The new age corporate world demands the best of the employees with frequent pressure and stressful situations arising that can affect the professional as well as personal lives. It is of course a kind of mandatory for the employees to make sure that they have the necessary skills to cope up with those kind of situations. There are some pre-requisite skills to master for the aspiring individuals who are about to enter the corporate world or the employees who want to reach the top in their organization. And we are talking about skills that can be achieved without proper training or ideal guidance. If you are hoping to make a name for yourself, then you definitely need to undergo corporate training.

Corporate trainings are basically meant to convert an individual into a professional. They aim to make an employee tough to face any kind of pressure situations, cope up with unusual stress, efficient to enhance work productivity, manage the limited time at hand to get best out of it, ability to manage and effectively train the team under him or her, convey ideas and thoughts seamlessly through exceptional communication, set unique targets and goals, both long term and short term, and strategize ideal plans to achieve them without any discrepancies, and many more that prove to be assets to both the individual as well as the company.

Even the organizations, majorly the start-ups or the companies who are planning to make a mark in the corporate community should be looking to encourage their employees to attend the workshops and sessions of professional trainings or corporate trainings. It is vital that they enhance the talent that they have under their wings with the necessary soft skill development to ensure that they are on the path to a great success with an exceptional team.

As you might have guessed, in most cases, it is not viable for the organizations which have relatively higher employee strength to get them to train under single corporate or professional training session. But there are no worries as there are great alternatives in such cases. There are a few very well established professional training agencies that help out organizations to train each and every one of their employees. In such situations, these agencies would basically train the head of the training team or the human resource manager of the corresponding organization on all the soft skills and management skills that are aforementioned. They would undergo training just like any other employee would and they would be given the necessary resources and course material for them to train their employees in turn.

The significance and importance of professional effectiveness programs has been increasing since the past few years with many corporate organizations dedicating a significant amount of investment in these trainings for their employees. This is mainly because it is an investment that definitely assures positive and profitable outcomes for both the individual as well as the corporate. It is nothing but a strategy that every upcoming corporate must execute for a bright future in this competitive planet.

When corporations in America are completely finished with the necessary pruning to cut expenses and reduce spending on processes they can live without, if things don’t improve, they will often pick up the budget ax and start cutting things down. When this happens, most often training is the first tree to fall in the forest, and many times it is long over due.

The truth be told, every department and function within a company should be able to demonstrate a return on the investment the company makes in their purpose annually. When a CEO evaluates the training budget and looks at the total cost that is allocated to salaries, benefits, facilities and training materials that total dollar figure should not be written off as an expense. At the very least it should be a wash with the return, and at the very most it should turn a profit. Sadly, small and most mid-size training organizations never justify any money allocated to the training function, and they are shocked when training is cut to reduce expenses.

After 25+ years in the learning function, I get a lot of flack for being so blunt when it comes to the training function proving their worth. When I submitted a speaking proposal to a training conference last year, a representative asked me whose side I was on. Yet, I will not turn a blind eye to the fact that we have too many in the learning field that think their salary is justified simply on the basis that everyone knows that training is a good thing.

Training is an essential function to the health of any organization. Training brings people current, and prepares them for future company needs. Training if done correctly, produces skills employees need to perform their jobs, and makes companies competitive and successful. Yet when a training function is allowed to operate without an annual training plan, and never has to justify the money allotted to their work, why on earth should they be kept in the budget?

Over the past 10 years there has been a staggering decline in the competency levels of training managers, facilitators and instructional designers. New technologies for delivery and learning are under utilized or avoided in favor of the status quo. This decline is because training has failed to justify their existence in developing the employee base, and therefore is unable to justify their own learning needs. When these folks do attend a workshop or conference, management does not hold them accountable to the learning acquired.

I firmly believe that no company can be successful without a well-managed training function that partners with each line business to build the competencies needed to meet company goals. I am never an advocate of cutting the training department out of any company! However, I do advocate that the right people need to be in charge of training for it to function as it should. If the right people don’t exist in your training department, then they need to be either found, trained or reassigned.

