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Assignment 2: Case Study—Training Assessment
Training assessment is an important task for HR personnel. Use the Argosy University online library and textbooks to read about training assessments.
Then, consider the following scenario:
You have recently been appointed as a training manager for the southeast region of a major supermarket chain in the U.S. Your territory includes 15 retail stores. Your responsibility involves working directly with store managers and other stakeholders to develop training solutions to meet specific needs of employees in various stores. This includes, but is not limited to, performing needs assessments, determining appropriate instructional design and training delivery methods, as well as implementing and evaluating training initiatives.Three of the stores in your territory have missed sales goals for the last two quarters. All three stores have received low customer satisfaction scores and are experiencing increased employee turnover rates. The high employee turnover has resulted in the store managers hiring many new and relatively inexperienced sales associates, which further contributes to the problem.The senior management team of the supermarket chain believes that training and development may help decrease employee turnover and increase customer satisfaction. You have been asked to assess training needs and develop a proposal to address the situation in these three stores.
Instructions:
Use scholarly resources and your learning, address the following:
Identify, using simple heuristics, the indicators that show that the specific problems experienced by the three stores can be resolved through training.Design a needs assessment plan and identify three specific training initiatives you would recommend for these employees. Include the expected outcomes for the three training initiatives in your proposal.Select one of the specific training initiatives you identified and develop a budget of projected costs to implement this initiative.
Write a seven-to-nine-page training proposal in Word format. Apply APA standards to citation of sources.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; and display accurate spelling, grammar, and punctuation.
Assignment 2 Grading CriteriaMaximum PointsIdentified the specific indicators that problems experienced by the three stores can be resolved through training.24Designed a needs assessment plan and recommended three specific training initiatives for these employees. Included the expected outcomes for the three training initiatives in the proposal.32Selected one of the identified specific training initiatives and developed a budget of estimated costs to implement this initiative. Used scholarly resources to justify your expenses.32Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; and displayed accurate spelling, grammar, and punctuation.12Total: Assignment 2: Required Assignment 2—Career Development PlanIn this assignment, you will recommend the components of a career development planning program and explain how the plan will integrate the organization’s mission and value statements.Consider the following scenario:You work in the HR Department of an electric power company in the southwestern region of the U.S. The company was founded in 1940 and has an excellent reputation as a provider of electricity. It is also considered to be an outstanding corporate citizen and known to be an excellent place to work. It has been ranked among the top three employers in the community for several years.Its mission is to serve customer’s needs for electric power in ways that provide exceptional value to all stakeholders including customers, shareholders, employees, and the communities in which it operates.Its values include providing a safe work environment; fairness and respect for customers, employees, shareholders, and partners; honoring commitments to use resources wisely; providing a high quality of work life for its employees; and striving for excellence and having fun.Given its long history, many of its current employees are children or grandchildren of former employees so there are close family ties to the company as well as a sense of loyalty.However, technological advancements in the power generation business over the years have resulted in jobs being either redesigned or eliminated. For example, in the past, the company had many employees who read meters, which showed the amount of electricity used by households. Meter readers traveled from house to house each month to log the information for billing purposes. Now meters are read automatically and data is transferred to the billing department via computer. This technological advancement eliminated the need for many employees who were required to resign, be laid off, or be retrained for other positions in the company.The company faces a challenge as it strives to maintain its reputation as an excellent employer in the community, and, yet leverage advances in technology, which help it increase efficiency and remain competitive.As a member of the HR team, you have been tasked with the responsibility of drafting a plan for a career development program for the company which will help managers effectively guide their staff in developing individual career development plans that are integrated with and support the company’s mission and values. Your report will be reviewed by senior HR managers as well as executive directors.The HR department will have conducted a needs assessment as part of its strategic planning process to determine how the company will achieve its goals and objectives over the next 5–10 years. This assessment identifies areas where employees with new skill-sets will be required as well as areas where current employees with skill-sets may need to be either maintained or reduced (laid off).As part of their annual performance appraisal, all employees will draft a personal and professional development plan on their own which will then be discussed with their manager. This plan should cover a five-year period and be reviewed and adjusted annually. It should include both formal training programs and individual initiatives to support personal and professional development interests.By combining information about the company’s needs from the needs assessment and employees’ interests from the personal and professional development plans, it will be possible to develop a career planning program for the company that identifies the overlap between the company’s needs and employees’ interests and also detects gaps which could become opportunities for growth in the future. Overlapping areas