P1 – Explain how the training needs for an organisation are linked to the different levels within its structure.
Without any doubt, the training needs for an organization are connected greatly with different levels within its structure. It has been observed that the training needs are different at different levels and for different employees (Chow et. al., 2007). The same has been displayed below by highlighting the training needs of three different employees of College UK operating at different positions of the college.
Firstly, the training requirements of Sam for position of course leader at College UK include:
Secondly, the training requirements of Rachael for position of Security Officer at College UK include:
Thirdly, the training requirements of Maria for position of Level 2 Course Leader at College UK include:
M1- Compare the training needs for the staff at different levels in an organization
The company could easily recognize training needs by adopting the training cycle model. The training cycle model encompasses five levels including:
Evaluation – At this level, the College would examine how efficiently its training is implemented. It is conducted through way of supervision sessions, performance observations and focus groups.
D1- Assess the importance for an organisation of training its staff, using appropriate examples from different levels
It is highly vital for an organization to effectively examine and recognize the training needs of its employees because for identifying the skills gap (Chow et. al., 2007). Moreover, there is no doubt in the fact that recruitment is a highly expensive and time taking process. In case if there exists a job opening at some senior position, the company should find the capable applicants for the position and identify from where exactly and how the training should be offered. However, it’s less costly than appointing fresh new candidates. It works like an encouragement for the prevailing employees within the organization. For the purpose of evaluating training needs, a regular review needs to be done for recognizing the training needs along with the skills gaps (Stone, 2002). Additionally, it would also enable the companies to examine the employees’ efficiency and offer them suitable training for enhancing their competence. Moving ahead, it has been observed that the employees operating at lower level within the company do not need high amount of training for the reason that their job profile requires less understanding. While, the employees placed at higher levels of the company require regular and proper training as their tasks call for high understanding and expertise. Further, the company could offer training internally, externally or on-job.
P2- Describe what an organisation needs to consider when identifying its training need
The College UK can classify the needs of training through skills gap evaluation. Initially, it should classify that the aims should get together for the progression of the workplace, hence the people can determine its existing set of capabilities (Paauwe & Boon, 2009). As the evaluation is done the teacher shall measure the gap by evaluating the present objectives against future goals. For instance, in case if a teacher desires being a security official and wants the same to be added to her job profile, in that situation she must go through proper security training in order to be proficient. Additionally, the College UK could easily be acquainted with the training requirements through benchmarking the manner in which the present employees function and also focus upon staff member who are performing very good in their respective area of expertise. Benchmarking can assist the institution in evaluating the value of the prevailing policies, performance and strategies. It could also help in examining other similar companies that are functioning more efficiently. Taking a step ahead, the College could easily recognize training needs by adopting the training cycle model. The training cycle model encompasses five levels including:
Evaluation – At this level, the College would examine how efficiently its training is implemented. It is conducted through way of supervision sessions, performance observations and focus groups.
M2- Explain the importance for an organisation (and its employees) of identifying its training needs
It is highly vital for an organization to effectively examine and recognize the training needs of its employees because for identifying the skills gap (Chow et. al., 2007). Moreover, there is no doubt in the fact that recruitment is a highly expensive and time taking process. In case if there exists a job opening at some senior position, the company should find the capable applicants for the position and identify from where exactly and how the training should be offered. However, it’s less costly than appointing fresh new candidates. It works like an encouragement for the prevailing employees within the organization. For the purpose of evaluating training needs, a regular review needs to be done for recognizing the training needs along with the skills gaps (Stone, 2002). Additionally, it would also enable the companies to examine the employees’ efficiency and offer them suitable training for enhancing their competence. Moving ahead, it has been observed that the employees operating at lower level within the company do not need high amount of training for the reason that their job profile requires less understanding. While, the employees placed at higher levels of the company require regular and proper training as their tasks call for high understanding and expertise. Further, the company could offer training internally, externally or on-job.
P3 – Plan suitable development activities for a training programme
The development activities plan for a training programme at Zee Company involves the following steps:
M3- Explain the importance of the factors which need to be considered when planning, designing and delivering a training programme.
The College UK would require examining a number of aspects for training purpose. In case if some new approach needs to be considered, then it is obligatory for the personnel to go through proper training in a suitable way (Chow et. al., 2007). The company might also identify as well as make available other programs linked with safety and health, for instance procedure safety management. Additionally, the learning basis such as community college might also be considered. The institute might need to contact their community college and also, get assistance in recognizing of training and development needs. The college may also perform education survey among the staff for the purpose of examining the current level of literacy and knowledge (Johnason, 2009). Further, the college would make available several training prospects for the employees including on job as well as internal training for the staff members for ensuring they possess the most appropriate abilities for efficiently completing the allotted tasks. Furthermore, the delivery techniques would take in mentoring and conducting regular seminars.
D2- Evaluate the planning, design and delivery of a training programme
Administration team of Zee Company would be responsible for developing and implementing effective training plan. The team is responsible for making sure that all required and appropriate tools and resources are available for offering effective training to the employees (Paauwe & Boon, 2009). A plan, which outlines the goals of the training approach would be collected altogether. The programme would make use of the information and facts collected during training needs analysis (TNA). Moreover, it would also take in interviewing the technical experts holding the competence of preserving the resources for the purpose of computing the distinct abilities it has.
P4 Conduct a review of the success of a training programme
In order to effectively review the success of the proposed training programme the company would make use of 4 levels of learning evaluation. The levels include:
Level 1: Reaction
At this level the company would measure how the trainees reacted towards the training. It is important for the training initiative to be successful to first understand how the people being affected view it.
Level 2: Learning
At level 2, the company would examine what exactly the employees have learnt during the training sessions. It is highly important to measure the progress of the training programme and ensure it is offering adequate and required skills and knowledge among the trainees.
Level 3: Behavior
At this level, the corporation would examine the level to which the trainees have transformed their behavior on the basis of training received. The company needs to check whether the offered training is having any positive impact on the employees’ conduct or not.
Level 4: Results
At this level, the corporation would evaluate the eventual outcomes of the proposed training initiative.
D3- Evaluate the effectiveness of a training programme.
The effectiveness of the training programme set out for the employees greatly depends upon the outcome and impact. First of all, the outcome plays an important part in deciding the effectiveness of the training initiative. Higher the outcome measured of the employees as compared to the previous outcome, the higher is the effectiveness of the training programme. Secondly, the impact training programme have upon the employees performance and overall knowledge is also quite vital. The company would regularly measure the impact and outcome to ascertain that the training initiative are well in line.
References
Chow, C. W., Haddad, K. & Singh, G. (2007). Human resource management, job safaction, morale, optimism, and turnover. International Journal of Hospitality & Tourism Administration, 8(2), 73-88.
Johnason, P. (2009). HRM in changing organizational contexts. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge.
Collings, D. G. and Wood, G. (2009). Human resource management: A critical approach. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 1-16). London: Routledge.
Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical review. In D. G. Collings, G. Wood (Eds.) & M.A. reid , Human resource management: A critical approach (pp. 38-54). London: Routledge.
Landale, A. (1999). Gower handbook of Training and development. Gower publishing. Ltd.
Stone, R. J. (2002), Human Resource Management, 2nd Edition. Jhon Wiley & Sons
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