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Tuesday, January 10, 2012

Training & Development for SMC

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All employees shall have the right of access to training and development support provided by SMC. No category of employee shall be treated less favorably and denied access to training and development support purely with regard the terms of their contract of employment or any act, or deliberate failure to act, of the employer. Both sides recognize and value the contribution of training and development for all employees in further education as a means of facilitating the deployment of employees¡¦ knowledge, skills and experience in their personal and SMC¡¦s development to help achieve personal and organizational objectives. In particular it is recognized that an effective training and development policy can be a crucial factor in addressing inequalities in employment in relation to race, gender and disabilities. It is recommended that SMC produce a training and development plan, the aim of which shall be to empower all employees to carry out their roles to the highest standards, and to deliver high quality services to employees.


In these guidelines, training and development are broadly defined as those activities aimed at raising the standards of employee practice and thus lifting the quality of the employees¡¦ learning and SMC experiences. All training and development activities shall be focused towards the effectiveness of the activities; shall be evaluated in accordance with personal and organizational goals identified via employees¡¦ appraisal and SMC¡¦s strategic plan. These guidelines provide a framework for the provision of training and development support to all employees and will be developed locally with the recognized organization.


The types of training and development goals identified will depend on the personal and organizational objectives identified through the strategic planning process, and the agreed appraisal procedure. In any event the goals shall, as a minimum standard, take account of the following


�á The Mission


Help with essay on Training & Development for SMC




�á The Values


�á The strategic objectives of the SMC


�á Equal Opportunities Policy


�á Requirements for core competencies


�á Continuing personal and professional development


�á Requirements for professional and vocational qualifications in further education


�á Requirements for professional, vocational and workplace updating


�á Requirements for organizational change


�á The operational objectives of the faculties/departments/units


�á Operational performance requirements


�á Personal performance requirements


�á Team performance requirements


�á Self assessment and action planning


Consultation shall take place with recognized organizations every six months on the evaluation of training and development activities undertaken in the preceding six months period, and in respect of proposed training and development activities for the forthcoming six months period.


All employees shall have access to the staff development programming in place at SMC. They shall also have the full opportunity to attend courses and conferences to develop their professional expertise relevant to the fulfillment of the requirements of their job. The induction procedures shall be fully integrated into the training and development program for new employees.


The agreed Appraisal Scheme within SMC shall be applied equally to all employees. All employees shall be given opportunities to attend meetings to the fulfillment for the requirements of their job, e.g. team meeting and course development meetings. Managers shall endeavourer to arrange such meetings at times, which are mutually convenient to all employees. There should be clear procedures whereby employees may apply for training and development opportunities, and are given clear reasons for the acceptance or rejection of their applications.


All employees shall be encouraged to learn regularly and rigorously from their workplace activities and share their learning experiences and outcomes with their peers. Mentoring of new, existing employees and job changers is recognized as a valuable means of achieving shared workplace experience and promoting excellence in the workplace.


The implementation of these guidelines should seek to encourage an organizational culture in which learning thrives. Both sides recognize that high quality and appropriate training opportunities support the achievement of SMC¡¦s strategic objectives and empower employees to achieve high standards.


The training and development programming for each year should, wherever reasonably practicable, be scheduled flexibly to accommodate the working patterns of all employees, to allow them to undertake activities during their normal contracted working hours. It is recommended that SMC should identify annually a set budget for training and development and set a number of days for personal and cross SMC training and development activities.


The planning of the training and development activities will be subject to consultation with recognized organizations. Individual employees of the SMC should also be encouraged to participate in the consultation on the proposals for the provision of training and development activities for the forthcoming year. A review of each individual employee¡¦s training and development activities should be carried out annually via SMC¡¦s agreed Appraisal Scheme, and periodically throughout the year, as required by the appraises and the appraiser.


The standards should inform appraisal, providing criteria against which employees can analyze their skills and strengths, and their learning and training needs in relation to their professional and occupational responsibilities and goals.


Sharing best practice within and beyond an individual is recognized as a cost-effective way of maximizing the value added that could be achieved from training and development activities. Numerous opportunities exist within SMC, including staff meetings, bulletins, classroom, work-place observation and work shadowing.


The implementation of SMC¡¦s training and development plan will be monitored and evaluated against clear criteria. The results of the evaluation should be available to all staff and to recognized trade unions and will inform the next training and development planning cycle. Particular care should be taken in the monitoring and evaluation process to ensure that there is no discrimination on the grounds of gender, race or disability, and that all staff, full or part-time, have equal access to training and development opportunities.


Making the transition from employee to supervisor can be difficult and challenging. Participants will be given tools to incorporate management techniques and take on their new role of supervisor and get work done through others by developing new leadership skills. There will be discussion and practice in the skills of


�á Setting objectives


�á Following up


�á Coaching


�á Counseling


�á Giving feedback


�á Evaluating subordinates performance


The benefits of participants will acquire an overall view of the art of supervision and learn specific skills. They will have the opportunity to practice their newly acquired skills. They will also observe others, give feedback and discuss the merits of individual interpretations of the techniques.


The educational and Corporate Training, in the Human Resources Department, supports this goal directly by researching, designing, developing and delivering a wide variety of workshops, seminars and professional development opportunities for employees. We strive to ensure every workshop we offer is higher level of skills-based, current and delivered in an engaging, learner-centered manner.


Just to let you know, this is where Tim¡¦s part ends and mine begins!


SMC¡¦s comprehensive training program addresses the needs of existing employees, the newly hired employees, and the needs of the supervisors and directors. Yet certain issues and questions need to be addressed as well, such as


1. What are SMC¡¦s training needs?


. How will SMC conduct it¡¦s training?


