Training Is Not a Quick Fix: Why Identifying Problems Matters Before Developing Human Resources

By: Syifana Bilqis Saidina Putri

JurnalPost.com - Human resources are a vital element determining a company's sustainability. Employee quality influences not only productivity but also a company's ability to adapt to a changing business environment.

However, when issues such as declining performance, lack of skills, or low productivity arise, training is often the first solution considered. Yet, not all human resource problems can be solved by sending employees to training.

Without understanding the root cause of the problem and the specific needs of employees, training programs risk becoming a waste of time and budget without producing meaningful change.

This issue remains common because many companies fail to identify training needs systematically. Consequently, they do not truly understand which skill gaps need to be addressed.

Training is often provided based on the assumption that employees need additional skills. In reality, the problem may stem from other factors, such as excessive workloads, ineffective work systems, unsupportive work environments, low motivation, or unclear task distribution.

In such situations, training becomes merely a routine organizational activity rather than an intervention designed based on actual needs.

Theoretically, human resource development aims to help employees meet evolving job demands while supporting their career growth. Therefore, the decision to conduct training should be based on a gap between an employee's actual capabilities and the competencies required by the organization.

This gap can be identified through performance evaluations, job requirement analysis, and organizational needs analysis.

Once the root cause is identified, the company can determine the appropriate form of HR development. The method does not always have to be classroom training. Development can be carried out through on-the-job training, such as job rotation, coaching, mentoring, and internships.

Meanwhile, off-the-job training methods can be implemented through case studies, simulations, structured training, or executive development programs.

Various studies also show that the effectiveness of training varies depending on organizational conditions.

A meta-analysis of several studies in Indonesia indicates that the impact of training on employee performance is influenced by industry characteristics and the training methods applied, including both online and offline approaches (Adnan et al., 2025).

These findings suggest that companies cannot rely on a single training method as a universal solution for all HR issues.

In the service sector, for example, technical and vocational competency training is known to help improve communication, teamwork, discipline, and work responsibility (Halimah et al., 2026).

Other studies show that well-designed training programs not only improve skills but can also correlate with motivation, job satisfaction, and employee loyalty (Purnomo & Kuswinarno, 2024).

In my view, the main issue in HR development today is not a lack of training methods. Companies have many alternatives to improve employee capabilities.

The greater challenge arises in the stages before training is even conducted.

Companies must first understand the actual problem and determine whether it can truly be solved through training.

If an employee has limited capabilities or lacks specific competencies required for their job, training can be the right choice.

However, if performance is declining due to excessive workload, ineffective work systems, limited equipment, or disproportionate task distribution, providing training alone will not solve the root cause.

Employees might gain new knowledge after training, but the obstacles hindering their work remain.

Therefore, the diagnostic process is a crucial part of human resource development. Companies need to distinguish between competency issues and problems stemming from organizational systems.

Beyond identifying problems, companies must ensure that training outcomes are actually applied in daily work activities.

Training that is not followed by an evaluation process makes it difficult for companies to determine if there has been any real change after the program.

Evaluation can be done by comparing employee conditions before and after training. Companies can observe changes in skills, work behavior, quality of work results, productivity, and other performance indicators.

This allows companies to determine whether the program has had a real impact or if further follow-up is needed.

HR Development Must Be Needs-Based

Looking ahead, there are several points organizations should focus on when developing human resources.

First, problem identification and training needs must be data-driven, rather than just following trends or running annual programs.

Performance evaluation data, job targets, competency gaps, and employee feedback can be used as a basis for determining development programs.

Second, companies need to choose development methods that align with the type of problem, industry characteristics, and the competencies they wish to build.

Not all skills can be developed using the same method. Technical skills may require hands-on practice, while leadership, communication, or decision-making skills may require different approaches.

Third, companies need to provide follow-up after the training program ends. Mentoring, coaching, providing opportunities for practice, and periodic performance evaluations can help ensure that the knowledge gained during training is truly applied.

With this approach, training does not stop as a classroom activity or a way to fulfill an employee development agenda.

The program can become part of a competency improvement process directly linked to work and organizational goals.

Ultimately, training is an important part of human resource development. However, it is not a quick fix for every employee issue.

Companies must understand the source of the problem before determining the appropriate form of development.

Accurate needs identification, the selection of appropriate methods, and continuous evaluation will ensure that a company's investment in HR development yields more tangible results.

Human resource development should not just aim to add new skills for employees. More importantly, it should be a process that helps individuals continue to grow while supporting the organization in facing ever-changing needs and challenges.