Page 82 - Anne Bruce - Building A HIgh Morale Workplace (2002)

62 Building a High Morale Workplace

Marriott thinks readiness is key, so it prepares workers at all lev-
els for advancement with continuous cross-training programs.
Training isn’t a frill to these companies or others like them—

it’s a necessity. And their high morale environments are a con-
stant reminder of their commitment to people development as a
worthwhile investment.
There are many good reasons to invest in training. Here are

just a few of the most important reasons why managers should
look to training in order to improve and crank up workplace
morale.

• Training builds confidence and esteem. By training
employees, managers are saying that their people are

worth the investment.
• Training gives people the skills they need to succeed
and develop.
• Training helps employees and companies keep pace
with ongoing change.

• Training attracts talent and retains talent.
• Training contributes directly to customer satisfaction and
ultimately company profits.

Training as a Holistic Concept

Employee learning and development is now being viewed in
some organizations as a holistic concept, which means taking
into consideration the whole person’s mental, physical, emo-

tional, and social well-being.
This approach also requires that training no longer be con-
sidered a one-time event that falls solely on the shoulders of
management. A holistic or whole-person approach asks that
employees focus on the value of lifelong learning rather than

taking the myopic view of lifetime employment. Doing this
requires that employees make a paradigm shift in their thinking,
from “Train me” to “I’m responsible for my own lifelong learning
and well-being, so I will take the initiative to become a continu-

ous and intentional learner whenever possible.”
A holistic approach to training honors and respects the