Management Training Needs in Green and Company - Essay Example

Case Study of Green and Company Table of Contents Introduction 3 Question 3 a) Concept of Learning Curve 3 b) Comparison of Different Style of Learning 5 c) Reflection of Learning Styles in Induction Programme 6 Question 2 6 a) Management training needs in Green And Company 6 b) Two-Day Training Course Plan 7 c) Advantages and Disadvantages of Training Methods 8 Question 3 8 a) Evaluation of Induction Training Programme 8 b) Success of Methods of Evaluation 9 c) Review of Induction Training Programme 10 Question 4 12 a) Government’s Roles and Objectives for Apprenticeship 12 b) Competence Based Assessment 12 c) Benefits to Green and Company of Recruiting Apprentices 13 Conclusion 13 Reference List 15 Introduction Greenland and Company is a three generation family owned business which manufactures superior quality men’s shoes. It has an established reputation for over many years for its quality production and service to the retail network. The management of the company recently realised that it is facing numerous challenges for remaining successful and they needed to plan strategically (Hayes and Allinson, 2001). Till recent years, Green and Company had stable staff and was perceived as a good employer. Currently, the company has undergone various changes such as new product development and manufacturing process enhancement. This required recruitment of line managers with defined technical skills and hence developing new skills became mandatory. The management became aware that the changes implemented over the recent years have altered the nature of the company. To cope up with these issues, a new human resource manager has been appointed who plans to initiate the learning and training programmes for the employees to enhance their organizational performance. The company’s induction programme lasts for two days and covers topics such as the history of the company, mission statement, organizational objectives, company ethics, rules of the organization and human resource policies (Basadur, Wakabayashi and Graen, 2008). The objective of the study is to compare different learning styles, explain the role of learning curve and access the contribution of learning styles and theories in scheduling and designing a learning event for the company’s workforce. The aim of the study is to compare the training needs of the staff of Green and Company, review the success of the evaluation of training event in the company. Question 1 a) Concept of Learning Curve Learning curve refers to the geometrical progression which discovers that there is a gradual decrease in cost for achievement of a given repetitive operation as the similar operation is steadily repeated. The quantity of decline will be less with every successive unit manufactured. The decision curve slope is expressed in percentage (Hayes and Allinson, 2011). This curve is a measure of experience gained in production of a product in an organization. Along with more production of units, individuals involved in the manufacturing process become more efficient. It proves to be very effective in the manufacturing industries and where the task is repetitive in nature with same equipments and tools such as in Green and Company. Figure 1: The Learning Curve (Source: Armstrong, 2009) In the above figure for the same starting point, a 90% learning curve symbolizes fewer learning and elevated costs, while 70% learning curve represents steeper learning and lesser costs. Green and Company can use the learning curve theory for setting standards in the learning phase. It can help the decision managers of the company to make decisions based on anticipated rates of improvement. As the company has introduced new product and manufacturing equipments application of the theory will result in labour reduction and material diminution in order to gain efficiency (Sandberg, 2000). It will result production of more units from the same equipment and it will allow further reduction of cost per unit and increase in production. Learning curve theory will help improve the productivity and performance of the company’s workers by enhancing their learning skills. The rate at which the learning takes place will be influenced by various factors such as relative unfamiliarity of employees with the job, the newness and uniqueness of their task, intricacy of the method, the impact of incentive plans and management in the company. b) Comparison of Different Style of Learning Learning is the method by which a person acquires abilities, knowledge and skills. As the new product or procedure is started in Green and Company, performance of workforce is not at its best and there comes the requirement of learning (Moore and Dutton, 2010). As a result, the workers gains experience which improves their performance and as a result their productivity gets enhanced. There are various styles of learning that are applied in the induction training program of Green and Company. Kolb’s learning styles sets out four discrete learning styles such as concrete, reflective, abstract and active. In the cognitive experience, the trainees encounter a new experience of a situation (Tracey, Tannenbaum and Kavanagh, 2011). Through the the reflective observation of the new experience it can be analysed whether there is any inconsistency between experience and understanding. Abstract conceptualisation certifies that the indication gives rise to a new idea or alteration to an existing concept. Active experimentation ensures that the trainees learn to apply those new ideas to the world to observe the results of it. Figure 2: Kolb’s Learning Style Model (Source: Tannenbaum and Yukl, 2003). There are other loops of learning styles single loop learning and double loop learning that are required by the managers of Green and Company. The single loop learning system includes one automatic and limited kind of reaction where less learning occurs and less insight is needed (Arthur Jr, Bennett Jr, Edens and Bell, 2003). In the double loop learning, the trainees are able to identify whether the rules should be changed. They also gain ability to