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I’ve taken a few trainings and classes, and some were much more helpful than others. The most effective training I experienced was a leadership workshop, and the least effective was an online compliance course.

The leadership workshop worked well because it was hands on. We got to practice skills in real situations instead of just listening to lectures. The instructors gave feedback and guidance, which helped me understand how to improve. The training also had clear goals that matched both my personal growth and the company’s needs. Because of this, I could apply what I learned directly to my job (FBATR pp. 104–131; Lecture – Training & Development).

The online compliance course was not helpful. It mostly had text to read and quizzes to take, with no chance to practice or get feedback. The material didn’t connect to my actual job, so it was hard to see why it mattered. There were also no follow ups to check if we really understood the content.

This shows that training works best when it is relevant, interactive, and gives clear outcomes. Trainings that let you practice, get feedback, and connect to real work tasks are much more effective than passive online courses.

References

• Lecture/Outline – Training & Development, Oregon State University
• FBATR pp. 104–131, Oregon State University

For this blog, I looked at several companies on the 2025 Fortune Best Companies to Work For list, including Salesforce, Costco, Hilton, and Google. A common theme across employee reviews was that these companies invest heavily in their people, not just through pay and benefits, but through strong management practices, development opportunities, and supportive work cultures. This directly connects to what we’ve been learning about the role managers and HR play in helping employees add value.

One major HR practice these companies do well is employee development. Salesforce and Google, for example, emphasize continuous learning, training programs, and internal mobility. This reflects the idea from the lectures that employees need the right competencies and resources to perform effectively. Costco stood out for treating employees with respect and offering strong wages and benefits, which helps with motivation and retention. Hilton employees frequently mentioned recognition and supportive leadership, showing how guidance and encouragement from managers can make a big difference.

Based on this, the kind of manager I want to be is someone who supports employees while still holding them accountable. I want to clearly communicate expectations, but also give employees the tools and flexibility they need to succeed. HR functions like training, performance feedback, and fair compensation will play a big role in helping me do that. Without strong HR systems, it would be much harder to keep employees motivated and aligned with company goals.

The most challenging part of being a manager, in my opinion, will be balancing business results with employee needs. Motivating different personalities, giving honest feedback, and handling conflict won’t always be easy. However, the companies I reviewed show that when managers design work well, support development, and create a positive culture, both employees and the organization benefit.

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