An employee development and training program is proposed for the Student Recreation Center at Washington State University. The program would establish job descriptions, competencies, and development opportunities for positions. A committee with representatives from departments would create the program, including training methods, resources, and feedback processes. The program aims to increase employee and organizational success through skills growth. Benefits include higher performance, satisfaction, and retention as well as a competitive advantage for the organization.
Proven talent development professional with focused experience in learning and workforce development. Worked in the US and Europe helping companies develop strategic and effective programs to up-skill employees or prepare them for transitions. Six years of consulting has cultivated a broad perspective of talent challenges and solutions.
Accuprosys is a boutique business Consulting firm headquartered in Hyderabad. We provide end to end Consulting business Solutions to various corporates across mid market segments in India. Over the years, we have supported several organizations to emerge as successful business entities by keeping pace with their day to day business requirements. Accuprosys understands and upholds that each segment has its own requirements, our unique consulting expertise with decades of experience and knowledge base across various disciplines makes us the best option to help our clients to increase the productivity and organizational growth with a less turnaround time.
Proven talent development professional with focused experience in learning and workforce development. Worked in the US and Europe helping companies develop strategic and effective programs to up-skill employees or prepare them for transitions. Six years of consulting has cultivated a broad perspective of talent challenges and solutions.
Accuprosys is a boutique business Consulting firm headquartered in Hyderabad. We provide end to end Consulting business Solutions to various corporates across mid market segments in India. Over the years, we have supported several organizations to emerge as successful business entities by keeping pace with their day to day business requirements. Accuprosys understands and upholds that each segment has its own requirements, our unique consulting expertise with decades of experience and knowledge base across various disciplines makes us the best option to help our clients to increase the productivity and organizational growth with a less turnaround time.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
How to Create a Competency-Based Training Program Webinar 10.30.14BizLibrary
Employee training is fluid, dynamic and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies.
www.bizlibrary.com/webinars
HR TRANSFORMATION FOR SMALL & MEDIUM ENTERPRISSES in UAEBrowne & Mohan
This presentation is a study of the current HR system in UAE, and the methods they can implement B&M Approaches and transform their reactive HR functionality to Strategic HR
ExeQserve is one of the most sought after training, human resource and organization development consulting companies in the Philippines. This catalog presents information about who we are and the learning and development programs we offer.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
http://www.enterprisehive.com/ |Learn the power of online campus collaboration to boost student success and retention. Understand the ways campus communities connect, network, and thrive with social platforms.
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
WHY ISN’T MIDDLE EAST B2B COMPANIES SOCIAL MEDIA STRATEGY FIRING????Browne & Mohan
This presentation will give you a deeper insight about the Current B2B Social media trends/Challenges in the Middle East. And also provide a sturdy process framework to overcome these challenges.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
LHH and HCI Study - Leaders Developing Leaders 2010 joycebrad507
The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to develop an original research report on the topic of “Leaders Developing Leaders,” a critical component of any leadership development strategy in today’s modern organizations, especially in light of the “Great Recession.” “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers. “Leaders Developing Leaders” programs are built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. In this vein, “Leaders Developing Leaders” is a leadership development program aimed at building the talent pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
How to Create a Competency-Based Training Program Webinar 10.30.14BizLibrary
Employee training is fluid, dynamic and complex – which is why competency-based training is a more important strategic component of today’s employee learning strategies.
www.bizlibrary.com/webinars
HR TRANSFORMATION FOR SMALL & MEDIUM ENTERPRISSES in UAEBrowne & Mohan
This presentation is a study of the current HR system in UAE, and the methods they can implement B&M Approaches and transform their reactive HR functionality to Strategic HR
ExeQserve is one of the most sought after training, human resource and organization development consulting companies in the Philippines. This catalog presents information about who we are and the learning and development programs we offer.
Leveraging Contextual Learning in Your Talent Development Strategy The HR Observer
Creating and retaining a skilled workforce is an issue faced by many organisations in the Middle East. Companies in the region need to have a comprehensive talent management strategy, from recruitment and retention to leadership development. Putting learning at the core of talent development enables organisations to create tomorrow’s workforce. This session will provide delegates with an opportunity to understand how contextual learning delivers knowledge and know-how to employees when and where they need it. Illustrated by examples from companies in the region, the session leaders will show you how the concept can be put to work to develop tomorrow’s workforce.
Jon Drakes, Director – International Solutions Architects, SumTotal
http://www.enterprisehive.com/ |Learn the power of online campus collaboration to boost student success and retention. Understand the ways campus communities connect, network, and thrive with social platforms.
WANT TO LEARN MORE ABOUT THE CENTER AND OUR PROGRAMS?
Read more in an exclusive interview from Leadership Excellence with our Associate Director, Garth D. Headley, published in that magazine's July Issue. Garth was interviewed by HR.com and Leadership Excellence at the time they announced the Center for Leadership's #1 Ranking of our executive leadership programs. http://bit.ly/1oLL0TD
WHY ISN’T MIDDLE EAST B2B COMPANIES SOCIAL MEDIA STRATEGY FIRING????Browne & Mohan
This presentation will give you a deeper insight about the Current B2B Social media trends/Challenges in the Middle East. And also provide a sturdy process framework to overcome these challenges.
Graduates paper - Transforming today’s graduates into tomorrow’s leadersParity Professionals
Developing graduate talent that can make a measurable and lasting positive impact on organisational culture and business
success – but it requires a carefully thought out investment strategy.
LHH and HCI Study - Leaders Developing Leaders 2010 joycebrad507
The Human Capital Institute (HCI) and Lee Hecht Harrison (LHH) partnered to develop an original research report on the topic of “Leaders Developing Leaders,” a critical component of any leadership development strategy in today’s modern organizations, especially in light of the “Great Recession.” “Leaders Developing Leaders” refers to the strategy by which organizations leverage the use of seasoned leaders as in-house coaches and teachers. “Leaders Developing Leaders” programs are built on the theory that senior leaders are uniquely positioned to espouse and teach the leadership values and skills of organizations. In this vein, “Leaders Developing Leaders” is a leadership development program aimed at building the talent pipeline by compelling senior leaders to become the teachers, coaches, and/or mentors for the organization’s future leaders.
Le berger est un artiste musicien rappeur, origine du grand nord Cameroun qui par sa musique prône
la paix, l’amour, la tolérance, le pardon, légalité entre les races.
DESCRIPTION
Nowadays everybody has overhead tank at their homes, but the one who has a water tank above knows the kind of problems that they face. Water tank overflow is a common problem which leads to the wastage of water. Being electronics enthusiastic made a simple and handy circuit which will detect the water level and will raise an alarm upon getting the water tank full or a preset level.
This simple transistor based water level indicator circuit is very useful to indicate the water levels in a tank. Whenever tank gets filled, we get alerts on particular levels. Here we have created levels by alarms & we have added LEDs to indicate the level of water and one buzzer to indicate full level. When tanks gets filled completely we get beep sound from buzzer. So now we do not have to worry about overflow and water out anymore.
TEAM MEMBERS
SHAHRUKH JAVED
MOHAMMED AMIR
For more log on to: http://shahrukhjaved.webs.com/apps/blog/
E-mial: shahrukh.tjit14@gmail.com
Para poder sostener una economía basada en el conocimiento, y para poder lidiar con las exigencias del mercado hacia el año 2020, es necesario un estudio serio y empírico de la relación entre el sistema educativo y el mercado laboral. Aunque, tanto el sector privado como el sector público, tienen un enorme impacto en los retos laborales, esta presentación se centra en la relación simbiótica entre la educación del sector privado y el mundo del trabajo. Además, durante la ponencia se presentan ciertos elementos éticos que inevitablemente forman parte de los retos.
Population Forecasting Methods
Population Forecasting consists of mathematical models which are used to analyse changes in population numbers.
There are several factors affecting changes in population:
Increase due to births
Decrease due to deaths
Increase/Decrease due to migration
Increase due to annexation
All the above data can be obtained from the census population records.
Population forecasting is an integral part of design. It is essential to take into account the population at the end of the design period.
Fundamental to planning (Assumptions and estimates used in determining water, sewage flow have a permanent effect on planning decisions and outcomes)
Premature and excessive investments in works
System failure and hence increasing customer complaints
Environmental impact
Essential to service provider so as to know the spare capacity of the system
Identification of weak links of system, Ability to accept new/unexpected demands
BY BAJKANI UWAIS {MUET
23 quotes that will inspire you to follow your dreamsProofHub
You are never too old to follow your dreams. In this presentation, we have come up with the 23 inspirational and motivational quotes to encourage you to follow your dreams. Take the first step and always believe in your dreams.