indicate where the company needs skill-sets and the employees want to develop them while gaps indicate where the company needs skill-sets and there are no current employee interests in that area.This process should help the company achieve a greater return on investment (ROI) from its training budget thus improving the bottom line. It should also result in lower employee turnover since employees will see that their personal and professional growth and the company’s needs are in alignment so they will be able to stay with the company and meet their personal and professional development goals.Instructions:Develop a six-to-eight-page document in Word format detailing how you would approach and organize a program to address needs for development of the company as well as individual employees. Be sure to clearly explain how you would create the plan, but do not create the plan itself. Use the following file naming convention: LastnameFirstInitial_M5_A2 .Address the following in the plan:Identify the information needed to develop a template that will be used to complete the individual employee’s learning plan.Identify the information needed in order to develop the company’s needs assessment.Explain how you would coordinate both the individual employee’s plan and the company’s needs assessment into a comprehensive development plan. Be sure to identify overlaps or gaps.Explain how you would use this information to create a roadmap for development of a career development program for the company.Identify other factors that should be considered in this program’s development.Explain how the proposed plan would help managers effectively guide their staff in developing individual career development plans that are integrated with and support the company’s mission and values.Next, create a PowerPoint presentation for the senior management explaining how this proposed plan would contribute to the resolution of HR issues facing this company. Use the following file naming convention: LastnameFirstInitial_M5_A2.ppt.Utilize at least three scholarly sources in your research. Apply APA standards to citation of sources.Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; display accurate spelling, grammar, and punctuation.By Assignment 2 Grading CriteriaMaximum PointsIdentified the information needed in order to develop the individual employee’s learning plan.40Identified the information needed in order to develop the company’s needs assessment.36Explained how both the individual employee’s plan and the company’s needs assessment will be coordinated to identify overlaps and gaps.44Explained how this information will be used to create a roadmap for development of a career development program for the company.36Identified other factors that should be considered in this program’s development.36Explained how the proposed plan would help managers effectively guide their staff in developing individual career development plans that are integrated with and support the company’s mission and values.44Developed a PowerPoint presentation to present to senior management explaining how this proposed plan would contribute to the resolution of human resource issues facing this company.36Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; and displayed accurate spelling, grammar, and punctuation.28Total:300100
· From
Managing human resources: Productivity, quality of work life, profits (9th ed.), read the following chapters:
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Workplace training
·
Performance management
Unit 4: Module 4 (Sep 19 – Sep 25)
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Module 4 Overview |
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This module provides an overview of the tools required to design, develop, implement, and evaluate the training and development (T&D) function of HR. The T&D function of HR accomplishes three objectives: · To make sure that training needs are met · To create training programs to fulfill the organization’s development needs · To assess the effectiveness of the training programs This module will explore all these areas of training in the HR strategic plan. It will also examine training platforms as well as the levels of training effectiveness. Through the first assignment in this module, you will observe the use of technology in training delivery. You will also illustrate the benefits of technology in the transfer of learning. In the second assignment, you will study a scenario and based on the problems experienced by the three stores in the scenario; you will design a needs assessment and recommend three specific training initiatives for the employees at the stores. In addition, you will develop a budget of estimated costs to implement the training initiative you recommended. Using the navigation on the left, please proceed to the next page. |
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage. · Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
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Unit 4: Module 4 – Components of Training and Development
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Components of Training and Development |
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There are three basic parts of training and development (T&D) related to strategic HR: · Training needs analysis: The process of determining the training needs of an organization and aligning those needs with the organization’s goals and business objectives. · Training delivery: The determination of the appropriate medium for delivering training, that is, face-to-face, electronic, blended, etc. · Training effectiveness: The methodology used to measure the effectiveness of training. These three components of T&D help groom, mentor, and develop employees’ knowledge and their capabilities to enhance the organizational performance. Professional organizations such as SHRM and ASTD provide best practices and benchmarks for talent management in reference to needs analysis, delivery, and training effectiveness. Using the navigation on the left, please proceed to the next page. |
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Unit 4: Module 4 – Training Delivery Platforms
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Training Delivery Platforms |
