The Role of Training Professionals in Organizations

Introduction The ever changing global economy calls for new innovations and strategies in organizations in order to maintain competitive advantage. These include training and development of the human resource to enhance productivity and overall business performance (Cappelli 2000).Advertising We will write a custom essay sample on The Role of Training Professionals in Organizations specifically for you for only $16.05 $11/page Learn More Organizations are taking huge risks by investing heavily on human resource training and development. Business executives view innovation as one of their top most challenges. Many studies have found out that training and growth is the main tool for breaking new ground bringing changes in an organization (Gronn 2002). Discussion High performing organizations nowadays are acknowledging the significance of using best training and development systems to improve their competitive advantage in the industry. Training and develop ment of the human resource is a critical factor in any organization if the value and potential of the human resources are to be harnessed and grown. Many studies have underscored the apparent correlation between a soundly designed and strategic training and the overall success of the organization (Cappelli 2000). The general image of the industry and workers is also influenced by the level and quality of training and development. In our contemporary business climate most companies are faced with stiff competition for their quality staffs (Gronn 2002). Human resource experts asserts that companies which invests heavily training and development benefits from enriched working environment with low level of staff exodus as well as enhanced productivity and organizational performance (Kuchinke 2001). The intention of this essay is to examine the role of training professionals in today’s business, to deliver innovations. The study also explores how Australian organizations have deve loped innovations in their training and development programs to maintain organizational success and competitive advantage in the industry.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Training professionals and development of the human resources ensures sustainable competitive advantage and retention of high quality personnel in an organization (Wexley Latham 2002). Professional training guarantees stability and productivity in a company. It achieves this by helping employees to improve on their capacity and helps them adapt to new technologies and organizational changes (Wexley Latham 2002). According to Miller (2010), training professionals assists in changing employee’s behavior and competency in their work. Willingness of the employees to embrace changes in an organization is influenced by numerous factors such as organizational structure, performance evaluation system, and organisation’s culture among others. Integration of the above elements and change initiatives can easily be achieved through professional training (Miller 2010). According to Langbert (2005) expertise acquired through professional training not only helps in getting accustomed to the new technology but also contributes to new innovations. Professional training facilitates the acquisition of new ideas and solutions to organizational challenges. Training team during the early stages of initiative is always capable of advising the top management on the best possible solutions to the current or looming problem (Kuchinke 2001). Training professionals also helps to prepare workers for the change. Most of the activities carried out in the training department are parallel with the change team. By the time the executives make an announcement about the change, those who have undergone professional training would already be familiar with it. This gives workers confidence, trust and belie f (Miller 2010). Training professionals improves vision of the top management. Most managers are great visionaries except that they do not translate their visions into observable variables. Professional training thus plays an important role in articulating goals and objectives of an organization by acting as a vehicle for communication and leading change (Gronn 2002). In addition, this training professional ensures top management remains visible in an organization. They become visible by participating and involving themselves in the training activities and programs of an organization (Kuchinke 2001).Advertising We will write a custom essay sample on The Role of Training Professionals in Organizations specifically for you for only $16.05 $11/page Learn More One of the major obstacles to innovations and change in many organizations is complacency by top management. They usually turn to training department only in the times of emergencies and after making major decisions. Training professional ensures continuity by integrating training with daily operations of the organization (Gronn 2002). These helps employees to understand markets dynamics, identify major obstacles and opportunities, and encourage sustainable solutions to the organizational