Please help with editing the following essay in comparison to the guide:

Analyzing an Issue and Developing an Argument

Once your topic is selected, you should do some research on the subject matter. While you may already have an opinion on your topic and an idea about which side of the argument you want to take, you need to ensure that your position is well supported. Listing out the pro and con sides of the topic will help you examine your ability to support your counterclaims, along with a list of supporting evidence for both sides indicating which of the following four types of knowledge it represents. These lists will be required as an appendix to your assignment. The assignment will receive a zero grade without them. The lists are not included in your word count.

Supporting evidence includes the following:

• Factual Knowledge - Information that is verifiable and agreed upon by almost everyone.
• Statistical Inferences - Interpretation and examples of an accumulation of facts.
• Informed Opinion - Opinion developed through research and/or expertise of the claim.
• Personal Testimony - Personal experience related by a knowledgeable party and referenced accordingly.

Once you have made your pro and con lists, compare the information side by side. Considering your audience, as well as your own viewpoint, choose the position you will take. In considering the audience, ask yourself:

• What evidence is likely to be effective with them? In determining your viewpoint, ask yourself the following:
• How will you present your topic in an interesting way?
• How will you manage the material within the specifications set by the instructor?
• Where will you find enough material to support your opinion?

Organization

Your introduction should lead up to a thesis that organizes the rest of your paper. There are three advantages to leading with the thesis:

1. The audience knows where you stand.
2. The thesis is located in the two strongest places, first and last.
3. It is the most common form of academic argument used.

Sample Outline for a Position Paper

1. Introduction
2. Introduce the topic
3. Provide background on the topic
4. Assert the thesis (your view of the issue)

1. Counter Argument
2. Summarize the counterclaims
3. Provide supporting information for counterclaims
4. Refute the counterclaims
5. Give evidence for argument

1. Your Argument
2. Assert point #1 of your claims
3. Give your opinion
4. Provide support
5. Assert point #2 of your claims
6. Give your opinion
7. Provide support
8. Assert point #3 of your claims
9. Give your opinion
10. Provide support

1. Conclusion
2. Restate your argument
3. Provide a plan of action

Criteria

size 11 or 12, Headings and Sub-headings MUST be used. All work MUST be referenced using either APA6 or Harvard - (footnotes/endnotes referencing will be returned for correction and late penalty applied)

Introduction

In the continually evolving sphere of modern business management, the importance of training and development programs for the development of employee progress and enhancing competencies remains undeniable. However, a multifaceted debate questions whether employers, through investments in training and development, unconsciously cater to the forthcoming recruitment needs of their competitors. This essay navigates this discourse by exploring counterarguments, presenting evidence, and asserting claims substantiated by reasoning and scholarly resources.

Counterargument

Recognizing the legitimate concern that investment in employee development might appear more appealing to competitors, particularly in businesses with significant request for accomplished workers, is crucial. However, this acknowledgment should not overshadow the main purpose of training programs addressing specific ability breaks within the company. Research suggests that well-designed training initiatives are tailored to enhance organisational performance and competitiveness, strategically aligning with the investing organisation's goals (Carnevale & Smith, 2013; Fernndez-Mateo & Bidwell, 2011). While critics argue that employers, by backing employee training and development, unintentionally offers competition with access to accomplished workers, thus fulfilling their forthcoming recruitment needs, it is essential to recognize the proactive nature of such investments. These programs primarily aim to fortify the investing organisation's internal human capital, contributing to its long-term growth objectives. Moreover, considering the broader economic impact of a highly skilled and adaptable workforce is crucial. Trained employees not only benefit their immediate organisations but also contribute to industry advancements and economic growth. This perspective underscores the societal value of investments in employee development.

Supporting Information for Counterclaims

The concern that trained employees become more attractive to competitors is valid, especially in industries where specialized skills are in high demand. Studies show that employees who receive development are frequently wanted after by competing firms willing to propose increased wages or improved reimbursements (Fernndez-Mateo & Bidwell, 2011). Instances of staff leaving their current organisations for better opportunities, including competitors, underscore the potential risks associated with investing in training and development. However, it is crucial to contextualize this information within the broader scope of organisational strategy. Effective training programs are not merely about equipping employees with skills; they are intended to address precise talent gaps internally, aligning directly with their strategic objectives and goals (Noe, 2016). This strategic alignment distinguishes investments in training as crucial contributors to organisational success rather than mere facilitators of competitors' staffing needs. The societal impact of a well-trained workforce is evident in studies that showcase how industries with highly skilled employees contribute significantly to economic growth and innovation. Thus, framing the discussion around the collective benefits of employee development on a macroeconomic scale provides a comprehensive understanding of the broader impact beyond organisational boundaries.

