performance rate for the organization. For determining the employee's performance observation and supervision methods would be beneficial. M&M will conduct a job analysis and needs assessments. A job analysis is defined as “the identification of knowledge, skill, task, and behaviors that should also be included in a training program” (Ivancevich & Konopaske, 2013, p. 395). M&M need to identify what is required to have high performance, knowledge, skills, and ability that are essential for the task. M&M will conduct organizational analysis or company assessment. The organization must “examine the firm’s mission, resources and goals to determine if training can be used to improve the company’s success, growth, and strategy” (Ivancevich & Konopaske, 2013, p. 395). The organizational analysis should emphasize that both current needs and the future training needs of M&M. Methods for conducting needs assessments would include reviewing the organization's human resource records, interviews with top executives, managers, recruiters, and focus groups which include some different individuals working within the company. M&M will conduct surveys, questionnaires, group tests and observations to identify the areas of training that need improvement. Developing and Obtaining Training Content Efficient training design considers learning concepts and a wide range of different approaches to training (Ivancevich & Konopaske, 2013). Working in organizations should be a continual learning process, and learning is the focus of all training activities (Ivancevich & Konopaske, 2013). Different approaches are possible because learning is a complicated psychological process (Ivancevich & Konopaske, 2013). M&M should use a recognized training method by using the qualified or experienced subject matter expert (SME). Using an SME, the
M&M PROGRESSIVE CASE STUDY PART THREE 9 company took advantage of on the experience and recognized knowledge gained by this employee over their career. SME would bring the knowledge working in a sales company, and the direct knowledge of industrial and home products of M&M. The SME may also have specific technical training or certification which may make the in-house training more valuable as the SME would know a technical or certificate training path for M&M employees. Additionally, there are instances when an external trainer will be brought in to deliver training; these are people who can offer a broader perspective that is relevant to what the company is doing (Atkinson, 2001). One issue that may need to be considered is that not every employee that can perform an exceptional job will also possess the skills required for training others (Atkinson, 2001). Subsequently, the management would need to evaluate if the SME can relate their experience as efficient knowledge transfer. M&M could also consider external training programs that result in a technical certification. External training may happen on-site, and cost saving as the training could include a group of employees. However, one drawback could be that few of the external programs available would relate to a specific industry. While it is not always a
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- Fall '16
- Farah Nabilla
- Human Resource Management, Progressive Case Study, M&M PROGRESSIVE CASE