The Future Of Human Capital Lies In Data Analytics

When people think about Human Resources (HR), the first thought that comes to mind is often a department that handles personnel hiring and salaries. However, over the years, HR has transformed and is now a function that closely aligns with a company’s strategic plan and vision. Some even refer to the function as Human Capital (HC) and not HR anymore.

For HC to help organizations achieve their strategic goals, it needs to not only manage people, and develop existing talent but determine hiring needs and look into workforce trends to enable future success. To hire the right people for the right job, and at the right time, organizations are increasingly looking into data analytics as a tool to address a wide range of business challenges including, first and foremost, recruiting, followed by performance measurement, compensation, workforce planning, time to hire and retention, among others. As the market becomes increasingly noisy, we believe the next wave of recruiting lies in the use of data-driven insights to power talent decisions. This is what Talent Intelligence is all about – a new way to harness data and insights to reinvent and improve every step of the recruitment process by combining these insights with the right instincts to deliver the winning talent strategy.

Skills required to get the job done
The insights gathered not only provide intelligence to talent strategies but can also help highlight the skills gap that exists within an organization, pointing to the skills that are most in demand amid the revolving talent landscape. For instance, recently released LinkedIn insights revealed that recruiters are looking for people with soft skills, such as creativity, adaptability and collaboration. Let’s make it clear: hard skills matter, however with the rise of automation and artificial intelligence, it means that hard skills alone are no longer enough to be successful.

According to our Global Talent Trends report 2019, wrong hires are almost never a matter of hard skills alone; and talent professionals are aware. In fact, 89% of respondents feel that “bad hires” typically have poor soft skills. This is why, increasingly, they prioritize soft skills alongside hard skills during the hiring process.

Trying to recruit very specific people with such hard-to-define skills is an issue that many CEOs face and can be addressed with data analytics. Having access to predictive talent models means that business leaders can more effectively and efficiently find, recruit, and retain the right people. It can also help to identify current pain points in the organization and discern where to distribute future investments.

Adoption of HR analytics to make informed hiring decisions
In addition, based on LinkedIn’s Recruiter Sentiment Survey, the need for high-performing talent in the Middle East has never been greater.  It is only natural that HR professionals are turning to workforce analytics tools to make smarter, data-driven business decisions. With real-time insights collected from more than 610 million LinkedIn members and 30 million companies, LinkedIn Talent Insights offers a whole new level of transparency to the talent marketplace and helps HR professionals plan for current and future hiring needs.

According to LinkedIn’s The Rise of Analytics in HR report, the adoption of specialized HR analytics in EMEA has been strong in the last five years. Overall, 19% of companies have adopted HR analytics, and 12% have dedicated HR analytics roles. Finance and legal are the industries with the most widespread adoption of HR analytics. However, this investment is concentrated, and overall adoption of analytics is still low.

For those organizations that are looking to get started with HR analytics, they will firstly need to prioritize key areas of the business. As a result, those who implement an analytical approach to address business issues in key areas will have a much stronger outcome than attempting to apply analytics across the board.

The outcome of implementing insights tools therefore allows the creation of a narrative that elevates HR’s position with senior leadership. It results in improving the business strategy overall by providing the counsel on the talent strategy. Looking into products that deliver direct access to rich data on talent pools and companies can help businesses stay two steps ahead in today’s fast changing talent landscape. The most important step would be creating a culture and mindset that is data-first, where data-driven thinking is rewarded and appreciated— and where change is delivered from the top.

One way or the other, there is no denying that HR analytics is here to stay and there can be no thriving future for HR or HC without analytics as its foundation.


This 1 Thing Could Be the Secret to Employee Retention

A healthy economy is a good thing in theory, but when jobs are plentiful, employees risk losing valuable talent when competing opportunities abound. If that’s been the case at your company, then you might rethink everything from your compensation strategy to your workplace culture to your willingness to invest in career growth. But while improving salaries, benefits, and education is apt to cost money, here’s one thing you can do to retain talent without spending a dime: Be more flexible.

