Playing the training game and losing
On nearly every survey, training appears somewhere in the top 3 benefits that employees want from their employers. By the same token, HR professionals have long been advocates of training. So, creating training programs is a no-brainer, right? Not so fast, according to new research from Watson Wyatt...
Gespeichert in:
| Veröffentlicht in: | HRMagazine 2002-08, Vol.47 (8), p.48 |
|---|---|
| Hauptverfasser: | , , , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | |
|---|---|
| container_issue | 8 |
| container_start_page | 48 |
| container_title | HRMagazine |
| container_volume | 47 |
| creator | Pfau, Bruce Kay, Ira Murphy, John Kilduff, Cydney |
| description | On nearly every survey, training appears somewhere in the top 3 benefits that employees want from their employers. By the same token, HR professionals have long been advocates of training. So, creating training programs is a no-brainer, right? Not so fast, according to new research from Watson Wyatt. In fact, training is actually linked to lower shareholder value. Furthermore, companies that train during an economic slowdown have a market value that is 3.4% less than companies who do not train during this time. These conclusions are drawn from data analyzed from the 2001 Watson Wyatt Human Capital Index, an ongoing study of the linkages between specific HR practices and shareholder value at 750 large, publicly traded companies. The HCI study provides insight on what works - and what does not - when it comes to maximizing HR's contributions to the bottom line. |
| format | Article |
| fullrecord | <record><control><sourceid>proquest</sourceid><recordid>TN_cdi_proquest_reports_205053114</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>156234001</sourcerecordid><originalsourceid>FETCH-proquest_reports_2050531143</originalsourceid><addsrcrecordid>eNpjYeA0NDAx1zU2NLHkYOAqLs4yMDA0MjAx5GRQCchJrMzMS1coyUhVKClKzMwDcdITc1MVEvNSFHLyi4F8HgbWtMSc4lReKM3NoOjmGuLsoVtQlF9YmlpcEl-UWpBfVFIcb2RgamBqbGhoYkyMGgCYpyx4</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>205053114</pqid></control><display><type>article</type><title>Playing the training game and losing</title><source>Business Source Complete</source><creator>Pfau, Bruce ; Kay, Ira ; Murphy, John ; Kilduff, Cydney</creator><creatorcontrib>Pfau, Bruce ; Kay, Ira ; Murphy, John ; Kilduff, Cydney</creatorcontrib><description>On nearly every survey, training appears somewhere in the top 3 benefits that employees want from their employers. By the same token, HR professionals have long been advocates of training. So, creating training programs is a no-brainer, right? Not so fast, according to new research from Watson Wyatt. In fact, training is actually linked to lower shareholder value. Furthermore, companies that train during an economic slowdown have a market value that is 3.4% less than companies who do not train during this time. These conclusions are drawn from data analyzed from the 2001 Watson Wyatt Human Capital Index, an ongoing study of the linkages between specific HR practices and shareholder value at 750 large, publicly traded companies. The HCI study provides insight on what works - and what does not - when it comes to maximizing HR's contributions to the bottom line.</description><identifier>ISSN: 1047-3149</identifier><language>eng</language><publisher>Alexandria: Society for Human Resource Management</publisher><subject>Business valuation ; Economic conditions ; Effects ; Employees ; Employment ; Financial services ; Hiring ; Productivity ; Professionals ; Shareholders wealth ; Stockholders ; Training</subject><ispartof>HRMagazine, 2002-08, Vol.47 (8), p.48</ispartof><rights>Copyright Society for Human Resource Management Aug 2002</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>312,780,784,791</link.rule.ids></links><search><creatorcontrib>Pfau, Bruce</creatorcontrib><creatorcontrib>Kay, Ira</creatorcontrib><creatorcontrib>Murphy, John</creatorcontrib><creatorcontrib>Kilduff, Cydney</creatorcontrib><title>Playing the training game and losing</title><title>HRMagazine</title><description>On nearly every survey, training appears somewhere in the top 3 benefits that employees want from their employers. By the same token, HR professionals have long been advocates of training. So, creating training programs is a no-brainer, right? Not so fast, according to new research from Watson Wyatt. In fact, training is actually linked to lower shareholder value. Furthermore, companies that train during an economic slowdown have a market value that is 3.4% less than companies who do not train during this time. These conclusions are drawn from data analyzed from the 2001 Watson Wyatt Human Capital Index, an ongoing study of the linkages between specific HR practices and shareholder value at 750 large, publicly traded companies. The HCI study provides insight on what works - and what does not - when it comes to maximizing HR's contributions to the bottom line.