Training and Development - Part 2

Customer service, employee retention and growth, doing more with less, quality and productivity are some of the issues affecting company’s ability to implement new training and learning tools - Training and Development introduction. Training is a necessity if companies want to maintain competitive. There are several forces that affect learning in the workplace including: globalization, business strategy, demographics and diversity of the workforce, generational differences, talent management, new technology, intangible assets such as human capital, and quality of customer service. Training enables employees to serve customers better and deepens their knowledge base.

Organizations need to be sensitive to employee cultures when dealing with a global workforce, because of the acceptable traditions and behavior. Generational differences also play a part of how individual employees learn, due to the environment which they were raised. For example, the employees who grew up during WWII and the Great Depression tend to be frugal, patriotic, and will sacrifice for the good for the company (Noe, 23). This is radically different than Generation Y, who are young employees who are used to speaking their mind and great up with technology.

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It is important to understand that each generation has their own unique learning style and a blanketed approach will not work for everyone. Companies should encourage team building exercises that rely on collaboration amongst employees, which would expose them to different learning preferences and focus on tolerance. Another force that affects how organizations implement training in the workplace is to have their talent well managed. This means having accurate and up-to-date information on each employee’s skills, job requirements, and be working to develop and train future leaders.

In order for organizations to have updated information, they need to perform a skill inventory and enter it in a database. The heart of any and all successful business’ model delivers exceptional customer service, because they understand that without customers they have no business. Therefore it is extremely important to have excellent customer service and have employees representing organizations who are passionate about a win/win solution for both parties. 2. What steps are included in the “training design model? ” What step do you think is most important and why? There are six steps in the training design model.

They include (1) conducting a needs assessment, (2) ensuring employees’ readiness for training, (3) creating a learning environment, (4) ensuring transfer of training, (5) selecting training methods, and (6) evaluating training programs. I believe that the most important step is the transfer of training, or learning. Although I understand that the other steps play an important role in this training design model, it is critical that the training is learned. Any organization needs to understand where the opportunities for learning/training are before any of the other steps can occur.

Then the instructor needs to ensure that the employees are ready to learn, and this can include pre-training prep work like self-reflection to bring work examples. Next the trainer needs to create a conducive environment to learning, which should include all aspects of learning to accommodate all possible learning preferences. This should include: visual, hands on, and auditory. Some environments vary for the purpose of learning, one learning environment could be a typical classroom, while another environment could be a mock set up of a workstation, such as a hospital room or secret shopper.

The most important step in the training design model is the transfer of training, because it takes knowledge or skills in one area, and is applied to another area within the workplace. The PRACTICE approach consists of eight attributes that help with the transfer of learning. This approach addresses: Procedures, Roles and responsibilities, Aids on the job, Coaching, Targets, Incentives, Communication, and Effective. Employees need to know what is expected of them, and be coached in areas of weakness, so they can strengthen the organization as a whole.

3. Go to the American Society for Training and Development (ASTD) home page at http://www. std. org/. Find an article related to training and summarize the main topic and briefly identify how it relates to the course topics in the first two chapters of your text. Preston Brown in Making Training Strategic discusses how there should be a work plan that address current skill gap, how to get employees to acquire those skills, and are they necessary or goal for the future. He goes on to say that, “Aligning training with the agency’s workforce planning process also helps ensure that learning efforts will be strategic.

The workforce plan should establish the agency’s strategy or ensuring that it has the right number of people with the proper skills to accomplish its mission successfully. ” (2012, para 4). This article reiterated our first two chapters of the text, because it addresses the important of top management involvement in training and implement changes. It states the importance of assessing what skills the employees possess currently and tie it into the organization’s vision and business strategy model. 4. What do you think is the most important organizational characteristic that influences training and why? The most important organizational characteristic is top management support.

The CEO, the top manager in the company, plays a key role in determining the importance of training and learning in the company” (Noe, 78). In order for any organization to have change implemented across the board, it is essential for top management to buy-in to the idea and be committed to change. Training should be made to be a part of the culture, and even tie into the company mission and values. Employees want their organization to do well, but want to feel that they are supported in their development from upper management. This means that top management needs to allocate the appropriate funds to support a culture of training.

Without financial support it is difficult for the training to be up to date and to be effective. It is essential for top management to support the main body of the organization’s workforce, because those employees are the main reason for the company’s success. Most employees want to feel like they are contributing to the success of their organization, and having the right tools and training is crucial to that success. The most important organizational characteristic that influence training is top managerial support, and this helps the company keep their competitive advantage. 5. What is human capital?

How is human capital influencing the changing role of training from skill and knowledge acquisition to creating and sharing knowledge? Human capital is defines as being the “…economic or productive potential of employee knowledge, experience, and actions” (Kinicki and Williams, 59). With the right combination of these things, and the desire to excel the employees can give the organization the competitive advantage. Human capital is an unmeasurable asset because you can’t put a value or price on the knowledge and variable skills that employees contribute to the organization. Human capital has changed the role of training, because mployees are now seeing the value of understanding the systems they work with and then actively trying to improve them.

There is more collaboration between departments to better understand their roles, and they are sharing information rather than focusing on one solitary task that will affect the organization. Employees are now looking at the big picture, and taking into account other skills and sharing knowledge to produce a superior product. Organizations need to provide the physical space and supply the necessary technology for employees to dialogue, collaborate, create and share knowledge. . Go to www. pfizer. com and identify Pfizer’s organizational mission statement, vision, and values. From the website, describe how leader behavior and education supports Pfizer’s vision and values. The mission of Pfizer’s Health Care Quality Improvement & Education effort is to cooperate with health care delivery organizations and professional associations to narrow professional practice gaps in areas of mutual interest through support of learning and change strategies that result in measurable improvement in competence, performance or patient outcomes.

The Pfizer Executive Leadership Team brings together leaders with decades of experience in government, corporate management, pharmaceutical research science, health care, and human resources” (2013, para 2). They use the most up-to-date tools, research, technology, and results to develop new medicines, products, and save lives in the process. Pfizer is constantly communicating with patients, research facilities, hospitals, and key partners to gather the most comprehensive information to make decisions from.

The top management is supportive of training, collaborating, and making decisions that have the best interest of the company at heart. The company’s executive board is very open-minded and focuses on rapidly growing their organization’s mission and values. The company takes all of the employee’s knowledge and skill, and focuses on improving things for the future. Pfizer’s leadership is a tremendous example of top managerial support with regards to organizational learning and training, but leading by example.

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