If the training function reports to you, I suggest the following immediate course of action:

  1. Determine the total dollars budgeted to the training function, and ask the person in charge of training to justify this amount of money.
  1. Obtain a copy of the current training plan, and proposed plan for next year. Evaluate the proposed work against the developmental needs of the organization.
  1. Ask the training manager for a development plan for each person in training, with an explanation for why each skill deficiency needs attention.
  1. Develop a conclusion as to what degree the budget on training is being spent wisely, and your solution for a return on investment that at least is a wash, or better yet could show a profit.
  1. Have a meeting with the CEO with your recommendations for how to improve the training function in the coming year and thus improve the success of the company.

Before the training function is completely cut from the operations of your organization, it is vital that you do all that is necessary to maintain a healthy and functional learning organization. When training is unhealthy it becomes an internal virus that will eventually infect the entire company. Likewise, when training is healthy, it can be just as infectious in creating widespread success!

For most of us running the HR function today, it is not the same world when we entered the workforce. In fact we are dealing with recruitment, training and retention issues that have never presented themselves in prior generations. With no personal experience to draw from, we have to find out what motivates today’s entry level employee and what it would take them to consider a career in banking.

While we have always been a safe haven for the college student to work part-time while getting a degree in their chosen profession, we could easily be developing all of our younger staff for life-time careers in banking. And while it is a good thing to know what motivates each individual, it is more important that the bank recognizes that many young people want careers and not just a job.

Yet let’s begin with a simple benefit of working in banking that even for the job only seeker is attractive over other part-time jobs. Banking is not a seasonal job, and when it comes to scheduling hours can be a very stable environment. Most retail and service jobs that attract the younger worker have revolving doors because they don’t consistently schedule all of their employees. A worker may begin with 20 hours a week, and then watch it drop to a 3-hour shift every week. Banking generally knows how many hours they will work an employee and no pun intended the employee can “bank” on those hours week after week.

Let’s now explore what it means to market a banking career to attract talent, and motivate them into engagement for years to come. Aside from the fact that we have stable schedules, once we realize how many different careers fall under the banking umbrella it will not be hard to realize that we have a lot to offer.

The retail branch environment is by far the largest employer under a bank’s umbrella, with sales and service careers that lead into management roles. More needs to be done for the teller to see a future beyond cashing checks. Have a career ladder for your retail division so your new hire can visualize the possibilities.

However, retail banking has a sibling called lending. Employees can seek out lending careers in Consumer, Residential, Small Business and Commercial career paths. All four of these have a sales, operations, credit and servicing path.

Now while each of these divisions in and of themselves offers different career opportunities, the real gold mine is in the assorted specialty areas that fall in the corporate world of banking. The often overlooked departments are loaded with specialties that just happen to be under the bank’s umbrella. Depending on the size of the bank some of these functions are provided by external contracts, but many are still internal departments.

Exam in alphabetical order what departments you have: Accounting, Human Resources, Insurance & Securities, Internal Audit, IT, Legal, Mail Room, Maintenance, Marketing, Printing / Reproductions, Property Management, Purchasing, Regulatory Compliance, Safety / Security, Training Development, Travel, and Trust / Wealth Management.

When you step back and look at your bank as a whole, it is quite a diverse community. Attracting a younger staff to work for you is now so much more than the finance majors, and when you develop career paths that allow for all of these different careers you begin to see that banking offers more opportunities than any other single industry.

Where Human Resources play a pivotal role in succession planning is their overall awareness of staffing needs of their organization. They know which divisions are expanding, and which functions are being staffed internally soon. By establishing what I call career scaffolding plans that map across the organization versus career ladders that only go up a single division, you really can design careers and not just jobs.

Now what is not unique just to banking when it comes to retention of the younger worker is the ability to meet some of their basic needs. Like prior generations, managers have the ability to retain and drive away some of our best employees. Make a note that untrained managers in basic management development will be your greatest threat to retaining any employee.

