Relating the Issue Across Sectors
Relating the Issue Across Sectors
Other Banks
- XYZ
Bank utilizes digital platforms for compliance training but faces
challenges in engaging branch staff in remote regions.
- EFG
Bank has implemented blended training (e-learning + classroom) and aligns
with ALT by encouraging employees to tailor learning paths.
Other Sectors
- Telecommunication: Uses
peer-led workshops and self-paced digital modules reflecting self-directed
learning principles.
- Retail
Sector: Companies use micro-learning videos to accommodate staff
schedules, addressing the “readiness” factor from ALT.
These comparisons demonstrate that the challenge of training
delivery and scheduling exists across industries, but ALT-driven strategies
improve engagement and learning retention.
References
Chatterjee, A., 23025. https://www.imocha.io. [Online]
Available at: https://www.imocha.io/blog/creating-ld-program-for-banking-professionals
[Accessed 28 11 2025].
Kaur, J., 2016. https://www.researchgate.net.
[Online]
Available at: https://www.researchgate.net/publication/307872345_Impact_of_Training_and_Development_Programmes_on_the_Productivity_of_Employees_in_the_Banks
[Accessed 28 11 2025].
MDA, 2018. https://mdatraining.com.
[Online]
Available at: https://mdatraining.com/what-challenges-do-banks-currently-face-when-it-comes-to-workplace-training/
[Accessed 28 11 2025].
I fully agree with this analysis. The blog successfully shows that training challenges such as engagement, accessibility, and relevance are common across multiple sectors, not just banking. Highlighting XYZ and EFG Banks demonstrates how digital and blended approaches can be aligned with Adult Learning Theory to address these challenges. Similarly, the telecommunications and retail examples provide practical evidence of ALT’s effectiveness, particularly in promoting self-directed learning, accommodating schedules, and ensuring employees are ready to apply knowledge (MDA, 2018; Chatterjee, 23025; Kaur, 2016).
ReplyDeleteApplying these insights to ABC Bank could inform more flexible, learner-centered training designs that reflect both organizational goals and employee needs, ensuring improved engagement and knowledge transfer. Cross-sector benchmarking like this strengthens the case for adopting ALT-driven strategies in HRM practices.
Thank you for your insightful comment. I fully agree that cross-sector benchmarking provides strong evidence for the effectiveness of Adult Learning Theory (ALT) in addressing training challenges such as engagement, accessibility, and relevance. The examples from XYZ and EFG Banks, as well as the telecommunications and retail sectors, clearly illustrate how learner-centered, flexible training designs can enhance self-directed learning and improve knowledge application in real work contexts. Applying these strategies to ABC Bank would likely result in improved employee engagement, better alignment with organizational goals, and more effective knowledge transfer (Knowles, Holton & Swanson, 2015; Chatterjee, 2023; Kaur, 2016). ALT-driven approaches indeed offer a robust framework for modern HRM practices across industries.
DeleteYour comparison across sectors is useful because it shows that training challenges are not unique to ABC Bank. The examples from telecom and retail clearly demonstrate how Adult Learning Theory improves engagement through self-directed learning and short, practical modules. This reflects Knowles’ idea that adults learn best when training fits their schedule and real-life needs. The contrast between XYZ and EFG also highlights how blended learning supports both access and interaction, which can strengthen learning transfer (Kaur, 2016). One suggestion is to briefly explain how ABC Bank could adapt these practices to address branch-level differences.
ReplyDeleteThank you for your thoughtful feedback. I appreciate how you highlighted the value of cross-sector comparisons in showing that training challenges extend beyond ABC Bank. Your point about Adult Learning Theory improving engagement through flexible, self-directed approaches aligns well with Knowles’ principles. I also agree that the examples from telecom, retail, and blended learning models like EFG provide strong evidence for enhancing learning transfer, as noted by Kaur (2016). Your suggestion to outline how ABC Bank could adapt these practices for branch-level needs is valuable, and I will incorporate this to strengthen the practical relevance of the analysis.
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