Flexibility matters
Many employees today struggle to achieve a decent work-life balance. By being flexible with your workers, you effectively help make that possible — and once you do, you’re likely to experience an uptick in loyalty. In fact, businesses that support remote work opportunities have 25% less employee turnover than companies that don’t. And over 75% of workers say they’d be more loyal to their employers if they offered flexible work options.

Or, to put it another way, if you don’t get on board with being more flexible, you might lose some of the valued employees you’ve worked hard to train. Case in point: A good 61% of employees have either left or considered leaving a job because it wasn’t flexible enough for them.

Why workers crave flexibility
There are lots of reasons why workers want the ability to set their own hours or work from the place of their choosing, whether it be home or another remote location. For one thing, flexibility helps workers with kids better manage child care. It also helps employees keep up with personal obligations — things like household maintenance and the like.

There’s also the idea of not having to commute that’s a major perk for many workers today. A stressful trip to and from work can sour an otherwise decent experience, and not having to deal with travel on a daily basis could be reason enough for some of your best workers to decide to stay put, even if higher-paying opportunities arise elsewhere.

Furthermore, flexibility tends to go hand in hand with worker appreciation. When employees are granted more leeway on the job, it makes them feel valued. And the better they feel about themselves, the more inclined they’ll be to stick with you, even during periods when it’s generally not so difficult to find work elsewhere.

If your company has yet to adopt any sort of flexible work policy, it’s time to reconsider that strategy, especially if employee retention is a key goal. Remember, that flexibility can take different forms. It can be a simple matter of allowing workers to leave a bit early or come in a bit late to tend to personal matters, or it can extend all the way to telecommuting. Of course, the more flexible your company is able to be, the better, but if you start with baby steps and work your way up, your employees will, at the very least, note the effort on your part and perhaps be a bit more hesitant to blast out their resumes.


What Indian millennials look for in a job

Millennials always have a unique way of looking at things. And a report by global market research agency Kantar TNS on Wednesday confirms this. The report says that Indian millennials look for employee perks more than financial benefits in a job.

The report—’The quality of life’—commissioned by Sodexo, points out that the top employee perks, or non–financial benefits, are meal benefits and flexible working hours, which lead to enhanced employee experience.

The survey, which covered an equal number of millennials and non-millennials, found that Indian non-millennials want more financial benefits compared to millennials. “While the non-millennials wanted more financial benefit, millennials prefer flexibility,” the report said. However, what should alarm business leaders is that “38% of millennials said they were thinking about switching jobs in the next six months”, the report says.

The most-preferred benefits globally, according to the report, are company or peer awards, career development programmes, and flexible working hours, besides financial benefits.

However, financial benefit was not as important in India as compared to China, Indonesia, the Philippines, and Vietnam. Employees in India give a lot of value to learning and leisure, flexible working hours, career development programmes, meals, gifts, holidays, travel cards, and company and peer awards. For example, employees of multinational companies prefer career development programmes, while part-time workers desire more leisure and culture vouchers, the report says.

In contrast, most employees in China preferred financial benefits, followed by company/peer awards.

The report, aimed at organisations to make them aware of what keeps their employees happy—professionally and personally—says they need to keep employees at the heart of their businesses if they want to thrive in a rapidly shrinking world.

“And, this is where employee experience comes into play. Just as the last few years focussed on customer experience, the next few will need to centre around employee experience,” Sodexo said in a statement.

“Perhaps that is why 2019 is being hailed as the year of employee experience—the year that will bring a definitive change in the way organisations view, treat, and engage with their employees.”

The study also found that the Indian corporate world is the only one among the Asian countries surveyed that has been best able to fulfill the expectations of employees with respect to flexible working hours.

“The flexibility of working from home or following flexible work schedules is most widely offered to employees in India,” the report says. Overall, on satisfaction with employers’ services, India and China ranked at the top.

While China delivers very well on transportation, wellness programmes, concierge services, and restaurants, India on does well on cleaning, reception services, meeting management, cafeteria, food vouchers, and employee recognition programmes.

