I’ll get straight to the point.  Why should companies invest more in management training?  Here are 10 simple reasons.

1) An employee’s relationship with his or her direct manager is the most important single factor in employee engagement.

2) Engaged employees are happier and more productive.  Disengaged employees are frustrated and more disruptive.

3) Because there’s no widely agreed-on skillset for management (good managers come in all shapes and sizes), there’s an assumption everyone knows how to do it.  This is akin to someone who’s never driven before being given keys to a car and told: “Drive.”  (Many many years ago, this is how I first learned to manage.  I blundered my way through it.  Trial and error.  It wasn’t pretty.)

We are not all equally motivated. Some people have more self-drive than other people. This is why we find that some people always end up at the top even when the odds are against them. An employee, with this realization, through the Human Resource department, should be able to design efficient career development systems. For this system to work, the employer must understand the nature of the business environment in which they are operating.

Why Train Employees?

The purpose of training employees is to enable them to grow with time and increase their efficiency. The business world is quite dynamic, nothing stays the same for long. Training one’s employees allows them to keep abreast with the ever changing technological advancements and many other factors that are relevant to his/her line of work. Employees cannot be expected to solve all their employer’s expectations with static skills and techniques. Even the most updated technology becomes obsolete at some point.
People are the biggest assets in organizations. For an establishment to flourish, it is important that the employer understands certain key things that help spur their development.

In a report from the Harvard Business Review, “The Impact of Employee Engagement of Performance,” the most impactful employee drivers are:

When making a strategic cloud decision, organizations can follow either one of two ideologies: open or closed.

In the past, major software technologies have been widely accepted because an emerging market leader simplified the initial adoption.  After a technology comes of age, the industry spawns open alternatives that provide choice and flexibility, and the result is an open alternative that quickly gains traction and most often outstrips the capabilities of its proprietary predecessor.

After an organization invests significantly in a technology, the complexity and effort required steering a given workload onto a new system or platform is, in most cases, significant. Switching outlays, shifting to updated or new software/hardware platforms, and the accompanying risks may lead to the ubiquitousness of large, monolithic and complex ERP systems – reason not being that they offer the best value for an organization, but rather because shifting to anything else is simply – unthinkable.

There’s no denying that these are critical considerations today since a substantial number of organizations are making their first jump into the cloud and making preparations for the upsetting shift in how IT is delivered to both internal and external clientele. Early adopters are aware of the fact that the innovation brought about by open technologies can bring dramatic change, and hence are realizing how crucial it is to be able to chart their own destiny.

 Unlike traditional online courses that charge a fee, limit enrollment and provide credit or certification, Moocs (massive open online courses) are usually free or low cost and can host hundreds of  thousands global participants.  Although MOOC have been around for years in the form of collective techie learning gatherings, participation in 2012 has ballooned at a rapid pace likened to FaceBook in its heyday.  According to The Year of the MOOCarticle in the New YorkTimes, edX, a nonprofit start-up backed by Harvard and MIT, had 370,000 registrants in the fall of its first official courses. This paled in comparison to the amount of students that Courseraattained in its first year of online learning opportunities, 1.7 million!

Will MOOCs Replace education as we know it?

Like any new trend, massive participation in online classes has its challenges. Lynda Weinman has ample experience when pointing out that they are by no means a replacement for formal education.  As a former digital animator, special effects designer and classroom college teacher, Linda paved the path for an earlier version of MOOC education in the mid 90’s when she founded Lynda.comas an aide to her own students. Over four million students and 2,200 courses later she’s confident when clarifying that many of the collegespartnered with Lynda.com use the tutorials as added features to their existing courses.  When asked in an interview with ReadWriteBuilders, if high technical companies look at online programs in terms of advancement as a supplement to traditional education or as a way for people to further their careers, Lynda feels that “it’sjust one example of something that you can do to enhance your attractiveness to potential employers. But [it’s also important to have] a portfolio and body of work, references that actually work out, showing that you had success in the past.”

MOOC Benefits: