Organizations need a sustainable competitive advantage to survive in the competitive and dynamic business environment. Competitive advantage is the unique set-ups of an organization human resources, which promotes growth and sustainable development of the company. Therefore, most companies rely on human resources to enhance productivity since other traditional competitive factors are easy to copy among organizations. Competitive advantage includes higher wages and incentives, training and developing employees’ skills, selective recruitment, and inclusive empowerment. One of the competitive advantages 3M offers is training and developing employees’ skills and knowledge.
Training and developing employees’ skills ensures growth which leads to value addition in a company. Employees with high skills and more knowledge can create effective business strategies that ensure an organisation’s sustainability in the competitive market (Cattermole, 2019). Training employees also promotes positive attitudes toward the brand and the organization’s management team (Cattermole, 2019). Human resources have more contact with consumers and suppliers; hence positivity ensures effective product promotion to the interest market. Finally, training workers attracts new talent since most people want employment in a company that promotes growth in knowledge and skills (Reese, 2020). Having a highly talented team ensures productivity and innovation, which leads to a competitive advantage.
Developing the knowledge and expertise among all employees is mandatory for productivity in an organization. Developing all employees encourages motivation in the workplace since the employees will feel recognized and appreciated. Motivated employees create a conducive and competitive working environment leading to productivity in an organization’s short- and long-term goals (Reese, 2020). Including all employees in developing skills and knowledge ensures they are up-to-date with dynamic changes of the organization’s system and external markets (Cattermole, 2019). For instance, all employees need training and development in the technological area to ensure effective operations within and outside the organization. Technological development is a continuous process as technologists keep improving and designing new techniques; hence developing all employees’ technological expertise ensures continuous upgrading.
An inclusive development program discourages biases and stereotypes among employees. Employees in an organization originate from different backgrounds and genders, creating a diverse working environment that must collaborate towards achieving one goal. Thus, including all employees ensures unity and progress towards short- and long-term goals through employee motivation and retention (Cattermole, 2019). Consequently, employee retention ensures future leaders from internal promotion in the organization. Employees who get into leadership positions within the organization guarantee the achievement of long-term goals.
Inclusive employee development is a practice that all organizations should consider in enhancing competitive advantage and realizing short and long-term goals. Developing all employees would work in any organization since it enhances workers’ expertise in different areas. Developing all employees is a tool for recognizing and appreciating employees, motivating them to work harder (Reese, 2020). The collaborative strategy attracts skills and talents which every organization requires for growth and productivity to survive in the competitive market.
Encouraging employees to create short- and long-term goals that help develop their skills is also strategic in any organization. Monitoring personal development is essential in realizing weak and strong areas of expertise, which encourages an individual to find ways of improving the weakness (Reese, 2020). Providing development programs according to employee levels ensures the maximization of all human resource potential in the organization. For instance. 3M’s four-level developmental program is designed according to a different post in the organization, which ascertains that all members go through training and advance to the next level. The strategy can be effective in any organization, particularly in corporations with global branches that require internal promotions.
Cattermole, G. (2019). Developing the employee lifecycle to keep top talent. Strategic HR Review, 18(6), 258-262.
Reese, S. R. (2020). Developing an employee recognition program that promotes learning across the organization. Development and Learning in Organizations, 34(6), 45-48.