What sort of training does your organization, or one with which you are familiar, provide? Soft skills or hard skills?

Training and Organizational Success

Developing human resources is a full-time activity and one that should be an ongoing investment in every organization, whether via internal or outsourced HRM. The return on investment an organization makes as a result of training might be realized quickly, through increased sales, reduced waste, and improved HR metrics, or through longer-term, ongoing measurement.
• What sort of training does your organization, or one with which you are familiar, provide? Soft skills or hard skills? Based on your search of applicable literature, do you think these two types of skills are mutually exclusive, are they interdependent, or would that depend on the type of job or position? Evaluate the relative importance of each type for both individual and organizational success.
• Evaluate whether your organization’s training is evidence-based and valid, both in its design and in how outcomes of the training are measured.
• From an I/O psychology perspective, how would HRM ensure the training and development design was appropriate to deliver the information or learning it purported to deliver? After the training or development intervention, how would HRM measure outcomes to confirm the training or development intervention had accomplished what it was intended to accomplish?
In closing, imagine you are on an elevator when your CEO walks in. He knows you are a consultant working on improving the training and development initiatives. He asks you how the project is coming and you have 30 seconds (the written equivalent of 1 paragraph) to make your case and plant the seed of what you want him to consider about your upcoming proposal. Be concise and convince him to be open to your recommendations when you make your presentation next quarter. What will you say before he gets off the elevator? For more guidance on crafting an elevator speech, check the Gaffey and Chamberlin articles about the elements of an elevator pitch and why it is important.
Keep in mind:
• Training and development activities might include not only traditional, classroom-type training methods, but also coaching, mentoring, career development assistance, and other ways an organization might provide ongoing education or enrichment for its employees.
• From a psychological perspective, all type of training design and measurement of outcomes need to be evidence-based and valid, just as with any type of organizational assessment, measurement, or intervention grounded in psychological theory or science.

• Cascio, W. F., & Aguinis, H. (2011). Applied psychology in human resource management (7th ed.). Upper Saddle River, NJ: Prentice Hall.
Chapter 15, “Training and Development: Considerations in Design,” pages 343–367.
These articles cover the purpose and intent of an elevator speech:
• Chamberlin, J. (2017). The three-minute pitch. American Psychological Association Monitor. Retrieved from http://www.apamonitor-digital.org/apamonitor/201712/MobilePagedArticle.action?articleId=1243463&app;=false#articleId1243463
• Gaffey, A. (2014, Jun). The elevator pitch: How to craft a successful five-minute elevator pitch and why having one is important. [Blog post]. American Psychological Association. Retrieved from http://www.apa.org/science/about/psa/2014/06/elevator-pitch.aspx