The program will have both short and long-term goals associated with each manager. As part of their development plan, they will have a quarterly follow-up meeting with leadership to discuss their progress and address constructive feedback. Part of the training will be through the corporate portal, while the majority of the training is hands-on development. Working in the management team requires the ability to lead, communicate, and train your team. With our continued learning program, we feel that this will increase effectiveness and reduce the loss of talent at Motors and More Inc.Needs AssessmentThe Motors and More HR department conducted a needs assessment to create a formal training program successfully. This assessment was required at all levels of the organization to
HUMAN RESOURCE PLAN FOR MOTORS AND MORE 27determine better the needed tools and resources needed to develop the training program. The job of the needs assessment, as explained by Royse et al. (2009), is a method to “estimate deficiencies” (p.3); in this case, we were attempting to identify what was missing in the training and development procedures within Motors and More. An official training program did not exist and needed to be developed from scratch.The HR department carefully and methodically chose what we thought was the right process to conduct the assessment that we believed was the best fit for the company and was aligned with the company’s needs and values. The method used, discussed by Kaufman & Guerra-López (2013), was the “Organizational Elements Model (OEM)” and consists of “five levels” that allowed the department to assess each department and level of Motors and More (pgs. 13-15). This method allowed us to see the breaches from a birds-eye view – the organization as a whole – all the way down to the employee level (Kaufman & Guerra-Lopez, 2013.(The instruments used in completing the needs assessment were found to be the best for Motors and More. There were a variety of job analysis tools used. However, we found two to be an excellent fit for the company. The HR department conducted a series of interviews with supervisors and managers using a “job analysis grid,” as McConnell (2003) explains, which was executed by meeting with the employees to determine capabilities of performing each job and analyzing the results (pgs. 162 -166). We used another process for the other employees of the company that was designed to focus only on what employees should be required to learn for the job, eliminating material that would otherwise be time-consuming and unproductive (McConnell,2003, p. 171). This process was utilized not only for new employees but for existing employees as well.
HUMAN RESOURCE PLAN FOR MOTORS AND MORE 28Training DevelopmentDeveloping a training program was a heavily involved task for Motor and More’s HR department because of the lack of a formal training structure. We analyzed the options of purchasing an external training program, creating an internal one, or using both. To identify the