the success of any given business.

Thus, the training programs should be highly valued in any given organization because they play a key role in determining the destiny of an organization (McNamara, 2008, p. 1). In this case we are going to look at the value and benefits of subjecting the employees to training programs. This benefits and values will be addressed on various stakeholders such as the owner, employees and finally the customers.

Value and benefit to the employer

The value and benefit of undertaking the training programs to the workforce is very realistic on the side of the employer. Even though some employers in small scale business may argue that it is uneconomical to fund training programs, the consequences of failure to train are too severe. The value and benefit of employees training to the employer are evident in various ways.

Firstly, the employees training programs lowers the costs incurred on hiring new staff. Under the training programs the firm can get potential candidates who may not have some skills but who are trainable to perform various tasks. Thus, the training culture implemented by the business helps the management spare the time which could have been wasted in looking for the ideal person to recruit (Sigma, 2010, p. 1).

This is because getting the right person is a bit challenging to the employees and thus training their workers is more convenient. Secondly, the turnover of the staff is highly reduced by action of training the employees. When the employees are given a chance to gain and develop new skills, they become happy people because of the feeling of being adequately informed about their tasks.

This reduces greatly their likelihood of desiring to resign and leave the firm and this enables the firm to retain great talents in their staffing. Thirdly, the claims from the customers against poor services drastically reduce due to appropriate training given to the employees. This is because the staff takes great pride in its daily undertakings due to confidence gained in the course of training (Jacouwski, 2010, p. 1).

Thus, the customers are happy with the service delivery of the employees and hence the success of entire firm since the customers will be retained. Finally, the employer will be required to undertake minimal supervision to the staff. This is because the employees are well informed about their duties and they are in a position to perform their duties independently without supervision from their boss.

Value and benefit to employees

The staff also gets great value and benefit from the training programs availed to them by their employer. Firstly, the mere act of the employer to give the staff an opportunity to gain knowledge and new skills, makes the employees feel appreciated and highly regarded. This fact enhances job satisfaction amongst the employees. As a result, the employees get highly involved in the affairs of the business and their loyalty towards the employer and the business at large is tightened.

The productivity of the firm also increases due to the fact the employees are giving their best to the business. Secondly, the employees are awarded certificates after undertaking the training programs (Kunkel, 2005, p. 1). The employees gain pride after attaining this certificates. Also the employees are better placed in seeking greener pastures since in all interviews the documentary evidence is highly regarded. This makes the employees have a feeling of being taken care of in terms of the career advancement.

Thirdly, the employees are not in mood of leaving a given firm because their needs are well taken care of by the training programs. Thus this ensures job stability of the employees since they are very loyal to the employer and the business. Also it is evident that after effective training the employees become happy and more satisfied with their jobs. This greatly reduces the likelihood of employees leaving or resigning their duties.

Finally, the employees gains new skills which enable them to be in a position to handle various responsibilities in their work place. Also the new skills acquire makes the staff perform their work effectively (Jacouwski, 2010, p. 1). The training programs enables the employees to be efficient and accurate a fact which highly motivates them. This leads to high productivity of the staff and thus the firm at large.

Value and benefit to customer

Training of the employees is of critical value and benefit to the existing and potential customers of the firm. First, the consistent excellent service delivery by well trained staff is highly regarded by the customers. This is because the firm is in a position to retain well talented staff for a very long period of time.

The retained staff is able to identify existing and new customers and ensure that customers are always better served every time they show up (Reh, 2002, p. 1). This makes the firm to be in a position to retain existing customers for a long time and also establish new ones. Secondly, the customers are in a position to enjoy service delivery which is professional. In this case the employees are train on how to explain some services to customers and also listening to the customers issues.

This makes the customer have a lot of trust to the employees and the entire firm. Finally, the customers are always pleased with fast and efficient service delivery offered by the trained employees (Kunkel, 2005, p. 1). This is as a result of self confidence developed by the staff out of new skills acquired during training.

Conclusion

It is very evident from the above that training instills some virtues such as listing, communication and being an educator to the employees. These virtues are very critical to the effective service delivery in any given firm. The training programs for employees are usually a big asset in the firm and should at no given time be seen as liabilities. Here we have looked at the value and benefit of training employees to the employer, employees and to the customers.

Referencing List

Jacouwski, T. (2010). The benefits of employee development. Web.

Kunkel, D. (2005). Train for success. Web.

McNamara, C. (2008). Employee training and development: reasons and benefit. Web.

Reh, F. (2002). Cross training employees. Web.

Sigma, S. (2010). The benefits of employee development. Web.