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Training delivery platforms are the methodologies used to deliver training and play a vital role in the effectiveness of a training program. HR professionals must identify the most suitable platform keeping the training needs in mind. After the TNA is complete, HR professionals must choose a medium to deliver training. The various types of training platforms can be from these examples: · Classroom or instructor-led training (ILT): This is a face-to-face interactive training where the instructor and employees meet in a classroom. · On-the-job training (OJT): This is an informal learning where more experienced and skilled employees train less experienced employees. · Online/eLearning: This is a self-paced interactive training available on the Internet or the extranet of an organization. · Self-paced: This can be online or offline and typically used for informal, skill-based learning. · Computer-based training (CBT): This includes off-the-shelf training programs available on CD-ROM, multimedia training programs that include audio, video, graphics, and animation, and simulations that provide interactive 3D learning environments such as flight simulators. Each delivery platform has its own advantages and disadvantages. Therefore, HR professionals must evaluate each training platform before deciding on the best delivery method for their organization. They must consider the following factors to compare and contrast the delivery platforms: · Cost · Audience · Desired outcomes · Resources Here’s a brief analysis of each training platform based on these factors. Training Platform Advantages Disadvantages Classroom or instructor-led training (ILT) · Allows interaction between the instructor and the learners leading to better learning · Centralized training location requires participants to travel to a certain location for a particular duration On-the-job training (OJT) · Real-life training · No means of validating the effectiveness or quality Online/eLearning · Allows easy access · Requires computer and Internet access Computer-based training (CBT) · Cost effective · Can be repetitious SHRM and ASTD provide best practices and benchmarks for talent management in reference to delivery platforms. Using the navigation on the left, please proceed to the next page. |
Unit 4: Module 4 – Training Effectiveness
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Training Effectiveness |
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The effectiveness of training programs can be measured using the four levels of the Kirkpatrick model. While most people refer to the four criteria for evaluating learning processes as “levels,” Kirkpatrick never used that term; he normally called them “steps” (Craig, 1996). In addition, he did not call it a model, but used words such as “techniques for conducting the evaluation” (Craig, 1996, p. 294). · Step 1—Reaction: How did the learners think and feel about the training or learning experience? · Step 2—Learning: What did the learner learn from the training? How much have their knowledge and skills increased due to the training? · Step 3—Behavior: How much have behavior and capability improved, and how effectively can learners apply the newly acquired skills in the job? · Step 4—Results: What are the tangible results of the learning process in terms of reduced cost, improved quality, increased production, efficiency, etc.? Kirkpatrick suggests the use of instruments (such as questionnaires), document reviews, and/or observations to obtain data for the steps in the process. Evaluation Level Evaluation Type Examples 1 Reaction Use happy sheets, verbal reaction feedback forms, post-training surveys or questionnaires. 2 Learning Use pre- and post-training assessments, interview, and observation. 3 Behavior Use observation and interview to assess the behavioral change, its relevance, and sustainability. 4 Results Measures are already in place to assess the results. Once again, SHRM and ASTD provide best practices and benchmarks for talent management in reference to training effectiveness. Craig, R. L. (1996). The ASTD training development handbook. New York, NY: McGraw-Hill. Using the navigation on the left, please proceed to the next page. |
Page 1 of 1
Human Resource Mgt & Talent Development
©2013 Argosy University
Case Study:
Needs
Assessment
Review the manner in which the needs assessment model can be applied.
Training and development professionals apply the needs assessment model from the beginning of their
planning efforts. Practically speaking, while our example model has many steps, in reality, the process is
much more fluid with many steps happening simultaneously. For example, early in the process it is about
understanding your issues and goals; you may also be collecting data to support your initial assumptions.
The key to any needs assessment model is to allow the model to serve you, and do not feel constrained
to necessarily follow a step-by-step process.
Here you can see an example of an organization’s approach to a needs assessment.
Needs Assessment
Activities to
improve
Redesigning
policies, tasks,
and processes
Structural
Systems
Target group for
improving
performance
Knowledge, skills,
and attitude
needed
Present
knowledge skills
and attitude
Performance
Discrepancies
Training Needs
On-the-job training
and/or guidance
Classroom
training
Organizational
analysis
Staff
Organizational
Analysis
Task
Analysis
Determining Training
Needs
Page1 of 3
Human Resource Mgt & Talent Development
©2013 Argosy University
The Training Cycle
Training can be best described as a process and can be simply illustrated in the following diagram.
Business Plan
The business plan provides the training and development professional with the overall goals of the
organization. Without the knowledge of the business plan, the training and development (T&D)
professionals can’t effectively develop programs to support organizational objectives.
Training Strategy and
Policy
This is the T&D professionals’ statement of their role in the organization. In essence, this is what they will
do for the organization and includes:
The T&D mission
The T&D objectives and goals
The T&D policy procedures
Training Needs Analysis
The fundamental principles governing every training needs analysis are:
Evaluating what the organization is doing now
Comparing this to what the organization aims to do in the future
Analysis of the reasons for the performance gap (what is expected versus what is actually
happening)
Identifying the types of training interventions, which might bridge the gap between the current and
Business Plan
Training
Strategy and
Policy
Training Needs
Analysis
Training Plan
Implementation
of Training
Evaluation of
Training
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Human Resource Mgt & Talent Development
©2013 Argosy University
2 The Training Cycle
expected performance
The training needs analysis is fundamental in ensuring that the identified training is meeting the business
need.
