The Role of Training and Culture in Shaping Employee Success

Not too long ago, I came across an article discussing the challenges young people face when searching for work. The writer shared stories of two individuals who encountered harsh treatment from so-called “bad” employers. It got me thinking because, just a week earlier, I was talking to an employee who described how her boss treats the staff like they’re disposable.

It’s a familiar narrative. Employers complain that employees are lazy, demand more than they give, and that the talent pool is so dry they have to recruit from other countries. On the flip side, employees gripe about being underpaid, overworked, and treated poorly. But here’s the thing—both employees and employers are products of their environment. If these complaints hold any truth, then maybe it’s time for change, not just within companies, but across society as a whole. Both parties need to actively engage in being the change they want to see, and this shift must happen at a structural level as well.

So why do some employers view employees—or even potential hires—as “bad”? A common complaint is the lack of commitment to quality and loyalty. Many employees do just enough to avoid getting written up or fired, and some might argue that if everyone is getting paid the same, why go the extra mile? If we dig a little deeper, the roots of this issue might be traced back to the education system. Students are often taught to pass exams rather than encouraged to be curious and ask questions. The emphasis is on getting the right answers, not on exploring the right questions. This focus on grades over creativity might be setting the stage for a workforce that doesn’t see the value in going above and beyond.

Moreover, young workers today are often seen as less loyal, jumping ship at the slightest provocation. But could this perceived lack of loyalty be linked to high unemployment rates among millennials and Gen Z? When job security is shaky, it’s no wonder that loyalty wavers. And unfortunately, some employers might use this insecurity as leverage, exacerbating the problem.

Now, let’s talk about employee engagement. Are your employees motivated enough to go beyond the bare minimum? A recent global survey found that a significant number of employees are disengaged—some even “sleepwalking” through their workday. Shockingly, one in seven employees is so miserable that they engage in counterproductive work behaviours, intentionally harming the company. Low morale is often directly linked to poor management practices and ineffective hiring processes. HR plays a crucial role here, but in many organizations, it’s an undervalued function, often sidelined or merged with finance. Yet, without a strong HR presence, how can companies expect to build teams that are both engaged and high-performing?

To build a work environment that thrives on creativity and innovation, we need an education system that encourages divergent thinking and out-of-the-box ideas. This won’t happen overnight, but with a collective commitment to societal growth, we can start making small but significant changes.

Addressing these issues begins with how employees are brought into the fold. Too often, new hires are thrown into the deep end with little to no onboarding. There’s no orientation to help them understand the company culture, systems, or procedures. This points to a broader issue of poor management practices. Good management recognizes that new employees need time and training to get up to speed. Unfortunately, in many cases, HR departments are ill-prepared to handle recruitment effectively, often because HR isn’t seen as a critical function within the organization. Look at top global companies, and you’ll notice that many have senior management positions dedicated solely to HR. This is because they understand the importance of having a strong, strategic HR function that’s integral to their success.
And then there’s training. How many organizations truly value training as a pathway to growth? Too often, managers see it as a waste of time and resources, viewing time away from work for training as lost productivity. But nothing could be further from the truth. Effective management knows that for employees to excel, they need the right tools and resources—and that often means training. You can’t expect high customer satisfaction if your service is subpar. And in today’s competitive marketplace, where customers have endless options, “average” just won’t cut it.

Even if you hire someone with the right attitude, they still need training to meet your company’s standards. So, why do some companies consistently deliver on their customer service promises while others fall short? Much of it comes down to organizational culture. Is there a culture where employees are valued and seen as vital to the company’s growth and success? Does management view training as an investment in the future of the organization? Until training is recognized as an investment rather than a cost, we’ll continue to hear these same complaints.

Here’s to you and your employee success!
Judy