This document provides information and instructions for completing the course project for DeVry HRM 592, which involves conducting a training needs assessment for a selected organization. It outlines the key steps and requirements, including: 1) selecting an organization to study, 2) developing and conducting a needs assessment through organizational, person, and task analyses, and collecting data through surveys, 3) analyzing the data to identify training needs, 4) developing a training strategy to address the needs, 5) determining costs and expected results, and 6) developing an evaluation method. The document provides details on each step and requirements such as submitting information on the selected organization, a needs assessment survey for review, and a progress report.

1. DEVRY HRM 592 ALL WEEKS DQS – COURSE
PROJECTS AND FINAL EXAM
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DeVry HRM 592 all weeksdqs – course projectsand final exam
devry hrm592 week 1 discussion dq 1& dq 2
dq 1
Strategic Training and Development Process (graded) Let’s begin by discussing the process of linking our
organizational strategy with our training and development process.
Take a look at Figure 2.2 on page 66 of the Noe text. How do we begin the strategic training and development
process?
Let’s also take a look at some examples of organizations and their training programs. Take some time to
research a few organizations of your choice on the Web (if you need some suggestions, you might try General
Electric, Pfizer, or Qualcomm). Then do the following for each organization you research.
Identify and research: Identify the organization’s mission, values, and goals. Find any information that is
provided regarding the company’s training practices and how they relate to the goals and strategies of the
organization (hint: many organizations include information about their T & D practices in their Careers
sections).
Compare and contrast the different organizations that you research, including their approaches. How are their
processes similar or different? What elements impact each company’s approach?
dq 2
Future Trendsin Training and Development (graded)
Go online and research the future trends relative to the field of T & D. Consider researching professional
organizations such as SHRM or ASTD. What predictions do you find? Where do you think the field of T & D is
heading? How can T & D help an organization’s competitive advantage?

2. DeVry hrm592 week 2 discussion dq 1& dq 2
dq 1
Needs Assessment (graded)
Present some methods of training needs assessment. Imagine you are an operations manager at a
manufacturing facility. What method would be best for this type of setting? Who should be involved in this
process?
dq 2
Learning Theories (graded)
How do we incorporate adult learning theory into the design of our training programs? What types of training
might be more appealing to adults, and why? How does active learning apply?
Devry hrm592 week 3 discussion dq 1& dq 2
dq 1
Transfer of Training (graded)
How can we motivate managers to play a more active role in ensuring that transfer of training (TOT) occurs?
What could be done to increase the likelihood of TOT if the work environment conditions are unfavorable and
cannot be changed? Who is responsible for making sure TOT occurs, and why?
dq 2
Program Design (graded) Customer service training involvesfar transfer. What design features would you
include in a customer service training program to ensure that transfer of training occurred? Discuss your design
thought process.
DeVry hrm592 week 4 discussion dq 1& dq 2
dq 1

3. Training Evaluation Design (graded)
What factors influence the choice of evaluation design? Which of these factors would have the greatest
influence on your choice of an evaluation design? Which would have the smallest influence? Explain your
choices.
dq 2
Quantitative Evaluation (graded)
What advantages accrue to training evaluation that measures return on investment (ROI)? What are some of
the obstacles to implementing ROI measures, and how can they be overcome?
DeVry hrm592 week 5 discussion dq 1& dq 2
dq 1
Training Methods (graded)
What are the strengths and weaknesses of different training methods, such as lectures, case studies, and
behavior modeling? When would it be appropriate to use each of these or other training methods? Provide
specific examples.
dq 2
Technology in Training (graded)
Explain how technology has changed the learning environment. What are some examples of how technology
can assist with training? How might new technologies make it easier to learn? How do they facilitate transfer of
training? Provide details.
DeVry hrm592 week 6 discussion dq 1& dq 2

4. dq 1
Career Management System (graded)
Why is career management an important element of any organization? How would you go about designing a
career management system? What employees and positions should be included in this system?
dq 2
Career Path (graded)
Why do employees plateau? How could you help a plateaued employee? Discuss the characteristics of a
plateaued employee who might resist your help. This section lists options that can be used to view responses.
DeVry hrm592 week 7 discussion dq 1& dq 2
dq 1
Employee Retention (graded)
You were asked in the You Decide scenario this week to choose an option to improve employee morale. Which
option did you choose, and why? How might employee development impact turnover? Explain your answer.
dq 2
Change Management (graded)
In a fast-paced work environment, technology and processes are constantly changing. What challenges have
you faced on the job related to organizational change? How did you handle those changes? What
recommendations might you give to a team that is facing a major organizational change? How does change
management link to meeting strategic goals?
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and
OD needs assessment for a selected organization and in developing a training or intervention strategy to

5. address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow
the analytical stages below.
1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and
recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15
pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include
the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and
Development Efforts in the Federal Government put out by the United States General Accounting Office.
Although this relates to the government and not the private sector, it contains excellent information that can be
applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your
organization for companies that would be interested in participating in the project. Another is to volunteer your
own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to
understand the organization’s business, goals, objectives, and mission in order to complete this project
successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this