So, what does this mean for employers in India? The report says that while financial benefits are obviously important, and organisations need to structure their compensation package well, they must pay heed to their employees’ unstated wants.

“Good health insurance that will cover the employees’ dependents is mandatory. So is flexibility. Employees are but an (inward) extension of customers; they are the first clients of the organisation. Hence, before the customers, they are the ones that must be wooed. Strategically, organisations need to first conquer the workplace before they can conquer the marketplace,” the study says.



Study: Employer transparency boosts return on equity

Dive Brief:
A company can generate return on equity (ROE) by approaching its policies with transparency, according to new research from JUST Capital. The nonprofit reviewed data from 890 publicly traded U.S. companies and assessed transparency and ROE on nine worker issues, finding that companies receive a boost of 1.2% to 3% for eight of the nine issues after disclosing such policies.
In the category of wage parity, the data reveals companies publishing their pay equity analysis reported a 3% ROE advantage. For diversity and equal opportunity policies, 86% of the companies polled published this information; this group showed an ROE advantage of 2.5%. Disclosure of diversity and equal opportunity targets netted a 2.4% advantage, JUST Capital found. According to the research, career development and tuition reimbursement policies showed a 1.4% and 1.2% advantage, respectively.
Findings also showed the 45% of companies that disclosed flexible working hour policies saw a 2% advantage. Employers offering paid parental leave, at less than one-third polled, received a ROE boost of 2.2%, while 23% of companies offering day care services reported a 2.5% ROE advantage. Nearly 30% of the companies disclosed a paid time off policy, but doing so did not generate an ROE advantage, JUST Capital said.

Dive Insight:
Transparency is gaining traction as an necessary element of doing business, especially as more and more job seekers and workers demand it. In creative industries, in particular, wage transparency is becoming the new normal; 77% of advertising and marketing hiring managers said their employers are transparent to some degree, according to a study from The Creative Group. Slightly more than one-third offer full transparency, the survey found.

Job seekers look for authenticity and transparency when it comes to selecting or staying in a workplace. And workers who have already found a professional home are creating internal pressure by calling for transparency. A Willis Towers Watson poll found employers have changed compensation and performance management strategies to ensure fair pay after receiving employee and manager feedback. It’s worth noting that Google’s chief diversity officer wrote an open letter to employees at the end of April, giving them updates on recently announced plans to improve transparency and accountability within the company.


What Is Culture Analytics and How Can It Help Your Organization?

Culture analytics has made its foray into HR technology as a key product to help organizations get a sense of and develop workplace culture. As a result, investors and startups are also making inroads into this interesting space. In this article, we share:

The definition of culture analytics
Three benefits of adopting culture analytics in HR
Three examples of HR tech startups innovating with culture analytics

HR analytics has emerged as a high-interest area in the last one year, driven by trends such as a rise in data volumes, proliferation of HR tech, and a renewed focus on connecting the different silos of employee experience. An exciting field in HR analytics is culture analytics: drawing from a rich history of sociopolitical study, culture analytics applies the principles of data-driven people assessment/management to HR use cases. Despite being an emerging space, culture analytics has already seen a lot of activity from investors and startups, indicating future directions for HR.

What Is Culture Analytics?
In the HR context, culture analytics refers to the science of using information around workplace culture to generate actionable insights. This implies the use of technologies to measure cultural information, powerful systems to process these datasets, and smart algorithms to give HR managers real actionables.

The difference between traditional people analytics and culture analytics is that culture analytics doesn’t just point out gaps in culture metrics – it doesn’t, for instance, identify unhappy employees so that you are left to figure out how to make them happy. What it does is analyze the entire culture spectrum and align it with organizational objectives so that HR teams can identify the exact happiness metric to be achieved, programs to close the gaps, and how the company can benefit as a whole.

In other words, culture analytics can help dig deeper into workforce sentiment, uncovering new ways to synchronize company culture to the business vision.

