Identifying indicators of human resources training in National Bank of Iran with knowledge management approach

Introductionin the modern economy, knowledge is considered as a power and it provides competitive advantage to organizations. This competitive advantage is realized through the full utilization of information and data coupled with the harnessing of people’s skills and ideas as well as their commitments and motivations (Victor & Kathaluwage, 2019; Sekerin et al, 2018). Within the framework of the knowledge economy and the new challenges raised by knowledge in organizations, it is easy to understand the emergence of knowledge management as a new managerial field of activity dealing with knowledge resources, knowledge workers, and knowledge processes. (Bratianu et al, 2021). The ability of an organization to use and leverage the knowledge is heavily dependent on its Human Resources, which are effectively who create, share and use knowledge. The use of knowledge is only possible when individuals can share their knowledge and can generate new, from the knowledge of others. Human Resource Management (HRM) plays a key role in helping achieve the desired organizational results through its possible bearing on employee behaviour and skills. (Antunes & Pinheiro, 2020). without proper training, it is not possible to successfully produce knowledge and share activities and processes (Wai et al, 2012). The main goal of most training programs is to provide knowledge to employees to transfer to the workplace. Knowledge transfer is the main indicator of an effective training program and includes implementation methods, sharing knowledge or relevant practice and improving business performance (Shafloot, 2012). With the evolution of the role of organizational training towards focusing on learning and acquiring, producing and sharing knowledge and the necessity of doing knowledge work by employees and providing ideas from employees to improve services and production (Shokrzadeh et al., 2013). Investing in education should match the knowledge needs of organizations. The vision of knowledge-based training should be clearly understood by all employees and guided by the organization. This requires the organization to have a knowledge-based vision (Psarras, 2007). To improve employee performance, knowledge management strategies should be increased and organizations should adopt different policies to increase their learning ability (HO, 2018). Therefore, if knowledge management and training work closer together, in many organizations, much more success can be achieved (Carlile, 2002