Management of Trisco Company - Case Study Example

LEARNING AND DEVELOPMENT PROGRAM DESIGN Submitted by …………………………….…………….. Number …………………………….…………….. Tutor …………………………….…………….. Tutorial day …………………………….…………….. Time …………………………….…………….. Room …………………………….…………….. Computer word count Table of Contents Table of Contents 2 1.0 Executive summary and recommendations 3 1.1 List of Recommendations 3 2.0 INTRODUCTION 4 2.1 Background Information 5 2.3 Purpose of Study 5 2.4 Aims of the Study 5 2.5 Limitations 6 3.0 ORGANIZATIONAL AND TASK BACKGROUND INFORMATION. 6 3.1 Hierarchy of Needs and Learning Objectives 7 3.2 On the Job vs Off the Job Approach 8 3.2.1 On-The-Job Training 8 3.2.2 Off-the-Job Training 10 3.3 Program Schedule 12 3.3.1 Learning Objectives Design Process 12 4.0 Conclusion 12 REFERENCE LIST 13 APPENDICES 14 Appendix A 14 SESSION PLAN COVERSHEET 14 Session Plan 16 On-The-Job Training Contract 17 Completion Certificate 19 1.0 Executive summary and recommendations Trisco organization is an organization focusing on the syrup processing, the organization is a fair trade organization committed to bring about excellent production results. Reaching out to employees is an indication that Trisco is concerned about the wellbeing of its workforce. This report has highlighted the steps adopted in designing learning objectives. Here the report looked in to what the learner must do after the training program, how well the learner must perform the task is also determined, all the conditions that explain how the learner must perform are also listed. The training objectives are drafted and finally training program is developed ensuring the learning objectives are coherent with organizational objectives. The learning theories from various researchers have been highlighted and applied in the overall development of training objectives. Learning is a process where learners develop new ideas based on what they previously had knowledge about. The report has presented the Statement of the problem, the scope of the report, the approach, brief reasons for the approach and limitations of the suggested solutions. Two methods of training have been highlighted; on-the-job training has been recommended basing on its merits. However a combination of training methods can still be adopted because here one method compliments the other. The training methods to use will depend on the learning objective and learners training needs. 1.1 List of Recommendations Employees training should be pegged to the organizational training objectives On-the-job training is recommended to be selected as a major training method for the Trisco Employees should be exposed to mentors and role models Employees should clearly understand the organization training objectives 2.0 INTRODUCTION Training is the use of systematic and planned instruction activities to promote learning. This approach can be summarized in the phrase ‘learner-based training’. (Armstrong, 2001) According to Armstrong, learning programs in organizations makes provisions of skilled, knowledgeable and competent staff necessary to meet present and prospective needs. Training and development of workers in all the level of organizational hierarchy should therefore be considered as a key tool in ensuring the organization continues operating competitively in the global market. Training is a component that equally improves both the organization and the individual employee. Training program has been highlighted by various researchers as a key component in any organization that desires high level of productivity. This is because training aims to develop the organization available employees with the main aim of increase their productivity and that of the organization. Various learning theories have tried to highlight the concept of learning, from various theoretical backgrounds. Gagne’s Conditions of Learning Theory is based on a hierarchy of intellectual skills that has been organized based on the complexity that can be used to identify the necessary approach to facilitate learning. Here Gagne’s has given his view that instruction can be presented more efficient through a sequence of nine levels defined by the knowledge requirement the learner is required to know for a given task. According to Stevens and Campion (1994), training objectives are brief statements that describe the expected training outcome. The training objectives therefore describe the intention purpose and eventual outcome expected from training program, this provides an essential foundation for training assessment. According to Kearsley (1994) all learning programs should be clear and meaningful to the learner. The program should make full use of the learner’s previous knowledge so that the learner can build his knowledge form known to unknown. This therefore means that the trainers should ensure the learner clearly distinguishes the link between training conducted an organizational objectives. 2.1 Background Information Management of Trisco Company has a vision to establish as a market leader in its product development, distribution and marketing. The organization strives to remain in the market throughout its operation. Trisco Company is currently striving to combat the reduced labor costs in Asia, the current labor must exceed expectations and adapt to change in a continually innovating workplace. 