Revitalisasi pemanfaatan hutan dan industri kehutanan merupakan salah satu dari 6 (enam) Kebijakan Prioritas Kementerian Kehutanan 2009-2014. Menteri Kehutanan Zulkifi Hasan berharap kemajuan teknologi industri kehutanan berbasis hutan tanaman di Pulau Jawa yang maju pesat dapat ditularkan ke wilayah lain.
Dalam hal lain, masalah nasional dalam sektor kehutanan adalah eksploitasi hutan alam yang berlebihan. Hal tersebut mengakibatkan terjadinya bencana alam, seperti tanah ongsor, banjir bandang, dan kekeringan pada musim kemarau. Menurut Direktorat Jenderal Rehabilitasi Lahan dan Perhutanan Sosial (2004), laju degradasi hutan di Indonesia mencapai 1,6 - 2,5 juta ha/tahun.
Dilihat dari segi kelestarian lingkungan, rusaknya hutan menyebabkan hilangnya fungsi hutan sebagai penyangga kehidupan. Padahal sebagai penyangga kehidupan, hutan berfungsi untuk:
1. daerah resapan air;
2. konservasi tanah;
3. sumber biodiversitas (keanekaragaman hayati) dan;
4. pengendalian iklim.
Sementara itu, dalam revitalisasi sektor kehutanan terutama industri kehutanan telah menempatkan target pencapaian peningkatan kapasitas industri perkayuan, yaitu pada 2007 dari 6,5 juta ton per tahun pulp menjadi 16 juta ton per tahun pada tahun 2020. Apabila asumsi 1 ton pulp memerlukan bahan baku kayu 4,9 m per tahun.
Di sisi lain, kemampuan penanaman secara nasional per tahun berkisar antara 150.000 - 200.000 ha sehingga masih terdapat kekurangan bahan baku hampir 50%. Pemerintah berharap agar sumber bahan baku yang berasal dari hutan tanaman rakyat menjadi nafas bagi industri perkayuan. Hutan alam tetap terjaga, hutan produksi terus dikembangkan. Hutan tanaman di masa depan akan menjadi tulang punggung bagi industri perkayuan nasional. Dengan demikian, jumlah industri kehutanan pun meningkat.
Hal inilah yang menjadi salah satu dasar kami Duta Penghijauan mencetuskan dan mengembangkan program “Green Property”. Green Property mengembangkan hutan tanaman rakyat yang ditanami pohon jabon (Anthocephalus cadamba Miq) dengan mengacu pada 5 (lima) pilar kelayakan, yaitu:
1. kelayakan ekologis,
2. kelayakan spiritual,
3. kelayakan sosial,
4. kelayakan ekonomi.
5. kelayakan lingkungan,
Supporting statements are usually the most significant parts of the employment applications because the allow to justify the reasons you should be taken. If well written, it can give one an edge over other applicants. It avails one the opportunity to buttress other points that would have otherwise been impossible on the application form
We all know the importance of having a highly skilled and motivated workforce in any organization, but what about in the banking industry? Banks are the backbone of the economy and are critical to the success of any economy. As such, the employees in the banking industry need to be well-trained and highly motivated to ensure the best outcomes for customers and the organization. A development programme is one way to ensure that employees are equipped with the skills and knowledge to perform their jobs efficiently and effectively. In this blog, we will explore the benefits of a development programme, why it is essential for banks, the impact it has on employee performance in the banking industry, best practices for developing effective development programmes, challenges and opportunities of implementing a development programme, how to monitor and measure the impact of a development programme, and case studies of successful development programmes in the banking industry.
This is a sample of a career portfolio which provides the five basic sections: 1) Cover Letter, 2) Resume/ References, 3) Recommendations, 4) Certificates/Credentials and 5) Programs/Services. The 5th section will vary depending on the job that you are interviewing for, and will display information applicable to the job of interest. The sample provided is a snapshot of work history as of 5-2017.
PDS mentorship and employee development programClay White
This is a management sponsored and employee led mentorship program specifically designed for Planning and Development Services. It is now entering its third year and has been highly successful in engaging our employees.