problems. Training professionals applies top-down approach to leadership, which has been proven to be most effective in the contemporary businesses. Each and every members of an organizations is given chance to participate in the training process and implementation of organizational goals and objectives (Gronn 2002). A study conducted by Scully (2005) found out that small firms are more likely to conduct training in an informal technique with larger companies applying a well-designed and strategic approach on training. Training professionals are strategically aligned with the overall mission and goals of the company. Training takes place in a framework of corporation between all the stakeholder s in an organization. These trainings are designed and delivered with the objective of helping the employees achieve organizational as well as personal goals. This type of training increases involvement of the management and the general employees in organizational matters thus creates a sense of ownership of the training and learning among the staff (Scully 2005; Cappelli 2000). Strategic approach used in professional training and developments are more targeted, quantifiable and effective. Increased flexibility in terms of delivery of training accommodates participant’s different styles of learning as well as their lifestyles. Training professional assesses the reaction, learning, behavioral change and valued added to the organization. Evaluation of the training interventions helps organization to establish the strength weaknesses of the training development approach used in an organization (Cappelli 2000). National Australia Bank is the largest financial institutions in the country and has massive market capitalization and customer base. National Bank of Australia is based in Melbourne and has in excess of 25000 staff in eight hundred branches, one hundred and eighty business banking centers, and over a hundred of agribusiness sites, and three main contact centers. The bank has developed an integral infrastructure to support self-driven, staff development initiative. National Australia Bank in collaboration with the Microsoft Company built a portal known as Academy Online, which has helped the bank to deliver virtual learning and human resource development. Academy online is inline with the banks new approach to professional training. Academy online offers courses that are directly related to the bank’s strategic plans and human capital programs (Blount, Tanya Paula 2002).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Academy online has created a legacy where employees take individual responsibility for their own development and ambitions. Academy online recognizes the fact that employees’ level of training and development varies considerably in accordance with each and every individual. Therefore, Academy online ensures equity in access to formal and informal training among the bank’s employees. This online solution to professional training and human resource development has also enhanced communication and collaboration among the staff (Blount, Tanya Paula 2003). Common wealth Bank of Australia is the second largest Bank in Australia. This bank operates beyond the borders of Australia and is found in other Asian countries in Europe. The bank is offering numerous financial services ranging from asset management, financial transactions, broking services, superannuation among others (John 2001). Initially, the bank used to rely on leadership seminars or retreat to improve the skills and competence of its professionals. Currently, the bank has blended its formal and informal learning including off-site seminars and retreats with on the- job training and coaching (Blount, Tanya Paula 2002). Common wealth Bank of Australia has also not been left behind in the use of technology in training and development of its human capital. The bank embraced a blend of DDI web based classroom training and OPAL for on the job training and coaching. The bank embarked on this blend of training to economize use of funds in training, minimize employee’s time off the job, and to acclimatize employees to learning through self directed technological methods. The challenge posed by the use of technology in training professionals is that learner needs to put more effort in order to learn, relate and use the new skills and concepts acquired during the training (Blount, Tanya Paula 2002;Scully 2005). The two major financial institutions in Australia have embraced new technology in their training approaches and human resource development programs. This is because of their massive number of human capital and extends of operations. Use of technology has significantly reduced budgetary allocations for training in the two financial institutions and employees’ times spend off the job. The only difference in the approach between the two institutions is that National Australia Bank is focused more in online training while Common Wealth Bank of Australia blends its approach to achieve optimal results (Zuboff Maxmin 2002). Australian financial institutions on the other hand have developed a technological