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Training is becoming more and more participative. Managers and trainers aim to facilitate the needs of individuals and involve them in activities to further their intellectual capabilities and performances. There are many ways in which training is adopting more of a participative approach.

培训方法—TRAINING METHODS

Online training, known as e-learning, is a recent innovation of the 21st Century. Many managers and employees were critical as to how technology would achieve corporate success, but more organisations are moving towards this concept. Since the economic recession, the global financial crisis, technology-based learning is much more cost-effective to the organisation. Company budgets for training and development have taken a hit, making online training a plausible and cost-effective option for companies. Companies argue to see the return on investment of their programs acquiring a highly skilled workforce. In contrast to this, studies have shown doubts into the evaluation and transfer of training of such methods. According to Dierdorff et al. (2010, p. 1182), transfer of learning involves application of acquired skills to the job, which involves overpowering obstacles.

Methods that trainers use to enhance employee involvement are exercises, role plays, and simulations, according to Cacioppe, Warren-Langford and Bell (1990, p. 66). Role playing and classroom learning are most beneficial to the baby boomers that are undergoing 21st Century training, allowing them to practice previous work experiences and retain knowledge in traditional classroom settings. These exercises can be both broadly constructed and customised to meet employee needs. As stated by Dierdorff et al. (2010, p. 1188), 'integrating individual differences into training design is not always feasible. Customising training may be more costly than the delivery of a single standardised program.'

The advancements of social media and social learning in recent years have escalated training methods. Social learning engages individuals through on-the-job learning taught from other employees and modifies their behaviour. On-the-job training must be integrated with goals, and encourages cross-training and multi-skilling. Cross-training is where team members acquire one another's roles and skills in the organisation so they are multi-skilled in areas, fulfilling several job requirements. As Kaye (1997, p. 121) noted, cross-training gives employees flexibility and the knowledge to perform multiple duties. This is commonly used by organisations in today's climate since 2008, due to implications of cheaper recruitment services as employees can master multiple jobs in comparison to the one, as well as also allowing them to take positions that otherwise would need to be filled.

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