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As it was shown in the last entry, the practice of training and development (T&D) activities has greatly changed over time. However, there are three important dates and developments worth mentioning that demonstrate how important society believes T&D is and can be for organizations:
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Founded in January 1943, the American Society for Training & Development is a professional T&D association that provides and offers organizations in both the private and public sectors with T&D research, workshops, and conferences which managers and employees can use or participate in, respectively, to better understand or meet their T&D needs within their workplace. They emphasize in their mission statement that their purpose is to "Empower professionals to develop knowledge and skills successfully." The following video is a promotion for the ASTD 2013 International Conference & Exposition to be held in Dallas, Texas, from May 19-22, 2013. Anyone interested in learning more about what experts on T&D have to say on this subject and if it a practice worth investing in for their organization's success should visit ASTD's website http://www.astd.org/.
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In 1958, the U.S. Federal Government enacted the Government Employees Training Act (GETA), codified under U.S. Code 5 Chapter 41-Training, granting specific federal agencies such as all executive departments the authority to determine and implement their own employee training programs (5USC, n.d.; Training, n.d.1). Moreover, U.S. Code 49 Section 5115 provides a special training curriculum for employees in the public sector on how to respond to emergencies involving the leakage or exposure of hazardous waste materials (49 USC, n.d.).
The U.S. Government's Office of Personnel Management's (OPM) Training and Executive Development Group notes in its website the importance of T&D as "efforts [that] support strategic human capital investments in Leadership, Knowledge and Talent Management" (Training, n.d.2, ¶ 1). Selden (2009) explains in Human Capital: Tools and Strategies for the Public Sector that human capital is a notion that considers and highlights the worthiness of the people who compromise an organization as well as their importance to the overall success of the agency. Moreover, Berman et al. (2013) express that the investment in human capital should be one of the most prominent principles considered by human resources managers if they wish to see their organization succeed.
The U.S. Department of Justice (Chapter 5-1, 2008) provides in its website a chart for an easier understanding of the laws and policies the federal government has implemented in regard to T&D:
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Created in 1964, Training is a "professional development magazine" that exposes issues concerning training, development, learning, leadership, strategic planning, and human resources, among other topics. With its emphasis on T&D, the publishers of the magazine annually recognize the TOP 125 organizations in the world that have invested and implemented the best training programs specialized for their personnel (About Us, n.d., ¶ 1). The following is a video on the Training magazine, which mentions and recognizes the U.S. Navy as one of those TOP 125 organizations that capitalize on training their employees:
http://www.youtube.com/watch?v=qlMTb1Kea3Y
This entry has served to present a greater perspective on the importance given to T&D in our society. Not only have associations and research industries been created to dedicate themselves to promoting such practices in the workplace, but the U.S. Federal Government has also recognized their powerful influence on an organization's success by promulgating a law that gives its own executive departments the opportunity to provide their employees with such programs. With the information presented here, administrators and managers of the public sector who have not implemented T&D programs in their agencies can begin their research into considering if these practices would indeed be a worthy investment. The next entry will discuss in greater depth the process of T&D and its importance for human resources management in the public sector.
References
5 USC Chapter 41- TRAINING. (n.d.). Cornell University Law School: Legal Information Institute. Retrieved April 12, 2013, from http://www.law.cornell.edu/uscode/text/5/part-III/subpart-C/chapter-41.
49 USC Sec. 5115- Training curriculum for the public sector. (n.d.). Cornell University Law School: Legal Information Institute. Retrieved April 12, 2013, from http://www.law.cornell.edu/uscode/text/49/5115.
About ASTD. (2011). ASTD. Retrieved April 13, 2013, from http://www.astd.org/About.
About Us. (n.d.). Training. Retrieved April 13, 2013, from http://www.trainingmag.com/content/about-us.
Berman, E., Bowman, J., West, J., & Van Wart, M. (2013). Human Resources Management in Public Service: Paradoxes, Processes, and Problems. Thousand Oaks, California: SAGE Publications, Inc. 4th Ed.
Chapter 5-1, Training and Development. (2008, March 11). The U.S. Department of Justice. Retrieved April 12, 2013, from http://www.justice.gov/jmd/hr/hrorder/chpt5-1.htm.
Selden, S. (2009). Human Capital: Tools and Strategies for the Public Sector. Washington, D.C.: Congressional Quarterly Inc.
Training and Development: FAQs. (n.d.1). The U.S. Office of Personnel Management. Retrieved April 12, 2103, from http://www.opm.gov/policy-data-oversight/training-and-development/training-development-faqs/.
Training and Development. (n.d.2). The U.S. Office of Personnel Management. Retrieved April 12, 2013, from http://www.opm.gov/policy-data-oversight/training-and-development/.
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