Military Training Manual

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Training Program Plan
Lisa D. Uselton
November 7, 2015
AET/570
Charity Jennings

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Introduction
The University of Phoenix has a division that strictly focuses on Military students
and military practices. The training program that I will be designing for the University of
Phoenix is a Military Training program. The scope of the training program is to meet the
needs of the organization, retained, future and Alumni military students. Finance
Advisors training for the military division will be learning, collaborating and discussing
masses amount of information that pertain to the structure, vision, and military students
and abide by all Federal regulations. The intended audience for this training program is
new employees that are assigned to the Military Division as a Finance Advisor for the
University of Phoenix. The program objectives for the introduction of the training are:
 Describe a Military Student
 Distinguish Military Branches and Ranks
 Review and explain the significance of military documentation and
transcripts
 Military Tuition Rates
 Military Finance Options
 Federal VA and Internal VA of University of Phoenix rules and regulations
 VA Benefits
 Scholarships
 Responsible Borrowing
It is imperative for new employees to understand these three items as it will help
produce and create a positive impact on adult learning and the organization. Students
who enroll at the University of Phoenix are assigned to graduation teams. A graduation
team consists of an Academic Counselor, Enrollment Representative, and Finance
Advisor. Each member of the graduation team works directly with the student from the
start to finish. Students feel more comfortable, motivated and encouraged if the
receiving support from their graduation team. Since most students utilize financial aid

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as their primary source of funding for their educational program, students tend to
contact their assigned Finance Advisor on a more regular basis than any other member
of their graduation team. Our goal is to allow our new Finance Advisors to create a
strong rapport with students and become more innovative in the way they learn,
communicate and progress within University of Phoenix's Military division.
Recently the University of Phoenix was placed on a probationary period with the
DOD, which is the Department of Defense (Altman, G., 2015, October 21). To prepare
our students going forward ethically, morally and effectively it is imperative that our
students and Finance Advisors give the proper knowledge to perform successfully and
applicable within the organization. As new Finance Advisors are provided with the
necessary training, University of Phoenix is building a stronger rapport with the Federal
Government and relations within our military branches.
To meet these ethical requirements, it necessary to perform a gap analysis
through this transition. The gap analysis will compare and contrast current practices to
the upcoming required practices. With the gap analysis in place, University of Phoenix
will be able to identify and determine each objective and response in detail. Every
employee entering the military division will be provided with a questionnaire that will
establish the areas that need to be focused upon during the training. The questionnaire
will include detailed questions on Federal practices as well as University of Phoenix's
practices. The additional questions will contain specifics on each military units
processing, regulations, and requirements. As the questionnaires are provided to each
engaged through the training, the trainer will observe each trainee's knowledge and
hesitancy through the course. Each employee who is assigned to the required training

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will take part in the group training. The training class will not only focus on individual
learning, but each will collaborate through their delegated groups to ensure additional
knowledge. Many organizations and corporations incorporate techniques into their gap
analysis review and therefore, the three main points of focus are questionnaires,
observation and group sessions. These three training techniques will allow the
University of Phoenix's Military training to capture the future, current and continuing
proposal for learning and training in the military department.
Gap Analysis Focus
The gap analysis will provide evidence within the material addressed in the areas
in which the University of Phoenix has previously followed for military training. As the
University of Phoenix follows the new itemized training program, this will only support a
positive impact on adult learning. Each employee will have a clear understanding of
why the formal actions have been taken against the University of Phoenix and how to
Future Current
Continuing
Proposal
Ethical Practices;
Employee
Engagement; Federal
Recognition
,
Negative Recognition;
Unethical Practices;
Lack of employee
knowledge
Where are we
going?