Training Plan
For a T&D plan to be effective, there must be:
Allocation of specific responsibilities for drawing up and implementing plans
A clear link to the business plan and the identified training needs
A process to ensure operational managers and T&D personnel work together to agree upon the
training outcomes and how these will be evaluated
The plan must be integrated with the training policies and procedures
For every planned training intervention, the following should be outlined:
The reason for which the training intervention is needed and the intended outcomes for both the
participants and the organization
The staff for which it is intended for
The learning objectives, content, method of delivery, and people responsible for designing,
organizing, and delivery
The cost of training and the implications of required resources
The time and venue of the training
The manner in which the intervention will be evaluated
Implementation of Training
Some issues for consideration here are:
How are company policies, procedures, and standards documented? How does training content
reflect these?
Who carries out training operations? How are trainer-skills developed in these people and how
are they supported?
Where are external trainers used and how are their training abilities assessed?
Where is training carried out?
How are trainees briefed before and after training interventions?
How is the work of trainees covered during training?
How are expenses dealt with for offsite training?
Who is responsible for setting up training facilities and equipment?
How is training recorded? This can be manually or via a software package.
Evaluation of Training
Evaluation of training takes place after the session has taken place. To be effective, you should consider
the following:
Administer the evaluation at the end of the training session to ensure you capture the experience
Page 3 of 3
Human Resource Mgt & Talent Development
©2013 Argosy University
3 The Training Cycle
of the attendees.
Consider a 6-month post evaluation to measure whether or not the training retained its impact
from the initial experience.
Compare your first evaluation to your post evaluation to see if your training has long-term impact.
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
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Prioritizing talent management risks
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Innovative solutions: Accelerating knowledge transfer and leadership development
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Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 – Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 – Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is developing a value-added process to integrate strategic planning. This process involves getting “the right people into the right seats on the bus.”
HR managers must develop resources to meet the organization’s strategic planning goals and objectives. Some practices for HR managers to consider include the following:
· Regular meetings with leadership and management teams to obtain information about recruitment needs.
· Attendance at important operational meetings to keep abreast of organizational goals and strategies, the direction the organization is taking, and the skills and talent required to meet these goals.
· Participation in organizational strategic planning sessions to obtain input on training needs.
Using the navigation on the left, please proceed to the next page.
Unit 5: Module 5 – Talent Management
Talent Management
Rewards and Motivation
Once talent is recruited, it must be managed. The HR strategy must include processes and activities for motivating and rewarding employees and ensuring that their feedback is included in that process.
Such incentive systems should be designed to reward and motivate human behavior and include both monetary and nonmonetary incentives that assist HR managers to acquire and develop talent. We can refer to it as a “carrot-and-stick” approach to talent management. The carrot comprises incentives while the stick is policies and procedures. Incentives are seen as positive motivators in terms of acquiring and keeping talent in organizations.
Professional organizations such as SHRM and ASTD provide best practices and benchmarks for developing rewards and motivation.
Aligning Personal Goals with Organizational Goals
Talent management is also about making sure key personnel align their personal goals with organizational goals. That means coaching and mentoring talent through systematic means.
Coaching and mentoring can be part of a formal structured program or informally done on the job. HR managers can provide direction and resources for this process. Such programs are typically aimed at middle and top managers and executives. Coaching typically focuses on job performance; whereas, mentoring focuses on individual development (Clutterbuck, 2009).
Professional organizations such as SHRM and ASTD provide best practices and benchmarks for talent management in reference to coaching and mentoring.
Diversity
Finally, HR managers should also ensure that policies and procedures address formal and informal diversity issues. When diversity is not present in the workplace, issues arise around discrimination, fair pay, and affirmative action.
A diverse workplace includes all types of employees such as those of various races, genders, sexual orientations, ages, disabilities, and with various religious and political beliefs. Employees in a diverse workplace need to learn to work with other employees who are not the same as them.
There are best practices that can be implemented by HR managers to ensure that diversity is addressed in talent management programs including management involvement and formal training programs for managers as well as employees at large. Professional organizations such as SHRM and ASTD provide best practices and benchmarks for talent management in reference to diversity issues.
http://www.entrepreneur.com/article/75340
Clutterbuck, D. (2009). The use of internal resources for coaching and mentoring.Global Focus, 3, 3–6. Retrieved fromhttp://search.proquest.com/docview/215481802?accountid=34899
Using the navigation on the left, please proceed to the next page.
