Research on HRM Project for Training and Development in any Industry. Whether Training and Developement Programs in the Organisations are necessary or not? How Training Needs Analysis is done?
1. To determine the extent and degree of the training programmes fulfilling the set objective.
2. To identify and analyze whether the training’s input, trainings techniques and methods are in line.
Research on HRM Project for Training and Development in any Industry. Whether Training and Developement Programs in the Organisations are necessary or not? How Training Needs Analysis is done?
1. To determine the extent and degree of the training programmes fulfilling the set objective.
2. To identify and analyze whether the training’s input, trainings techniques and methods are in line.
This presentation discusses the development of the Training Attribute Model to judge the effectiveness of your training programs. The tools was an output of our Six Sigma Black Belt project.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
This presentation discusses the development of the Training Attribute Model to judge the effectiveness of your training programs. The tools was an output of our Six Sigma Black Belt project.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
Rumour tracking in a humanitarian crisis stijn aelbers
In order to track trending issues and conversations in target local communities, and to identify rumours and misinformation in timely ways as they arise, Internews together with its local partners uses analytical software and expertise from their humanitarian information projects in different countries to set up a Rumour Tracking System. It uses dedicated outreach workers from appropriate partner organizations who report rumours (through sms messages) to a single hotline, where these rumours are segregated according to topic and regional scope. In parallel, a dedicated team tracks relevant facebook-groups, hash-tags on twitter and influencial bloggers, thus mapping online conversation and triangulating with SMS information from outreach workers. The information gathered is processed in a timely and consistent manner and fed back to the humanitarian community in the form of a weekly newsletter that provides a digest of trending issues by community or area, identifies the most prevalent rumors, provides insights into highlights of local and social media coverage, and provides recommendations for addressing the information needs and gaps identified
This activity is made more effective through integration with local media channels. When local radio stations have access to information from the Rumour Tracker, they are best placed to verify and explore the issues that have been surfaced by taking them to their audiences, and best placed to address the issues in a timely manner by providing their audiences with accurate and timely information from reliable sources.
Diversification of livelihood activities minimizes households’ vulnerability to shocks by reducing income variability. Livelihoods of rural Bangladesh is encompass both farm and non-farm activities. This study investigated the patterns and extent of diversification of livelihoods in rural areas of Bangladesh. The study drew a random sample of 500 rural farm households in Bangladesh through a multi-stage random sampling technique. The primary data were collected using structured questionnaires coupled with interview schedules and the data were analyzed using descriptive statistics and Simpson index. Result revealed that remittance contributed highest to the household income followed by business and caste occupation, and rice farming. Furthermore results showed that rural Bangladeshi households have diversified their livelihood activities at medium level. The small and medium landholding households are more likely to diversify their livelihoods compared to the functionally-landless and large landholding households. The implication is that non-farm employment opportunities should be expanded to combat poor households’ vulnerability to shocks and income fluctuations. It is also suggested to give more attention to functionally-landless households for increasing and diversifying their income.
Running Head TRAINING AND DEVELOPMENT PROPOSALTRAINING AND DE.docxagnesdcarey33086
Running Head: TRAINING AND DEVELOPMENT PROPOSAL
TRAINING AND DEVELOPMENT PROPOSAL
11
Training And Development Proposal
Katrina A. Kinlow
Dr. T.A. Swinney
335 – Training and Development
February 1, 2015
Training and Development Proposal
Introduction
Computer Aided Design
Solution
s is a small business that has been started to provide solutions to design problems. The scope of the business ranges from design of machinery and structures like buildings to household vessels. The design program has to be taught to individuals to enable them to inductively participate competently in the market of design solutions. I always get invited to offer consulting services in this field. I will draw heavily from my experience when I provide training and development services to this business. There are numerous challenges to be overcome for one to be successful as I will show herein.
Training Methods to Be Used
Good learning and development initiatives in the Design field always feature a combination of many methods that, blended together, produce one effective training program. Below are some of the ways of delivering training and development activities for the consulting services.
Orientation
Orientation will familiarize the new trainees with the field of Computer Aided Design. It will be conducted through training manuals, a one-on-one meeting with a consultant who will give a lecture. Newcomers will receive information on our company's history and strategic position, the key people in authority at the business, the structure of departments and how they contribute to the overall mission of the enterprise, and the employment policies, rules, and regulations.
Lectures
Lecturers are a verbal method of presenting information; lectures are mainly useful in situations when the goal is to impart the same information to a large number of people at one time.
