With effective training, they can improve their skill set to play larger roles for the organization and take on more responsibility. While this is recognized by many HR-related professionals, there is a significant investment involved in training and developing human resources which may not turn out to be as loyal to the company as expected by the managers.
For example, a company can lay significant amounts of money on training and teaching individuals towards becoming mangers for a company yet the same individuals can leave the company soon after their training is complete. Effectively, what the company has done is to provide trained professionals to the competition which may not be in the best interest of the company. Additionally, any time which the human resources spend on training is time which is taken away from their other functions. These other functions have a direct impact on the bottom line but training is something which will only present results after a certain amount of delay.
These issues and many others are just a representative of why training and HR development needs to be mainstreamed into the functions of an organization rather than to keep them externalized as outside activities. To show the importance of internalizing the training function and some of the ways to include it as a part of management, the example of GE Australia is used since GE is one of the most admired companies in the world in terms of its management systems.
GE’s first venture into Australia happening in 1882 when the company installed the electric motors to operate the Pyrmont Bridge over the Darling Harbour in Sydney. In more recent terms, GE took over the credit card business of Coles Myer in 1995 and brought GE Capital Global Consumer Finance to Australia. The company now operates six different businesses in the country in finance, power generation, aviation, consumer goods, media, and industrial sectors. The company has offices located in Perth, Sydney, Melbourne, Brisbane, and Adelaide (GE, 2006).