50% of the 50 employees are production-based; six being the syrup makers investigated. Adhering to changing company values, and thus expectations, staff has been rebuilding culture. The mission became explicit, and was communicated throughout the firm at a time of high turnover, meaning its integration wasn’t entirely successful. Training and development of staff is vital for Trisco to achieve its mission. 2.3 Purpose of Study The purpose of this research is to assist the organization achieve its purpose by equipping its workforce. Accordingly, the research recommendations strives to enable the organization attain overall effectiveness and efficiency through investment in its people, this will enable them perform much better and thus improve the use of their natural abilities for the organization good. 2.4 Aims of the Study Training is an area in which there have been considerable advances over the past few years including new methods, approaches, training aids and technology. Trisco Company has been continuously training its employees but minimal result has been achieved, this study has been conducted with a view to assist Trisco Company increase the knowledge and skill capacity of its workforce through effective and pragmatic design and development of a working training and development programs. The training program will be designed based on well designed learning objectives and training methods. 2.5 Limitations During the groundwork of this report production, there were a few challenges that hindered the researcher from achieving the best in the study; the report therefore did not go in-depth in all the issues earlier on identified. Some of the challenges included inaccessibility of information due to its sensitivity, lack of sufficient time to compile a comprehensive report and lack of variety of accessible research books. Some employees could not provide their fool details due to organizational controls and fear of victimization. 3.0 ORGANIZATIONAL AND TASK BACKGROUND INFORMATION. According to Stevens and Campion (1994), the employees learn better when they understand what the objective is all about. Objective allows the trainees understand what they are expected to do once the training is over. There is need for Trisco Company to give full commitment and proper planning in human resource development programs. The performance of every organization highly depends on the employee’s capacity and willingness to deliver their best. This is achieved if the training program is aligned with their job roles together with the organizational short term and long term business objectives. This concept therefore the objectives therefore will give the purpose of the training and expected outcome. When the training objectives are based on training needs assessment, then the employees are able to easily understand why they need training. The objective of training has three components Statement of expected employee performance Statement of accepted quality of performance The working environment the employee is expected to be in order to achieve the expected performance. 3.1 Hierarchy of Needs and Learning Objectives Learning objectives are very important because the employees are able to focus more easily on what is more important in their duties. The objectives forms a firm basis for preparing concrete training content that is in line with organizational training and development. Stevens and Campion (1994). Gagne’s Conditions of Learning Theory (Kearsley, 1994) focuses on intellectual skills. According to him, learning takes place in five levels where each level requires different conditions. Each learning level requires a unique instruction type. According to Gagne’s, learning can be organized in a hierarchical manner based on the training complexity. The hierarchy will then enable the learners find direction the instructor is taking so that they are able to identify in each level the prerequisite for learning. The hierarchy is also able to guide the instructor in sequencing the training process. The learning hierarchies therefore provide the instruction sequence and also define the intellectual skills to be acquired. The various learning objectives will therefore be conducted after comprehensive needs analysis has been done. This will give the trainers a chance to identify the various needs for every employee at any given level. Here the employees will be assured that the training goal is geared towards organizational goal achievement. All the members of Trisco Management Team will be taken through courses on performance improvement. This training will enable the management staff develop their skills and career growth as well as that of their subordinates. Training will develop these managers for higher levels of responsibility hence reducing the need to hire people from outside; it will also boost their morale. 