Refutation of Counterclaims

To address the risk of losing trained employees to competitors, organisations often implement vigorous preservation strategies in conjunction with training enterprises. Competitive compensation packages, career growth opportunities, and employee engagement programs aim to foster a sense of loyalty and commitment among trained personnel. Additionally, legal instruments such as non-compete agreements are frequently employed to avoid qualified workers from directly joining the competition after receiving additional development. Furthermore, exploring the role of collaborative industry initiatives can strengthen the argument. Industry-wide agreements or collaborations that discourage immediate poaching of trained personnel can be effective in minimizing the risk of competitor gains. This collaborative approach reflects a commitment not only to individual organisational success but also to the overall advancement of the industry. Although it's undeniable that advancing in training and development enhances workers' marketability, it doesn't inherently indicate that managers are directly funding their competitors' forthcoming recruitment needs. The comprehensive strategies employed by organisations to retain trained talent demonstrate a commitment to balancing short-term risks with long-term benefits. The establishment of industry-wide standards for employee development and retention can further underscore the commitment of organisations to foster a collective approach that benefits the entire business ecosystem.

Training and Development Programs Contribute to Employee Retention and Loyalty

The value of worker retention and loyalty cannot be overstated in today's competitive business environment. Beyond reducing turnover rates, investing in workers progression produces a channel of accomplished workers who are not only aligned with the organisation's goals but also deeply committed to its mission and culture. Retaining skilled employees is a strategic imperative for organisational stability and sustained success. To illustrate, studies have consistently revealed that workers who obtain development prospects are likely to continue working with their present company (Carnevale & Smith, 2013). Furthermore, well-designed training and development programs contribute to increased worker engagement and job fulfilment, directly impacting retention rates (Noe, 2016). Real-world examples from various industries highlight how organisations have successfully retained trained employees by fostering values of consistent knowledge and professional development. A deeper analysis reveals that employee retention not only reduces recruitment and training costs but also contributes to organisational knowledge retention. Long-serving employees become repositories of institutional knowledge, which is vital for maintaining operational efficiency and competitiveness. Organisations that prioritize employee retention through training initiatives can establish a stable and committed workforce, ultimately enhancing their ability to withstand industry fluctuations. Furthermore, exploring the role of training in leadership development can be valuable. Companies that invest in developing leadership skills through tailored training programs not only foster employee loyalty but also ensure a strong leadership pipeline for sustained organisational growth. Additionally, considering the correlation between employee retention and customer satisfaction can bolster the argument. A stable and knowledgeable workforce contributes to consistent service quality, directly impacting customer satisfaction and loyalty. This interconnectedness between employee development, retention, and customer satisfaction establishes a holistic perspective on the organisational benefits of training programs. Moreover, examining the role of employee retention in fostering a positive organisational culture can add depth to the argument. Organisations that prioritize employee development and retention often cultivate a positive work environment characterized by trust, collaboration, and a shared commitment to organisational goals. This positive culture becomes a driving force for attracting top talent and maintaining a cohesive, high-performing team.

Training and Development Programs Improve Organisational Performance and Competitiveness

The impact of growth on organisational performance extends far beyond individual skill enhancement. Comprehensive training enterprises creates principles of continuous development within the organisation, creating an environment that is not only accomplished but also flexible and advanced. This culture contributes significantly to an organisation's ability to outperform competitors in relation to efficiency, excellence, and overall satisfaction. Organisations with well-established training and development programs tend to develop as industry leaders, upholding a competitive advantage. Research indicates that these organisations consistently outperform competitors, showcasing higher levels of productivity and quality (Kirkpatrick & Kirkpatrick, 2016). The acquisition of new skills through training improves employee performance and efficiency, directly impacting organisational competitiveness (Fernndez-Mateo & Bidwell, 2011). Furthermore, exploring the connection between training and organisational agility can provide additional depth to the argument. Training programs that focus on developing adaptability and resilience within the workforce contribute to an organisation's ability to navigate uncertainties and disruptions. This adaptability is a crucial factor in maintaining a competitive advantage in rapidly changing markets. Organisations that invest in continuous learning and professional development also foster a culture of innovation. Trained employees are not just executing routine tasks; they become catalysts for creative problem-solving and idea generation. This innovative mindset permeates the organisation, leading to product/service enhancements and strategic advancements that set the company apart from competitors. Moreover, emphasizing the role of training in addressing current industry challenges and future trends can strengthen the argument. Training programs that address emerging technologies, market trends, and industry-specific skills equip employees with the knowledge needed to propel the organisation forward in a rapidly evolving business landscape. Exploring the connection between training and employee satisfaction can provide a nuanced perspective. Satisfied employees, as a result of effective training programs, are likely motivated, involved, and dedicated to contributing their best to organisational success. This positive cycle of employee satisfaction contributing to organisational competitiveness reinforces the long-term benefits of investing in training initiatives. Additionally, delving into the role of training in fostering cross-functional collaboration and synergy within organisations can add another layer of complexity to the argument. Training programs that encourage employees to acquire a broader understanding of various functions within the organisation contribute to seamless collaboration, ultimately enhancing overall organisational performance.