Final Draft of Persuasive Research Proposal William K. Zink III
1. MEMORANDUM
TO: Jeff Elbracht, Vice President of Finance and Facilities Operations
FROM: William K. Zink III, Maintenance Custodian
CC: Kevin Southwick, Custodial and Maintenance Supervisor
DATE: February 24, 2014
SUBJECT: Proposal to Establish and Implement an Employee Development and Training
Program
Attached is my proposal to establish and implement an employee development and training
program for the Student Recreation Center at Washington State University. Currently, there is
not an employee training and development program that exists for the different departments and
positions at the Student Recreation Center that helps define each employee’s roles and
responsibilities, job functions, job descriptions, or other essential data to help employees perform
their jobs to achieve the goals of the organization. We are fortunate enough to have a number of
dedicate staff, students, and professionals that are able to bring their expertise to the table to
create an employee development and training program for their respective areas which would
help the program to be a great success. By establishing and implementing this program the
Student Recreation Center at Washington State University would be able to exceed in the
organization’s Mission, Vision, Values, and Goals.
People from the various departments would be able to provide their feedback and input as we
create a database for the various positions within the Student Recreation Center and the
corresponding job descriptions, functions, expectations, and other essential data in relation to
those positions. By incorporating the different departments in the process we will be able to build
a better communication network that can lay the foundation for future collaboration as other
projects arise. This will also give students at the University the opportunity to be a part of a
project that will make a difference in the future wellbeing of the Student Recreation Center.
Students involved in this project will also gain hands on experience in business processes,
project design, problem solving, communication, and partnership development.
Various articles and studies have been written on the benefits and rewards associated with the
implementation and establishment of a successful employee development and training program.
Some of these benefits include increased productivity, higher job satisfaction, increased “brand
value”, decreased employee turnover, and increased organizational competitiveness. Each one of
these benefits will help make the Student Recreation Center a place where people will want to
work, grow, play, develop, and do business. So, I look forward to working with you on bringing
this project from a plan to a reality.
2. AN EMPLOYEE DEVELOPMENT AND TRAINING PROGRAM FOR THE STUDENT
RECREATION CENTER AT WASHINGTON STATE UNIVERSITY
Prepared for
Jeff Elbracht
Vice President of Finance and Facilities
Prepared by
William K. Zink III
Maintenance Custodian
February 24, 2014
4. EXECUTIVE SUMMARY
This proposal discusses benefits, essential components, methods, resources, and logistics of
establishing and implementing an employee development and training program at the Student
Recreation Center at Washington State University. The program will incorporate the ideas,
knowledge, skills, and abilities of employees from the various departments within the
organization using a committee whose responsibility is to create an action plan that includes all
the necessary components of an effective development and training program.
By establishing and implementing an effective training and development program we will
increase the productivity and profitability of the organization and create an atmosphere that is
conducive to the learning, growing, and development needs of faculty, staff, students,
community members, and friends of the Student Recreation Center (SRC) and Washington State
University.
The program will provide a wide array of benefits and opportunities to employees and the
organization now and in the future as the economy and business continues to change and grow.
This program will help to increase the “brand value” of both the SRC and Washington State
University while creating a partnership based on collaboration from individuals and departments
within the SRC and the University.
A wealth of information and resources is available to help us in the planning, development,
design, and implementation of an effective employee development and training program that is
crucial to the success of the Student Recreation Center as well as all their employees. We are
also not subject to a pre-existing set of rules and principles in the development and
implementation of the program, which will allow the committee to create the best and most
efficient action plan for the initial introduction and subsequent roll out of the new employee
development and training program. As we establish this program and learn from experience we
will be able to make changes and additions to the program as they become necessary.
5. AN EMPLOYEE DEVELOPMENT AND TRAINING PROGRAM FOR THE STUDENT
RECREATION CENTER AT WASHINGTON STATE UNIVERSITY
Introduction
An employee development and training program at the Student Recreation Center at Washington
State University will build and create partnerships with the organization and their employees,
“that fosters the growth and development needs of everyone involved” (Community Foundations
of Canada, 2014). The development and growth potential of the Student Recreation Center has
not been achieved because we have not tapped into the knowledge and skills that each employee
of this organization possesses. By tapping into that potential we have the opportunity to plan,
create, and implement an employee development and training program that will benefit the
organization for years to come.
We are not limited by strict standards and protocols, but have unprecedented value and vision
from the many individuals that work for our organization. We can capitalize on this abundance
of knowledge and skill to create a functional and successful program that can be mirrored by
other departments in the University to create a successful atmosphere for growth and
development that increases a quality university experience for students, faculty, staff, and
community members. “By investing in your people, you are investing in your community and
many people prefer to do business with businesses that demonstrate commitment to their
communities” (Arms, 2012).
