Introduction of the organisation
Sim’s Hardware provides a wide range of products at competitive prices for the purpose of home improvement. Sim’s Hardware has been a part of the Australian retail landscape from last many decades. Sim’s Hardware opened its first store under the name of Sim’s Home Goods in George St Sydney. Sim’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The business quickly expanded from one to four stores across Sydney’s northern and western suburbs. The stores employed the equivalent of 60 full-time staff by the beginning of 1928.
Mission statement: Sim’s Hardware provides the best quality hardware, homewares, garden supplies and building materials from Australia and the world. Sim’s Hardware is committed in providing customers and trades people with value through everyday low prices, product quality, expert service, community engagement and environmental responsibility.
Vision statement: Within five years, Sim’s Hardware will lead the hardware and home-improvement market in Australia.
Strategic directions:
Organizational value: Sim’s Hardware values ethical and compliant practices and the highest level of service to all stakeholders
Affirmative Action
Our affirmative action program is to seek the right person for the right job. We strive to ensure equal access to promotion, training and development opportunities, and all other aspects of employment to all classes and groups of individuals. We have a number of affirmative action programs.
Supervisors must review results staff members are achieving and give appropriate feedback. Recognising excellence in achievement of sales targets is motivating for staff members, and provides incentive to continue enhancing their sales performance in the future.
Recognising achievements can take a number of forms. The simplest is by personally congratulating individuals and teams on their performance. The biggest reward one can sometimes get is a pat on the back for a job well done. Tangible forms of reward our Company offers are bonuses, team dinners or gift vouchers.
If skills and knowledge are inadequate, Sim’s Hardware will commit to training and retraining staff to achieve a level of customer service which distinguishes us from the competition. Sim’s Hardware will provide ongoing training to hone customer service skills, develop staff and promote retention of skilled staff.
On the other hand, resources will need to be utilised in the most cost-effective way to reach customers given cost pressures. Threats may be minimised through positioning Sim’s Hardware correctly to offset the impact of competitors’ marketing activities. Credit card transaction procedures, Electronic EFTPOS and credit card procedures are technological resources that are used.
Aligning strategy with learning brings it into sharp focus. If you are going to invest time developing skills that promote one goal, that goal must be immovable. It has to offer quantifiable benefits in some form or another. And it must be identified and locked-in far enough in advance to implement learning strategies that support it. When learning outcomes become integrated into corporate strategy, it makes it difficult to avoid scrutinising that strategy. It brings each goal to the attention of numerous individuals, requires objectives to be thoroughly researched and justified before their implementation, and commits multiple resources to achieving one clearly defined outcome.
ADDIE – The ADDIE model is the generic process traditionally used by instructional designers and training developers. The five phases; Analysis, Design, Development, Implementation, and Evaluation; represent a dynamic, flexible guideline for building effective training and performance support tools
PROJECTS – The following projects are designed for you to start learning about flexible learning for yourself, and contributing what you learn to the general pool of knowledge on the subject. We hope that by doing these 4 projects you will develop skills and understandings that are useful for designing for flexible learning practice.
Designing and development of a learning strategy
There are two types of educational strategies that most corporations need to develop: education for new hires, and ongoing education for employees in each team, section, or division.
Education for new hires is a given. How else will new employees know what is expected of them? Ongoing educational programs for employees are equally important—whether those employees be at the management level, the team leader level, or the general employee level. These educational programs can be presented in a variety of ways depending on the corporation’s business niche, and the amount of funds it has for such training.
The goal of a corporate-wide learning strategy must be to ensure that all employees are not only able to perform their jobs and fulfil their responsibilities to the best of their ability, but also be able to “rise up the corporate ladder” if they so desire—from valuable team member into a management position. These educational strategies are, in essence, part of an “employee retention plan.”
Approach: Make sure you understand the organization and audience well. Identify the method to be used to implement the learning strategy. The selected learning and educational methods, principles, theories, and models should be repeatable and based on reliable data and information. This consistency will make your process reliable and systematic.
Deployment: Start implementing the learning strategy plan established during the approach phase. The plan will need to refer to the extent to which your approach is applied in addressing the education and learning strategies selected for the project, and how to apply this approach consistently. Deployment is evaluated on the basis of the breadth and depth of implementation of the approach to relevant work units, teams, and departments throughout your organization.
Learning: To be effective, learning needs to be embedded in the way your organization operates. This means that learning is a regular part of daily work; is practiced at personal, work unit, and organizational levels; results in solving problems at their source (“root cause”); is focused on building and sharing knowledge throughout your organization; and is driven by opportunities to effect significant, meaningful change and to innovate.