6. is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that
you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth
100 points.
Part 2: Conduct a NeedsAssessment
Training and development processes begin with a needs assessment. Given the economic pressures that
businesses face today, it is imperative that those needs be connected to specific organizational performance
issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s
business strategy, its resources available for training, and support by managers and peers for training
activities.
2. Person analysisinvolves (1) determining whether performance deficiencies result from a lack of
knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2)
identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be
emphasized in training for employees to complete their tasks.
Hints for a Successful NeedsAssessment
As you conduct your needs assessment, you may want to consider four potential sources of information that
may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range
production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other
documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs.
Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;

7. 3. communication survey reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not
functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit
your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.

8. 9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.

9. 22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for
further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas
where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or
resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them?
Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?

10. It is up to you to determine the methodology to be used in conducting the assessment. Considerations should
include the willingness of the organization and its employees to provide information, the availability of
information from the organization to be studied, and the availability of individuals in the organization to be
interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given
the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to
fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate
the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data
than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes
your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Addressthe Needs Creating a developmental
strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions

11. 1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities

12. 5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the
Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated
results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their
impacts on the performance of the organization were determined. If so, conducting this final analytical segment
should be possible.

13. Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know
whether it has been successful? There are a variety of ways to evaluate training and development programs.
Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the
effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the
Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees.
What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to
ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery?
How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training
department! The salary is much more than you expected, so you are highly motivated. You will have five
trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally
hire various vendors for employee development and other special areas. What model of training department
organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes.
What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in
career management? Discuss things that can be done so that managers are supportive of training efforts. Why
is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and
OD needs assessment for a selected organization and in developing a training or intervention strategy to
address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow
the analytical stages below.

14. 1. Select an organization to be studied.
2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and
recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15
pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include
the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and
Development Efforts in the Federal Government put out by the United States General Accounting Office.
Although this relates to the government and not the private sector, it contains excellent information that can be
applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your
organization for companies that would be interested in participating in the project. Another is to volunteer your
own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to
understand the organization’s business, goals, objectives, and mission in order to complete this project
successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this
is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that
you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth
100 points.

15. Part 2: Conduct a NeedsAssessment
Training and development processes begin with a needs assessment. Given the economic pressures that
businesses face today, it is imperative that those needs be connected to specific organizational performance
issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s
business strategy, its resources available for training, and support by managers and peers for training
activities.
2. Person analysisinvolves (1) determining whether performance deficiencies result from a lack of
knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2)
identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be
emphasized in training for employees to complete their tasks.
Hints for a Successful NeedsAssessment
As you conduct your needs assessment, you may want to consider four potential sources of information that
may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range
production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other
documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs.
Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.

16. Organization survey:
Questionnaires can be created that probe for areas in which systems, structures, or processes are not
functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit
your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.

17. 10. I receive frequent feedback on my performance.
11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.

18. 23. My supervisor allows me to communicate my thoughts without fear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for
further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas
where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or
resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them?
Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should
include the willingness of the organization and its employees to provide information, the availability of

19. information from the organization to be studied, and the availability of individuals in the organization to be
interviewed and observed.
The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given
the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to
fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate
the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data
than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes
your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Addressthe Needs Creating a developmental
strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions

20. 1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities

21. 5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the
Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated
results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their
impacts on the performance of the organization were determined. If so, conducting this final analytical segment
should be possible.

22. Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know
whether it has been successful? There are a variety of ways to evaluate training and development programs.
Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the
effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the
Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees.
What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to
ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery?
How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training
department! The salary is much more than you expected, so you are highly motivated. You will have five
trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally
hire various vendors for employee development and other special areas. What model of training department
organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes.
What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in
career management? Discuss things that can be done so that managers are supportive of training efforts. Why
is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Project is designed to provide you with real-life, practical experience in conducting a training and
OD needs assessment for a selected organization and in developing a training or intervention strategy to
address the needs that have been identified. Guidelines The Course Project must be comprehensive and follow
the analytical stages below.
1. Select an organization to be studied.

23. 2. Develop and conduct a needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed, a detailed paper outlining your processes, methodologies, results, and
recommendations should be prepared. Although the length of the paper is not predetermined, a paper of 10–15
pages in length, double-spaced, is customarily necessary to cover the topic adequately. This does not include
the title and reference pages.
Note: There is an excellent guide online called Human Capital: A Guide for Assessing Strategic Training and
Development Efforts in the Federal Government put out by the United States General Accounting Office.
Although this relates to the government and not the private sector, it contains excellent information that can be
applied anywhere.
Milestones: Project Phases—In Detail
Part 1: Select an Organization to Be Studied
There are a number of ways in which an organization can be selected. One option is to look outside your
organization for companies that would be interested in participating in the project. Another is to volunteer your
own organization, or if you are not currently employed, use a church, school, club, or other organization.
Once your organization has been selected, you will need to learn a lot about it. It is essential for you to
understand the organization’s business, goals, objectives, and mission in order to complete this project
successfully.(Submit the information on your selected organization to your Dropbox by the end of Week 1—this
is an ungraded step but required and essential to help you make sure you are on the right track.) Also note that
you will besubmitting a progress report for this project in Week 5 in the Minipaper assignment—this is worth
100 points.

