Human Resources Management - Training Planning and Implementation - Term Paper Example

Training Planning and implementation xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Training Planning and implementation xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Instructor xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Submitted Table of Contents Table of Contents 1 1.0.Introduction 2 2.0.Background 4 3.0.Identification and prioritizing of the training needs 5 4.0.Business context 6 5.0.The training objectives 6 5.1.0. The objectives for the training process 7 6.0.The designing phase 7 6.1.0. Training content 7 6.2.0. Training methodology 8 6.2.1. Lecture 9 6.2.2. Plenary and group work discussions 9 6.2.3. Role play 9 6.2.4. Case studies 9 6.2.5. Field visits 10 6.3.0. Identification and training materials to be used 10 6.4.0. Training venue 11 6.5.0. Training evaluation process 11 6.6.0. Identification of the training instructor 11 6.7.0. Training budget 11 7.0.Implementation 12 7.1.0. The training program 12 7.2.0. The training process 12 7.3.0. Training content 13 References 14 1.0. Introduction Human resource development is considered to be the framework for assisting employees in developing both their personal and organizational skills. It tends to include opportunities such as employee career development, employee training and development, mentoring, performance management, coaching and succession planning. The focus in which human resource development is one of developing a more superior workforce so as to ensure that employees are able to accomplish their goals. It is quite evident that most organizations have developed various opportunities in relation to human resource development both within and outside workplaces (Hakimian, p26). It is quite evident that human resource development is not only seen as a benefit to the organization but also to employees’ personal level. There are several benefits which are in relation to human resource development. The main benefit linked to human resource development is the matching of talents and skills to ensure that organization short and long terms are met and felt by the larger community. This development further ensure that critical role of sustaining high performance within organizations is maintained. It is quite notable as opposed to normal human resource operations, this development ensure that organizations at all time are being able to have a systematic planning as a major way of supporting all designed organizational objective, mission and vision (Hakimian, p28). Human resource development ensures that they is increased capacity which is widely focusing on achieving stipulated goals by way of giving a clear definition of each and every employees work responsibility thus linking with organizational goals. HRD also ensures that there is a greater kind of equity that is created between level of responsibility and what is known as compensation. By so doing an organization is able to create a workforce that is independent and equitable at all times. Another related benefit of human resource benefit is that it assists organizations in increasing all levels of performance through ensuring that there is efficient utilization of various employees’ knowledge, skills and interests. Further, it creates an environment within an organization in which there are defined levels of management support and supervision this widely results into cost saving which is brought about by increased organizational ability in managing change and improved productivity and efficiency (Hakimian, p29). The paper will purpose to plan, design, deliver and evaluate an original training for commissioners in the civil service. 2.0. Background The commissioners are vested with the responsibility of upholding the appointment principles to the City Maintenance project. The appointments are to be based on merit through an open and fair interview and competition process. The commissioners are always to be committed to in the maintaining of offering the best professional development in addition to sourcing for the best from those that constantly support the project in its core functions. Based on this, it is of high most priority that the project Chairperson and the Commissioners receive the relevant training and development that will enhance their capacities and ensure they are able to effectively assume their roles and responsibilities (Hakimian, p90). . Since the commissioners have a duty to hear the civil servants appeal under the projects code of ethics, their expertise should be regularly updated to enable them carry out this role with the uttermost ability. The refreshing of the recruitment training should be a priority as they should ensure they take in to account the new legislations that have direct and indirect impact on their roles. The relevant training is to be administered to the bodies that provide support to the project. To this effect, each member is expected to identify his/her training needs which are to be discussed with the line manager (Hakimian, p99).. 3.0. Identification and prioritizing of the training needs The project conducted an individual analysis needs assessment through questionnaire surveys and personal interviews and got appropriate feedback. Among all the training needs that the commissioners had, the project intended prioritized the need to effectively increase the capacity of the commissioners with skills that will enable them carry out their roles and responsibilities to the best of their knowledge ability. The training will focus on increasing the commissioners’ quality in the production outputs in addition to timelessness, accuracy and relevancy of the service that will be provided. To ensure this, the commissioners will be trained on their roles and what is expected of their duties as an individual and as a collective contribution. The workforce will also be enriched with knowledge in to identifying the importance of teamwork and complementing each other in their duties (Knowles, p39). The training will be able to enable the team with leadership skills and direction in all aspects. This was after the project conducted performance appraisals to all the commissioners. The appraisals were aimed at identifying the gaps in the offering of quality services to the public by the commissioners. The staff members were evaluated by their line mangers thus being able to review each person’s against their objectives. This also acted as a motivation factor as the staff was able to realize the positive performances that they needed to exploit and the identification of the training needs. This was a relevant process as the staff was involved in the deciding of the objectives for the training process (Knowles, p40). 