Training and Development of HRM
Training and Development
Training and Development (T&D)
is one of the most essential functions of Human Resource Management. As
highlighted in contemporary HRM theory, HRM plays a crucial role in skill
development, employee engagement, leadership effectiveness, and organizational
agility all of which directly connect to an effective training and development
strategy (Boxall, Purcell and Wright, 2007). In today's rapidly changing
business environment, characterized by technological advancements, competitive
pressures, and evolving workforce expectations, Sri Lankan organizations
increasingly view T&D as a strategic investment rather than a cost. Whether
preparing employees for new systems, supporting organizational change, or
developing future leaders, training serves as a foundation for continuous
improvement and future-readiness.
Why Training & Development
Matters
These principles highlight how
T&D contributes not only to individual growth but also to overall
organizational performance, a core objective of strategic HRM (Armstrong,
2021).
1. Preparing Employees for
Technological and Structural Changes
As noted in strategic HRM,
technological and structural changes require employees to adapt to new systems
and ways of working. Effective T&D is the primary mechanism for
facilitating this adaptation (Dessler, 2020).
Ex - Keels Supermarket Chain
When Keels expanded its digital
platforms and introduced automated inventory systems, employees needed new
digital skills. The HR department offered:
- Hands-on training sessions
- E-learning modules
- Refresher courses on digital customer service
These initiatives helped frontline
staff transition smoothly, enhancing operational efficiency and ensuring the
success of the technological upgrade.
2. Supporting Organizational
Change Through Training
A key role of HRM is preparing
employees for organizational change and minimizing resistance. T&D is the
most direct tool for achieving this (Bratton and Gold, 2017).
Ex - Dialog Axiata
During its digital transformation
journey, Dialog provided extensive training on:
- New software systems
- Automated workflows
- Digital service platforms
By offering demonstrations and
continuous learning support, Dialog minimized employee resistance and
strengthened change acceptance, demonstrating how training is integral to
successful transformation.
3. Developing Leadership for
Future Growth
Leadership effectiveness is noted
as a key outcome of HRM strategies. Developing leaders from within is a
sustainable way to ensure long-term organizational stability and growth
(Armstrong, 2021).
Ex - MAS Holdings
MAS runs structured leadership
development programs, such as:
- Young leaders' academies
- Mentorship schemes
- Executive coaching
- Cross-functional exposure
These programs help the company
build a strong internal pipeline of leaders who can champion innovation,
sustainability, and organizational culture.
4. Improving Employee Engagement
and Retention
The attached document highlights
the role of HRM in maintaining employee engagement. Investing in T&D
signals to employees that they are valued, which significantly boosts
engagement and retention (Dessler, 2020).
Ex - Sampath Bank
Sampath Bank invests heavily in
T&D through:
- Customer service academies
- Financial literacy programs
- Continuous professional certifications
These training programs boost
employee motivation and help retain high-performing staff in a competitive
banking sector.
5. Building Organizational
Agility Through Continuous Learning
A key suggestion in modern HRM is
increasing organizational agility. A culture of continuous learning is
essential for fostering this agility (Boxall, Purcell and Wright, 2007).
Ex - IT Sector – Virtusa and
WSO2
These companies promote continuous
learning through:
- Online learning platforms
- Technical boot camps
- Innovation labs
- Hackathons and coding challenges
Such practices ensure employees
stay adaptable and ready for industry shifts, supporting the organizations'
global competitiveness.
6. Addressing Skills Gaps in Sri
Lanka’s Workforce
Many Sri Lankan industries face
skill shortages, especially in technology, manufacturing, and hospitality.
Effective T&D helps bridge these gaps by aligning employee capabilities
with industry needs (Bratton and Gold, 2017).
Ex - Tourism and Hospitality
Sector
Hotels like Jetwing and Cinnamon
Hotels offer:
- On-the-job training
- Hospitality academies
- Customer service workshops
- Language and soft-skill programs
These initiatives elevate service
standards and support workforce development in the crucial tourism sector.
7. Enhancing Workplace Culture
Through Training
Your document highlights that HRM
fosters a positive organizational culture—a goal strongly linked with T&D.
Training is a powerful way to transmit and reinforce cultural values
(Armstrong, 2021).
Ex - Brandix
Brandix conducts training on:
- Team building
- Workplace safety
- Sustainability practices
- Cultural values
These programs help reinforce
organizational identity and strengthen employee alignment with company values.
Challenges in Training and
Development
Aligned with challenges listed in
your document, T&D also faces:
- Limited training budgets
- Resistance to learning new technologies
- Skill gaps among trainers
- Inconsistent implementation across departments
To overcome these issues,
organizations must approach training strategically and integrate it with
broader HRM goals to ensure a positive return on investment (Dessler, 2020).