identify the ways to correct those rules. This learning style can help Green and Company during their times of rapid changes. c) Reflection of Learning Styles in Induction Programme The induction training programme is designed for the new employees of Green and Company. The training program initiates with assessing the training needs analysis in the company. Then comes creating training development programme where the company needs to break the training requirements into the manageable elements. Then the learning styles needs to be considered as per the requirement of the employees (Tannenbaum and Yukl, 2003). The Kolb’s model of learning delivers superior results in the induction training programme which will help the trainers to develop new experience of the changing conditions of the company. The final step of the induction training is to evaluate the training plan and measure the performance of the new employees by undergoing a learning process. The company ensures the learning acquired by the trainees through the induction training programme and whether it is implemented by the trainees in their everyday task in the company (Noe, 2006). The company can assure this by evaluating their daily performance. This can be done through observation of their implementation of learning, by conducting review meetings and by carrying out a test within a week of completion of training. Question 2 a) Management training needs in Green And Company Green and Company plans to initiate a two-day training course for the freshly recruited managers in the company. This course is focussed on providing trainees a basic knowledge of the company’s requirements from them and trains them to fulfil such needs. The less experienced employees of Green and Company require understanding their roles and responsibilities of their new position and realise how it is distinct from what they did previously (Tannenbaum and Yukl, 2003). The new managers need proper training to succeed in their new task. The experienced employees of the company provide many benefits to the workplace including experience, loyalty and strong work ethics. As far as training is concerned, these workers require some unique considerations. Various types of training are required for new managers such as orientation training, remedial training and advanced training. Computer aided training programs are designed to provide the less experienced managers basic knowledge and skills for efficient job performance (Noe, 2006). This program involves computer usage and communication techniques. On-job training focuses on correcting realised deficiencies in managerial knowledge and skills. This program includes stress reduction and presentation skills budding. The types of training that needs to be provided to the more experienced employees are time management and planning training which involves understanding of company policies and employing, monitoring and enforcing them (Beardwell and Holder, 2007). Role playing training involves developing supervisory, team building and leadership abilities. b) Two-Day Training Course Plan The two day training course is designed to assist Green and Company to systematically perform their task being more organized and work following a systematic approach for enabling the employees to be more productive. The plan for the training course can be outlined as under (Goldstein, 2010). Identifying the training needs- The training strategy needs to recognize the target groups of Green and Company that are less experienced managers, more experienced managers, the younger employees and the longer service employees and assess their training requirements (Rouiller and Goldstein, 2012). Set aim and training objectives- The objectives are to make the managers capable to adapt to the changing nature of the company, to make them realise the goals of the company, their roles and responsibilities and to develop a sense of commitment in the younger and longer-servicing employees of the company (Klein and Weaver, 2000). Training design- Designing a training program is a vital component of the systematic training approach. It is planned assuring the active involvement of the employees at all levels. Designing training programs includes factors such as type of audience, level of the participants and selecting appropriate training methods. The methods used in training are Programmed learning, on-job training, sensitivity training, computer assisted learning and role playing (Landy, Barnes and Murphy, 2012). Implement training- After designing the training program, it needs to be put into practice. Evaluate results- The aim of the training is to help employees and the company with the performance related issues. The final part of the systematic training uses evaluation techniques to access the quality of the training provided to the trainees and the improvement of the employees’ performance after the training program. A performance evaluation feedback form needs to be provided to the employees to confirm that the training program has met the objectives. c) Advantages and Disadvantages of Training Methods Programmed learning method has various advantages. Trainers in this method are exposed to the correct responses and hence possibility to commit errors is reduced. Learning by undertaking maxim of training involves the learners in the training process. Limitations of the program are that only the cognitive objectives can be attained. The training method is not economical in respect of time and cost. On job training assures that the employees are actually working as per the learning. This productivity of the team becomes further dynamic and proficient (Aguinis and Kraiger, 2009). From the financial perspective of Green and Company, it is a cost effective method of providing knowledge and skills as per companies wants. The disadvantage of the method is that the trainees are going to take a long time for being able to perform the job as per company’s expectations. Role playing program have certain advantages such as, it creates a supportive environment in the workplace, helps to build confidence among employees and encourages teamwork