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Key challenges to effective training in the 21st century

Key challenges to effective training in the 21st century
Skill concept. Fresh and green grass on wood background.
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We have considered training from different perspectives, appreciating the opportunities that training provides, as well as the challenges to making training successful for all stakeholders.

To finish our learning this week, it is important to consider the issue of training in the broader context of the whole organisation, and trends in the UK economic climate and workforce.

When we examine the business environment from this macro perspective, there are several big challenges for organisations, which impact upon attitudes and trends in training. These include:

  • Economic downturn
  • Changes in the workforce with the entry of the millennial generation to the workplace

The millennial generation (the youngest generation in today’s workforce) are known to be more confident, impatient and socially aware than their more senior colleagues (Niculescu 2014). They are also particularly aware of their lifestyle choices and are adept at using technology to enhance their standing in society.

The characteristics of the millennial generation are challenging to navigate, especially with the backdrop of the current economic downturn and increased competitiveness for jobs and between organisations.

Increasingly, employees are less tolerant and their loyalty is limited. This means they will move roles to get a promotion. Organisations may invest time and money into training individuals, only to see them leave shortly after, taking their newfound skills with them to a competitor. This is likely to perpetuate negative attitudes to training.

Additionally, when training budgets decrease due to general budget cuts, some employees choose to train themselves in the hope of receiving a better job and prospects elsewhere.


Niculescu, D. C. (2014) ‘Trends and New Realities in the Perspective of Generation Change’. in Proceedings of the International Management Conference 8 (1), 618-626. Bucharest: Faculty of Management, Academy of Economic Studies

© Coventry University. CC BY-NC 4.0
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