HRM literature and practice are wellaware of a very interest

HRM literature and practice are well-aware of a very interesting training phenomenon which is referred to as TRANING PARADOX. Iraining.paradox means the following: employee training often results in two contradictory outcomes for the organization. By offering training, organizations increase employees\' job security and desire to stay with the current employer. However, organizations simultaneously increase an individual\'s employability outside the company.

Solution

Training Paradox is the situation wherein in employees are valuable to their organizations but apart from that they can be equally valuable to the competitors. This usually happens when competitors hire them at a higher salary and all the time investment and money investment goes for a toss for the former company.

Organizations can handle this in some of the following ways:

The optimal compromise is not there if employees leave the organization after the training, rather organizations must make them responsible by assigning them the mission and even some times incentive plans if needed. Here comes the role of HR manager(s) who must create a learning and challenging culture together to create an organization\'s capacity for change. This positive change is a motivation tools for employees and senior management. He should also align with employees commitments and must build the ability to deliver results.

As far as the experience is considered, one can take examples of insurance sales, selling of financial products, selling in telecom industry etc. Herein the employee is being trained by the former company makes his/her network in the market and when the competitors acquire these employees the links and relationship developed by those employees for previous company also goes with them. Herein former company offers new training, new incentive plans and other retention techniques.