. Who will conduct SMC¡¦s training (internal, external, contracted)?


4. And finally, how will SMC evaluate the effectiveness of it¡¦s training?


These four issues will be addressed in the balance of this paper.


What are SMC¡¦s Training Needs?


SMC utilized the five step training and development process covered in the text ¡§Human Resource Management¡¨ by Dessler for the course Management 41 Human Resource Management. The five steps in the process include


1. Needs Analysis


. Instructional Design


. Validation


4. Implementation


5. Evaluation and Follow-up


To aid in the development of a training plan and the needs of this plan, a training


Plan that details the type of training that will be required and provided for the various positions, as well as any on-the-job training should be generated.


SMC¡¦s training needs lie in 7 main areas of it¡¦s business operation and include human resources, an assistant to the CEO, customer service, finance and accounting, manufacturing, operations, and marketing and sales.


The first part of the five step training process is a needs analysis (Carolan, 1). This is where SMC identifies the specific job skills needed as well as developing performance objectives. An analysis of the job skills and requirements that the new hires have up to this point (before training) is documented. SMC will ensure that the employee¡¦s performance will depend on their training, not low employee morale due to low salaries (Dessler, 000). SMC concurred that the required skills needed for the 7 main areas will improve productivity and efficiency, that being one of the main goals of SMC¡¦s training program. SMC will train the 86 newly hired employees in the areas of human resources, customer service, finance and accounting, manufacturing, operations, and marketing and sales. Besides the assistant to the CEO, these areas of employment are already in place. Therefore, the existing employees in the areas will aid in the training of the new personnel and will help identify and define the specific job performance skills needed and help teach these methods and procedures to the trainees.


The second part in the need analysis is to determine whether or not the trainees are suited for the new positions. Do the trainees possess the education, skills, and experience to perform the job efficiently? If the new hires are lacking in any of these state areas, our selected trainers will instruct them and bring them up to par in the education, skills, and experience necessary to fulfill the obligations of the new positions.


The third section of the needs analysis is to ¡§use research to develop specific measurable knowledge and performance objectives¡¨ (Carolan, 1). SMC will determine specific performance and knowledge objectives for each position based on the already existing positions. SMC presently knows what these objectives are because they are already being put into use at SMC by the current employees. These objectives will be taught to the newly hired personnel. The only position that will require a new needs analysis is the ACEO because this is a new position.


SMC must remember that because the workforce is 0% white and almost all male (except for the 1 female customer service representative), a culturally and racially diverse workforce is required, and the needs of employees of other cultures, races, and genders will be met and satisfied and may be different than what is already in place. For instance, women will be a fantastic addition to the company so there might be a larger need for help with childcare than before. Assistance with childcare will be implemented so that the actual time for these new hires will be available to learn the additional and necessary skills. And what about education? Diverse backgrounds and cultures bring diverse education and experience. SMC will remain flexible to meet the challenging needs of the newly hired personnel. Diversity will bring new opportunities and challenges for the employees and employers and deciphering SMC¡¦s training needs will aid in this transaction.


How will SMC Conduct it¡¦s Training?


SMC will conduct it¡¦s training by utilizing the second step in the five step training and development process, instructional design (Carolan, 1). SMC will produce and compile the actual content of the training program utilizing activities, workbooks, and exercises. SMC will gather objectives, methods, activities, and examples of what they are instructing. These activities and methods will pertain the specific job description in each area of operation. SMC will produce workbooks, handouts, materials, videos, and other media sources to help instruct and train the new personnel. SMC will organize this material in such a way that supports ¡§adult learning theory¡¨ (Carolan, 1). SMC¡¦s trainees will ensure that all training material¡¦s meets the stated learning objectives. Finally, the trainees will handle all of the program elements by editing and ensuring that all training sources are meeting the training objectives in the highest quality.


Specific training techniques such as on-the-job training, apprenticeship, job instruction, informal learning, lectures, programmed learning, audio-visual techniques, tele-training, video-conference distance learning, vestibule training, and computer based training via the internet will be implemented depending on the job descriptions. Depending on the area of employment, specific training techniques are more suited and effective than the others. For instance, on-the-job training is most effective for operations because an actual doing of the job is quick and appropriate for an operational position. Additionally, programmed learning would aid in the finance and accounting department because a textbook and/or computer is used, and with all of the detail and tedious duties of this department, programmed learning would aid in the training process of the finance department because a text or written information is in many times necessary for reference. SMC will examine the 7 areas of employment, decipher what training techniques are most appropriate and effective, and then apply those techniques to those specific positions.


The third step in the five-step training process is validation (Dessler, 000). This is where SMC will introduce training programs and materials to a representative audience to ensure program effectiveness. SMC will utilize the existing employees (most likely management) to evaluate the validation of the program before introducing it to the new personnel.


Who will conduct the Training?


SMC¡¦s training will primarily be conducted internally. SMC possesses the skills and talent presently with the existing employment. Time and money will be saved by utilizing SMC¡¦s already existing staff. Of course factors such as time management and pay will be addressed¡Kare the trainers going to be working overtime to perform the actual training? The normal work schedule and duties cannot be interrupted or productivity and efficiency will be diminished. A plan will be introduced to keep the work schedule and goals of the company in place while the training is occurring. Contractual help will be implemented if necessary and can only be determined when problems arise in the training process. SMC will primarily keep the trainers internal, that is, they are working for the company presently. The HR manager and specialist will be in charge of picking the trainees.


References


Dessler, G. (00). Human Resource Management. Prentice-Hall New Jersey.


Carolan, Mary D. (April 1). ¡§Today¡¦s Training Basics Some New Golden Rules,¡¨ HR Focus, pg. 18


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