Benefits of Leveraging Culture Analytics
For HR, data can prove key to better decision-making in every sphere. In the case of company culture as well, data can help quantify subjective responses and sentiment, allowing HR to closely monitor their workforce. Here’s how your organization can gain from culture analytics:

1. Better hiring: By assessing your culture regularly, you can measure new recruits against the ideal baseline and ensure the perfect corporate-cultural fit. In the long term, this translates to reduced turnover and a more enthused workforce.

2. Accurate skills measurement: Culture analytics can reveal insights into employee soft skills – an area that is often neglected by traditional assessments. An employee’s interaction with and contribution to organizational culture is a good indicator of their soft skills capabilities. These gaps, once identified, can be resolved via training and employee engagement initiatives.

3. Smarter talent management: A number of talent decisions, from internal hires to offboarding, hinge on an understanding of the current cultural environment in the organization. Analytics gives HR managers detailed data on an employee’s cultural alignment, aiding decision-making.

Learn more: 5 Ways Technology Can Help Build a Strong Company Culture

Examples of Culture Analytics Solutions
While a lot of the technology in this domain remains in the research and development phase, a few pioneers are gaining popularity. We share three examples of companies making strides in culture analytics:

Humantelligence is an AI-focused culture analytics and recruitment solution. It uses AI to analyze company culture and synchronize individual hires to specific metrics. The company claims to reduce attrition by 30 percent, offering a quick yet advanced 12-minute assessment tool.
Culture Amp applies analytics to solve common workplace problems such as disengagement, low motivation, and subpar productivity. They provide a number of unique surveys to help gauge employee sentiment, supported by data scientists and organizational psychologists.​​​​​​​
O.C. Tanner’s Culture Cloud™ is a 360-degree culture building platform, envisioned on the lines of the marketing cloud and sales cloud. It includes a suite of apps and services built on a strong technology foundation – combining AI, advanced analytics, and data privacy/security to help employees build better relationships and thrive in an organization.

The Future of Culture Analytics
Going forward, culture analytics will prove extremely useful as organizations explore new ways to engage with workforces, align their requirements to large targets, and leverage culture as a key differentiator for success. We expect several disruptive players to introduce solutions that make adoption possible, and indeed, make culture analytics a staple for progressive organizations.


How Viewing Your People As Individuals Can Dramatically Impact Your Bottom Line

Historically, leadership training has adopted the phrase, “There is no I in team.” I certainly agree with the collaborative value of a group, however, the role of the individual is absolutely foundational. Not understanding this fully is a missed opportunity for many businesses and organizations alike.

The importance of the individual, what I call “The Power of One,” is worth examining closely, as it is one of the strongest contributors to the bottom line and ultimately the overall impact of a company. This applies both to the leader and to every member of their team.

A strong leader is one who is in a relationship with herself. She has taken time to know what is important to her and why — her core values. She is very clear about what she needs and wants. As a result, she is secure with herself. To know oneself is to love oneself. People, things and ideas that we love are those which we understand on the most fundamental level. Most of us, unfortunately, have never taken the time to know these things about ourselves. A powerful leader who has clarity, confidence, and a strong sense of self-worth is less driven by her ego and more attuned to her overarching vision. She understands how to leverage the diverse talents of her team in a collaborative way to continually exceed projections.

With a strong sense of self and clarity of vision, a powerful leader will not only be able to lead her leadership team, but also model behavior that will teach team members how to lead others in the organization as well — in other words, train the trainers. This leadership style centered around security in self and mutual respect creates an environment where team members can be vulnerable enough to share new ideas and unique perspectives. The ability to be vulnerable also supports greater connection within the team. In February of 2018, connection was named as one of “Six Fundamental Human Needs We Need To Meet To Live Our Best Lives.” For people, human connection is as essential as food and shelter.