Case Study
The Case study method of training is a non-directed method of study where trainees are given practical case reports with similar situations and facts as the current situation to analyze. The case report includes a thorough description of a simulated or real-life situation.
Role Playing
Students assume a role outside of their current role and responsibilities and play out that role within a group. A facilitator creates a scenario that is to be acted out by the participants under the guidance of the facilitator. While the situation might be contrived, the interpersonal relations are genuine. In addition, participants receive immediate feedback from the facilitator and the scenario itself, allowing better understanding of their behavior.
Computer-Based Training
This method of training will involve the use of computers and computer-based instructional materials as the primary medium of instruction. Computer-based training programs will be useful to structure and present instructional materials, as well as facilitate the learning process for the trainee.
Elements of Training and Developmen.
Please provide responses for the following questionsWeek 5 Conten.pdfrmwaterlife
Please provide responses for the following questions:
Week 5 Content(1)- Needs Assessment
Introduction
Needs assessment is the process of identifying and articulating an organization's human resource
development (HRD) needs. Needs assessment helps identify an organization's goals, reveals gaps
between employee's skills and skills needed for effective job performance, identifies gaps
between current skills and ones needed for future job performance and reveals the conditions
under which the HRD activity will occur. Based on the video clips from the movie Office Space
and the job description for a data analyst at Initech, I have conducted an HRD-focused needs
assessment for the organization. The assessment includes findings for organizational, task, and
person level needs.
Organizational level:
1. Lack of effective communication: In the video clip "Did You Get the Memo?", it is evident
that there is a lack of clear communication within the organization. The memo about TPS reports
seems to be poorly distributed, leading to confusion among employees.
2. Motivation problems: The video clip "Motivation Problems" highlights the demotivated work
environment at Initech. Employees seem disengaged and uninterested in their tasks, which may
indicate a lack of motivation and job satisfaction.
Task level:
1. Data analysis responsibilities: As per the job description for a data analyst, one of the key
responsibilities is to analyze large datasets and extract meaningful insights. This suggests that
data analysts at Initech play a crucial role in supporting decision-making processes through data
analysis.
2. Use of software tools: The job description mentions proficiency in various software tools such
as SQL, Excel, and statistical packages. This indicates that data analysts are expected to possess
technical skills related to data manipulation and analysis.
Person level:
1. Attention to detail: The job description emphasizes the importance of attention to detail for a
data analyst role. This implies that individuals in this position need to have a keen eye for
accuracy and precision in handling data.
2. Analytical thinking: Analytical skills are mentioned as a requirement in the job description,
suggesting that individuals should possess critical thinking abilities to interpret complex datasets.
Based on these observations, here is an HRD-focused needs assessment for Initech:
Organizational needs:
1. Improve communication channels: Implement measures to enhance communication within the
organization, ensuring important information reaches all employees effectively.
2. Foster employee engagement: Address motivational issues by implementing strategies like
employee recognition programs or team-building activities.
Task needs:
1. Provide training on advanced data analysis techniques: Offer professional development
opportunities for data analysts to enhance their analytical skills and stay updated with the latest
tools and techniques.
2. Review software capabiliti.
Business process reengineering is a process that entails changing all aspects of business so as to foster improvements.This paper presents an analysis of the re-engineering process case at the IBM Credit Corporation.
This research paper presents a discussion of soft skills that are essential for people in managerial position. It offers useful insights regarding the importance of soft skills in management and leadership.
This research paper presents an analysis of UK's supermarket industry using the STEEPLE model. The paper offers good insight on how to apply the STEEPLE model in analyzing the external business environment
Managing human capital entrepreneurshipSamuel Gibbs
This research paper explores the concept of entrepreneurship from the perspective of Timmon's Model of Entrepreneurship. It provides useful insights of factors that promote entrepreneurship
This paper presents the financial statement analysis of PepsiCo and Coca-Cola. The paper presents a description of the companies and an analysis of the firms’ performance using profitability ratios.
This paper offers business students an insight on how to formulate a Public Relations Strategy. The paper has applied a number of strategic planning tools including PEST, Porter's Five Forces, and RBV
This paper offers an interesting analysis of the automobile industry. The paper covers a number of subjects include the structure of the industry, level of competition and behavior of players.
