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Designing and Implementing Effective HRD Programs - Essay Example

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The paper “Designing and Implementing Effective HRD Programs” seeks to explore the two concepts of training methods and appropriate resources. Employee development needs to a direct alignment with an organization’s strategic objectives and overall business performance…
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Designing and Implementing Effective HRD Programs
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Designing and Implementing Effective HRD Programs
Part A:
While reviewing the given literature, the two concepts that I found really interesting were the selection of training methods and appropriate resources, and evaluation processes. Employee development needs to a direct alignment with an organization’s strategic objectives and overall business performance. Where trainings and development is considered integral for overall employee motivation, it is further important that it has measureable and tangible benefits for the management as well. Therefore, considering these factors has a direct relevance to selection of trainers and training methods too. Hence, selection of appropriate methods that fulfill the purpose of training, has an incremental effect on employees’ skill set and motivation, and relevance to management’s objectives, needs to be selected (Carr, 1999).
In the light of my past experiences, it was observed that where HR department managed to select appropriate training topics for the work force, training sessions intended to develop soft skills i.e. presentation skills etc, were considered as a leisure activity due to ineffective evaluation processes with intangible outcomes. Thorough analysis of the research method helped in developing an understanding that evaluation processes need to be amalgamated in the lesson plans and overall activity planning. Furthermore, peer evaluations and knowledge of industry’s best practices on the subject matter along with concrete understanding of intended outcomes helps in developing relevant and effective evaluation processes.
Part B:
Rockwell Collins faces a major issue of lack of accessibility of training resources to the employees as it has an extensive workforce scattered at different stations. Since the HR department is centralized and does not have physical presence outside headquarters, it is important to identify how the trainings can be made available to the employees outside the physical proximity of HR department. First and foremost, support of organizational leadership needs to be acquired in order to extend delivery of training in secondary work stations. Secondly, close observation of employee performance and work schedule needs to be performed. Where HR department is aware of employees schedule outside headquarters, sending company’s trainers at a particular destination and arranging training may do the needful. Second option available can be the use of technology i.e. video conferencing and CD-Rom training coupled with rigorous evaluation as it may help in enhancing effectiveness of company’s own training programs.
As far as the decision of using in-house and outsourced trainers is concerned, the decision mainly depends on the location, TNA outcomes and employees’ needs. Wherever in-house trainers (being a subject matter expert) can be mobilized and employees appear to be more comfortable with in-house resource. Considering these factors, other elements like costs, employee needs, subject matter and abilities of in-house trainers should be considered while making a decision between internal and external trainers. In case of this particular organization, since employees’ training needs (in terms of technical needs) are rather common, therefore training internal trainer and using internal resources can be more efficient and cost-effective.
Like stated earlier, it is important to have a support of leadership for rolling out such training plans or introducing HRD interventions. Management of business organizations believe in quantifiable results instead of intangible benefits. While proposing any solution, quantitative costs and expected benefits along with feasibility report should be provided. Furthermore, scenarios leading to digression i.e. using outside vendors, should also be discussed. It is important that management is provided with complete information instead of just suggested solution and its details.
References
Carr. W.F. (1999), “Designing an Effective Training Evaluation Process”, Retrieved 24 January 2013 from http://www.ispi.org/pdf/suggestedReading/Carr.pdf Read More
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