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move forward in an ethical and effective environment. The formal actions that have
occurred have caused severe enrollment publications, retention deficiency and
knowledge base for the employees performing in the military division at the University of
Phoenix. Our goal through the gap analysis is to increase our practices at a level to be
federally recognized in a positive manner (Applegate, Lynda M.). As the gap analysis is
put into place through the new military training manual, employees will be identified as
to what their strengths and weaknesses are. This, unfortunately, will create a loss of
employees with the military division and increase new employees being staffed under
the policy and procedures. Each current employee will be given the opportunity to
follow properly through the new itemized material, however through the budget and
staffing plan, alterations will need to be met to meet the new need of the organization.
The new training program will focus on qualitative practices rather than quantitative. If
the quality is being met first then the quantity of the students will follow accordingly.
Budget
To advance through the new military training for the University of Phoenix, a budget
must be in place. The budget will follow the needs for training. The new President of
the University of Phoenix, Tim Slottow, has included in the five-year plan that the
University of Phoenix must decrease their student enrollment and decrease their
employee's levels to meet the ultimate goal of the University. As the budget cuts are
being met through decreasing retention and employee's there is a bracket in which the
difference of funds can be applied. I feel that the difference can be applied towards the
training budget for University of Phoenix’s Military division. E-learning will be
incorporated into the training course because this practice is cost effective. The E-

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learning training will be marketed at and individual level allowing each employee to
partake in single social learning while becoming engaged. The training will not only
include E-learning but personal instruction as well in a traditional learning environment.
These two levels of training will ensure safe and ethical practices while capturing
employee engagement and knowledge. The training budget will create a program that
allocates applicable funding for employee knowledge and professional development.
Since the University of Phoenix already acknowledges 100% free tuition for their
employees, this will become a reimbursement on the employee's success and
professional development as well. I will be comparing and contrasting the previous
costs that was applied towards training courses for the military division and discover
areas the areas in which are the priority for training.
As I review the current impact on the organization due to unethical actions and
behaviors taken place, the budget will provide the Stakeholders a view of new options.
The budget needs to align with the new training program and to do so, the objectives
and strategies need to be reviewed in detail. The University of Phoenix needs to gain
trust and student fulfillment and, therefore, we need create a budget to eliminate the
previous practices that caused the falls within the organization internally and externally.
The widespread budget will display activities that will be included in the military training
to confirm ROI, trainer costs, material expenses and additional items that could include
and eliminate the spending (Applegate, Lynda M.). With our current situation with the
DOD, FTC and possible future costs, the University of Phoenix must be careful and
specific on where the funds are applied due to the lack of profit being formulated in the
present. It is imperative that flexibility is included in the budget for several reasons.

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The unknown, Federal Government regulations, technology and timeframe of our
training plan. Our military division already has a Web Based training tutorial in place, so
by making adjustments on the virtual end the cost of the application will be less than
creating a new design to follow the objectives and course plan. The cost estimates for
the budget expense are applied towards the following categories:
 Personnel
 Fringe Benefits
 External Staff
 Materials
 Technical Support
 Equipment
 Travel
 Facilities
 Supplies
 Miscellaneous
Each category is detrimental to the budget so the University of Phoenix must plan
accordingly towards the cost and expense of each item. The WebEx that is designed
for our training through SkillSoft is a fringe benefit for the organization. The fringe
benefit is taxable which creates a larger expense for the University. The University of
Phoenix can follow their personal military virtual training program and cut costs by
eliminating the fringe benefit with SkillSoft. We currently outsource our IT department
by a contract which can become costly through the budget. My personal suggestion
would be to gather current employees from our School of IT, and place those top
members on a production crew for six weeks. The team can develop and alter the
current training program for the military division, while expanding their professional

