Noe, R. (2017). Employee training and development. New York, NY: McGraw Hill Education. ISBN: 978‐0078112850

Abstract

The seventh edition of the book, Employee Training and Development by Robert Noe, provides an in-depth analysis of the components of training for human resource (HR) professionals. Noe's text examines four major areas: context for training and development, designing training, training methods, and the future of the profession (2017). Compared to previous editions, this text offers a more in-depth and up-to-date analysis of advancements in the HR development field including strategic planning and technological improvements. Additionally, this edition outlines how the most recent developments are relevant for the field. The author provides a strong foundation for the field of HR, but there are some areas where this text is lacking and could be enhanced. Specifically, this text is tailored for novices within the field, and can be interpreted as rudimentary for experienced professionals.Noe's aim for the text is to accurately and succinctly combine research and practice for HR professionals. This text strives to provide an overview of the process, impact, and outcomes of training from both the employee and employer perspectives.The book is divided into five main parts. Part I focuses on the baseline definitions and the context of the field of HR development. The most impressive of this part of the text is how the author links talent management directly to the economy and global differences. The main limitation of this section is that minimal information is provided on how to prepare oneself to work in training through professional organizations. Part II focuses on needs assessment and learning theories. The author thoroughly explains the importance of a needs assessment along with systemic strategies to conduct one. However, this section was written from the corporate perspective and was not described in a holistic way for other industry professionals, particularly educators. Part III is centered on training and development methods, including e-learning, and other special issues and needs in training. The author meticulously outlines a variety of methods and pays great attention to training needs of specific groups, such as multigenerational workers. Part IV explores challenges in training and development. While this section seeks to navigate inclusion, diversity, and cultural issues in training, it would have benefitted from authentic scenarios of companies employing inclusive strategies. Finally, Part V focuses on the future of training and development. In this section, the author discusses technological advancements that impact training, sustainability related to training, and data informed training. Like Part IV, this section would have been more fruitful with lively examples from organizations implementing some of the new concepts in training.Broadly, Noe's text is relevant for the HR development field, particularly for beginning practitioners. He establishes a standard for understanding training and outlining key concepts of the field. Specifically, Noe introduces the concepts of HR management, which is defined...

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“…Specific training can also deepen the organization's understanding by employees who participate in the training, leading them to quickly identify with the organization (Noe & Kodwani, 2018). When employees find that KSAs acquired through firm-specific training can be fully applied to their current work, the human capital acquisition is more likely to be embedded in the current job or organization (Barth, 1997;Lazear, 2009).…”

“…Much evidence shows many firms are willing to increase human resources investment through the various employee training and development programs (Guan & Frenkel, 2019). Employee training is defined as the training activity planned and targeted in various ways based on the organization's actual work needs (Noe & Kodwani, 2018). Scholars have confirmed that training could improve economic performance and non-economic performance, including reducing turnover, absence, conflicts, and service quality by improving employees' knowledge, abilities, skills (KSAs, hereafter), and behaviors (Phillips, 2012;Guan & Frenkel, 2019).…”

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