Training and Development Programs are tailored to meet the Organisation's Specific Needs and Objectives

Strategic alignment is at the core of effective training and development programs. Employers meticulously design these initiatives reflecting on their exclusive operational goals, guaranteeing that workers obtain skills and familiarity directly related to the business's accomplishments. Tactical development in training succumbs considerable revenues in the long-run, making them an integral part of organisational sustainability and growth. The alignment of training programs with an organisation's strategic priorities is essential for addressing grave ability gaps. By participating in targeted development enterprises, companies can grow an environment that is not only prepared to meet present professional challenges but is also prepared for future industry developments (Carnevale & Smith, 2013). The strategic approach to training maximizes its impact, providing a competitive advantage in the marketplace. To expand on this, examining the correlation between strategic training initiatives and employee engagement can provide additional insights. Training programs that resonate with employees, aligning with their career aspirations and personal development goals, contribute to higher levels of engagement. Involved employees are expected to devote their energy and creativity to contributing to the organisation's success. Additionally, exploring the role of training in promoting diversity, equity, and inclusion (DEI) within the organisation can add depth to the argument. Tailored training programs that address unconscious bias, cultural competence, and inclusive leadership contribute to a more diverse and innovative workforce. This diversity is not only a tactical benefit but also a reflection of the workforce's obligation to social responsibility. Furthermore, delving into the long-term benefits of strategic training in terms of succession planning and talent management can enhance the argument. Organisations that invest in developing a talent pool through targeted training initiatives ensure a steady supply of qualified individuals ready to assume leadership roles. This proactive approach to talent management contributes to organisational resilience and sustained success. Highlighting the connection between strategic training and organisational agility can further strengthen the argument. In today's progressive professional environment, organisations need to be supple and receptive to outside influences. Strategic training programs that focus on developing skills that align with market demands and industry trends contribute directly to organisational agility. This adaptability becomes a crucial asset in maintaining a competitive edge. Moreover, examining the role of training in fostering an environment of constant improvement and learning within the workplace can provide additional depth. Organisations that prioritize ongoing training createa culture where employees are encouraged to seek knowledge, adapt to change, and contribute to the organisation's overall growth. This culture of continuous improvement becomes a differentiating factor in a competitive business landscape.

Conclusion

In conclusion, companies that fund development programs aren't just addressing their competitors' future recruitment needs; instead, they're making strategic investments in their structural achievement and sustainability. The multifaceted nature of this debate requires a comprehensive understanding of the proactive nature of training initiatives. Workplaces should continue prioritizing employer growth as a tactical imperative, identifying the lasting benefits of capitalizing in their workplace. By positioning development enterprises with structural goals and nurturing values of constant education, companies can promote an accomplished and engaged workplace that motivates innovation and maintains a competitive benefit. While acknowledging the potential short-term risks, organisations can mitigate them through retention strategies, legal instruments, and a strategic approach to training. In doing so, they influence human capital to drive maintainable development and preserve a competitive edge in an ever-evolving business landscape. A forward-looking perspective in the conclusion can emphasize the importance of anticipating future skills and adapting training programs accordingly. Highlighting the role of technology in shaping the future workforce and the need for continuous adaptation can provide a relevant and futuristic outlook. Encouraging organisations to embrace a mindset of perpetual learning and agility sets the stage for ongoing success in an unpredictable business environment.

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References

Carnevale, A. P., & Smith, N. (2013). Workplace basics: The skills employees need and employers want. Georgetown University Center on Education and the Workforce.

Fernndez-Mateo, I., & Bidwell, M. (2011). Culture clash: The costs and benefits of homogeneity. Harvard Business School Working Paper, (11-025).

Kirkpatrick, D. L., & Kirkpatrick, J. D. (2016). Evaluating training programs: The four levels (4th ed.). Berrett-Koehler Publishers.

Noe, R. A. (2016). Employee training and development (7th ed.). McGraw-Hill Education.