24. Part 2: Conduct a NeedsAssessment
Training and development processes begin with a needs assessment. Given the economic pressures that
businesses face today, it is imperative that those needs be connected to specific organizational performance
issues. There are three different forms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness of training given the organization’s
business strategy, its resources available for training, and support by managers and peers for training
activities.
2. Person analysisinvolves (1) determining whether performance deficiencies result from a lack of
knowledge, skill, or ability (a training issue) or from a motivational or work-design problem; (2)
identifying who needs training; and (3) determining employees’ readiness for training.
3. Task analysis identifies the important tasks and knowledge, skill, and behaviors that need to be
emphasized in training for employees to complete their tasks.
Hints for a Successful NeedsAssessment
As you conduct your needs assessment, you may want to consider four potential sources of information that
may help you in your analysis. Information such as employee turnover analysis, incident reports, long-range
production goals, employee satisfaction studies, and physical plant layout can tell us a lot. Examples of other
documents you may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas of poor performance and developmental needs.
Such documents may include
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication survey reports; and 4. competitive analysis reports.
Organization survey:

25. Questionnaires can be created that probe for areas in which systems, structures, or processes are not
functioning as intended. They can be used to look toward group, departmental, or individual issues.(Submit
your survey to be used for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions that directly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand what is expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding what needs to change in my work area.
6. I understand why the decisions that affect my job are made.
7. My supervisor gives me information that is important to me.
8. I have the skills necessary to perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequent feedback on my performance.

26. 11. I believe the information that I receive from my supervisor.
12. I have the tools necessary to perform my job properly.
13. My job leaves me with a sense of accomplishment.
14. I understand the information that I receive from my organization.
15. I am encouraged to make decisions that affect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughout my organization.
18. My organization treats all employees well.
19. I have the information necessary to make decisions that affect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate my thoughts without fear of reprisal.

27. 24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and development of its employees.
26. I believe the information that I receive from my organization.
Observations: Individuals can be observed on the job, and their interactions and activities can be noted for
further analysis. Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas
where performance may be improved. Potential interview questions include the following.
1. What do you think the most important part of your job is? What is least important?
2. What would you like to learn to make your job easier or better? What are the programs, processes, or
resources available for you to learn from?
3. How have you developed the skills that you have?
4. Who brings problems to you and what kind of problems are they? How do you usually solve them?
Whom do you ask for help?
5. What do you find most frustrating about your job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology to be used in conducting the assessment. Considerations should
include the willingness of the organization and its employees to provide information, the availability of
information from the organization to be studied, and the availability of individuals in the organization to be
interviewed and observed.

28. The nature of the needs analysis, of course, also should be based on the type of assessment desired. Given
the broad coverage of the course, assessment may include, but would not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to
fully justify your recommendations and link your recommendations to the organization’s business goals.
The data collected must be viewed in terms of the initial intent of the project. Care must be taken to evaluate
the data for what they portray. Insufficient analysis or understanding of data, as well as reading more into data
than what they actually portray, are equally ineffective activities.(Submit your course Minipaper that describes
your needs assessment findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Addressthe Needs Creating a developmental
strategy is the objective of the investigative segment of the project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom

29. 2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career management systems
1. Self-assessment programs
2. Mentoring systems
3. Action planning
3. Organizational development intervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities

30. 6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Cost and Quantify Expected Results The fifth section of the
Course Project is conducting a cost-benefit analysis. Training costs must be evaluated against anticipated
results. This will only be palatable if, in the initial assessment, specific behaviors and processes and their
impacts on the performance of the organization were determined. If so, conducting this final analytical segment
should be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training, how will you know
whether it has been successful? There are a variety of ways to evaluate training and development programs.

31. Clearly identify the specific outcomes you expect from the project. Then develop a method of evaluating the
effectiveness of your project.
Submit your assignment to the Dropbox, located at the top of this page. For instructions on how to use the
Dropbox, read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees.
What must be in place in order to ensure the effective transfer of newly gained skills? Why is it important to
ensure that the newly gained knowledge is transferred back to the organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery?
How does blended learning change the delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs A, B) Congratulations! You have been hired to manage a brand new training
department! The salary is much more than you expected, so you are highly motivated. You will have five
trainers reporting to you: sales, quality, technology, safety, and leadership development. You also occasionally
hire various vendors for employee development and other special areas. What model of training department
organization will you use, and why? Fully explain your rationale for your choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes.
What is the utility of applying such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and human resource managers take in
career management? Discuss things that can be done so that managers are supportive of training efforts. Why
is it important to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the value of a dual career path? (Points : 40)