It is a good coincidence that the above quote by Peter Block, a best-seller author, can actually sum up the key roles of employees’ caretakers – the Human Resources all the way to the Management. Yes, they have been tagged as such, being as well the in-house doctors who ensure that the physical, emotional, psychological, mental and In a way, financial conditions of the employees are going well. It may sound a little burdening or may pose a very big responsibility, especially in keeping the employees satiated, positive, active, and motivated.

So, how do we create it? There is one viable way, which can be common, but when you add in the special factors that set it apart from the rest, you will achieve, even over-achieve what’s inside the wish list of your organization.

Today, the economy is shifting to a high-level dimension leveraging on the power of information, knowledge and technology. The world is ever-changing, so are the demands of the business landscape – which results in varying needs of the organizations and their workforce. Considering the significant and unmatched workforce diversification, and competency gap, lifelong learning activities and programmes should be an indispensable facet in an organization’s business planning, prioritizing budgeting.

Employee training, posing as a continuing education programme, still holds the strong advantage of keeping their skills up-to-date and abreast with inevitable changes, and to stimulate interest and motivation for setting and pursuing goals that encompass the personal and professional areas of their lives. Learning is not a “one-size-fits-all”. As the esteemed “caretaker”, you must ascertain the relevance of the slated training programmes to their current job.

According to Essential Manager’s Manual by Robert Heller and Tim Hindle, when the skills acquired from the training can be used directly to the job, the employee tends to overcome the familiar “re-entry” problem as a trained individual. The employee easily adapts to changes brought about by the new-found information, to soar positively with the newly acquired knowledge and most of all, to thrive in a successful thinking, feeling, perceiving and in anticipation of a bright ‘non-dead end’ future with the company and for himself or herself.

This phenomenon has also cleared off the common misconception among adult learners – that they become inflexible to learning and training when they grow old. Toddlers can be easily fed with any information; however, for the selective adults, they tackle only those that bear purpose and relevance. And this implies that learning does not stop when you start dealing with the corporate environment, or even while you are enjoying the fruits of your hard labour or retirement. Learning, to reiterate, is a lifelong activity that motivates, empowers, retains, attracts talents and most of all; it satisfies the ever-changing tendencies and possibilities of human nature.

However, there is still a minority who believe that training employees is a futile effort of enthusing loyalty among employees. Dennis Sterling, a director of organizational effectiveness for Brady Corp., a large manufacturing company, believes this fear is unfounded. “Employers are short-sighted if they think training employees will simply make them marketable as employees to be hired away by competitors,” says Sterling. “The greater risk is that the company will lose employees if they don’t’ train them…”