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development internally. The budget will increase funds saved rather than costs spent
due to limiting the amount of outsourcing. We already have an established technical
support department internally which again, will stay stagnant through the training
transition.
The University of Phoenix is known for their online education platform, so why not utilize
the platform for training? This method will increase employee's knowledge and
familiarity within the organization while applying the proper tools and applications
towards their performance. Our training facilities are already present which has already
been confirmed by the tax measurements, so additional fees are nonexistent. The
personnel budget will include the trainee's income and hour (times) number of days for
positive class attendance (times) the number of trainees. The external staff budget will
include two trainers at $500.00 per day (times) seven days, assuming that the training
extends to five days. The external staff budget will include meals and lodging as well.
The materials for the training books are calculated at $100.00 per book multiplied by the
number of trainees. Our technical support team will include four employees at the
standard rate of $30.00 per hour per employee for a designated 16 hours of positive
working attendance. Our budget includes the equipment cost that relates to the rental
of computer terminals costing $20.00 per terminal day. Our airfare budget calculates a
cost identifying two trainers, and the facilities budgeted at the cost of the meeting room
at a local hotel for seven days. The calculated budget for supplies equals $200.00 for
pens and paper for trainees along with the miscellaneous costs of the refreshments for
a break, $200.00 per each day of training. Our income sources are included into the

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aligned budget to cover the cost of the parent company, Participant fees, and any
additional miscellaneous items at $300.00 per day.
The University of Phoenix offers internal grants for students who qualify and we
have been provided 5% from the Phoenix Scholarship Rewards Program per every ten
students that are receiving the grant. The additional budget is based on this income
being given to the parent company and our Nonfederal Resources department that is
under Apollo.
Staffing Plan
The staffing plan outlines the staffing needs and staff management plan for the
Military Training Program for the University of Phoenix. The details of the staffing plan
is focused on how to support a positive impact on adult learning. The required
qualifications for the Finance Position within the Military division are built and structured
around job skills, knowledge and abilities. The job skills acquired for this position are at
least two years of previous work experience in a Financial Institution or two years of
identified knowledge in Title IV funding, along with military knowledge. Any military
veterans who are accepted for this position will have their working experience made as
an exception to the civilian requirements. The staff must not only understand the
finance training but have solid knowledge of Federal and Governmental rules and
regulations of practices being performed. The time requirement for this training is three
weeks. Each week will require the employees to participate in an assessment and must
pass with a 100% to consider moving forward with the training. At the end of the
training class, each member will participate in the Military assessment, so that each
employee is following the Military Executive Order 13473 set in stone by the Federal

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Government. Each employee must obtain a minimum score of 90% on the Federal
exam. If an employee is not successful in completing the Federal assessment, there
will be a second assessment provided to them for the second and final attempt. For the
University of Phoenix to stay in compliance with the Government, we must obtain the
executive order. The training includes all current and new employees participating in
the required assessment, every other quarter of the fiscal year. These assessments will
evaluate the staff performance throughout the fiscal year to determine our internal
practices are met ethically and morally. Our tenured employees will fill the resource
gaps due to cross trainability, which cut down additional costs needed for those who are
unsuccessful in the first attempt of the assessment. Our internal and external resources
are available for trainees. Our internal resources are SkillSoft presentations, training
class members, trainers, ARC website along with the Federal websites that provide
information on each military branch and processes needed for student success and
military requirements.
Stakeholders and Goals
The stakeholders that are active through the new military training program are
identified through the University of Phoenix, Military Government, and external
members of the Council. The members capitalize through the performance of the
company, trainees, and the training program. Our stakeholders are active through their
investment due to the most recent probation that the University of Phoenix faces under
the Federal Trade Commission and Department of Defense. The stakeholders
experience is an advantage for this training program because of their knowledge and
experience with requirements met and needed for the organization to succeed.

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University of Phoenix's stakeholders goals is to decrease and condense any further
Federal restrictions placed on the organization for unethical practices. Therefore, the
stakeholder design is structured to meet the goal while still obtaining approval from the
stakeholders and gratification. The stakeholder analysis will provide the Military
Training Program with an opportunity to meet the needs of the stakeholders and not
create an alarm for our stakeholders through the new training process and material.
There will be consistent meetings and updates with the assigned stakeholders to ensure
the requirements are being met through the training program and obtain their influence
through the training progression. Since we were recently notified that the state of
California Attorney General’s office will be linking up with the current investigation, our
stakeholders have identified their goals and need analysis in which will be monitored
weekly for ethical practices. The bi-weekly analysis of the stakeholders will include
current models of training, assessment material being presented, assessment scores
being calculated and additional items that are included in the analysis. Through the
stakeholder analysis, we will be able to identify the power and impact that our
stakeholders have when it comes to making training implementations, adjustments or
inclusions to the material.
Our stakeholders are set at levels that include their activity through this program.
Our high-level stakeholders will control the program material and provide feedback
weekly on the assessment scores and employee engagement. As this will ultimately
create additional costs needed for the training program or reduce costs and increase
profitability for the members. Performing the analysis and routine meetings will build