Integration: Focus on harmonizing plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. Effective alignment requires a common understanding of purposes and goals. It also requires the use of complementary measures and information for planning, tracking, analysis, and improvement.
Results: Identify indication of either improvement or achievement of expected outcome. Once the learning strategy plan is deployed, and lesson-learned key points are identified and addressed during the integration phase, it is time to measure and evaluate the indicators of performance improvements or the sustainability of good performance.
For a while now, instructional designers and learning professionals have been well aware of the importance of writing learning objectives that reflect the learners’ needs and represent organizational goals. Several methods are used to capture specific learning objectives that can be measured after implementing a learning or performance improvement solution. However, are you sure that you are following an appropriate learning strategy. A well-defined learning strategy will determine the approach for achieving the learning objectives. There is a model for a learning strategy plan, which combines Six Sigma, Malcolm Baldrige, and Andragogy (adult learning) principles. The model consists of a five-phase process that encompasses learning, and includes instructional design models, media, methods, technologies, and learning styles. The learning strategy plan thus should align all those components to ensure that they help to achieve the organization’s goals.
Competency-based learning refers to systems of instruction, assessment, grading, and academic reporting that are based on students demonstrating that they have learned the knowledge and skills they are expected to learn as they progress through their education.
Accredited courses are formal confirmation that the course:
Flexible learning expands choice about what, when, where and how people learn. It is a learner-centred approach to education and training that covers a range of delivery modes, including e-learning, distance education, mixed-mode delivery, online learning, self-paced and self-directed learning. Flexibility is a fundamental concept in the national training system. Employers and industry in general need to have access to training that suits their business environment, and students are increasingly drawn to education and training pathways that help them balance their work, life and education commitments.
Assessment tools are materials that enable you to collect evidence using your chosen assessment method. Assessment tools are the instruments and procedures used to gather and interpret evidence of competence.
There are four simple steps in the design process:
Step One – Familiarize yourself with the mandatory requirements of the assessment task/s.
Step Two – Use your understanding of the specie competencies to choose appropriate assessment method/s.
Step Three – Get down to business and devise the assessment tool/s.
Step Four – Trial and re ne your tools, to help you maximize condense that the tool/s can be used flexibly and assist you to make valid, reliable and fair judgments.
The basis of many complaints leading to formal applications for review is a lack of trust, miscommunication and the quality of relationships in the workplace including unresolved conflict.
Factors to consider
Employee complaints can be managed in a number of ways. The approach that is taken will depend on the following:
An appropriate starting point for resolving a complaint, conflict or dispute would be for human resource practitioners to consider the following questions when discussing approaches with managers:
The technical direction may be defined by generating a program-level technical strategy documented in a technology plan or roadmap. Given the current state and constant change of technology, without common guidance, individual organizations may use their own methods and technologies in ways that can actually hinder adaptation. A technology plan provides the guidance to evolve and mature relevant technologies to address future mission needs, communicate vital information to stakeholders, provide the technical portion of the overall program plan (cost and schedule), and gain strong executive support. It should be a basis for an ongoing technology dialog between the sponsor and systems developers.
Implementation of developed organisational learning strategy
Explain the steps you will undertake as a Learning and Development consultant in order to do the following:
Get input from all meeting members – concerns, feedback, interests, and challenges.
A validation schedule is a five-year plan; each training product must be reviewed at least once in that five-year period. At least 50 per cent of the training products must be validated in the first three years of the schedule. Your organization might choose to validate its training products more often, for example, if risk indicators demonstrate that more frequent validation is required. Indicators of risk might include the use of new assessment tools delivery of training products where safety is a concern, the level and experience of the assessor, or changes in technology, workplace processes, legislation, and licensing requirements.
An appropriate starting point for resolving a complaint, conflict or dispute would be for human resource practitioners to consider the following questions when discussing approaches with managers:
An appropriate starting point would be for human resource practitioners to consider the following questions when discussing with managers the resolution of complaints, conflicts and disputes:
It is essential that policies and procedures are monitored regularly. This helps the organization to learn from experience and as the organization grows and evolves, needs might change, therefore should the policies and procedures. As policies and procedures are used daily so the need to continually review them is necessary. Steps are:
Outcome evaluation means evaluating whether the organizational learning strategy made a difference, and if so, what changed. It documents effects achieved after the implementation of organizational learning. Outcome evaluation answers the question.
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