Running head: THE TRAINING PROGRAM 1
THE TRAINING PROGRAM 2
BUS680: Training and Development
Cathy Nguyen Sin
The main aim of this study is to assess the effectiveness of the training schedule used in the fabrics. It also tries to explore various stages of the training exercise model by analyzing the assessments and see the way it is applied and performed in each case. Therefore for the effective training all the phases of the exercise which will be devised and executed as denoted by Blanchard & Thacker, (2013). Therefore a training schedule has to offer the trainees with the conversance so that they can perform their functions effectively. Thus effective training program is critical for the success of the organization goals and objectives because it will teach the employees to the awareness needed to accomplish the organization aims and the purposes. Thus, every company either small or big have a similar goal and thus is used to succeed in competitive business. Therefore, for the effective training schedule using all the stages of the training exercise is so vital.
The Training Program (Fabrics, Inc)
Background of Fabrics, Inc
Fabrics training program is the small organization which has been facing a growth in the two-year time frame. This is seen because in those two years the employees went to more than 40 and more than 9 supervisors who are well trained and equipped. This growth is majorly contributed by the owner of the fabrics carrying out the promotions from the employees to the supervisors. The promotion was made from the fact that the employees can perform, and the training was provided. The owner of the fabrics thus promoted nine employees to be supervisors, but he noticed that the nine employees started to yell at the other employees and often received the complaints from the customers. The complaints he received include poor services and thus the owner of the fabrics had to provide a solution to this problem. He first started by calling the consultant and the told him that he requires the training to be given to the nine employees to equip them with the skills and attitudes needed to deal with customers employees effectively. Here the owner wanted to easily fix the problem without considering other of the factors that could be contributing to the issue at hand. But before the training, the consultant and the owner agrees to first know the cause of the problem before solving the problem.
Therefore, before they provided the training, we see the that there is an analysis done by the fabrics to know the cause of the problem. Thus it suggests why there is needed for the analysis to be done. Though they’re the importance of the analysis, according to Martin (2009), he said that the need is no well defined. During the analysis, the consultant started by interviewing the owner of the fabrics. He will do so by first allowing the owner to answer some of the questions regarding the direction of the organization. The consultant therefor asked the owner questions regarding the HR system. Also, he asked the owner the questions about the design and rewarded the individuals used to increase the job satisfaction and the performance expected and also the practices used to complete the daily activities within the workplace.
Therefore the analysis conducted for the fabrics served to be effective because it reveals the companies mission and organizational goals and the objectives established. The consultant various questions led him to determine the various internal factors that are addressed and are done before the training program. Therefore to move the organization forward, the owners have to solve the problems the company has currently had making most of the opportunities which are according to the Allan (2009). Therefore, the organizational objectives are thus formulated clearly, and the rules will be hard to develop programs which are effective.
In addition, the consultant also conducted various operational analysis where he asked nine of the series of the questions that helped with the determination of the workplace. The consultant found out that the nine employees do different things according to their ability. Some of the questions basing on the operational asked are how the daily workplace problem solved, how to address problems when they appear, decision making, goals and opinions, the newly hired employees, situations needing assistance, evaluating performance and finally the roles and responsibilities each have.
After carrying out analysis, there is a need to take out the training design in the areas which supervisor could use the training and also the effective feedback. We should also learn that feedback requires planning which will make the employees work hard and accurately. Therefore, through the planning, the manager will be able to identify the specific job performance which they want to redirect the effects of the organization as seen by the Miller and Poertner (1996). This feedback is important for the focus of the future, not the past. The purpose of the feedback is numerous, and it is useful in encouraging the redirection and the reign enforcement of the work. The following are the learning objectives which the feedback effect. First is the supervisor who require the training program to know how to assess the feedback skills. The supervisor does so by learning to evaluate the feedback, and the must take the self-assessment that will allow them to give the responses of the new knowledge they just gained. In addition, the supervisor will learn the new effective methods of giving feedback and when delivering the services which will assist them to know the employees which require the training. Thus they will be in a position to provide the effective and the accurate feedback. By learning the effective feedback, it is appropriate to provide the required feedback.
Also developing the learning objectives is important for the trainer to identify the desired outcome where the conditions are expected to occur, and the criteria that signify the outcome which is expectable according to the Blanchard and Thacker, (2013). Therefore, by the end of the training program each of the supervisors will understand the effective feedback and thus always oriented to demand the change of only the improvements.
Therefore, design is the component which is effective to identify the objectives of the training program. This design includes why the training was needed, the person who will train them and the objectives for training according to the Blanchard & Thacker, (2013). However, the design component did not seem to address when the training will take place and the financial resources that are needed. In addition, it did not also include the ways expected to keep the employees motivated and engaged through the duration taken during the training as explained by the Blanchard & Thacker (2013). It states that if there is no motivation carried out on the employees, the learning will not thus take place. This is important because it will be used to determine how much time the designing and training is required to take place. Importantly it also helps in the designing of the programs that are not only used to provide the trainees with the knowledge, but the skills and the attitude. That are important to act as the motivating factor for the trainees to learn that those skills and knowledge are important in the maintenance of the daily duties.