and group interaction. The disadvantages of the method are it does not suit to all people, can create discomfort and shyness among employees of the company (Kraiger, Ford and Salas, 2010). Computer assisted training has advantages such as it provides convenience. The employee is able to freely learn whenever they want or need to learn and can do it from anywhere if the trainees have the access to computers. The disadvantage of the program for the company is the cost of development specifically for sophisticated multimedia programmes. Question 3 a) Evaluation of Induction Training Programme Various evaluation techniques are used by Green and Company for evaluating the induction training programme designed for the managers of the company. Satisfaction and participant reaction is the most common evaluation of training that monitors satisfaction. The trainees are provided with the survey questionnaires at the end of the training to analyse how they reacted to the training programme and whether they enjoyed it or not (Torrington, Hall and Taylor, 2008). Knowledge acquisition evaluation helps to find out whether the training programme is taken seriously by the newly appointed staff of Green and Company. They are asked to demonstrate their learning after the training. Trainees needs to give an exam within a week of training which will help to analyse the learning gaps and can be speedily sown up so that the employees do not pick up new poor habits (Bratton and Gold, 2003). Behavioural application evaluation answers the question whether they are implementing their acquired learning. This will evaluate the training and post training behaviours of the employees. This can provide a clear indication of who are applying and not applying the learning and helps to correct the misapplication of the training. Measurable business improvement evaluates the improvement of the business operations. The key performance indicators help in identifying whether there is a requirement of improving the result of training (Baron and Kreps, 1999). It can be evaluated whether the newly recruited employees in Green and Company are performing as per the goals of the organization and are adapting to the changes in the company. Return on investment (ROI) level of evaluation involves the analysis of changes in the ROI of Green and company. This takes into consideration the various costs such as training facility fee, staff wages is added that were spent during the training programme, opportunity costs of an employee’s time spent during the training programme and by analysing these costs the long term gains of the training programme is evaluated (Armstrong, 2009). b) Success of Methods of Evaluation The success of the techniques of evaluation in Green and Company can be assessed by certain observations such as the reactions of the trainees to the training programme, learning applications, behavioural changes of the employees and the enhancement of the results of the company. Success of the method can be analysed by the reaction of the trainees to the training programme (Armstrong, 2009). The programme will be successful if the new employees of Green and Company are motivated and engaged in the training. Positive feedback provided by the trainees ensures success of the induction training programme. The methods of evaluation successfully analysed the learning pattern of the employees of the Green and Company. The pre and post knowledge of the training are observed and the performance of the employees in their new tasks after undertaking the induction training are successfully evaluated. The training evaluation methods helped in observing the behavioural changes of the trainees in the company (Baron and Kreps, 1999). It analysed how well the trainees learned the principles and implemented abilities and knowledge into their organizational tasks on a permanent basis. The evaluation methods successfully analysed the effect of training on the performance of the employees’ in the company. The methods analysed the effectiveness of the induction training program in reducing cost of the company, turnover and absenteeism of employees, increase in quality production and improved morale of the trainees (Baron and Kreps, 1999). c) Review of Induction Training Programme As Green and Company hired new employees, it became essential to put them through an induction training programme (Bratton and Gold, 2003). This strategic training plan generated long term advantages. The outcome of the induction training programme in Green and Company is considered to be profitable. Figure 3: Success Indicators of Induction Training Programme (Source: Bratton and Gold, 2003) The employees learned the philosophies, values and culture of the company and got comfortable in their roles in the company that demanded repetition of tasks. The training programme ensured successful integration of the employees across the company and proved to be beneficial for the employees as well as the company (Bratton and Gold, 2003). The outcome of the two day training program was efficient in providing trainees proper knowledge, skills, understanding of their roles and responsibilities, learning and awareness of the organizational process. The training generated well equipped employees who perform efficiently in the company. During the on-job specific training, the trainees learned to optimally perform their job duties. The employees’ adaptation to the changing environment of the company increased and the younger employees generated a sense of commitment in the organization (Tannenbaum and Yukl, 2003). The older employees’ turnover reduced and the work related skills enhanced. As the employees of the company were leaving job due to dissatisfaction, the training programme enhanced the employee morale in the company. Question 4 a) Government’s Roles and Objectives for Apprenticeship Green and Company decided to take part in the government’s programme of apprenticeship. The objectives of the UK government are to support traineeships for young individuals in employment and training. Their role is to make attempts to run national apprenticeship service which supports