infrastructure to support self-driven, staff development initiative. These institutions operate beyond the border and have massive human capital. Use of technology training and human resource development not only saves money but also the time off spend by workers off the duty. Online training portal used by these organizations ensures that individual employees take responsibility for their own development and personal ambitions. Use of technology guarantees equitable access to training among the employees and also improve on the communication and collaboration among the staff. The challenge posed by the use of technology in training professionals is that learner needs to put more effort in order to learn, relate and use the new skills and concepts acquired during the training. Conclusion Training professional plays an integral role in the new innovation and overall organizational change. New innovations and strategies are the major tools in achieving competitive advantage in the ever-dynamic global economy. However, professional training designs and approaches have to be in line with the organization’s vision and mission. Approach used should also take into consideration the views and opinions of all the stakeholders in an organization. Strategic approach used in professional training and developments are more targeted, quantifiabl e and effective. Increased flexibility in terms of delivery of training accommodates participant’s different styles of learning as well as their lifestyles. References Blount, Y., Tanya, C., Paula, S., 2002. Implementation of Electronic Commerce and Human Resource Management Strategies in an Australian Retail Banking context. Proceedings of the Seventh Collector Conference on Electronic Commerce. Melbourne, VIC; Faculty of Informatics, University of Wollongong. Blount, Y., Tanya, C., Paula, S., 2003. Employee development strategies in the b2cbanking environment: two Australian case studies. Melbourne: Deakin University press. Cappelli, P., 2000. A market-driven approach to retaining talent. Harvard Business Review. Gronn, P., 2002. Distributed leadership as a unit of analysis. The Leadership Quarterly. John, Q., 2001. The ‘People’s Bank’: the Privatization of the Commonwealth Bank and the Case for a New Publicly-Owned Bank. Australian Options. Miller, N. , 2010. Leading workplace innovation and change. Brave new role. Scully, M., 2005. Bystander awareness: Skills for effective managers. In Ancona, D., Kochan, T., Scully, M. Van Maanen, J. Westney, and D.E. Managing for the future: Organizational behavior and processes. Cincinnati, OH: Southwestern. Wexley, K., Latham, G., 2002. Developing and training human resources in organization, 3rd Ed. New Jersey: Prentice Hall. Zuboff, S., Maxmin, J., 2002. The Support Economy why Corporations are Failing Individuals and the Next Episode of Capitalism. New York: The Penguin Group. This essay on The Role of Training Professionals in Organizations was written and submitted by user Milo Higgins to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Francisco Pizarro, Spanish Conqueror of the Inca

Francisco Pizarro, Spanish Conqueror of the Inca Francisco Pizarro (ca. 1475–June 26, 1541) was a Spanish explorer and conquistador. With a small force of Spaniards, he was able to capture Atahualpa, emperor of the mighty Inca Empire, in 1532. Eventually, he led his men to victory over the Inca, collecting mind-boggling quantities of gold and silver along the way. Fast Facts: Francisco Pizarro Known For: Spanish conquistador who conquered the Inca EmpireBorn: ca. 1471–1478 in Trujillo, Extremadura, SpainParents: Gonzalo Pizarro Rodrà ­guez de Aguilar and Francisca Gonzalez, a maid in the Pizarro householdDied: June 26, 1541 in Lima, PeruSpouse(s): Inà ©s Huaylas Yupanqui (Quispe Sisa).Children: Francisca Pizarro Yupanqui, Gonzalo Pizarro Yupanqui Early Life Francisco Pizarro was born between 1471 and 1478 as one of several illegitimate children of Gonzalo Pizarro Rodrà ­guez de Aguilar, a nobleman in Extremadura province, Spain. Gonzalo had fought with distinction in wars in Italy; Franciscos mother was Francisca Gonzalez, a maid in the Pizarro household. As a young man, Francisco lived with his mother and siblings and tended animals in the fields. As a bastard, Pizarro could expect little in the way of inheritance and decided to become a soldier. It is likely that he followed in his fathers footsteps to the battlefields of Italy for a time before hearing of the riches of the Americas. He first went to the New World in 1502 as part of a colonization expedition led by Nicols de Ovando. San Sebastin de Uraba and the Darià ©n In 1508, Pizarro joined the Alonso de Hojeda expedition to the mainland. They fought the natives and created a settlement called San Sebastin de Urab. Beset by angry natives and low on supplies, Hojeda set out for Santo Domingo in early 1510 for reinforcements and supplies. When Hojeda did not return after 50 days, Pizarro set out with the surviving settlers to return to Santo Domingo. Along the way, they joined an expedition to settle the Darià ©n region: Pizarro served as second in