By being able to focus on both the individual needs and the personal growth of team members, while at the same time casting a strong vision for the team’s objectives, a strong leader will be able to grow both the team and the individuals in it. Having this dual focus over time allows teams to mature and become very cohesive. They learn how to work together while feeling highly valued. This leads to further investment and loyalty, which in turn, leads to long-term, highly productive and satisfying employment — a real win-win.

This style of leadership builds a strong corporate culture and dramatically supports a company’s bottom line. What we see as a result is greater instances of innovation, increases in efficiencies based on higher morale and self-confidence and overall decreases in turnover.

Today, the unemployment rate in the United States is at a historic low (3.8%). At the same time, turnover rates are at historic highs (44.3%). It is interesting to note that for the past two years, millennials (those between 23 and 38 years old) represent the largest demographic in the workplace. Out of those workers, 21% have changed their jobs in the past year. What this means for businesses competing for talent, is that they need to up their game.

Turnover costs range from 90%-200% of a team member’s salary. Consider the following costs: training and ramp-up time for replacements, direct exit costs (accrued vacation time, unused sick time, contribution to healthcare coverage, higher unemployment taxes, severance pay), sign-on bonuses, referral bonuses, job postings, hiring recruiters, assessment tests, background checks, travel expenses, relocation expenses, not to mention the loss of knowledge of the departing employee and overall loss of morale.

The largest reason employees stay at their jobs is because of the culture where they work. Retention is highest at companies that value relationships with their employees. This is demonstrated by, among other things, relationships with their superiors, opportunities for growth and development, environments of respect, acknowledgment for contributions, opportunities to be mentored, and work/life balance. All of these elements are reflected in corporate cultures that value their employees as individuals and not just members of a team.

Leaders today across all industries must be more aware of who they are and who their team members are while possessing more progressive and engaging leadership skills than ever before.


Here’s How Google Knows in Less Than 5 Minutes if Someone Is a Great Leader

Great companies are built by great leaders. (That’s why the ability to identify and attract talented people is almost as critical as the ability to develop talented people.)

But since leadership is more art than science, how can you objectively determine if someone is a great leader?

That’s a good question, one Google has spent considerable time and effort trying to answer. It only makes sense that one of the most analytical companies in the world puts some of its analytical horsepower into determining how great teams are built and led.

Over time, the company identified the key behaviors of its best team managers. Then Google began asking team members to answer the following questions on a scale of 1 (strongly agree) to 5 (strongly disagree).

Here are Google’s leadership evaluation questions:

My manager gives me actionable feedback that helps me improve my performance.
My manager does not “micromanage” (get involved in details that should be handled at other levels).
My manager shows consideration for me as a person.
The actions of my manager show that he/she values the perspective I bring to the team, even if it is different from his/her own.
My manager keeps the team focused on our priority results/deliverables.
My manager regularly shares relevant information from his/her manager and senior leaders.
My manager has had a meaningful discussion with me about career development in the past six months.
My manager communicates clear goals for our team.
My manager has the technical expertise (e.g., coding in Tech, selling in Global Business, accounting in Finance) required to effectively manage me.
I would recommend my manager to other Googlers.
I am satisfied with my manager’s overall performance as a manager.
Then Google employees are asked to complete two other questions:

12. What would you recommend your manager keep doing?

13. What would you have your manager change?

Notice that only one question, No. 9, asks employees to rate their manager’s hard skills.

The Best Managers Are Those Who Help Their Teams Succeed
The evaluation spends almost no time assessing a manager’s knowledge, skill, and experience. All but one question focuses on soft skills: communication, feedback, coaching, teamwork, respect, and consideration.

What you know matters, but communicating, delegating, creating a sense of autonomy and purpose…that matters a lot more.

Granted, you could argue that possessing superb technical skills is less important for Google’s team managers; after all, it’s easier for Google to recruit and retain incredibly skilled people than it is for many companies.

But that argument misses the larger point. While most employees need some degree of training early on, the emphasis soon shifts from what they know to how they use their knowledge and skills.

For example, take question No. 2: “Does my team leader micromanage?” Just about every task has a best practice, so most leaders implement and enforce processes and procedures. For employees, though, engagement and satisfaction are largely based on autonomy and independence.