Conclusion
Training
and Development is a powerful driver of organizational success. As highlighted
in strategic HRM theory, HRM strengthens employee performance, supports change,
and builds a positive and agile workplace culture through targeted T&D
initiatives (Boxall, Purcell and Wright, 2007). In Sri Lanka, companies across
sectors from banking and retail to IT and apparel are investing in structured,
technology-enabled, and employee-centered training initiatives. These efforts
not only empower employees with essential skills but also enhance engagement,
productivity, and long-term organizational resilience. By embracing continuous
learning and aligning T&D with strategic goals, Sri Lankan organizations
can build a future-ready workforce capable of navigating change and achieving
sustainable growth.
References
Armstrong, M. (2021) Armstrong's Handbook of Human
Resource Management Practice (15th edn.). London: Kogan Page.
Boxall, P., Purcell, J. and Wright, P. (2007) The Oxford
Handbook of Human Resource Management. Oxford: Oxford University Press.
Brandix Lanka (2022) Sustainability and People
Development Report. Available at: https://brandix.com
Bratton, J. and Gold, J. (2017) Human Resource
Management: Theory and Practice (6th edn.). London: Palgrave Macmillan.
Cinnamon Hotels & Resorts (2021) Learning and
Development Initiatives. Available at: https://cinnamonhotels.com
Dialog Axiata PLC (2023) Annual Report 2023.
Available at: https://dialog.lk
Dessler, G. (2020) Human Resource Management (16th
edn.). Harlow: Pearson.
Jetwing Hotels (2022) Training and Development Overview.
Available at: https://jetwinghotels.com
John Keells Holdings (Keells) PLC (2022) Annual Report.
Available at: https://keells.com
MAS Holdings (2022) Sustainability Report. Available
at: https://masholdings.com
Sampath Bank PLC (2021) Annual Report. Available at: https://sampath.lk
Softlogic Holdings PLC (2022) Annual Report.
Available at: https://softlogicholdings.lk
Virtusa (2021) Talent Development and Training Strategy.
Available at: https://virtusa.com
WSO2 (2023) Learning and Innovation Initiatives.
Available at: https://wso2.com
Strong analysis of T&D benefits,, Rajitha. The hospitality sector example resonates—service excellence depends on consistent skill development. Language and soft-skill training are often undervalued but crucial in customer interactions. Investing in frontline training yields immediate returns through enhanced customer satisfaction and lower service recovery costs.
ReplyDeleteHi Dharsha,
DeleteThis is a fantastic comment, thank you! You've hit the nail on the head.In industries like hospitality, your people are the product, and your point about soft skills is spot on. They're often the first thing to be cut from a budget, but they're what truly make a difference in customer interactions.
I love how you framed the business case. It's so simple and true: better training leads to happier customers, which is the best marketing and retention strategy there is. Thanks for adding such a clear, real-world perspective!
Nicely written! Your explanation of how training drives organisational performance was very clear. I believe training becomes powerful only when it is customised and applied on the job. A question for you is that how can HR ensure that training doesn’t become a formality but actually translates into improved performance?
ReplyDeleteHi Shashi,
DeleteExcellent question. To ensure training translates to performance, HR must focus on application, not just attendance.The key is a structured follow-up process.
Manager Accountability: Train managers to coach their team on new skills post-training.
Action Plans: Have employees commit to specific ways they'll apply the learning immediately.
Measure Outcomes: Track the performance metrics the training was designed to improve.
When HR manages the entire process—especially what happens after—the impact is undeniable.
ReplyDeleteHi Rajitha,
Excellent overview of Training and Development! I really appreciate how you connected T&D initiatives to real Sri Lankan examples across sectors. What stands out is how training isn’t just a one-time event but a continuous process that drives both employee growth and organizational performance.
I particularly like your point about ensuring training translates into actual performance. Adding structured follow-ups, manager accountability, and action plans is crucial. I’d add that creating a feedback loop where employees can share challenges and successes post-training also reinforces learning and encourages knowledge sharing.
Overall, your article clearly shows that T&D is a strategic investment that boosts engagement, retention, and agility especially in fast-evolving industries like IT, retail, and hospitality. Great work!
Thank you so much for your thoughtful and detailed comment! I really appreciate you taking the time to share your perspective.
DeleteI'm especially glad that the emphasis on training being a continuous process that translates into real performance stood out to you. You've articulated the core challenge perfectly making sure the learning actually sticks and makes a difference.
Your suggestion about creating a feedback loop where employees can share their post-training challenges and successes is absolutely brilliant. It's a crucial element that turns a one-way training event into a continuous, two-way dialogue for improvement. Thank you for adding that valuable insight.