Benefits
The benefits of establishing and implementing an employee development and training program
are many as followed:
• Increase job satisfaction
• Decrease employee turnover
• Increase job performance and enhance motivation
• Increase the organization’s “brand value”
• Increase organizational competitiveness
• Increase the success of the organization’s Mission, Vision, Values, and Goals
• Create an atmosphere that is conducive to learning, developing, and growing employees
• Increases employee competency and skill base
6. • Increases employee retention
• Increases productivity and profitability
• Reduction in labor costs
Source: (Latif, Jan, & Shaheen, 2013)
Essential Components
When establishing and implementing an efficient and effective employee development and
training program there are a few essential components that will contribute to that success which
are:
• Well-crafted job descriptions
• Self assessment for employees
• Individual development plans
• Knowledge, skills, and abilities for each position
• Performance reviews/assessments
• Advancement opportunities
• Mission, Vision, Values, and Goals of the organization
• Feedback opportunities for both employee and organization
• Performance expectations
• Work environment and corresponding needs
• Job rotation
• Job shadowing
• Learning opportunities
• Job expansion opportunities
7. • Organization Committees
• Job aids
• Coaching
• Mentoring
• Networking
• Performance appraisals
• Continuing education
• Cross-training
Source: (Bodimer, 2013)
The Program Goal
“The goal of an employee and development program is clear, but going about implementing one
can be a little murky” (Arms, 2012). Today’s fast paced economy requires businesses and
organizations to be competitive if they want to remain successful, and part of that
competitiveness comes from training and developing your employees. “To keep the competitive
edge razor sharp, it is crucial for workers to be continually trained and developed, honing both
their soft and hard skills” (Shufen, 2013). The goal of the employee development and training
program is to give employees a better understanding of their specific jobs and how that ties into
the goals of the organization, while also increasing the value of the organization and its
stakeholder’s.
Creating a Committee
In order to begin establishing and implementing an effective training and development program
an organization must build a committee that is willing to dedicate the time and effort to plan,
develop, and grow the program through the initial introduction and subsequent completion
stages. “Committees made up of staff from different areas of your organization will enhance
learning by allowing members to see issues from different perspectives” (Community
Foundations of Canada, 2014). The Student Recreation Center will create a committee that
consists of key people from the various departments along with students who will then develop a
plan of action which is the next step in creating and implementing a successful employee
development and training program.
8. Action Plan
The student Recreation Center needs to create an action plan that will spell out what the roles
and responsibilities of the committee are, and the times and parameters that the committee needs
to meet. This is essential in ensuring that the employee development and training program rolls
out on time and on budget, so it remains relevant to the changes needs of the organization and
economy. The specific tasks and documentation that the committee needs to complete are:
• Detailed job descriptions for the various positions within the Student Recreation Center
• Detailed job competencies of each position along with the skills, knowledge, and abilities
needed to meet the requirements for the positions
• Identify goals and development opportunities associated with the positions
• The current and future needs of the Student Recreation Center
• Create a central database consisting of all the documentation and resources associated
with the employee development and training program
• Create performance review documents for the various positions
• Identify the Mission, Vision, Values, and Goals of the organization as it pertains to the
employee
• Identify any changes that may affect the various positions
• Identify the methods and resources that will be used to train and developed employees at
the Student Recreation Center
• Create a calendar with the specific deadlines that the committee needs to meet in order to
complete the initial introduction and roll out of the employee development and training
program
• Allow time for feedback from employees as well as the Human Resources department
Training and Development Methods
9. Once the committee has completed the action plan the Student Recreation Center can identify the
different training and development methods they will use for their employees to help them grow
and develop as an individual and as an essential component to the organization. The methods can
include “conferences and forums; field trips; job aids; job shadowing; job expansion; job
rotation; special projects; and peer-assisted learning” (Community Foundation of Canada, 2014).
