In this case study the training needs analysis is lacking in job duties and responsibilities that create an unsafe environment. The training program is not consistent or is it cost effective in the trial and error method in backhoe procedures. Jim needs the organization to create a training objective in KSAs. Management needs to review the workplace methods in safe practices, regulations and work conditions that meet the goals and objectives of the organization.
Potential Cost to Lack of Training
This method in trial and error for a day to check an employee’s skills can mean they are doing well, but improvement is needed in their progress to determine their KSAs. Jim is adaptable to changing situations, but truly does not know the backhoe equipment, safety precautions, or the operating techniques of digging a hole. This type of training does not align in cost effective measures, the supervisor should observe and mentor Jim in his position as a backhoe operator and teamwork is essential to get the job done. There is no transfer of training to the task. It appears the organization is small and lacks resources to train their employees in new skills. There was no development phase of formulating an instructional strategy (Blanchard & Thacker, 2013). The organization lacked high quality services, and continued to grow and Jim’s job satisfaction to a large degree is dependent on input from other co-workers.
The crew chief and Bill Granger, gave credible advice, standards of performance and guidelines by providing proper instructions in operating the backhoe. However, Jim’s work quality was deficient in breaking waterlines or digging up underground telephone lines. According to Blanchard & Thacker (2013, p. 151) table 5-4 would have been cheaper in a training program, then constantly paying for the damage Jim imposed upon the company. It was as if there were no rules to work by, and Jim did not have a clear sense of appropriate behavior. In addition, his crew members were not happy in Jim’s operating techniques and they strived to get the job done safely and effectively. This type of non-training is detrimental to the organization, and can create a hostile work environment with individuals needing proper skills. Jim is performing inefficiently and lacks the application to perform the job satisfactorily.
Recommended Methods and Training for the Organization
The employee selection process starts with the job description. The employee employed is interviewed and other applicable testing for the position. This will include the pre and post-test method in screening the applicant according to the organizations policies and state, federal regulations. In addition, consider a ninety day probationary period. This would help the organization to determine if Jim’s performance, attitude, attendance measures to the organization’s standards. The business stakeholders want to know that the employees and training matches the experience, benchmarks and performance metrics (Saunderson, 2012). According to Saunderson (2012) the training needs to be transparent, solve problems, how to operate equipment and relay information and not provide redundant skills.
According to Blanchard & Thacker (2013, p. 155) table 5-6 verbs is transferring the training: Knowledge to analyze, cite explain and reproduce tasks.
Skills to assemble, operate install and demonstrate.
Attitudes align with the organization in commitment.
Jim was deficient in these skills as the operator of the backhoe and the crew chief and team members realized he was not prepared for this position. Therefore, the TNAs would be cost effective for the organization. This means a combination of classroom and on-the-job training. The workplace training is to incorporate the latest organizational policies, procedures and state, federal guidelines. In addition, the training would be tailored to certifications, training materials, safe work conditions and ready reference materials for the pretest/post-test final exam. Workforce training and planning trends today need to meet these objectives (Planning for people, 2012, Dec 29): Address skill gaps.
Recruitment process, orientation, employee coaching, mentoring and development are specific and have compensation initiatives. Define goals in terms of human resource metrics, timelines and measure what is accomplished. Ensure senior management support.
Involve management in overseeing the development of the workforce plan and it is linked to the corporate strategy. Ensure employees are updated/trained in new policies/procedure and are executed effectively. This would create an organization’s continuity plan towards the strategic direction. In addition, the organization implementation, maintenance and performance metrics.
The Trainer and Training Environment
The trainer and training environment will be within the workplace. This will eliminate any concerns that this training will not work at this plant, the boss generally makes those decisions and will better transfer the training to their specific job Blanchard & Thacker (2013, p. 285). In a small business this is cost effective and the development phase input, process and output define the organizations objective goals. In the training and development process of equipment it will be done off-site to determine skills, safety practices and the actual physical operation of outdoor machinery. Throughout this implementation phase, the physical environment must be constantly monitored. This ensures learning has occurred. The learning process will be generalizability in jobs-relatedness and practice skills to the actual job Blanchard & Thacker (2013, p. 294).
The primary concerns in a training program is the learning impact, cost, time schedule without reducing productivity in the workplace environment. Therefore, the training program will be disseminated in advance throughout all levels of the organization. This will allow management, senior executive’s involved sufficient time to arrange employee’s schedules. This will be done so that work assignment can be adequately covered during the individual’s absence. The training will be evaluated and measured according to the skills learned and transferred to the job. According to Blanchard & Thacker (2013, p. 318) providing feedback to the trainer, can be used to modify the program and process to facilitate the training success.
The case scenario with Jim, truly demonstrated that trial and error method is not cost effective as a training and development program would be in an organization. In addition, when individuals are deficient in job skills it can create a hostile environment, lower morale and not encourage teamwork. In the above examples the best trainer would be within the workplace to diminish any barriers to the training methods. In addition off-site training for outdoor machinery would be effective in safe work conditions and actual operation of equipment. Jim needs the organization to create a training objective in KSAs. Management needs to review the workplace methods in safe practices, regulations and work conditions that meet the goals and objectives of the organization.
Blanchard, P.N. & Thacker, J. W. (2013). Effective Training: Systems, Strategies, and Practices (5th ed). Upper Saddle River, N.J: Prentice Hall. Planning for people. (2012, Dec 29). Winnipeg Free Press Retrieved from http://search.proquest.com/docview/1265594428?accountid=32521 Saunderson, R. (2012). Transparency in training. Training, 49(1), 134-135. Retrieved from http://search.proquest.com/docview/1020618237?accountid=32521
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