HR On-The-Job Training Classes Term Paper

Length: 6 pages Sources: 3 Subject: Business - Management Type: Term Paper Paper: #60660084 Related Topics: Personal Training, Training, Budget Cuts, Sexual Harassment
Excerpt from Term Paper :

¶ … training purposes is a continuous process that entails gathering of information to ascertain the training needs so as to develop tailor-made training that can assist the firm to achieve its objectives. This kind of assessment is essential for any training program to be successful. Many firms usually develop and put into operation training programs without conducting any needs assessment. These firms often run the risk of doing too much or very little training or completely failing to achieve their objectives. There are several reasons why one should carry out a needs assessment prior to commencement of the employee service training program. Including:

To determine key issues that need to be addressed within the company

Both the executive and the Human Resources must know what the issues are so as to develop a suitable training program that will be aimed at tackling those organizational issues. For instance, if member of the management asked the Human Resources department for communications training, most of the time the department's response is to search for a good communications training program and commence training without carrying out an initial needs analysis. This approach usually inevitably fails since most employees will agree that the program is a good one and then they will head back to their offices and other work stations and go about doing their work as usual because the training program was not aimed at dealing with the actual needs of the trainees. The best response from the HR department would have been to first conduct a needs assessment before developing a training program. They should have first conducted a survey among the employees to determine the problems they face. Then when they come up with the program it can be directed at tackling a specific problem rather than just utilizing a general or random approach.

2. To get support from the management

The management often thinks that conducting is a "good thing to do." This notion is usually due to lack of a needs analysis. The best approach to get support from the management is to ensure that training programs have direct impacts on the work being done in that manager's department. Trainers should perceive themselves in a similar manner to how the management does- making a direct impact on the firm's performance. In most cases managers will support training if the HR department proves that it has a direct impact on productivity. Consequently, when budgets cuts are being made training programs and appropriations are more likely to be retained (Brown, 2002).

3. To gather data for analysis

To make post-training assessments valid, one should gather information on the needs prior to the commencement of training. When the assessment is done prior to the start of the training program, the HR department or trainers can then easily determine the success rate of the program upon its completion.

4. To measure the costs and benefits of conducting training

Most organizations view training in terms of what it will cost the firm instead of the contribution it can make to the productivity of the organization. This usually occurs in instances where trainers do not conduct a cost-benefit evaluation for the training programs they implement. Most managers would not mind spending only $20,000 to rectify an issue that is costing the business $100,000 a year. However many a times the HR department and trainers complain about managements' unwillingness to spend more money on training. Still, a comprehensive needs assessment identifying problems and higher productivity impediments provides the management with a training program cost-factor (Brown, 2002).

The big question in terms of cost-benefit evaluations is the difference between the cost of training and that of no training? This involves determining what costs such as salaries, inefficiencies, lost productivity and so on, would be in case the needs identified are not met. Another assessment would be made to measure the cost of developing and implementing a training program that can meet the needs. The difference between these two cost factors will often show both the management and the trainers whether the training should be conducted or not (Brown, 2002).

HR personnel and the management should also realize that training is not a universal solution to all of the firm's organizational needs. It should also not be utilized as a tool to motivate good performance on one hand or as a form of encouragement to rectify poor performance. The sole purpose of training should instead be to ensure the achievement of the firm's objective by enhancing the appropriate skills among its workforce (Brown, 2002).

Training programs are only suitable in situations where an organization can expect to get better returns on the...

...

The significance of any amount spent on training to the company depends on the expectations and the discretion of the management. One can sanction training to build skills or increase professional knowledge to assist the staff to have a greater contribution to the company's objectives. At times the need to be addressed is urgent and thus remedial training is needed. Other times the training can be directed at enhancing professional knowledge or to prepare employees for higher offices within the organization's hierarchy (Brown, 2002).

5. To carefully scrutinize mission objectives, personnel, production and costs

The needs identified among the employees have to be appropriated for in the total training appropriations and influences the allocation of funds by the executives. Conducting a needs analysis helps identify:

The firms objectives and its efficiency in achieving them

The mismatch between the staff skills and those required for a successful job performance.

Issues that may not be tackled through training. At times needs may demand a change in procedure or policy this then becomes an issue to be dealt with by the senior management and not the trainers.

The circumstances under which the training program will be implemented.

A needs assessment not only provides a clear approach for determining training needs it also gives a basis for assessing the efficiency of a training program. Once the assessment is done, you have a foundation for comparison. Without a needs analysis, training results are usually dependent on personal hard work rather than the program itself. The development and implementation of training programs can be a costly affair, it is therefore rational to first determine the training needs, so that the training can be directed towards specific needs and pass the post-training evaluations (Brown, 2002).

A. Customer service training implementation plan and method of training

Employee training is a comprehensive instructive process of developing the skills, abilities and professional knowledge of the employees through planned activities to help them effectively carry out their job responsibilities in their present and future capacities. Policies and procedures of communicating the importance of training should be developed and implemented.

Training plan

The minimum qualification/training requirements should be determined for all employees.

A system of implementing policies should be put in place.

The training information should be dispatched to the employees.

A support fund should be set up for employees during the period of training.

One should make sure that the trainers have the necessary skills.

Method of training: on-the-job training

B. Justify the selected training method

When trainers and trainees work closely together, they develop a mutual feeling having a common goal when training. Training then turns into something that is not just simply received by the employees but rather something that they participate in. Employees in this case provide instant feedback on what they do not comprehend and give suggestions and opinions on how to make their lessons and practices better. This type of training is also known to enhance knowledge-retention.

On the other hand on-the-job training also helps instructors. They can observe the impact of their lessons in a real-work environment and make adjustments where necessary. This training method also helps trainers to test the program's theories and techniques in the field; this kind of testing at times lead to better teaching and processes. on-the-job training also helps new employees to learn by watching their colleagues and supervisors carrying out their responsibilities and then trying to do it themselves. It is also less expensive and causes less interference as employees do not leave their work stations, the instructions are given using the same machines, experience gained matches the work environment and most importantly the staff earns while learning (Chand, n.d).

C. Two (2) ways to motivate an employee who has no interest in attending a training class

The significance of proper training as a key addition to one's CV should be communicated. The training, though directed to improve job performance within the company, there are possibilities that later on the employees may need to move on to greener pastures. Making these employees understand that the training being offered will be helpful to them beyond their current employment can encourage them to embrace training. Training employees to acquire skills to be used in other areas within the company and to help them do what they do not already do…

Sources Used in Documents:

References

Chand, S. (n.d.). Training Methods: On Job Training and off the Job Training Methods. Retrieved May 9, 2015, from http://www.yourarticlelibrary.com/employees/training-methods-on-job-training-and-off-the-job-training-methods/5421/

Hudock, J. (2010, December 2). How to Get Employees Motivated About Training. Retrieved May 9, 2015, from http://www.ehow.com/how_7587777_employees-motivated-training.html

Brown, J. (2002). Training needs assessment: A must for developing an effective training program. Public Personnel Management, 31(4), 569-578.


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