4.0. Business context The 2011-2012 business plan for the commissioners and the strategy for communications has clearly and elaborated formulated objectives that the project is to achieve in the year. The planned training and strategy development is aimed at supporting the efforts that are expected to achieve the set objectives and targets. 5.0. The training objectives The training is aimed at: Providing effective and strategic leadership to the secretariat Providing and ensuring the continuous training and professional development to the commissioners Maintaining a well effective, trained motivated and managed secretariat After the training, the workforce is expected to improve on their skills that will promote the confidence of the public they serve. In addition, the workforce will be able to provide timely and organized responses to the queries received from the public and other project officials. The commissioners will be able to give advice that is timely and appropriate to the other project departments on the interpretation of the codes of recruitment while at the same time being able to process the public queries in an appropriate time. Moreover, the commissioners will be able to effectively progress the appeals on the codes of ethics by the projects civil service with minimal delay. Lastly, the commissioners will be able to provide equal opportunities and provide good and public friendly services as provided under the project’s code of business ethics (Hakimian, p145). . 5.1.0. The objectives for the training process The training process is to ensure that the commissioners are: The advice and support that is effective to enable them meet the statuary responsibilities Able to effectively conduct and manage the commissioner’s meetings with the secretariats support Are able to support the secretariat in the development of their roles Are able to develop and submit the monitoring tools too their line mangers on time Audit the commissioner’s recruitment process Evaluate the key project outputs and keep an updated website This if effectively implemented will be able to maintain the staffing levels to the required amount that will be able to effectively discharge their duties as commissioners. The commissioners will be able to effectively manage the resources that are availed to them thus being able to give value for money. 6.0. The designing phase 6.1.0. Training content Having identified the training needs, they were broken into manageable elements. Each learning requirement had a measurement requirement that was aimed at meeting the project’s formulated training objectives. The following areas were identified as essential: Leadership skills Communication skills Business ethics Effective and quality public services Monitoring and evaluation Record keeping Teamwork 6.2.0. Training methodology The project utilized the Erikson’s model in the identification of the appropriate methodology to be utilized in the disseminating of information. The things considered were the age, personality and preferences. The training also utilized the Adair’s theory in deciding the team and group methodologies that were deemed suitable for use in the training process (Knowles, p34). Among the factors that were considered in the identification of the appropriate training methodology included: Number of the persons to be trained Interaction as the main mode of maintaining interaction Variety Resource availability Venue Actual duration of the training process Trainer experience Training aids required for effective support of every method Preparation time The methodologies required to be used included the following: Lecture Plenary discussions Group work and discussions Role play Case studies Field visits 6.2.1. Lecture The lecture will be used in the delivering of information that is tacit in a quick and simultaneous manner. This will enable the learner commissioners to get an overview of the subject content. The method is advantageous in this situation as the content and speed in the delivery of the learning content will be monitored (Knowles, p132). 6.2.2. Plenary and group work discussions The methods will assume a two way communication sequence between the learners and the facilitator. The learners will be allowed to deliberate on the questions in groups in a limited time and be able to provide responses on their findings. This will be able to enhance the groups’ teamwork and skills in group dynamics (Knowles, p139). 6.2.3. Role play This will enhance the team be able to perform the communicative and public service duties in a form of drama and be able to gauge their service delivery and adopt more innovative and quality methodologies in providing better quality services for the public customers. 6.2.4. Case studies The students will be given information that details specific situations in almost similar conditions that they are to analyze and solve. The trainees are to make appropriate recommendations on solving the problem the methodology is appropriate as it will introduce the trainees into almost real situation thus creating a training environment that entails problem solving. This will be able to develop their decision making skills thus being able to offer quality public customer services. 