The Training Programs for Human Resources - Case Study Example

? Human resource development (HRD) Table of Contents Training Programs- Justifications using relevant theories and principles 3 Service Training 3 Leadership Development Training 5 Program Limitations 7 Reference 9 Training Programs- Justifications using relevant theories and principles The case of Northern Snooker Centre Ltd (NSC) shows that the company needs to develop a customer centric strategy and incorporate a work culture driven by team work and group activities. For this, two of the main training programs suggested are customer centric training, and leadership development training. It is essential that the company directs all work strategies towards the creation of a customer centric culture in order to draw a large customer base from the market. However, in order to incorporate a new approach it is essential for organizational leaders to direct the efforts of teams towards the same. This highlights the need for an effective leadership development program. Customer Service Training A customer centric training must necessarily include quality aspects of services, after sales services, feedback and complaints, repeated purchases or even expansion or reduction of customer base. However, it must be understood that this training is not meant only for the customer service executives only. It must be aimed at both customer service executives as well as other employees of the organization. The focus must be towards enhancing the quality aspects of the services so as to expand customer base of the company substantially. The program must begin with training on soft skills. This would includes aspects like effective communication, call control, phone etiquette, maintaining rapport with customers, conflict resolution etc. Often soft skills play a major role in attaining the confidence, trust and loyalty of customers. Researchers like Schneider and Bowen (1995) have particularly shown a relevance of customer loyalty and profitability of firms. They have found that customer satisfaction not only influences the purchase intensions of customers but also their post purchase attitude towards the service provider. The positive relationship between customer loyalty and organizational profitability was also established by the research result finding by Nelson (Hallowell, 1996, p.28). The training can be delivered in a classroom environment in which both the extrovert and introvert learners would benefit. The initial classes on information sharing and exchange would benefit the introvert learners, and the practical sessions would benefit the extrovert learners as per the respective qualities of extrovert and introvert learners presented by Myers. One of the most crucial aspects of the training program must be quality. It is important that the quality of services must be maintained at all costs so as to maintain the loyalty and support of customers and enhance repeat purchase behaviour from them. If the customer support executive in the company makes a commitment to a customer he or she must abide by it under all conditions. This can be in terms of time, quality and even after sales services. Customer service training must be directed towards the creation of a business culture which is customer specific and aimed towards attainment of greater customer loyalty and satisfaction of customers. After sales service is another important aspect in which executives must be trained. This is particular important for enhancing repeat purchase behaviour of customers from the company. Failure of performance of a product or service creates dissatisfaction or discontentment among customers in which they might not consider purchase from the company the next time. In such cases, after sales services plays a crucial role in restoring the confidence of customers in the company all over again. Effective after sales services help to overcome potential flaws of the services and retain loyalty of customers too. Thus employees can be trained on ways to cater to customer needs and requirements. Training on etiquettes, politeness, courtesy and respectfulness towards customers must some of the prerequisites of the program. The training would be abiding with Skinners behavioural theory of operating conditioning. According to this theory people’s behaviours are influenced by positive rewards. The evaluation of the training programs would be done on the basis of customer reviews and feedback and employees would be evaluated on the basis of positive or negative feedback from customers. Leadership Development Training Creating a customer centric focus would necessarily mean changing the existing culture of the organization. Thus there can be change of roles and responsibilities of employees of the company, revision of targets and work processes. Thus it is imperative that employees would resist to such changes. In such circumstances the organizational leaders plays a crucial role. They are required to direct and guide the existing employees towards the new direction and approach of the company. They also have a major role to play with regards to handling change resistance from employees and grievance handling. Researchers have drawn a direct link between leadership and change management in organizations. A major proportion of organizational success depends on the effectiveness of leadership and the leaders’ role in driving employee efforts towards the right direction. Drath (1998) have put forth the fact that leadership development programs help to bring about commitment among followers towards the desired direction (Day, 2001, p.583). Training on leadership must focus on management of group activities and team work. This would be suitable for the feeling learners according to Myers as they have positive relationships with co-workers and teachers. Training must also be provided on behavioural aspects such as personal responsibility, adaptability, commitment, optimism, initiatives etc. Coleman (1998) has particularly emphasized on leadership