All of these methods are available to help the organization and a combination of these elements
will make the program more successful, but the organization needs to determine which ones will
be relevant for them. The essential step in determining the best methods suited for the
organization is to identify the specific components to a successful learning experience. These
components should include:
• The goals of the training and development program are clear
• Employees are involved in the program and in determining the knowledge, skills, and
abilities to be learned
• Active participation in the learning activities is encouraged
• Employees existing knowledge, skills, and abilities that they bring to the learning
situation are used as resources
• The methods use a practical and problem-centered approach that is based on real
examples employees will face
• New material is connected and used to enhance the employees past learning and work
experience
• Employee are given the opportunity to reinforce what they learned by practice
• The learning environment is informal, safe, and supportive
• Everyone involved in the learning process is shown dignity and respect
• The learning program promotes positive self-esteem and growth
Source: (Arms, 2012)
Training and Development Resources
The Student Recreation Center will increase the success of their employee development and
training program by offering a collaborative, flexible, and blended learning environment. This
environment provides more opportunities for the employee to grow and develop outside of the
typical business setting. Resources like courses, seminars, and workshops can give the employee
10. hands-on experience that is vital to their position and enhances their knowledge, skills, and
abilities by connecting them to a facilitator, trainer, or subject matter expert.
Another resource that maybe available and beneficial to employees is taking classes at the
University that are offered in a class or in an online format to enhance their knowledge, skills,
and abilities to increase their job effectiveness. “They can also get connected with professional
associations or networks like the Toastmaster’s which helps individuals improve their speaking
skills to stay current in their chosen field” (Bodimer, 2013).
Another resource for employees to enhance their knowledge, skills, and abilities is getting
involved in learning circles which discuss relevant topics that relate to the workplace or
organization which helps employees keep up with the current trends. One more final resource
that is available is a “self directed study where employees can learn at their own pace, which can
include e-learning and volunteer work” (Shufen, 2013).
Feedback
Once the Student Recreation Center at Washington State University has planned, developed, and
implemented their employee development and training program the final component is offering
opportunities for feedback between both the employee and the organization to ensure that the
employee is performing to expectations and that the program remains relevant to the changing
needs of the organization, market, consumer, and community.
This feedback is often done using coaching and counseling in which a job coach offers
development opportunities to the employee and then provides them with guidance, constructive
criticism, and reassurance as the employee practices their new developed skill. Mentoring is also
another feedback opportunity in which a senior level employee takes a junior level employee
under their wing giving them guidance and advice while helping them increase their job
competencies.
Networking is another feedback component that helps enhance employee’s knowledge, skills,
and abilities in a professional atmosphere. The final feedback piece would be a performance
appraisal which identifies the strengths and weaknesses of an employee giving them an
opportunity to sharpen the knowledge, skills, and abilities they may be lacking in.
Any of these feedback methods should be seen as a positive way to sharpen employees soft and
hard skills to make them more competitive in the organization as well as within the changing
business and economic environment and therefore should be used as a tool to further enhance
their performance, productivity, and motivation. This feedback will also help create job
satisfaction and decrease the potential for employee turnover.
11. Conclusion
Establishing and implementing an employee training and development program at the Student
Recreation Center of Washington State University will enhance the lives of students, faculty,
staff, community members, and friends because it “fosters an atmosphere conducive to learning,
growing, and developing the knowledge, skills, and abilities of the most important resource
people” (Arms, 2012). The program will also help foster and develop a partnership that consists
of collaboration between the various departments within the Student Recreation Center
increasing the success and relevancy of the program according to the changes associated with the
local economy and University. The program will also benefit the organization, employees, and
stakeholders as it will increase the productivity and profitability of the Student Recreation Center
while at the same time decrease labor costs. I hope that you and other members of the Student
Recreation Center will support and guide this employee development and training program
through its completion.
12. References
Arms, D. (2012). Effective Learning and Development Programs Are Crucial. Strategic Finance.
93(8), 8-10. Retrieved February 27, 2014 from EBSCOhost.
Bodimer, J. (2013). Using Training and Development to Motivate Staff: The Best Continuing
Education Program. Retrieved February 27, 2014 from
http://humanresources.about.com/od/coachingmentorin1/a/trainmotivation_2.htm.
HRCouncil.CA (2014). Learning, Training, and Development: Implementing and Employee
Development and Training Program. Retrieved February 27, 2014 from
http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm.
Latif,K., Jan, S., & Shaheen, N. (2013). Association of Training Satisfaction with Employee
Development Aspect of Job Satisfaction. Journal of Managerial Sciences, 7(1), 159-178.
Retrieved February 27, 2014 from Academic Premier Search database.
Shufen, V. (2013). The Future of Learning and Development. Retrieved February 27, 2014 from
http://www.hrmasia.com/forum/the-future-of-ld/178315/.