Training development automatically gives an organization a competitive edge Criticaaly discuss
... Mere competence does not constitute a competitive advantage. ... Success in business can not be generated simply by attending training courses, Kotler reminds us that competence alone will not ensure success while Noe et al (2003) defines the process of gaining advantage by “managing the pattern or plan that integrates an organizations major goals, policies and action sequences into a cohesive whole”. This strategic approach is required to be run by people, and whilst managers need to be trained to identify the competitive issues faced, employees need to have their skills assessed and enhanced so that they may continually expand their capacity to achieve the results desired. Noe seeks to reminds us that it is not management alone that creates a competitive advantage, but an empowered workforce that has the necessary skills to enable them to adapt quickly to customers desires. Training and employee development programs can be viewed as means as creating commitment to the enterprise and enhancing the performance of the employee. Smith and Hayton (1999) go on to say that in human resource management, training is one of the strategies, which are used to produce commitment, competence, congruence and cost effectiveness. It is important however that training be delivered in internally consistent bundles in order to achieve these outcomes. ... Training has a critical role to play in developing and retaining the competencies necessary for the business (Smith and Hayton 1999), but it does not automatically give an organization a competitive advantage over its rivals. Management usually initiates training due to competitive pressures and in response to these pressures, makes decisions to the extent to which training will help the business achieve its aims (Hendry and Pettigrew 1989). Managers in conjunction with the government and employees make training decisions that will best fit an identified set of strategic outcomes, therefore it is imperative that an executive development program is implemented to ensure that the correct decisions are made. There needs to be an intimate and structured linkage between the organizations strategic mission and the goals of training, these goals and processes need to be reviewed and updated annually around the changing needs of the business. ... Executive development programs are integral to business strategy; leadership is a critical source of competitive advantage and must be developed (McCall 1992).