3.2 On the Job vs Off the Job Approach There is need for training for training in Trisco Company, both the employees in management and subordinate need to be trained based on the training needs assessment conducted. Trisco Company can train these employees by use of either on-the-job training or off-the-job training methods. The organization’s choice of method of training will highly depend on training objectives, employees to be trained, nature of course content and time for training. The two methods of training can therefore be combined to enable the organization meet the various training needs of employees. Tannenbaum and Yukl (1992) affirmed that combination of training methods gives the best results in delivering quality training that meets the organizational objectives. 3.2.1 On-The-Job Training On-the-job trainings are usually given to workers at their place of work as they conduct their day to day duties. Here there is little waste of time and resources. This method of training is the most popular method of training used by organization, this is because it is a simple method and less costly to implement. Blanchard & Thacker (2010). Trisco finds it very hard to train someone on all the training needs required outside the job site, on-the-Job training will therefore supplement other methods of training. The company will conduct On-The-Job training at the work place where the trainer and the trainee will be in close collaboration. The employee being trained will be subjected to coaching, mentoring, and learning by doing. The employees will be subjected to coaching, mentoring programs, job rotation and learning by doing approach of training. This will enable them learn from role models the work attitude and perspective towards work. On-the-job training will try to capitalize on demonstration, imitation, observation and hands-on experience. Here the employees will have a chance to a training process with a supervisor or even an experienced person who passes great knowledge and skills. The employees will be informed of the details of the training once a plan is developed. A time table is established to be used throughout the training session, the employees will then be evaluated periodically and their progress report given to them. On-the-job training will be informal as usual; however, Trisco is aware that the trainer may not always concentrate on the training as much as it is required; similarly Trisco takes note that this is actually the oldest form of training where course content may not be systematic and comprehensive; but is the most affordable method of training at the moment. The following trainees will be trained using on-the job training New employees in the Syrup Maker in Trisco Company will undergo induction training in order to adopt the significant organizational way of life. Here they will be observing the displayed policies and regulation, code of conduct, organization culture and structure. The training will be conducted by supervisors at the work place. Once the training is conducted, Syrup Maker new employees should be able to:- Organise and tidy up the production work area, complying with housekeeping procedures and standards of cleanliness Accurately count the stock at the end of each week, and routinely check that the stocktaking values are in order with quantity counts Be correct in the use of calculations and understand the details and requirements for production planning Understand how to handle any machine and equipment issues, and be able to identify faulty equipment and OH& S risk immediately so as to inform and discuss the issues with the production managers. Operations officers Trisco operation staff in the Syrup Maker will take through courses designed for updating skills. This will prevent them from obsolescence, the training will update their knowledge and skills and preparing them for future responsibilities. Once the training is conducted, Syrup Maker operation officers should be able to:- Demonstrate effectively the operation of all machinery and equipment used for the syrup maker job position Interpret and comprehend the procedures of quality control process and observe all critical control points in the manufacturing process to the specification of managers Demonstrate sufficiently the company values and policies that are inherent in the successful achievement of company goals. 3.2.2 Off-the-Job Training This is a training method where the trainee undergo training course away from the job site, this may be provided by either the origination or external stakeholders. The training method includes lectures, simulation, audio visual conferences, programmed instructions and special study. The technique is mostly too costly and time wasting; however the course concentrate is systematic, structured and comprehensive. The employee also has a chance to concentrate while outside the work place. Blanchard and Thacker (2010). Trisco will adopt off-the-job training only for managers. All the Trisco managers will be taken through various management courses outside the work place; this will be conducted by a consultant. This training will enable the management staff develop their skills and acquire new skills from the market. The skills include current issues in the global market, new regulations in place and career progress courses. The training will develop the managers for higher levels of responsibility and thus reducing the need to hire people from outside. Justification of management training Off-the-job training requires an employee to be sent outside the workplace for training. The training includes lectures, demonstrations, Simulations