Informal Channels for Remedial Training
Genevieve Northup, Editor, Germany, Premium Member
While companies continually strive to find the most qualified candidates for job openings, the percentage of the U.S. workforce that has the skills for positions is shrinking (Kreitner, 2009, P. 62). U.S. companies reported that 17.4 percent of workforce entrants with four-year college degrees were identified as “deficient” in “expertise” needed for entry-level jobs; the percentage is higher for those with two-year degrees and high-school diplomas (Casner-Lotto, Rosenblum and Wright, 2009, P. 4).
Sixty-eight percent of companies determined a high need for training programs in creativity/innovation that teach new entrants to “exercise imagination and creativity”, “effectively communicate” and “integrate knowledge across disciplines” (Casner-Lotto, Rosenblum and Wright, 2009, P. 10).
As a result, companies may need to LOWER EXPECTATIONS within their screening criteria and FOCUS ON REMEDIAL TRAINING for new hires. While 20 percent of training budgets are currently spent on “workforce readiness”, many companies have found success utilizing an informal approach that involves providing intranet resources for employee study and knowledge sharing through email (Casner-Lotto, Rosenblum and Wright, 2009, P. 10).
According to Casner-Lotto, Rosenblum and Wright (2009) managers should consider other ALTERNATIVE, INTERNAL, INFORMAL EDUCATION OPPORTUNITIES, including:
- Unstructured “mentoring”;
- “Lunch-and-learn” sessions;
- Knowledge-sharing between peers;
- Time set aside during meetings for sharing experiences and training.
Kreitner, R. (2009). Management. (11th ed.). Boston, MA: Houghton Mifflin Harcourt Publishing Company.
Casner-Lotto, J., Rosenblum, E., and Wright, M. (2009). The Ill-prepared U.S. Workforce: Exploring the Challenges of Employer-provided Workforce Readiness Training.