It's fantastic to know that the article effectively communicated that T&D is a strategic investment. Thanks again for your kind words and for adding such depth to the conversation
This is an excellent and comprehensive overview of training and development in HRM.I particularly appreciate how you highlighted real examples from Sri Lankan companies like Keels, Dialog , and MAS holdings However, I feel it could benefit from a more critical perspective on the challenges. While limited budgets and resistance to change are mentioned, there could be deeper discussion on measuring training effectiveness, situations where T&D initiatives fail to deliver the intended impact
ReplyDeleteThank you so much for such thoughtful and constructive feedback. I really appreciate you taking the time to share your perspective.
DeleteYou've raised an excellent point, and I completely agree. While highlighting successes is important, a truly comprehensive look must also critically examine the challenges and potential failures where T&D initiatives don't deliver the intended impact.
Your suggestion to delve deeper into measuring training effectiveness is spot on. It's one thing to deliver training, but another entirely to rigorously prove its ROI and link it to concrete business outcomes, which is often a significant hurdle for many organizations.
Furthermore, exploring the reasons why T&D initiatives sometimes fail—whether due to a lack of managerial follow-up, a mismatch with actual business needs, or a culture that doesn't reinforce new skills is a crucial conversation.
This is a fantastic suggestion for a follow-up post. I'll definitely work on an article that tackles these critical challenges head-on. Comments like yours are incredibly valuable as they help create a more balanced and realistic discussion. Thank you for adding such depth to the conversation.
This article emphasizes how training and development are strategic growth levers as well as HR functions. Examples from top companies in Sri Lanka demonstrate how T&D closes skill gaps and fosters culture, agility, and leadership. The reminder that ongoing education is the cornerstone of resilience—businesses that invest in their employees now will prosper in the future—resonates the most.
ReplyDeleteThank you for your thoughtful comment. I'm so glad that the idea of "ongoing education as the cornerstone of resilience" resonated with you.
DeleteYou've perfectly captured the core message that investing in our people is the best way to future-proof an organization. When companies see T&D as a strategic investment in their own agility and long-term success, everyone wins.
This post does an excellent job of showing how essential Training and Development is for both employees and the organization. I really appreciate how you’ve connected the theory with practical examples from Sri Lankan companies—it makes the concepts feel very real and relevant.
ReplyDeleteThe examples from Keells and Dialog highlight how training is no longer optional, especially with the rapid shift toward digital systems. When employees are properly trained during technological or structural changes, resistance drops and confidence rises, which is exactly what your document emphasises.
Thank you so much for your thoughtful comment. I really appreciate you taking the time to share your perspective.
DeleteI'm especially glad that the examples from Keells and Dialog resonated with you and helped make the concepts feel more real and relevant.
You've hit on a crucial point. When organizations invest in their people during periods of change, like the digital shifts we're seeing, it's one of the most effective ways to build confidence and reduce resistance. It's fantastic to know that message came through so clearly.
This offers a comprehensive and strategic perspective on Training and Development (T&D), rightly positioning it as a core function of HRM rather than just a cost center. I especially appreciate the wealth of real world examples from various Sri Lankan that clearly illustrate how T&D drives tangible outcomes like minimizing change resistance, bridging skill gaps, and developing future leadership. The emphasis on T&D as a foundation for building organizational agility and employee engagement makes a strong case for continuous learning in today's dynamic business environment. Excellent work.
ReplyDeleteThank you so much for your wonderfully positive and detailed feedback!
DeleteI'm thrilled to hear that you found the article's perspective on Training and Development comprehensive and that it successfully framed T&D as a strategic core function.
I'm especially glad that the real-world Sri Lankan examples resonated with you. The goal was to move beyond theory and demonstrate exactly how strategic T&D drives tangible results, from navigating change to building a robust leadership pipeline.
You've articulated the core message perfectly: building a culture of continuous learning is fundamental to fostering both organizational agility and deep employee engagement in today's fast-paced world.
This is a thorough look at how T&D drives HRM success, but it sometimes reads a bit like a catalog of company programs rather than showing their real-world impact. For instance, MAS and Keels have impressive leadership and tech training on paper—but how consistently do all employees benefit? Still, the focus on continuous learning, change readiness, and skill development is really strong. It’s clear that when T&D is done strategically, it not only boosts performance but also helps build a culture where people actually want to stay and grow.
ReplyDeleteThis article nicely explains why training and development is a vital function of HR management. Clearly showing how training helps employees adapt to change and builds future‑ready skills makes the argument very useful. Highlighting that training supports engagement, retention, and leadership development also strengthens the case. Overall, it is a good and practical contribution to modern HR management thinking.
ReplyDelete