and self study. This training will be more appropriate for the manager. It will be able to provide them with new skills that are deemed significant yet not available at the workplace The course content for current market trends, new ISO certification requirements and management courses required are external courses, these courses are definitely not available within the organization and therefore the employees must be sent outside the workplace for training. Looking at the organizational structure, the Syrup Maker Employees are many; the ratio of Syrup Maker Employees to that of management is 1:20. It would therefore be very expensive in terms of both cost and time to take Syrup Maker Employees for training outside the station, unlike mangers that are few. Trisco will incur cost taking managers for training outside the work place; however, the main aim of training managers is that once they come back, they will be able to train the other workers in the organization through on-the-job training method. Off the job training method is will not be the best for Syrup Maker Employees because there may be no direct link between the training and the job. The use of specialists to instruct the employees will be result to low training accomplishment since the specialists who are from external consulting firms may not know the specific conditions of the employment. The course content needs much more concentration since it involves more theoretical content and instructions. The managers therefore will need time to learn new concepts with minimum disruption; they will not be able to work whilst they are being trained Once the training is conducted, all the Trisco managers should be able to:- Understand how to handle ISO Standards procedures and requirements for certification Demonstrate sufficiently an understanding of the global market trends and current issues in the food industry. Demonstrate the ability to transfer knowledge to employees below them through off-the-job training method. 3.3 Program Schedule 3.3.1 Learning Objectives Design Process According to Laird, (2003), Effective training program needs an elaborate design to ensure the training goal is achieved. Through the use of the right training method, training needs analysis and high level of employee participation, the training outcome will definitely be positive. Learning objectives design: These objectives will specify the new knowledge and learners capabilities that the employee trained will accomplish in the course of training process. Once all the learning objectives have all been implemented, the overall training goal should be realized. There will be a Consultation with the Trisco managers to identify the broad organizational unit objectives on training. These organizational unit objectives are then escalated to clarify what the employees will need to do in their capacity to enable the organization achieve the unit objectives and goals. The employee’s behavior is then converted into learning outcome objectives. This clarifies the behavior-based-training program outcome. Finally the designer will determine the basic deliverables, contents and overall training schedule. Training program design Phases 4.0 Conclusion Learning and development assist the organization align its training needs and the career development of employees. The purpose of this exercise is to advance the employee skills and knowledge in such a manner that it will assist him/her get the job done and eventually deliver overall organization performance. Effective training is a dream of any organization, for this process to be realized, there must be proper plans on learning goals and objectives. The goals should be geared towards improving the employee and facilitate learning process by ensuring easy learning. This is achieved by applying proved learning theories and guidelines pertaining training. REFERENCE LIST Arnheiter, E.D.&Maleyeff, J. (2005).The integration of lean management and Six Sigma.The TQM magazine, 17(1), 5-18. Blanchard, P.N.& Thacker, J.W. (2007).Effective training: systems, strategies and practices,3rded.New Jersey: Prentice Hall. Blanchard, P.N. & Thacker, J.W. (2010).Effective training: systems, strategies and practices, 4thed. One Lake, New Jersey: Pearson Education publishing. Goldstein, I.L. & Ford, J. (2002).Training in Organizations: Needs assessment, development & evaluation. (4th ed) Belmont CA: Wadsworth. Laird, D. (2003).Approaches to training and development 3rd ed Cambridge, MA: Perseus. Safdar, R.W. (2010). Impact of job analysis on job performance: Analysis of a hypothesized model. Jounal of Divercity Management, 17(1), 36. Saks, A.M., Haccoun, R.R. &Belcourt, M. (2010). Managing performance through training and development. Cengage Learning. Shah, R. & Ward, P.T. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of Operations Management, 21(2), 129-149. Stevens, M.J. & Campion, M.A. (1994). The knowledge, skill, and ability requirements for teamwork: Implications for human resource management. Journal of management, 20(2), 503-530. Tannenbaum, S.I. &Yukl, G. (1992). Training and Development in work organizations. Annual Review of Psychology, 43, 399-441. Trisco (2014, March 19 a) . About Trisco Foods, Trisco Foods [Video file]. Retrieved from http://www.triscofoods.com.au/info/about.html. Trisco (2014, March 20 c). Performance and Rewards at Trisco Foods, Blackboard [Video file]. Retrieved from https://www.youtube.com/watch?v=7_GncxUMMBs&feature=youtu.be. Trisco (2014, March 20 d).Company Selection Process, Blackboard [Video file]. Retrieved from https://www.youtube.com/watch?v=N0XC7AQHVWA&feature=youtu.be. Trisco (2014, March 20a).Introduction to Trisco Foods, Blackboard [Video file].Retrieved from https://www.youtube.com/watch?v=trdOYDTHefM&feature=youtu.be. Zaccarelli, H. E. (1997). Improving Employee Performance: Effective Training Strategies and Techniques. London: Kogan Page 19 APPENDICES Appendix A SESSION PLAN COVERSHEET Training Session Title: Off-The-Job training on quality control and organization policy Learning Objectives: By the end of this session, managers should be able to: 1. Understand how to handle ISO Standards procedures and requirements for certification 2. Demonstrate sufficiently an understanding of the global market trends and current issues in the food industry. 3. Demonstrate the ability to transfer knowledge to employees below them through off-the-job training method Number of Participants: 4 Session Duration: Three hours (including ten minute break) Out of the ordinary costs: (lunch allowance of $100) Resources: ISO 9001:2008 Standars and Manuals Facilitator 1. Kemri HR consultants 2. Trisco HR manager 3. Messenger Participants: 1. Trainees to bring: paper & pen Facilitator actions before the training session: Contact participants & supervisors for pre-brief, set room up with tables & chairs, room at back for extra role play space Actions after the session: Facilitator: Evaluate employee Performance Participants: Revise training content Records management: Record trainees’ results: Completed Date: _12__/_06__/__2014_ Advise HR/supervisors: Completed Date: _15__/_06__/2014__ Session Plan designed by: ______________________________________ Date: ___________ Session Plan Training Session Title: Off-the-Job training on quality control and organization policy Facilitator: ______Kemri HR Consultants________________________________ Learning Objectives: By the end of this session, employees should be able to: 1. Understand how to handle ISO Standards procedures and requirements for certification 2. Demonstrate sufficiently an understanding of the global market trends and current issues in the food industry. 3. Demonstrate sufficiently the company values and policies that are inherent in the successful achievement of company goals. Time Method/Aids Key Points Details 0830-0900 Registration 0900-1000 -Lecture -Discussion -Chart -Global market Food industry -The learner should demonstrate sufficiently his/her understanding of the global market. - The learner should learn the trends and current issues in the food industry 100-1015 Break 1030-1130 -Demonstration - Handouts ISO -Policies -Requirements -The learner should understand the facts on ISO policies -The learner should understand the requirements before ISO certification 1130-1230 -Lecture -Discussion -Chart -Policies -Training -Learner should demonstrate sufficiently the company values and policies that are inherent in the successful achievement of company goals. -The learner should demonstrate the ability to transfer knowledge to employees below them through off-the-job training method 1230-1300 Closing session On-The-Job Training Contract TRISCO COMPANY ON-THE-JOB TRAINING CONTRACT EMPLOYER: Trisco Company REGISTRATION NO. A2564X4566M Training Supervisor: Kumar Shabir Telephone: 0202145641t Employee Name: Dideon Khurish Job Title: Syrup Maker Receptionist Training Dates: FROM May 1st, 2014 to June 30th, 2014 Weekly Work hours: 40 This contract is made between Kumar Shabir hereby referred to as Supervisor, Dideon Khurish hereby referred to as Employee and Trisco Company the employer. The contract is to provide on-the-job training to the Employee in the Syrup Maker. The employee will be training as a Syrup Maker hereby referred to as Job Title. The supervisor will provide training on the following specific tasks: Skills for training Training Time: Completion Dates: -Organise and tidy up the production work area -Complying with housekeeping procedures and standards of cleanliness 0800-1300 May 10th, 2014 -Accurately count the stock at the end of each week -Routinely check that the stocktaking values are in order 0800-1300 May 25th, 2014 Skills for training Training Time: Completion Dates: -Understand how to handle any machine and equipment issues -Identify faulty equipment and OH& S risk immediately 0200-0500 June 20th, 2014 -Be correct in the use of calculations -Understand the details and requirements for production planning 0200-0500 June 30th, 2014 Counselor’s Name: ________________________________ Address: ___________________________________________ My signature below indicates that I have read and agree to the content of this contract. Employee _____________________________________________ Signature: ______________________________ Date: _______________ Supervisor _____________________________________________ Title: ______________________________________________________ Signature: ______________________________ Date: _______________ Completion Certificate Read More