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support from our stakeholders and produce a positive impact on our adult learning for
the Military training program.
Communication Plan
The communication plan included into the Military training program will define our
objectives, goals, the basis of knowledge, identified audience, tools and resources and
a valuable time frame. Our military training marketing message is classified and
recognized as, "We will not only be a few and the proud, or be all we can be, or aim
high, we will exceed all levels to meet the needs of our country and its members
through our services in education." Our goal is to practice, perform and provide
essential knowledge for students enrolling and continuing their education at the
University of Phoenix. Our communication plan is properly aligned with our organization
and is goals and objectives are clearly outlined so we can achieve our training mission.
The current state of our organization is under scrutiny at this present time, which needs
to be identified, addressed and discussed through training. Our trainees to be
communicated with on what lead to this current state and how to operate effectively
going forward. Our SWOT analysis has already been completed and to communicate
effectively to our new employees and retained the material gathered through the SWOT
analysis will be focused upon during training. The University of Phoenix actively offers
surveys for students at the end of each course and our military student's surveys (NPS)
have been reviewed, and areas of improvement and opportunity have been identified to
create further a more positive learning environment for them. Therefore, the changes in
practice will be communicated through the military training program to ensure our

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student’s needs are being met. Our focus groups and beta testing groups have been
able to provide essential information on areas in which we need to increase and
improve our employee's performance and the expectations to do so. Our trainees will
also follow the same outline, which helps the University of Phoenix and our military
training program to impersonate the gap analysis.
Our five-year organizational plan and objectives are included in our training
program to include all employees in the vision of the organization. Our objectives are
clearly outlined and to meet the objectives; I have decided that we need to demonstrate
the objectives in a visual and actionable manner (Carpenter, M., & Bauer, T. 2015, May
14). We want to change the way we service our students and create a more positive
student experience. How do we do that? Our trainees must be able to identify with
each military branch and what each branch services and their federal process for
budget and tuition compensation. Our communication plan will follow the SMART
model to do this accurately (Carpenter, M., & Bauer, T. 2015, May 14). With our
specifics, our measurable (assessments), attainable (retention), relevant (NPS) and
time measurement (training class), we will be able to ensure our quarterly and fiscal
year goals are met.
Our training class will not only work individually through training but also within
designated groups. This will allow strategies to be discussed and additional tactics to
possibly implement to ensure knowledge base and practicality of each trainee. Our
trainers will assist in organizing the groups accordingly and offer ideas, problems and
suggestions to each group through training. As the strategies are organized through
group collaboration, this allows individuals to come together as a team and face

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challenges and solve problems in an approach that they may not be able to achieve as
working alone through training. Our communication channels are extremely important
to safeguard our organization and its members. Despite our current marketing methods
in which most or if not all employees are aware of, we need to discuss the internal
channel of communication for success. University of Phoenix, Military Division is
responsible for providing any updates through emails and upload all new updates onto
our ARC website to keep employees engaged and up to date with their performance.
Our communication plan will be evaluated every other quarter that will ensure our
military division to compare and contrast our communication plan against our required
employee and trainee assessments. The evaluation process will help us identify any
areas of improvement that need to be applied and additional opportunities that the
organization may have for success (Sandeen, P., 2015,). Our internal communication
plan is executed differently on how our external communication plan is prepared. Our
trainees will be provided with Soft Skill tutorials that will inform our trainees of what
ethical practices are and what practices are unethical when speaking with students.
Our external communication plan will also include the Federal rule and regulations of
what can be notated in the internal system and what cannot be. As our trainees and
retained employees follow the communication plan, this will provide moral, principled
and proper practices for the military division at the University of Phoenix.
Program Evaluation
The military division’s program evaluation was discussed in minor detail earlier
through this proposal; however, the depth of the evaluation is necessary to achieve the

