Formulation of a Staff Development Plan for a small business - Essay Example

Formulation of a Staff Development Plan for a Small Business Formulation of a Staff Development Plan fora Small Business Introduction The staff development plan described within this article if for a small restaurant which has been faced by human resource issues pertaining the employee skills. Staff development can be defined as an essential human resource aspect that must be implemented in seeking to enhance performance of employees within the restaurant. The process is implemented through various elements, which seek to enhance the performance of employees.

This commonly begins with the organisation establishing a framework for enhancing communication between the employees in seeking to enhance the information sharing and skill transference as well. The sharing of knowledge and transference of skill remains essential aspects in seeking to enhance performance through enhancement of employee skills. This is essential in establishing various training aspects aimed at ensuring effectiveness within an organisation. The effectiveness of an organisation is commonly established through the performance of the employees in seeking to achieve organisational goals.

Staff development commonly aims at ensuring employees remains committed to organisational goals and objects put sufficient effort towards ensuring achievement of the objectives. This is essential in ensuring employees understand their responsibilities as stipulated within the organisation (Lawler, 2001). Understanding these fundamental functions remains essential in ensuring the employees’ performance becomes sufficient. Employee development is an essential attribute which begins with the hiring of new employees within an organisation.

This seeks to ensure the individuals learns and continues to learn through working within an organisation and continuously improving the skills. A staff development plan can be defined as a guideline through which employees can be undertaken in the process of seeking to enhance their sills in seeking to improve their performance, and organisational performance as well. The development plan within an organisation is an essential tool which can be utilised in enhancing the employability skills of employees, while the development plan remains a complex aspect involving numerous development aspects, within small organisation the aspect of employee development could be implemented in less complex manner (Shields, 2007).

Despite the size of the organisation implementing a staff development plan, various essential elements are common within a development plan. The elements have a wide range including organisational goals and personal development goals as well. Development Objectives In seeking to implement an employee development plan, the objectives of the plan must be clearly defined. The development of the objectives is essential in seeking to identify the organisational requirements that will be satisfied with the implementation of employee development plan.

In the establishment of these objectives, the development needs and the skills of employees are analysed in seeking to establish the best approaches in enhancing efficiency of the organisations and the plan. The goals developed within the organisation must be analysed to establish their benefit to the organisation and the employee as well. the provision of service to the customers within the restaurant remains a fundamental aspect which would necessitate employee skill enhancement. The development objectives become the fundamental guidelines which the implementation process must adhere to in seeking to enhance the development of skill and ensure efficacy the development plan.

Prioritisation Following the establishment of the objectives, the organisations must analyse the internal requirements of the organisation and the employees as well. This is essential in seeking to understand the most critical factors in the employee development plan that the organisation seeks to implement. The management of the organisation would prioritise implementing employee development upon the individuals working within departments which are directly involved in the provision of service to customers.

Priorities commonly differ depending on the capabilities of employees and the functions that the organisation seeks to enhance, to increase the efficiency of the entire organisation (Aguinis& Kraiger, 2009). The objectives must be defined according to their importance and the implementation process that must be followed in completing the plan. The prioritisation will enable the organisation to determine the most essential factor that must be introduced while the less significant elements can be implemented later.

This is essential in the development of an implementation timeline, which commonly begins with the most essential development activities being implemented first. Activities The activities that are involved in the implementation process of the development plan must be established in seeking to enhance the effectiveness of the implementation process in ensuring successful employee development. The fundamental activities involved with a development plan of a small organisation commonly involve learning elements that the organisation must implement in accordance to the developmental targets.

The learning activities are commonly aimed at enhancing the skills of the employees that are essential in undertaking employment responsibilities (Parish, Cadwallader, & Busch, 2008). Within a small organisation, the aspect of enhancing employee learning could be utilised in enhancing the employee skills. Different forms of training exist within the hospitality industry which can be utilised in enhancing the skills of employees. This is commonly undertaken through, formal training, which is conducted by the supervisors in seeking to provide guideline to their junior employees.

On the job training is the most common approach which is utilised by the small organisations in enhancing the skills of the employees. Resources Following the identification of the organisational objectives and the activities which will be involved in the plan, the allocation of resources becomes essential in ensuring the actualisation of the plan. The allocation of resources remains essential in seeking to ensure the development plan objectives become achieved. Much of the resources that are required in the implementation of the development plan include financial resources and sufficient time for conducting the learning activities.

The organisations must conduct an internal assessment in seeking to establish the resources which the organisation can provide in implementing the development objectives established within the plan(Garavan, 2007). This involves the fundamental support that the managers and other senior employees within the organisation provide to the individuals being undertaken through the development plan. The resources provide the required support in seeking to ensure successful implementation of the development plan.

Targets The targets involve the various achievable objectives that have been established as the measures of the progress made in implementing the development plan. These involve the various dates which must be established in seeking to ensure the process remains on time as well as the achievable outcomes from the implementation of the development plan. The development objectives must become clearly determined and defined in seeking to ensure effective implementation of the development plan(Chenhall& Langfield-Smith, 2007).

This can be undertaken through the utilisation of a timeline indicating the various aspects which must be met within specific timelines of the development plan implementation. The development of targets remains an essential aspect in determining factors that might impend the implementation process. These can be utilised in the assessment of various essential factors that might be critical to the determination of the achievement of the targets. Evaluation The evaluation remains a fundamental element that is conducted in line with the established targets.

This becomes the essential aspect utilised in the establishment of the outcomes which have been successfully or unsuccessfully achieved. The continuous reviewing of the implementation process remains essential in ensuring the process remains on course to becoming successful. The evaluation commonly involves numerousactivities which enable the achievement of various implementation targets. The evaluation is commonly undertaken for various purposes including the following. Reflecting of the achieved targets Identifying whether the development objectives require amendment and the outcomes of the process Identifying the various factors which might become deterrents to the implementation process.

Building contingency plans which are aimed at ensuring the agreement of the target outcomes with the objectives of the implementation process Conclusions Employee development is an essential element inseeking to improve organisational performance within both small and large organisations. The creation of an employee development plan is an essential element that provides guidelines to business in seeking to implement effective development plan for employees. The development plan remains a process which involves various phases, which must be implemented in seeking to ensure successful achievement of the objectives.

The establishment of employee development involves the development of objectives and the identification of the various activities, which must be successfully implemented through the available resources. Small organisations commonly utilise on-the-job training in conducting the learning activities involved in the development of employees. Continuous evaluation of the process remains essential in ensuring effectiveness of the process in the development of employees and enhancement of employee skills, to improve organisational outcomes.

References Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474. Chenhall, R. H., & Langfield-Smith, K. (2007). Multiple perspectives of performance measures. European Management Journal, 25(4), 266–282. Garavan, T. N. (2007). A strategic perspective on human resource development. Advances in Developing Human Resources, 9(1), 11–30. Lawler, E. (2001). Organizing for high performance.

Journal for Quality and Participation, 24(4). Parish, J. T., Cadwallader, S., & Busch, P. (2008). Want to, need to, ought to: employee commitment to organizational change. Journal of Organizational Change Management, 21(1), 32–52. Shields, J. (2007). Managing employee performance and reward: concepts, practices, strategies. Cambridge: Cambridge University Press.