The younger generation is however focused a lot more on feeling appreciated, and that their contributions are recognized. If they feel undervalued they will jump ship without a lot of warning. They also want opportunities for new experiences and promotional growth, so career plans help establish those benefits. So does a vibrant training environment, access to social media for collaboration, and group projects.

Attracting the younger generation and keeping them is harder than it has been for previous generations, because more of the responsibility now falls on the employer. Yet harder doesn’t mean impossible.

India is set to employ and retain more than 4 lakh people in the computer engineering and automobile industry in 2016. The age old notion of expecting in-house HR executives to recruit good candidates is no more feasible in the current job scenario. Irrespective of the size of business, companies are looking for 10 necessary qualities in outsourcing team that work for the long haul.

1. Companies hire HR Consultants due to their expertise:

As simple and logical it may sound, HR executives are the fueling force behind every spark in an organization. As a consultant, you know you are hiring for the kind of value you put into the whole hiring process. If you are an expert fundraiser and a growing startup wants to hire you, chances are that you bag the job for your quick fundraising skills.

2. Identifying where the issue lies:

There are many reasons why HR professionals are outsourced for talent management and out of those reasons, one is to identify why employees are not able to perform well and what kind of communication barriers play a role in their shortcomings.

3. For Manpower shortage & Leave administration, Best HR Consulting is required:

Full-time employees are under constant pressure of providing effective HR solutions which is not practically possible to live up to all the time! Hence, HR consulting services come to the rescue of bulk hiring and getting top-notch candidates who are responsible to drive millions of revenues for a firm. Take FMLA and regional leave laws in consideration, do you think it is easy to manage more than 50 applications for a team of 5 human resource professionals? Definitely not. To re-establish existing rules or to transform HR practices in an organization by managing employee leaves, attrition and reward management, HR consultants might really stand out.

4. It’s not ‘my way or highway’ approach for them.

Change is the only constant. But change is not appreciated all the time in a corporate setting. If annually a company wants to revamp their long-term goals by introducing new regulations on code of conduct or working practices, then it’s time to contact the Executive trainers. They have a diplomatic approach on HR transformations. An in-house HR is also an employee within the organization and sometimes cannot manage changes in employee morale & culture related issues which an external trainer might be able to handle with ease.

5. Pay Scale If’s and But’s:

Outsourcing team can communicate and help the new employee in getting accustomed to the nitty-gritty of a designation. Whether it is about temporary staffing or permanent shall be decided by the HR team. Also, legally compliant negotiations take place both verbally and in writing, when a new employee joins in.

6. A Consultant teaches essential skills:

Nowadays, the HR department is not confined to only recruitment and payroll management, instead they are given vital roles to play – educating the educated. Most of the times, employees feel stuck in the same role and want to upgrade themselves in order to reach the next level. With proper managerial and leadership training, skill development programs, one can slowly and steadily ride up the ladder and stay competitive.

7. When work is not about emotions, but progress:

Only an HR personnel can eliminate a whole division or an important employee of an organization depending upon various factors, but this job is not easy.

8. Creative Ideas that work:

Let’s face it. There can be many ideas flowing in but only one that works is necessary. A consultant, mostly has a track record of making new ideas work. This might include making new engagements or party plans for employees, implementing new competition rules so that they can win vouchers or rewards etc.

9. They work keeping the end result in mind:

They offer a wonderful service through an “HR Advisor” as he or she plans everything according to business goals and market research and then get it approved by hiring leaders. This way, they are able to stop any shocking events from happening.

10. They are passionate about networking:

Consultants are extrovert people. They like to talk and analyze profiles, reach on a semiprofessional level (personal-professional both) over a cup of coffee. We see a deficiency in quality professionals in CIO positions, hence, one might not wonder but take action on how to really get-to-know them before deciding on whether they fit the role.