Training the knowledge worker: a descriptive study of training practices in Irish software companies

Abstract

The IT workforce of a company may embody its most important strategic asset. Such an asset needs to be managed. At a company level, measures that support and encourage knowledge transfer amongst employees can help minimise the effect of the loss of skilled staff. This paper details the results of a survey administered to 200 employees across 39 software companies in Ireland. The study assessed the impact of training practices on employee retention, gathered data on the effects of training initiatives, the types of training in use, and the influence of training on knowledge retention. Results demonstrate that organisational attitudes and provision for training relate positively to employee expectations and requirements. Well‐engineered training initiatives lead to increased organisational strength, job‐related employee competencies, and job satisfaction. Training helps in retaining knowledge within the organisation, but may not help in retaining employees. Almost one third of respondents believe that training received has not helped to reduce job‐related stress and more than one quarter indicate that their organisation does not structure training based on employee feedback on requirements.