funds and coordinates the deliverance of the apprenticeships and traineeships throughout the country (Moore and Dutton, 2010). They offer a dedicated responsive service for both the employers and the trainers. They run national carrier service which provides impartial professional consultations on apprentices carriers, abilities and training. The UK government helps apprentices to receive education and training using the employees learning and skills service. Their role is to maintain individual learner’s record data and circulate data and databases to maintain planning and performance reporting. They hold the training record service who keeps the record of unique learner numbers and individual apprentice learning records (Arthur Jr, Bennett Jr, Edens and Bell, 2003). The UK government’s objectives are to attain excellent performance of the companies through people. They aim to deliver superior quality apprenticeship and traineeship prospects and encourage participation of the young people in apprenticeship. Their topmost priority is to provide financial assurance to the companies that they accurately manage and which account over £4 billion of public money spent on skills. The UK government assured Green and Company that they will provide the best apprentices to them (Tracey, Tannenbaum and Kavanagh, 2011). The government provides superior quality training to the apprentices, which supports the requirements of the company. b) Competence Based Assessment Competence based assessment is an approach for establishing occupationally important standards for proficiency. The assessment stresses on demonstrated proficiency in the attributes relevant to a company or profession, rather than gauging knowledge in isolation from abilities or on calculating the time that has been spent in formal professional training. Every task in a company demands a specific set of skills and knowledge. This differs depending upon the type and complexity of the task (Tracey, Tannenbaum and Kavanagh, 2011). Competency assessment is all about providing a technique of developing the abilities and knowledge of the trainees required to perform the current job. It is also an important aspect of the succession planning method as it provides a technique of developing employees of the company for future roles. Impact on competence based assessment at Green and Company is much wider. In the company, the assessment will ensure the training programme of the company is cost effective, target the specific needs of the training, standardise the performance of the company and improve the quality of products and services of the company (Klein and Weaver, 2000). One of the primary impacts of the assessment is that it focuses on the success of each participant in Green and Company. It impacts on the employees skills to achieve competencies needed in the accomplishment of their tasks in the company. Through this approach, training time is utilised more efficiently and the employees confidence boosts as they do well in mastering specific competencies. c) Benefits to Green and Company of Recruiting Apprentices Green and Company gained many benefits by recruiting a number of apprentices in line with the UK government contribution to the development of the human resource for a company. Searching recruits possessing right skills for the job in the company is difficult (Klein and Weaver, 2000). Recruiting the UK government’s under-training people is a better option for the company irrespective of it being a time consuming process. Creating apprenticeship in line with the UK government contribution to employee development enables the company to develop a potential employee while accessing administrative support, financial assistance and importantly structured training which is decided at the beginning. Apprenticeships supported by the government offer real value both to the trainee and the company and converts raw talent into company asset (Kraiger, Ford and Salas, 2010). The apprenticeship programmes of the UK government allows the company to recruit apprentices that lead to a more encouraged and satisfied workforce and this in turn benefits the task requirements of Green and Company. The apprentices’ recruited makes the workplace further productive and provides the company a competitive advantage (Landy, Barnes and Murphy, 2012). Green and company states considerable reports in employee retention and the apprenticeships enables the company to cover the skill gaps that is present in the recent workforce as the apprentices under training support of the UK government begins to learn company specific skills from the beginning of their training and develop expert knowledge that certainly impinge on the company’s bottom line. Conclusion Development and changes of the employees is essential in the manufacturing companies such as Green and Company where change is regular in all its functions. Therefore, training and learning needs to be a continuous process that demands a range of activities to hold up the overall training goals. Various learning styles need to be implemented in designing a training event. The induction training program carried out in Green and Company resulted to be successful as they used a systematic training approach and efficiently evaluated the training program. Suitable training techniques as per the requirement of their employees aided to the success of the training programme in the company. The two day training course helped in enhancing the performance of the employees of the company and improved their satisfaction level. These successful results further increased the revenue of the company, advanced quality of the company’s products and eliminated pointless training costs. The case study of Green and Company explained the training needs of its new employees and the various induction training techniques in developing their skills. In addition, the role of the government in training and how the present-day training initiatives commenced by the UK government contributed to the human resource development of the company were also analysed through the study. 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