command to Vasco Nuà ±ez de Balboa. First South American Expeditions In Panama, Pizarro established a partnership with fellow conquistador Diego de Almagro. News of Hernn Cortà ©s audacious (and lucrative) conquest of the Aztec Empire fueled the burning desire for gold among all of the Spanish in the New World, including Pizarro and Almagro. They made two expeditions from 1524 to 1526 along the western coast of South America: harsh conditions and native attacks drove them back both times. On the second trip, they visited the mainland and the Inca city of Tumbes, where they saw llamas and local chieftains with silver and gold. These men told of a great ruler in the mountains, and Pizarro became more convinced than ever that there was another rich Empire like the Aztecs to be looted. Third Expedition Pizarro personally went to Spain to make his case to the king that he should be allowed a third chance. King Charles, impressed with this eloquent veteran, agreed and awarded Pizarro the governorship of lands he acquired. Pizarro brought his four brothers back with him to Panama: Gonzalo, Hernando, Juan Pizarro, and Francisco Martà ­n de Alcntara. In 1530, Pizarro and Almagro returned to the western shores of South America. On his third expedition, Pizarro had about 160 men and 37 horses. They landed on what is now the coast of Ecuador near Guayaquil. By 1532 they made it back to Tumbes: it was in ruins, having been destroyed in the Inca Civil War. The Inca Civil War While Pizarro was in Spain, Huayna Capac, Emperor of the Inca, had died, possibly of smallpox. Two of Huayna Capacs sons began fighting over the Empire: Huscar, the elder of the two, controlled the capital of Cuzco. Atahualpa, the younger brother, controlled the northern city of Quito, but more importantly had the support of three major Inca Generals: Quisquis, Rumià ±ahui, and Chalcuchima. A bloody civil war raged across the Empire as Huscar and Atahualpas supporters fought. Sometime in mid-1532, General Quisquis routed Huscars forces outside of Cuzco and took Huscar prisoner. The war was over, but the Inca Empire was in ruins just as a far greater threat approached: Pizarro and his soldiers. Capture of Atahualpa In November 1532, Pizarro and his men headed inland, where another extremely lucky break was awaiting them. The nearest Inca city of any size to the conquistadors was Cajamarca, and Emperor Atahualpa happened to be there. Atahualpa was savoring his victory over Huscar: his brother was being brought to Cajamarca in chains. The Spanish arrived in Cajamarca unopposed: Atahualpa did not consider them a threat. On November 16, 1532, Atahualpa agreed to meet with the Spanish. The Spanish treacherously attacked the Inca, capturing Atahualpa and murdering thousands of his soldiers and followers. Pizarro and Atahualpa soon made a deal: Atahualpa would go free if he could pay a ransom. The Inca selected a large hut in Cajamarca and offered to fill it half full with golden objects, and then fill the room twice with silver objects. The Spanish quickly agreed. Soon the treasures of the Inca Empire began flooding into Cajamarca. The people were restless, but none of Atahualpas generals dared attack the intruders. Hearing rumors that the Inca generals were planning an attack, the Spanish executed Atahualpa on July 26, 1533. After Atahualpa Pizarro appointed a puppet Inca, Tupac Huallpa, and marched on Cuzco, the heart of the Empire. They fought four battles along the way, defeating the native warriors every time. Cuzco itself did not put up a fight: Atahualpa had recently been an enemy, so many of the people there viewed the Spanish as liberators. Tupac Huallpa sickened and died: he was replaced by Manco Inca, a half-brother to Atahualpa and Huscar. The city of Quito was conquered by Pizarro agent Sebastin de Benalczar in 1534 and, apart from isolated areas of resistance, Peru belonged to the Pizarro brothers. Pizarros partnership with Diego de Almagro had been strained for some time. When Pizarro had gone to Spain in 1528 to secure royal charters for their expedition, he had acquired for himself the governorship of all lands conquered and a royal title: Almagro only got a title and the governorship of the small town of Tumbez. Almagro was furious and nearly refused to participate in their third joint expedition: only the promise of the governorship of as-yet undiscovered lands made him come around. Almagro never quite shook the suspicion (probably correct) that the Pizarro brothers were trying to cheat him out of his fair share of the loot. In 1535, after the Inca Empire was conquered, the crown ruled that the northern half belonged to Pizarro and the southern half to Almagro: however, vague wording allowed both conquistadors to argue that the rich city of Cuzco belonged to them. Factions loyal to both men nearly came to blows: Pizarro and Almagro met and decided that Almagro would lead an expedition to the south (into present-day Chile). It was hoped that he would find great wealth there and drop his claim to Peru. Inca Revolts Between 1535 and 1537 the Pizarro brothers had their hands full. Manco Inca, the puppet