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goals and objectives of the organization. There are many methods in which
organizations follow when it comes to including program evaluations into their learning
structure. The University of Phoenix will not only perform the evaluations internally but
externally as well. Through Skill Soft, Workforce Management, and The Evolution
Group these three outside agencies will review, assess and provide feedback on the
scores calculated (McNamara, C. 2014,). The assessors will assist in determining
areas for improvement and need for the training program. Our program evaluation will
follow the 80/20 rule for federal regulations (McNamara, C. 2014,). The purpose of our
evaluations is to provide proof of knowledge from each trainee in the assigned
objectives for the training class. Our delivery of the training will also provide product
and costs in details that allow to limit our budget for training and expenditures. For the
program evaluation to be a success, our trainee selection must be up to par for the
military division. Our assessments will determine the outcome of each trainee and their
knowledge, skills and services needed to perform at the required expectation. The
inputs and outputs will also assess any resources that need to be included or excluded
from our training program. The individuals responsible for overseeing the program
evaluation are the Director's that are aligned with the military division along with the
highly involved stakeholders and trainers. Our evaluations will include a goal-based,
process-based and outcome-based method. Each evaluation will outline and identify
the full understanding of the trainee and our training program. Our retention ratings and
NPS scores from students will be the long-term measurable to oversee these methods
are improving the practices. The initial training class's assessments will determine the
trainee's knowledge. As the trainees progress into their professional roles, the quarterly

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assessments, and their assigned NPS scores will measure the employees familiarity
with military practices and possibly tenured experience gained. As the data is collected
from our external consultants, the University of Phoenix will have a clear measurable
and itemized list of what areas are a concern, success and need to be adjusted to
ensure ethical and legal practices are taking place.
Conclusion
The University of Phoenix is making changes towards the way we service our
students in the military division for many purposes. In the past, the University of
Phoenix had positive and what we thought were ethical motives for our organization.
However, through the most recent investigation, we have identified the details in which
we need to adjust so that we can gain our reputation and student satisfaction again.
Our new military training manual and design are structured to do so. We are a proud
University, and we will work hard to build the rapport and knowledge to confirm our
current and future employees are knowledgeable, trained, and experienced for the
future.

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References:
Altman, G. (2015, October 21). Pentagon hits University of Phoenix with probation.
Retrieved November 7, 2015, from
http://www.militarytimes.com/story/military/benefits/education/2015/10/09/pentag
on-hits-university-of-phoenix-with-probation/73660142/
Applegate, Lynda M. “Stakeholder Analysis Tool.” Harvard Business School Note 803-
171.
Carpenter, M., & Bauer, T. (2015, May 14). Principles of Management. Retrieved
November 7, 2015, from
http://catalog.flatworldknowledge.com/bookhub/5?e=carpenter-ch04_s04
Developing a Plan for Communication. (2015, February 16). Retrieved November 7,
2015, from
http://ctb.ku.edu/en/table-of-contents/participation/promoting-
interest/communication-plan/main
Freeman, R.E. 1984. Strategic Management: a Stakeholder Approach. Boston: Pittman.
McNamara, C. (2014, August 11). Basic Guide to Program Evaluation. Retrieved
November 7, 2015, from
http://managementhelp.org/evaluation/program-evaluation-guide.htm
Military Experience. (2015, February 1). Retrieved November 7, 2015, from
http://www.phoenix.edu/admissions/transfer_information/military_experience.html
Sandeen, P. (2015, January 3). How to Use Your Value Proposition in Marketing Even if
You Sell Something Mundane. Retrieved November 7, 2015, from
http://www.petersandeen.com/value-proposition-in-marketing-example/

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