Feasibility of Absorbing Trainees in the Organization - Research Proposal Example

Title: A report on the feasibility of absorbing trainees in the organization Author’s name 24th May 2011 Table of Content page 1.0 Introduction……………………………………………………………………3 2.0 Main body……………………………………………………………………...3 2.1 Pros………………………………………………………………………….4 2.2 Cons………………………………………………………………………...4-5 2.3 Where the trainees will be placed…………………………………………. 5 2.4 Experienced staff to mentor the trainees…………………………………...5-6 2.5 Costs to the organization…………………………………………………...6 2.6 Benefits to the organization………………………………………………...6-7 3.0 Conclusion………………………………………………………………….....7 4.0 References…………………………………………………………………….8 Introduction Trainees are an important asset to any given organisation such as Standard Chartered Bank because their mission and objectives in the organization is to perform their duties perfectly and competently and outdo the rest of the employees in the organization so that they can please the employer. By working effectively in the bank the trainees aims at gaining trust and confidence of the employer so that they can either get a positive recommendation at the end of their training period which can enable them secure employment in the bank or in any other organization. In this regard, it is imperative to note that even though they may be in the bank for a short period of time, the trainees brought by the local vocational and training provider are an important asset in the bank for the short period of time they will be working in the bank. Main body In order to arrive at the conclusion on whether having the trainees in standard chartered bank is feasible or not it is imperative to first dwell on the pros and cons of having the trainees them in the organization. Pros Since they are not full time employees their presence is positive in the bank because a part from the allowance that they may be paid by the bank to sustain themselves during the period of training in this bank, there are no other payments which the bank has to incur to maintain and sustain the trainees in the bank. Hence, the proposal of taking the trainees is feasible because the input of the trainees to the bank may supersede the costs of maintaining or having the trainees in the bank. Additionally, it is imperative to note that the trainees are already qualified in their respective professionals such as sales and marketing, banking, information technology and other kinds of qualifications. In this perspective, such trainees in the professionals such as sales and marketing may be very instrumental to the bank because they only need to get into the field with the rest of the bank’s sales and marketing representatives for a short period of time and observe how the bank’s employees perform their sales and marketing job and the different types of the bank’s products such as different types of accounts offered by the bank and the types of loans advanced by the bank. After mastering such details such trainees may be helpful in netting new customers to the bank. More specifically, by virtue of the fact that the bank will pay them the maintenance or training allowance virtually for the period they will be trained in the bank they will also add to the list of the bank’s customers because they will also need to open their personal accounts with the bank. This means that whether they work for the bank or in other organizations in the future after completing their training in the bank they may still retain and operate their accounts with Standard Chartered Bank. Hence, the proposal is feasible. Cons Basing the argument on the fact that the bank will have to pay the trainees the maintenance allowance to enable them commute from their places of residence to the workplace, the first negative of having the trainees in the bank is that the bank will incur extra costs of maintaining the trainees. However, as mentioned above this negative aspect is counteracted by the fact that once the trainees master different activities and how different jobs such as sales and marketing are carried out in the bank they may be instrumental in netting new customers to the bank thus adding to the bank’s customer base. The other negative is that some duties in the bank are very sensitive especially those performed by the people in the IT and operation department because it involves exploring the private details of individual customers. When not well supervised and monitored the trainees use these details to swindle the customers their money or defraud the bank. Hence, extensive and close monitoring of the trainees in the IT and operations department is required to enhance the security of the details held by the bank. From the above pros and cons of having the trainees in the bank, it is evident that the bank stands to benefit immeasurably than it stands to lose by having the trainess in the bank. Hence, the proposal is feasible when viewed from the negative and the positive perspectives. Where the trainees will be placed Since, the bank has different departments such as IT, operations, record keeping, cashiers, and sales and marketing the trainees will be scrutinized on the basis of their skills and knowledge gathered in the local vocational and training provider institution to be placed in the departments where they will be most useful and effective in the organization. This means that the trainees with sales and marketing skills and knowledge will be placed in the sales and marketing department. The trainees with adequate IT skills and knowledge will be placed in the operations and IT department in the bank. The trainees with adequate secretarial knowledge and skills will be placed in the record keeping department. Experience staff to mentor the trainees Depending on the number of trainees placed in each department one experience staff will be selected from each department to mentor the trainees during the whole training period. Therefore, one experienced staff from the sales and marketing department will be selected to take the sales trainees to the field and train them on how to sell the bank’s products to the old and the new customers of the bank. Similarly, one experienced staff from the operations department will be selected to train the trainees in this department on how to perform their functions of coordinating functions in different departments in the bank. This will ensure that while the trainees are mentored on how to perform different functions related to their areas of interest, the bank’s operations and functions continue unabated. Costs to the organization As stated above, the main costs the bank will incur include the maintenance costs of enabling the trainees to perform their functions in the bank. The bank will not incur extra costs of having the trainees. Each trainee will be paid maintenance costs of $1000 as the money for upkeep purpose before completing the training period. Benefits to the organization Summarily, the benefits of having the trainees in the bank include; Increased capacity of handling different activities in the bank Increased number of customer base netted by both the experienced and the sales and marketing trainees in the market Fast execution of the bank’s functions as the trainees will also prove their competency and effectiveness as compared to the experienced staff. This will add to the positive word of mouth about the bank as compared to the bank’s competitors. Fast and timely delivery of services to the customers because the trainees in the record keeping and operations department will help greatly in hastening the functions in these departments as they train on how to perform different functions. Increase and raise the reputation of the bank as a good corporate citizen because of letting local people gather training and the requisite experience which can enable them secure employment in the same bank or other organizations. Conclusion From the foregoing it is evident that having the trainees in the bank is a worthwhile proposal because apart from incurring the costs of maintaining the trainees in the bank, the bank stands to gain immensely from the input of the trainees. This is particularly the case with the sales and marketing trainees who may net new customers to the bank as they continue with their training in sales and marketing. Hence, the proposal is feasible and the bank should go ahead to accept the trainees from the local vocational and training provider. References Anthony, L. (1999). Gower Handbook of Training and Development. Gower Publishing, Ltd. Derek, T. et al. (2004). Human Resource Management. Pearson Education. pp. 363. Diane, A. (1995). Managing trainees in Small & Mid-Sized Companies. AMACOM Div American Mgmt Assn. John, H. (2003). "How to Work as a trainee: Survive and Thrive Without Killing Your Boss" (Career Press. Latham, G. (2001). Training the trainee as well as the trainer. Harvard business review. Patrick, J. and Bruce, H. (2000). "Training the trainees in the organization ". Management. Barron's Educational Series. pp. 225. Rosemary, H. (2005). Learning and Development in the workplace. CIPD Publishing. pp. 5 Shawn, A. et al. (2004). Absorbing trainees in the workplace. The HR Answer Book. AMACOM Div American Mgmt Assn. Thomas, N. et al. (1995). "Training and Development of trainees: Concepts, Attitudes, and Issues". Training and Development in Ireland. Cengage Learning EMEA. pp. 1 Troy, W. (1992). Training the trainees: The new imperative, New York: Sage Publishers. Read More