ruler, escaped and went into open rebellion, raising a massive army and laying siege to Cuzco. Francisco Pizarro was in the newly founded city of Lima most of the time, trying to send reinforcements to his brothers and fellow conquistadors in Cuzco and organizing shipments of wealth to Spain (he was always conscientious about setting aside the royal fifth, a 20% tax collected by the crown on all treasure collected). In Lima, Pizarro had to fend off a ferocious attack led by Inca General Quizo Yupanqui in August of 1536. The First Almagrist Civil War Cuzco, under siege by Manco Inca in early 1537, was rescued by the return of Diego de Almagro from Peru with what was left of his expedition. He lifted the siege and drove off Manco, only to take the city for himself, capturing Gonzalo and Hernando Pizarro in the process. In Chile, the Almagro expedition had found only harsh conditions and ferocious natives: he had come back to claim his share of Peru. Almagro had the support of many Spaniards, primarily those who had come to Peru too late to share in the spoils: they hoped that if the Pizarros were overthrown that Almagro would reward them with lands and gold. Gonzalo Pizarro escaped, and Hernando was released by Almagro as part of the peace negotiations. With his brothers behind him, Francisco decided to do away with his old partner once and for all. He sent Hernando into the highlands with an army of conquistadors, and they met Almagro and his supporters on April 26, 1538, at the Battle of Salinas. Hernando was victorious, while Diego de Almagro was captured, tried, and executed on July 8, 1538. Almagros execution was shocking to the Spaniards in Peru, as he had been raised to nobleman status by the king some years before. Death For the next three years, Francisco mainly remained in Lima, administrating his empire. Although Diego de Almagro had been defeated, there was still much resentment among late-coming conquistadors against the Pizarro brothers and the original conquistadors, who had left slim pickings after the fall of the Inca Empire. These men rallied around Diego de Almagro the younger, son of Diego de Almagro and a woman from Panama. On June 26, 1541, supporters of the younger Diego de Almagro, led by Juan de Herrada, entered Francisco Pizarros home in Lima and assassinated him and his half-brother Francisco Martà ­n de Alcntara. The old conquistador put up a good fight, taking down one of his attackers with him. With Pizarro dead, the Almagrists seized Lima and held it for almost a year before an alliance of Pizarrists (led by Gonzalo Pizarro) and royalists put it down. The Almagrists were defeated at the Battle of Chupas on September 16, 1542: Diego de Almagro the younger was captured and executed shortly after that. Legacy The cruelty and violence of the conquest of Peru is undeniable- it was essentially outright theft, mayhem, murder, and rape on a massive scale- but it is hard not to respect the sheer nerve of Francisco Pizarro. With only 160 men and a handful of horses, he brought down one of the largest civilizations in the world. His brazen capture of Atahualpa and decision to back the Cuzco faction in the simmering Inca civil war gave the Spaniards enough time to gain a foothold in Peru that they would never lose. By the time Manco Inca realized that the Spanish would not settle for anything less than the complete usurpation of his empire, it was too late. As far as the conquistadors go, Francisco Pizarro was not the worst of the lot (which isnt necessarily saying much). Other conquistadors, such as Pedro de Alvarado and his brother Gonzalo Pizarro, were much crueler in their dealings with the native population. Francisco could be cruel and violent, but in general, his acts of violence served some purpose, and he tended to think his actions through much more than others did. He realized that wantonly murdering the native population was not a sound plan in the long run, so he did not practice it. Francisco Pizarro married Inà ©s Huaylas Yupanqui, the daughter of the Inca emperor Huayna Capa, and she had two children: Francisca Pizarro Yupanqui (1534–1598) and Gonzalo Pizarro Yupanqui (1535–1546). Pizarro, like Hernn Cortà ©s in Mexico, is honored sort of halfheartedly in Peru. There is a statue of him in Lima and some streets and businesses are named after him, but most Peruvians are ambivalent about him at best. They all know who he was and what he did, but most present-day Peruvians do not find him much worthy of admiration. Sources Burkholder, Mark and Lyman L. Johnson. Colonial Latin America. Fourth Edition. New York: Oxford University Press, 2001.Hemming, John. The Conquest of the Inca. London: Pan Books, 2004 (original 1970).Herring, Hubert. A History of Latin America From the Beginnings to the Present. New York: Alfred A. Knopf, 1962Patterson, Thomas C. The Inca Empire: The Formation and Disintegration of a Pre-Capitalist State. New York: Berg Publishers, 1991.Varon Gabai, Rafael. Francisco Pizarro and His Brothers: The Illusion of Power in Sixteenth-Century Peru. trans. Flores Espinosa, Javier. Norman: University of Oklahoma Press, 1997.