Toyota Corporation developed the lean production concept that made it an industry leader in area of productivity and quality. The advantages that the system presented propelled the corporation to the top of the industry. However, Toyota appears to be losing its position as the most productive company in the automobile industry. It is also experiencing difficulties dealing with competition. The main problem in Toyota’s case is that the company is losing its competitiveness. This paper examines the causes of this problem using model such as PEST, Five Forces Analysis, Value Chain Analysis, Resource-Based-View and the industry fitness landscape. The paper also identifies alternative strategic options that Toyota can use to address the competitiveness problem. The paper recommends that Toyota adopts the Blue Ocean Strategy as this strategy will guarantee sustainable source of competitive advantage for Toyota.
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HR Training Class
Employee Customer Service Training Class
Introduction
Customer service is among the most fundamental activities in the value chain of modern
organizations. Therefore, developing appropriate customer service skills and attitudes among
employees can be noteworthy source of competitive advantage. This paper presents a plan for
implementing a customer service training program for newly hired employees. The paper offers a
discussion on the importance of need assessment, a plan for implementing the training program,
rationale for the selected methods, strategies for motivating employees, and a survey for
collecting feedback.
The use of Need Assessment
Need assessment is a tool for planning employee training program. Need assessment in
essential in the planning of training programs for various reasons. First, it enables trainers to
identify skills gaps making it possible for them to develop relevant and useful programs. A
training program should add value by improving employees’ skills, attitudes and competencies
(Ferreira & Abbad, 2013). A training program that focuses on skills and competencies that
employees have already mastered does not add value. Need assessment enables human resource
practitioners to identify areas that employees have already mastered and those that need
improvement. This knowledge enables the practitioners to develop training programs that add
value to the company. The need assessment exercise is of a particular importance in this case
since the training program target new employees whom the organization knows little.
Secondly, the use of need assessment enables planners to prioritize training needs. At any
given time, employees are bound to have diverse skill gaps (Sherazi, Ahmed, Iqbal, Umar &
Rehman, 2011). The gaps may also vary from one employee to another. Need assessment
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HR Training Class
enables human resource planners to prioritize training needs by identifying the most frequent
gaps and the most significant skill gaps. Prioritizing training need allows the human resource
department to make optimal use of training resources. Since training resources such as funds are
limited, the department can focus on needs that will have the greatest effect on the organization.
Customer Service Training Implementation Plan
1. Identify customer needs
The customer service training implementation plan is divided into four steps. The first
step entails identifying the needs of customers. The ultimate goal of the customer service training
program is to enhance customer satisfaction so as to boost the firm’s competitiveness. Therefore,
it is paramount for the training team to understand what customers expect from the company and
the company’s staff. The training team will implement this step by conducting a quick survey
where they will provide customers with a comment card that inquires about the customers’
experiences and wishes.
2. Need assessment
The second step in the training implementation plan entails conducting a need
assessment. The need assessment is necessary because it will enable the trainers to identify skill
gaps and prioritize training needs. The trainers will assess each new employee individually using
methods such as interviews, survey, and observation. The trainers will hold belief interviews
with the new employees with the aim of soliciting information about the skills and attitudes. The
survey will entail providing the employees with semi-structured questionnaires that also solicit
information about employees’ attitudes and skills. The questionnaires will capture the
information that was left out during the interview as it will facilitate anonymity of responses. The
observation method will entail asking the new employees to complete a task and observing his or
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HR Training Class
her performance. The performance will be assessed using an observation checklist. The need
assessment process will focus on identifying the gap between the present attitude and skills of
employees and customers’ expectations, which the trainers identified in step one.
3. Select and implement training methods
The third step in the training implementation plan entails selecting and implementing
training methods. There is a broad assortment of options when it comes to the process of
selecting training methods. These options include presentation, discussion, case study, discovery,
role play, simulation, modeling, or on-the-job training. Each of these training methods is suitable
for different training subjects. The planned program proposes the use of on-the-job training. This
method entail having the new employees learn in the work setting by observing managers and
their peers performing the job tasks.
4. Evaluation
The final step in the training implementation plan entails evaluating the gains realized
through the training program. Evaluation is the process of comparing the outcomes of the
training program with the intentions of the program (Kaufman, Keller & Watkins, 2006). The
planned program proposes the use of Donald Kirkpatrick framework of training evaluation. This
framework evaluates training program at four levels; reaction, learning, behavior, and results
(Anderson & Tremlay, 2008).
Rationale for Selecting the Training Method
This training program intends to apply on-the-job training methods for various reasons.
The first reason is that the training program targets new employees. On-the-job training is a
useful method of training newly-hired employees as it helps to orient the new employees with
their jobs (Noe, 2010). This method gives new employees real-time and live awareness of how
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HR Training Class
employees interact with customers. The second reason is that on-the-job training enables the
human resource department to tailor the training process to the abilities and experiences of
employees. Each learner proceeds at his own pace until she or he achieve mastery of the job.