development programs on individual knowledge, abilities and skills. In this way leadership development can contribute towards purposeful investment in human capital in the organization. The main emphasis of such development programs is to create the interpersonal competence required for creating an accurate role model. Training must be aimed towards building a healthy attitude and such qualities which would be efficient in performing effectively in different roles in the organization (Day, 2001, p.583). In other words the training sessions would be objected towards developing all types of learners, such as feeling, judging, sensing, extrovert, introvert, intuitive, thinking etc. It must be understood that leadership development programs do not involve specially designed and developed programs and that there are no classroom training associated with such programs. It can happen at any location. Most importantly the programs must proceed during the functioning of the organization. The training must revolve around leading and directing group activities and team work. The organizational leader can be assigned work for leading such groups which are set performance targets. It should be the leader’s responsibility to allocate job roles, guide and direct towards them towards accomplishing the targets. In such case there could be instances in which employees would be de-motivated, resistant and inter-group conflicts. It shall be the role of the leader to sort out differences between group members, resolve conflicts existing between them and sort out employee grievances. Constantly motivating employees account for one of the major responsibilities of a leader. It is important to encourage team members and motivate in order to attain greater participation and commitment from them. Thus the performance of a leader reflects through team productivity and performance in the organization. The entire training session would be based on Kolb’s experimental learning cycle which is developed from the psychological theory. Under this, learners reflect on their experiences and observe it from different angles. The abstract conceptualization then generalises and formulates the observation into logical thoughts and impressions and finally the experimentation evaluates and tests the concepts under new circumstances and situations. Program Limitations Though customer service training is identified as one of the most important aspects of the training program in Northern Snooker Centre Ltd (NSC), there are a number of drawbacks or loopholes associated with such programs. In case of developing a customer centric approach, it must be understood that only customer training would not be enough. A complete transformation and change of the organizational culture is required in this program. This means that all employees would have to be involved in the program in order to ensure its success and effectiveness. It is difficult to engage all employees in the training program. This would mean breaking the usual activities of members and engaging them in the program. This could have a negative consequence on the performance and productivity of employees. The difficult task before the management would be to schedule the training activities in order and provide them to groups, one at a time. This is because providing the program for all at the time would lead to complications and this would render the program ineffective. This it is recommended that each department is chosen after the other and infixed time schedules during which the training would be provide. Developing a customer centric training would mean to change the organizational approach and culture altogether. Thus it is imperative that such training would meet with a lot of resistance from employees. They would also resist to the idea of accepting any change in their roles and responsibilities in the organization. Also the fact that there could be revision of performance targets of employees would be accepted willingly. This handling resistance and grievances and managing the organization would be an important role before the management. Thus it would crucial for the management to communicate the new vision and mission of the organization and the long term benefit it would yield for all. Employees would have to be shown the positive results that such programs were likely to yield in their career and growth in the organization. The management could introduce and incorporate rewards and incentives associated with the programs in order to ensure its success. The main limitation associated with leadership development program is the fat they are extensive and happen about effect after a long period of time. Leadership qualities cannot be acquired instantly and show effect only after a long period of time. Thus it is important to continue delivering the programs on a continuous basis so as to accomplish targets. Leadership developmental activities are mainly focused around behavioural aspects of the leaders. Behaviours, unlike technical skills and competence take a long time to transform. Thus, to bring about behavioural change in the activities, behaviours and performance of the leader, adequate time must be allowed. Moreover, there could be instances where followers would not be comfortable in the choice of the leader and would resist accepting a certain individual at a leadership position. In such cases, it is important to handle employee’s resistance and ensure them coming into terms with the choice of organizational leaders. Reference Hallowell, R. (1996). The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study. International Journal of Service Industry Management, Vol. 7 No. 4, 1996, pp. 27-42. © MCB University Press, 0956-4233. [Pdf]. Available at: http://voci.com.au/documents/link_between_profit_and_customer_satisfaction.pdf. [Accessed on May 11, 2012]. Day, V. D. (2001). Leadership Development: A review in Context. [Pdf]. Available at: http://www.profjayrfigueiredo.com.br/LID_AC_04.pdf. [Accessed on May 11, 2012]. Read More