</description><subject>Business valuation</subject><subject>Economic conditions</subject><subject>Effects</subject><subject>Employees</subject><subject>Employment</subject><subject>Financial services</subject><subject>Hiring</subject><subject>Productivity</subject><subject>Professionals</subject><subject>Shareholders wealth</subject><subject>Stockholders</subject><subject>Training</subject><issn>1047-3149</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2002</creationdate><recordtype>article</recordtype><sourceid>8G5</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><recordid>eNpjYeA0NDAx1zU2NLHkYOAqLs4yMDA0MjAx5GRQCchJrMzMS1coyUhVKClKzMwDcdITc1MVEvNSFHLyi4F8HgbWtMSc4lReKM3NoOjmGuLsoVtQlF9YmlpcEl-UWpBfVFIcb2RgamBqbGhoYkyMGgCYpyx4</recordid><startdate>20020801</startdate><enddate>20020801</enddate><creator>Pfau, Bruce</creator><creator>Kay, Ira</creator><creator>Murphy, John</creator><creator>Kilduff, Cydney</creator><general>Society for Human Resource Management</general><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>4S-</scope><scope>7RQ</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7X7</scope><scope>7XB</scope><scope>87Z</scope><scope>883</scope><scope>88E</scope><scope>8A3</scope><scope>8AO</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>8G5</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>K60</scope><scope>K6~</scope><scope>K9.</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0F</scope><scope>M0S</scope><scope>M1P</scope><scope>M2O</scope><scope>MBDVC</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope><scope>U9A</scope></search><sort><creationdate>20020801</creationdate><title>Playing the training game and losing</title><author>Pfau, Bruce ; Kay, Ira ; Murphy, John ; Kilduff, Cydney</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-proquest_reports_2050531143</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2002</creationdate><topic>Business valuation</topic><topic>Economic conditions</topic><topic>Effects</topic><topic>Employees</topic><topic>Employment</topic><topic>Financial services</topic><topic>Hiring</topic><topic>Productivity</topic><topic>Professionals</topic><topic>Shareholders wealth</topic><topic>Stockholders</topic><topic>Training</topic><toplevel>online_resources</toplevel><creatorcontrib>Pfau, Bruce</creatorcontrib><creatorcontrib>Kay, Ira</creatorcontrib><creatorcontrib>Murphy, John</creatorcontrib><creatorcontrib>Kilduff, Cydney</creatorcontrib><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>BPIR.com Limited</collection><collection>Career & Technical Education Database</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>Health & Medical Collection</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>ABI/INFORM Trade & Industry (Alumni Edition)</collection><collection>Medical Database (Alumni Edition)</collection><collection>Entrepreneurship Database (Alumni Edition)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>Research Library (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central Essentials</collection><collection>eLibrary</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Central Student</collection><collection>Research Library Prep</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>ABI/INFORM Trade & Industry</collection><collection>Health & Medical Collection (Alumni Edition)</collection><collection>Medical Database</collection><collection>Research Library</collection><collection>Research Library (Corporate)</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>HRMagazine</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Pfau, Bruce</au><au>Kay, Ira</au><au>Murphy, John</au><au>Kilduff, Cydney</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Playing the training game and losing</atitle><jtitle>HRMagazine</jtitle><date>2002-08-01</date><risdate>2002</risdate><volume>47</volume><issue>8</issue><spage>48</spage><pages>48-</pages><issn>1047-3149</issn><abstract>On nearly every survey, training appears somewhere in the top 3 benefits that employees want from their employers. By the same token, HR professionals have long been advocates of training. So, creating training programs is a no-brainer, right? Not so fast, according to new research from Watson Wyatt. In fact, training is actually linked to lower shareholder value. Furthermore, companies that train during an economic slowdown have a market value that is 3.4% less than companies who do not train during this time. These conclusions are drawn from data analyzed from the 2001 Watson Wyatt Human Capital Index, an ongoing study of the linkages between specific HR practices and shareholder value at 750 large, publicly traded companies. The HCI study provides insight on what works - and what does not - when it comes to maximizing HR's contributions to the bottom line.</abstract><cop>Alexandria</cop><pub>Society for Human Resource Management</pub></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1047-3149 |
| ispartof | HRMagazine, 2002-08, Vol.47 (8), p.48 |
| issn | 1047-3149 |
| language | eng |
| recordid | cdi_proquest_reports_205053114 |
| source | Business Source Complete |
| subjects | Business valuation Economic conditions Effects Employees Employment Financial services Hiring Productivity Professionals Shareholders wealth Stockholders Training |
| title | Playing the training game and losing |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-12T00%3A13%3A29IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Playing%20the%20training%20game%20and%20losing&rft.jtitle=HRMagazine&rft.au=Pfau,%20Bruce&rft.date=2002-08-01&rft.volume=47&rft.issue=8&rft.spage=48&rft.pages=48-&rft.issn=1047-3149&rft_id=info:doi/&rft_dat=%3Cproquest%3E156234001%3C/proquest%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=205053114&rft_id=info:pmid/&rfr_iscdi=true |