I care the most when it’s “mine.” I care the most when I feel I have the responsibility and authority not just to do what I’m told, but to do what is right.

Good leaders establish standards and guidelines and then give their employees the autonomy and independence to work the way they work best within those guidelines.

Good leaders allow their employees to turn “have to” into “want to,” because that transforms a job into something much more meaningful: an outward expression of each person’s unique skills, talents, and experiences.

Do that, and you can build a great team.\


HR Certifications You Need to Know Before Starting a Career in HR

HR professionals are no longer confined to the traditional role of hiring employees. Of course, they hire but their job doesn’t end after hiring. Rather, their job starts after hiring. Modern HR professionals are not expected to work with the managers and CEOs of the organization. Their focus has been shifted to people management and the productivity of the organization.

A career in HR is not as easy as it may seem. Professionals are getting into this lucrative field to earn high packages and work with the top companies. You should know that this is only possible through HR certifications. These certifications are enough to portray that the professional can now take the responsibility of the organization and is skilled enough to take independent actions.

Here are a few certifications that you must have a look at before you start a career in HR-

The HR Certification Institute offers certifications for career advancement. It provides three certifications that include-

Associate Professional in Human Resources

This certification is designed for those beginning their career in HR. If you are looking to kick-start your career in the field of HR, this certification is a perfect match for you.

Professional in Human Resources

The certificate is given to the professionals who are already working in the field of HR. The main focus is put on the practical aspects rather than on business strategy and management.

Senior Professional in Human Resources

The certificate is earned by the professionals who have an inclination towards designing HR policy or business strategy.

The Society for Human Resource Management comprises of 3,00,000 professionals across 165 countries and offers two certifications for the professionals-

CP (Certified Professional)

This certification is absolute for early and mid-career HR candidates. Individuals enrolled for this certification are in their final year of an undergraduate or graduate degree program. They also provide learning management system to the learners.

SCP (Senior Certified Professional)

This certification is ideal for senior-level HR candidates. If you are in the field of HR or are in the director-level or higher, get ready to grab this certification as it will equip you with skills to take up the ownership to force the overall business direction.

TMI (Talent Management Institute)

Time to introduce you to the promising certification body that offers three certifications for excelling in HR- Talent Management Practioner, Senior Talent Management Practitioner, and Global Talent Management Leader.

Talent Management Practitioner (TMP)

Gear up HR professionals and recent graduates for TMP. Time to experience growth in your career with HR degree and talent management qualification. Boost your brain with knowledge and earn this certification.

Senior Talent Management Practitioner (STMP)

STMP is the certification ideal for mid-career HR professionals. Polish yourself for the big roles in the future and grab the best in the industry.

Global Talent Management Leader (GTML)

You should be aware of the fact that TMI has partnered with The Wharton School and has come with the learning material that is based on modern techniques, frameworks, and tools. The blend of their learning course will give you a dose of knowledge that will ensure that are able to drive the growth of the business. Moreover, you will be enabled to achieve global leadership roles.

IPMA (International Project Management Association for HR)

Stand out of the crowd by getting certification from IPMA. It offers two certifications- IPMA- CP and IPMA- SCP.


With this certification, you will be geared up for the position of human resources specialist, generalist, and managers. The certification is meant for the mid-level or entry-level public sector HR professionals.


Senior level public sector professionals can take this certification and prepare themselves for the position of manager, director, senior manager or executive.

Hope that you have got all your answers. Get ready to make it big in this big field of human resources!


Technological changes keep creating jobs, say experts

Several top executives of IT companies on Saturday said the software industry would continue to provide jobs for budding engineers with constant changes in technology. Those who proved themselves in their respective course and improve their communication skills would get campus placements easily.

About 600 students of the GMR Institute of Technology-Rajam got placement orders from representatives of various companies at a function organised in the college. Cognizant vice-president U.V.Ramana and Wipro senior manager of global campus hiring team asked youngsters to develop logical thinking, acquire new skills and update their knowledge in the respective subjects.