6.2.5. Field visits A visit to a similar organization will be conducted which will offer a practical application to the content that is under discussion. The management is to make prior arrangements so that the venue to be visited gives consent to the visit. The training methodology is appropriate as it will be able to give a practical aspect to the training process. The trainees are to be adequately prepared and be aware of what the firm requires of them during the visit. The trainees are to be highly encouraged to make appropriate observations that will be in discussion upon their arrival to the training venue. 6.3.0. Identification and training materials to be used Based on the age and the personality the training is to adopt modern methodology in the training process. The listed resources materials will be used during the training process: (OSHA) Overhead projector Transparencies Flip charts Materials Note books Masking tapes Pen markers 6.4.0. Training venue The total number of the commissioners to be trained will be 34. To have a cost effective the project’s meeting hall will serve this purpose as it has the ample space that will be able to meet the training needs in terms of space for the commissioners. 6.5.0. Training evaluation process The training process will adopt the use of the pre and post tests to measure the level of knowledge that has been acquired during the training process. The effectiveness of the training methodologies will also be assessed by the use of the daily training process training evaluation sheet. 6.6.0. Identification of the training instructor The training will assume the facilitation way so the project will have to advertise for the services of a consultant facilitator who is skilled and has the training experience in the mentioned areas. Then advertisement will appear in the local dailies in two days time so as to have the required time for the selection and the planning of the training content. The external facilitator will be an internal staff for the training process (Zemke, p135). 6.7.0. Training budget The table below has the conclusive budget to be used in the training. The total amount to be used is in Australian dollars (A$). Item Quantity Total amount Training materials Assorted 6000 Consultancy advertisement 1 30 Consultancy fee 1 7000 Appraisal process 1 3000 Refreshments and food for the trainees 5 days 6000 Total 22,030 7.0. Implementation 7.1.0. The training program To effectively have a guide on the time frame that the training process was is to cover; a training program had to be developed. The training program appears in the time frame below. Day 1 Day 2 Day 3 Day 4 Day 5 Training x x x x Pre evaluation x x x x Post evaluation x x x x Field trip x x End evaluation x Registration x Reporting x x x X Feedback on training x Development of the action plan X x Training process evaluation x x x X x 7.2.0. The training process The training is to take the facilitation style and the trainer is to prepare and deliver the training content which will be printed and the reading materials provided to the trainees in the course of the training process. The trainer is to evaluate the trainees progressively so as to assess the acquisition of the content at all stages. The feedback of the evaluation process is to be given to the trainees at the close of every training process (Wentling, p135) . 7.3.0. Training content All the commissioners will be equipped with knowledge that will enable them offer professional and objective leadership and in the recruitment of the project staff. The trainees are to identify the and adopt the adequate skills in communication so as to be able to offer timely feedback and relay the appropriate information to the customers and the junior and senior staff on the requirements of their roles and duties. The communicative processes that are to be revealed after the training include the ability to keep an up to date website that will be able to provide the relevant information needed by the public to the online customers. In addition, the team will be equipped with the relevant skills that will be able to identify the relevancy of teamwork and complementing each other. The management is to be increased with knowledge on the recruitment strategies, procedures and management of the same. The content will also include the new adopted legislations and investigative techniques including the benefits of partnering with the relevant groups. Lastly, the commissioners will be able to increase their skills in the handling of the appeals under the code of ethics (Raab, p124). In conclusion, the trainer is to provide the project with the evaluation reports and the time frame developed for the implementation of the acquired skills. This should be provided a week after the end of the training process. References Hakimian, H, & Teshome, A. 1993. Trainers’ Guide: Concepts, Principles, and Methods of Training With Special Reference to Agricultural Development. Vol. 1. FAO, Rome. Kirkpatrick, D. 197,. Evaluation of training. In R.L. Craig (ed.), Training and Development Handbook. McGraw Hill, New York. Knowles, Malcolm S., Holton, E.F., III, & Swanson, R.A. 1998. The Adult Learner. Houston: Gulf Publishing. OSHA, 1996. Presenting effective presentation with visual aids. Construction OSHA Office of Training and Education. Available via the Internet at Raab, R.T., Swanson, B.E., Wentling, T.L., & Dark, C.E. (eds) 1987. A Trainer’s Guide to Evaluation. FAO, Rome. Wentling, T.L. 1993. Planning for Effective Training: A Guide to Curriculum Development. FAO, Rome. www.osha-slc.gov/doc/outreachtraining/htmlfiles/traintec.html Zemke, R. and Zemke, S. 1984. 30 things we know for sure about adult learners. Innovation Abstracts, VI(8). Read More