Cornell Study: Training Decisions Can Alienate Top Performers
New research from Cornell University reveals that decisions about where to invest training resources can significantly impact the satisfaction of high-performing employees, especially in competitive workplaces.
A new study from Cornell University has highlighted the question of which employees businesses should focus their limited training resources on: low performers or their best and brightest. The research, featured in corporate news outlets, examines how company culture influences employee reactions to development opportunities.
The study found that decisions about who receives additional training can prove fraught depending on workplace culture. In more egalitarian environments, where employees have less control and are treated more equally, low performers may feel entitled to extra training. Conversely, in meritocratic settings, where employees have greater autonomy and can choose their projects, high performers may react negatively if overlooked for development opportunities.
Cornell research suggests that companies risk alienating their top talent by automatically directing training to lower performers. This is particularly relevant as employees actively seek new skills and professional development for a competitive edge in today's job market.
Researchers observed that managers were more likely to assign training to low performers, hoping to boost their productivity. However, according to study co-author Professor Martin Wiernsperger, managers did not fully consider the fairness implications this could have for high-achieving employees.