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Discussion and Reflection Blog
Read Chapter 10 and 11
Noe, R. A. (2019). Employee training and development (8th ed.)
Discussion Questions: (word minimum: 200)
Share your experiences related to social responsibility, legal issues, diversity, and career challenges mentioned in the text.
What other future trends would you add to Table 11.1 (p. 509) for training and development? Why?
BELOW ARE THE TWO POST YOU WILL NEED TO REPLY TO
REPLY TO THE POST BELOW (Minimum 100 words) share your perspective or what you learned from this posting. by TaJuan Wilson
I spent 15 years of my career in higher education, mostly as a Chief Diversity Officer where I managed EEO, HR, Title IX, legal affairs, etc. The interest intersection of equity-related issues and the law are why my teams have been structured as they have over the years. In higher education, we often talk about social responsibility at the intersection of diversity, equity, and inclusion- but what I have learned is that it is ultimately about the bottom line of the organization. For higher education, the bottom line is revenue generation via research and tuition dollars. For that reason, it has been so important for me to be able to articulate not just the moral imperative associated with the work of diversity, equity, and inclusion, but also the business case. People often look to my role for support when navigating challenging employment-related concerns at the intersection of the law. My goal has always been to not just be reactive, but also proactive when addressing employee concerns while also holding the organization to a standard of excellence. This is a challenging space for many. It also means providing the appropriate balance of challenge and support for managers within the organization in an effort to enhance and maximize the experience of employees so that they not just survive but thrive within our organization.
REPLY TO THE POST BELOW (Minimum 100 words) share your perspective or what you learned from this posting. by Matthew Pham
In the field of fundraising, I have been blessed to have a diverse group of colleagues from across organizational boundaries. The field is heavily populated by persons identifying as female and I, personally, have faced few challenges in DEI or information sharing. However, I have people in my close circles who have experienced this.
I hear far too often of discriminatory management practices, particularly against women. This is a legal failing on the part of the organization and needs to be addressed immediately for the sake of the company, but more importantly, for the sake of the employee’s wellbeing.
I’ve encountered racism in the workplace as well. Certainly, as an AAPI individual, my experience pales in comparison to some, but I have been faced before with colleagues who don’t respect my heritage and its effect on my worldview. Again, further cultural competency training should be implemented in these teams to mitigate this.
I’d add to figure 11.1 by including salary increases and promotions in the Protean category. While these may not be the primary factors of motivation in a protean career, they still stand as a critical factor in motivations, as seen in the current competitive job market (Noe, 2010). I’d also add, in the expertise dimension, Teach How. Personal ownership of learning and disseminating information would positively impact commitment and resilience.
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