Training and Development

 

4 Discussion “Training and Development”

Training and Development and Performance Management

Question A

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  • Suppose that you are the manager of an accounts receivable unit in a large company. You are switching to a new system of billing and record-keeping and need to train your three supervisors and 28 employees in the new procedures. What training methods would you use? Why

Question B

What sources could be used to evaluate the performance of people working in the following jobs?

  • Sales representative
  • TV reporter
  • Director of nursing in a hospital
  • HR Manager
  • Air traffic controller

Required textbook reading for this week:

  • Chapter 7
  • Chapter 8

W4 Lecture 1 “Fostering a Warm Atmosphere for Training and Development”

Human Resource Strategies

Fostering a Warm Atmosphere for Training and Development

Over the course of 14 + years, I have observed various work environments and the one that was the most impactful and challenging was when I was in basic training, which seemed not too far ago. I have often asked my veterans who went through basic training as well as some of the other trainings and they all reiterate the same sentiments. ..”I do not ever want to go through it again…ever!”

But the interesting part is, when you are in training mode, you are “in the zone”.  I can still remember the feeling I had while attending basic training.  I can still hear the sergeants shouting in my ear when we went everywhere, marching from one point to another, especially when we were in some potentially dangerous territories, like throwing grenades or under live fire.

I can also feel every muscle of my body ache as they were in temporary muscle failure so that they can build and adapt to another level of fitness.  I can still hear the noise my feet made while running for miles and miles so that I can pass the physical fitness tests.  When it was all said and done, I made my best times in basic training.  Why? Because the training was concentrated, consistent, and documented.  There was very little wiggle room to alter the pattern of training, because based on past studies, the success rate was high. Approximately 13 percent of the basic trainees fail for all branches of the military (http://usmilitary.about.com/od/joiningthemilitary/l/blbasicattrit.htm)

So in essence, let’s think about how we as HR practitioners can be successful in providing the best training and development programs. Where do we begin?

We need to take a strategic approach to training by figuring out the company goals and strategies? Sound easy enough? Not quite.  Many companies fail to make any connection between training and their company goals.  This is where we as practitioners need to find the gaps and make the connections.

In the strategic model for Training and Development, there are four phases: Phase One- Needs Assessment, Phase Two- Design, Phase Three-Implementation, and Phase Four-Evaluation

In the Needs Assessment, it consists of three parts:

  1. Organizational analysis
  2. Task analysis
  3. Person analysis

Organizational analysis is an examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.

This is where you really need to use your best judgement here.  As a HR practitioner, we all know that the bottom line counts a great deal and we want to make everything we adapt and implement count.

Task analysis is the process of determining what the content of a training program should be on the basis of a study of tasks and duties involved in the job. But since jobs are changing quickly, companies are moving towards flexible set of competencies in order to adapt to the changing conditions. Person analysis is where you need to decide which employees require training, and most importantly, which do not.  Let’s not waste any time retraining employee on things they can basically do in their sleep.

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