Development and Implementation
For the effective training and to be successful the one needs to be aware of the implementation and development. According to the McArdle, G.E, (2007) this acts as the link between the design and the development. Starting with the development phase it is about all and everything which are required for the training which is identified. The consultant for the fabrics is needed for the training which will be identified. This is because it is known to have developed on the instructor’s manual and instructional material module. It is also another training module which has been so useful in the trainees’ manual. The manual for training is thus useful because it can be useful in the training in that will provide the employees with the overview of what is expected throughout the training.
According to the Blanchard and Thacker (2013), the interest and the involvement in the discussion which provide the key information for the presentation. The training manual will thus include the overview of the factors like the effective communication, conflict resolution and the feedback and motivation of the employees. The development of the content was however identified in the design phase including the creation of the trainer and the learner guide and resources according to the Gallagher, (2012). It can also serve to be the best tool they trainers usually used when carrying out their training which often includes the two self-assessment which usually takes place at the beginning of every training. It also includes the training on the areas that will be covered.
Evaluation of Training
Finally, the evaluation of the training is important, and it involves the collection of the information and finally, analysis and conclusion are made. This is only for the optimization of the training for the future which is according to the Pineda, (2010). There are two processes of training in the fabrics, and it includes the process and the outcome. The process is the evaluation which involves the trainer and the documentation carried by the trainer of each of the module and also the time spent on it based on the explanation by the Blanchard &Thacker, (2013). However, for the outcome evaluation, it uses the reaction of the questionnaire for both the trainer and the trainee. In another test, the employees were given the pencil and the paper to measure the knowledge and the skills gained through the training process.
The fabrics main focus is thus on the knowledge the supervisors have gained and also how they deal with their customers and employees effectively. The focus is the transmission of the knowledge the most appropriate test is the classic test which is often applied before and during the training which allows for the detection of the level of learning trainees (Pineda, 2010). Thus, the overall results and the outcome is measured by the overall effective program. This will determine the learning activity which is achieved by the trainees that will be determined by the improvement which are made. The important of the evaluation is thus to explain the benefits of the training which brings the employees satisfaction and the customer service. In addition, the results get can also be used to evaluate the credibility of the training and the organizational goals. To conclude is that the evaluation should be used to determine the profitability and the training for the organizational which require the internal and the external factors to be measured.
In conclusion, it is important for the growing companies to apply the above-explained modes for effective growth. For example, the training program allows for the successful training of the competitive market. The owner of the fabric realized that the employees he trained are the ones producing the best services which align the company in the required alignment. Training program helps the employees to keep current method of production concerning what the customers and legal laws requires. Thus, the training is required to be implemented for the improvement of the change. It is also important in identifying about the performance gaps by proving the trainees with the knowledge of the skills and attitudes to perform the job effectively. This effectiveness depends on the trainer’s ability and the way they accurately address each of the Training Model Process. It is also important to understand that each phase is linked together with the effectiveness of the training process. Without the effective training, the program of the organization will only be wasting valuable time and money which could have been used for other expenses. Therefore, important of the evaluation is thus to explain the benefits of the training which brings the employees satisfaction and the customer service. In addition, the results get can also be used to evaluate the credibility of the training and the organizational goals. To conclude is that the evaluation should be used to determine the profitability and the training for the organizational which require the internal and the external factors to be measured.
Allan, L. (2009). Training needs or training wants analysis? Training and Development in Australia, 36(2), 25-27. Retrieved fromhttp://search.proquest.com/docview/208560249?accountid=32521
Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices (5th ed). Upper Saddle River, NJ: Pearson Education, Inc.
Gallagher, J. (2012). Why does training fail and how can effective learning design help? Training & Development, 39(2), 24-25. Retrieved from http://search.proquest.com/docview/1015033712?accountid=32521
Martin, G. (2009). Making sure the solutions are the right ones: Training needs analysis. Training and Development in Australia, 36(2), 18-21. Retrieved from http://search.proquest.com/docview/208561044?accountid=32521
McArdle, G. E. (2007). Part II: Designing a training program: Implementation. Alexandria: American Society for Training and Development. Retrieved from http://search.proquest.com/docview/894056027?accountid=32521
Miller, K.M. & Poertner, S. (1996) The Art of Giving and Receiving Feedback. Retrieved on May 23, 2015, from http://www.trainingsolutions.com/pdf/feedback.pdf
Pineda, P. (2010). Evaluation of training in organizations: A proposal for an integrated model. Journal of European Industrial Training, 34(7), 673-693. doi:http://dx.doi.org/10.1108/03090591011070789