Tailoring the training program to employees’ experiences and abilities increases employees’
motivation; thus, facilitates learning. Thirdly, on-the-job training facilitates learning by allowing
the trainees to exercise and practice what the trainer expects them to learn. In this training
method, trainees can apply the skills they acquire in their job immediately. They also use actual
equipments and tools, and engage in real interaction with customers. These real-time experiences
facilitate greater acquisition of skills. In addition, on the job-training allows employee to acquire
tacit knowledge that cannot be transferred through formal training methods. In this method, new
employees get a chance to interact with experienced employees. This interaction facilitates
sharing and transfer of experiences, which is not possible in a formal training program. On-job-
training method also allows the employees to learn the company’s culture and values, things that
trainees cannot learn in a formal setting.
Ways of Motivating Employees
Human resource experts need to develop systems that motivate employees to learn, apply,
and share knowledge in order for the training program to be successful (Noe, 2010). The first
way of motivating employees to learn is by providing them with a learning environment that has
features that are critical for learning to occur. The human resource team must provide the new
employees with the requisite resources and the right environment so as to realize the goals of
training. The organizations must offer meaningful materials, tools and equipments for the new
employees to learn and apply the knowledge that they acquire. The organization must also
provide the new workers with technologies for sharing knowledge and experiences.
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HR Training Class
The second way of motivating employees to learn is by rewarding change in behavior and
performance. The human resource department must develop compensation programs that reward
employees for positive changes and improvement in performance. Rewards can either be
intrinsic or extrinsic (Anderson & Tremlay, 2008). Extrinsic rewards include salary increment,
promotion, bonuses, and other material rewards. Rewards need not material in nature. The
human resource department can also use intrinsic rewards such as recognition and praise to
motivate employees to learn and change. Intrinsic reward also entails assisting employees to
develop skills that are congruent with their personal values and interests (Noe, 2001). Employees
will be highly motivated to learn when the training program gives them skills that also advance
their personal interests.
Survey for Collecting Feedback
The survey for collecting feedback takes a semi-structured form. The data collection
instrument comprises of the both open-ended and close-ended questions. The first section of the
questionnaire carries the close-ended questions. The section requires the trainee to indicate the
level of agreement with the statement provides. The second section comprises of the open-ended
questions.
1- Strongly agree, 2- Agree, 3- Neutral, 4- Disagree, and 5- strongly agree.
Statement 1 2 3 4 5
The training program had a clear objective
The program encouraged interaction and participation
of employees.
The issues we learned in the program were relevant to
me.
Experiences employees were supportive of the
training process.
The tools and equipment that the organization
provided were useful in the training process.
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HR Training Class
The training experience will add value to my work
The coaches and mentors were knowledgeable in
their respective areas.
The time for the training program was sufficient.
1. What aspects of the training program did you like most?
2. What aspects of the training program did you like least?
3. What aspects of the program should the company improve?
4. How do you think the training will influence your practice?
5. Please share any additional comments about the program.
Conclusion
In the modern business environment, training is not a luxury but a necessity. Modern
organizations need to develop their workforce in order to develop a sustainable source of
competitiveness. The proposed training program comprises of four main steps; identifying
customers’ needs, assessing skill gaps, selecting and implementing training methods, and
evaluation. Training programs are only effective when they add value to the organization. The
need assessment exercise helps to create training programs that add value by identifying and
prioritizing training needs. It is also essential to motivate employees in order to facilitate
learning. Providing the right environment for learning and rewarding employees are some of the
strategies that the planned program will use to motivate employees to learn.
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References
Anderson, M. & Tremblay, M. (2008). Evaluation of the executive training program for research
application. Health Policy. 4 (2), 136- 148
Ferreira, R., & Abbad, G., (2013). Training needs assessment: where we are and where we
should go. Rio de Janeiro. 10 (1), 77-99
Kaufman, R. Keller, J. & Watkins, R. (2006). Evaluation beyond Kirkpatrick. Available from
http:// u.edu/~rins/articles/whatwork.PDF
Noe, R., (2010). Employee training and development. USA; McGraw-Hill Companies.
Sherazi, S., Ahmed, I., Iqbal, M., Umar, M., & Rehman, K., (2011). Training needs assessment
practices in the corporate sector in Pakistan. African Journal of Business Management. 5
(28), 11435- 11441