What information from a need analysis (organization, task and personal) might have suggested the need for employees to attend the beer school? Considering the need analysis at all three levels (organization, task and personal) for sending employees to attend the beer school, suggestions are mentioned below: Organization Level: For the effectiveness of this training program, organization has already streamlined the training with its business strategy.
Company’s mission, vision, values and beliefs are communicated well at every level in the organization especially with human resource strategies such as this training program; rather made it a strategic training.
After careful consideration have given to internal and external environment and assessment of company’s resources in terms of costs, required materials, facilities and equipment needed. Now here in my opinion, to make this training more effective, Labatt should have been able to provide a training transfer climate and a learning culture within the organization.
A culture where employees are able to apply knowledge and skills they learned at training and should be encouraged through giving rewards and managerial support.
It will ultimately give employees a sense that the newly acquired skills and knowledge are part of their job duties. Provision of learning culture is an important part of the organization level analysis, because a weak learning culture and a poor training transfer climate will never ensure the effectiveness of this training program.
Since the company is investing a lot on training its employees, so it is equally important to provide them a learning conducive environment after training. and then to analyse whether or not training has an impact on individual performance, because that will ultimately effect the overall organizational performance. Task Level: For Labatt to know what knowledge, skills and abilities are required to perform a job, only those jobs should have been targeted for this training program which are bringing problems to performance or may have a performance gap.
These jobs could have been sighted in more than one department. Once the target job has been identified, next is to determine how competent an employee is to perform the required task, or to identify what are the necessary skills required to achieve his/her performance goals. Here the next step is to develop rating scales by putting the importance of each task versus the frequency with which it is performed. If the job requires more complex tasks, collaborative initiatives and multi-level skills by individuals then the cognitive and task analysis should also have done.
This could have done through a structured interview, a questionnaire as well as observing an employee on-the-job. For better results on this training the information collected should have been interpreted and then provide feedback on the results and encourage suggestions to solution for problems rectification. Person Level: Before sending an employee for training, it is important to analyse that how competent an employee is in performing complex and critical tasks required to perform efficiently. To make this training and post training experience more effective, desired performance standards should be outlined.
Gaps between desired and actual performance should have been determined, then to find out the hindrances and solution to these hindrances for an effective performance. In this case, increased employee knowledge about the product, skills required to brewing and serving and better customer service are the desired performance standards that need to be met. Next is to identify the gaps between actual and desired performance. This can be acquired through performance appraisals, on the job observations, customer complaints, competencies or skills required to perform a job, formal tests, and self-assessment techniques.
Once gaps are identified, then the next step is to bridge those gaps by determining the factors that influence the achievement of desired performance. There could have been many reasons to performance problems. If these problems are related to employee’s attitude, or adequate resources available to him/her to perform, whether goals and standards are communicated well, job environment and job involvement issues, or if there are deficiencies in job design then the best solution is to rectify these problems by clarifying goals on one-to-one basis by providing: ?
Enough resources to perform better. ? Redesign the job description. ? Solve attitude and job involvement related issues through contingency management techniques, where rewards are linked with positive consequences such as achievement of desired standards. But if the performance problems are related to lack of knowledge, skills and abilities required to achieve a desired standard (employee knowledge about the product, skills required to brewing and serving and to attain better customer service) only then the training will be best solution.
After careful consideration of this step only those who lack against desired performance standards should have been sent for training. Q2: Beer school is part of company’s training and development strategy. Do you think it is an example of strategic training? Explain your answer. Yes, I do think that it is an example of strategic training because the company’s training and development strategy is aligned with its business strategy.
Considering this case, company’s business strategy is not only to sell a beverage but also to ensure a high customer satisfaction as well. And this can be done only by enhancing employees’ skills and abilities about product knowledge, their interpersonal skills, and by enhancing their customer interaction experiences. Since training is a costly solution but to ensure the quality of service, improved customer experience and to remain competitive in the industry, it is important for a company like Labatt to make long-term investment on its employees.
Human capital is the most significant asset that an organization holds, specifically in the service industry where one to one interaction is of the greatest importance. Even in this technological era, human capital is still considered as a source of “Competitive Edge” over others in the competition. So for achieving the performance goals, aligning company’s training and development strategy with its business strategy is a great move by Labatt.
Cite this Essay- Beer School
Essay- Beer School. (2016, Oct 07). Retrieved from https://graduateway.com/essay-beer-school/