GMRIT principal C.L.V.R.S.V. Prasad and vice-principal J.Raja Muruga Doss said the college could attract 15 multinational companies including Mu Sigma, Virtusa, Aviso, Cognizant, Hyundai Mobis, Apps Associates and HCL Technologies for campus recruitment.

They congratulated five students – A.Ram Bharadwaj, D.Vijaya, P.Yashaswini, V.S.M. Bhargav and Y.Sowjanya who got the highest package of ₹21 lakh.

Focus on rural students
GMR Varalakshmi Foundation CEO Rajendra Prasad said the GMR Group was giving top priority to improving educational standards among rural students also. GMRIT placement wing head Tushar and computer science wing head V.S.M. Bhargava expressed happiness over the selection of more than 75% of students in campus recruitment. The selection process comprised an online test, technical round, HR round and a coding test.

AP Government Vocational Junior College, Visakhapatnam principal S.Bheemeswara Rao said the students from the North Andhra region were able to reach top positions in their careers with their hard work and dedication. He urged parents to give freedom to their children in selection of companies so that they would develop independent thinking and come out with flying colours.

Earlier, some of the parents shared their ideas on the campus selection process.


Why the organizations learning and development turns into an inevitable role towards the employee

The human factor plays a major role in the organizations to be able to act in the desired performance. Organizations realized the urgency of caring for human assets via calibrating the best training solutions as a majority to their development. There is a dramatic increase in the organization training and development over the last six years, which is clearly reflected on the organization training and development expenditure. According to ASTD State of the Industry Report (2017) “This is the sixth year in a row that has seen an increase in direct learning expenditure. Organizations spent $1,296 per employee on learning in 2017. This represents a 1.7 percent increase from 2016, when the average spend per employee was $1,273”.

Organizations understand the importance of learning or training and development are the most organizations that benefit from the employee performance, which is reflected on its performance, revenue, and success. “Developing your employee is critical to your organization success.” (Harvard Business School, 2009, p. 4).

In recent years employee performance and productivity are characterized by the training and development in business and organizations. Smart organizations are; by their role; endeavor the best place in the market to get the highest financial benefits, as well as the highest reputation. Therefore, the organizations lean to get into the market competitions to keep their business in the highest level of quality, and to meet the international standards in each field, taking into consideration the fast pace of technological innovations, which includes advances, skills, and process changes effects on the ways that organizations do work and its market place.

Several studies have investigated the influence of training on employee perception, cognition, and attitude. The organizations benefit from the outcomes that improve employee productivity and performance. The trained employee perception on the outcomes is positive in comparison to the employees they didn’t, that means the more the employees are trained the more understand training activity outcomes. Ibenu (2016)

The training had many benefits for the employees by increasing their self-confidence, improving their competencies and personal skills moreover, the employees realized that they have been invested. Despite some interviews had resulted the difficulties of cognition translation into behavioral changes, when they back to their workplaces to apply their training to the real job. Santos and Stuart (2006).

Studies have identified the influence of training on employee perception, attitude and increasing their knowledge to tackle the performance challenges as well as cope with the organization culture.

The fact that training is one of the solutions that enable organizations to achieve a high work performance culture, it is important to know the kind of training and development programme that organizations need to use to change the culture, that is, the attitude and/or behavior of all the employees in the organization. This attitude will depict the values and practices of the workers and enhance their work performance. Ibrahim, Boerhannoeddin, and Bakare (2017, p. 390).

“According to most studies, successful training and education program would create more favorable employee attitudes and loyalty, and help employees in their personal development and advancement.” (Neyestani, 2014).

Eventually, the employee’s satisfaction and performance with the organization walk hand on hand with the provided services such as continuous development, salaries, and work benefits. Organizations work on such culture to flourish their employees, gain easily the value chain of innovation and rapid development. Otherwise, the organization should review its current culture, vision, mission, and values. In other words, they should start again from scratch to bring about better results.