Contents

Introduction

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Problems in relation to Training & Development How to Solve the Problem in Short & Long Term What are the Methods of Training How to market the Training Plan

INTRODUCTION M/s Silva Furniture, a medium sized furniture manufacturer has been in business for the last 25-30 years and has made steady progress during this period. Mr Austin Silva the owner has been managing the company for the last two decades and has had no problem with its employees. The company has been doing reasonably well and the employees are paid above the market rate salaries. The working conditions of the company are perceived good by the employees. All employees enjoy similar benefits. However Mr Silva has noted that majority of the employees are engaged in unproductive activities and work for the sake of salaries. These observations have made him nervous and he feels that the situation needs to be improves through short and long term action. If you are, as the Human Resources Manager been asked to do a survey to find out the reasons and recommend remedial action to improve the present situation what would you do?

What are the current problems faced by this organization in relation to Training & Development function?
1) Lack of planning (Corporate plan/ HR plan) The human resource planning (HRP) is a problematical area, in particular, during the phases of disorder and confusion within the business environment, which can provoke instability. Thus, hesitation is created among the need of planning and the complexity of forecast. Although this complexity, the essential principle of HRP is straightforward; according to Reilly (1996) is 'having the right people, in the right place at the right time'. The problem that is trying to be resolved is to know whether HRP can, and how, still be useful for an organization in the current environment. Indeed, nowadays, the process of HRP can be considering as old-fashion, but it is still used under different forms, by organizations. This first section will present the background of the subject with the project's objectives and give an overview of the research problem with its structure. Nowadays, organizations have to be reactive to find ways which can execute the more rapidly their strategies, because of the constant changing business environment, where the planning cycles are reducing due to competition and reactivity of the market. 2) We assume that there are no proper Job Analysis and Job Description Jobs are dynamic and subject to change. Before people are assigned work, managers must examine jobs scientifically and describe the tasks needed clearly. Job analysis is a systematic exploration of the activities within a job. It is a technical procedure, one that is used to define the duties, responsibilities and accountabilities of a job. This analysis involves the identification and description of what is happening on the job accurately and precisely identifying the required tasks, the knowledge and the skills necessary for performing them, and the conditions under which they must be performed now and in the future. Job design and redesign : Once the jobs are understood properly, it is easy to locate weak spots and undertake remedial steps. Unnecessary movements, simplifying certain steps and improving the existing steps through continuous monitoring can be followed through a process of redesign. Job evaluation : Job analysis helps in finding the relative worth of a job, based on criteria such as degree of difficulty, type of work done, skills and knowledge needed, etc. This in turn helps in

Job Description (JD) : A written statement of what the jobholder does, how it is done, under what conditions it is done and why it is done. It should accurately portray job content, environment and conditions of employment. 3.Specific words to be chosen to show the kind of work, the degree of complexity, the degree of skill required, the extent to which problems are standardized and the degree and type of accountability4.The extent of supervision available should also be clearly stated5.The reporting relationships must be clearly stated (e.g. who reports to whom, frequency, etc.) Job Specification : The minimum acceptable qualifications that an employee must possess to perform the job successfully. Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, education, experience, certification and abilities needed to do the job effectively. The personal attributes required for a job specification are: 1.Essential attributes: skills, knowledge and abilities (SKAs) a person must possess 2.Desirable attributes: qualifications a person ought to possess 3.Contra-indicators: are attributes that will become a handicap to successful job performance. 3) There is no succession plan 4) Absence of performance appraisal Pitfalls Pitfalls of a PA program will be evident if the managers are not adequately trained to monitor, interview and grade their staff. Grading that does not accurately reflect the employees work performance could land a company in hot water, as performance evaluations often are used as evidence in wrongful termination cases. Further still, supervisors who let personal bias creep into their employee evaluations could be setting the stage for a lawsuit. 5) Absence of Training Analysis 6) Resistance to change (comfort zone, monotonous, routine job) Resistance to Change The adoption of innovations involves altering human behavior, and the acceptance of change. There is a natural resistance to change for several reasons.

People resist change:

When the reason for the change is unclear. Ambiguity--whether it is about costs, equipment, jobs--can trigger negative reactions among users. When the proposed users have not been consulted about the change, and it is offered to them as an accomplished fact. People like to know what's going on, especially if their jobs may be affected. Informed workers tend to have higher levels of job satisfaction than uninformed workers. When the change threatens to modify established patterns of working relationships between people. When communication about the change--timetables, personnel, monies, etc.--has not been sufficient. When the benefits and rewards for making the change are not seen as adequate for the trouble involved. When the change threatens jobs, power or status in an organization.

Decision makers will be more responsive to change:

If the information presented coincides with their current values, beliefs, and attitudes: If they perceive that the change will benefit them more than it will cost them: If the innovation requires marginal rather than major changes in their views or lives: If they have a demonstrated need for the innovation: and If the innovation is introduced gradually so that people can adjust to the resulting change.

What action should be taken to solve these problems in the short term and long term?
Short Term Action Plan 1. Training Needs Analysis system to be introduced 2. Performance Appraisal System A performance appraisal program (PA program) is important to employees professional development, to meeting the companys or firms goals or objectives and, ultimately, to contributing to the companys or firms bottom line. No employer, whether a small CPA firm, a Big Four firm, a nonprofit organization, a government institution or a private or public company, should be exempt from having a formal PA program. Other benefits that could be derived from having a PA program include enhanced communications, an opportunity to effectively address performance problems, and improved employee morale.

Before creating a PA program, there are several factors to consider. The employer should first determine the objectives for the program. Second, the employer should develop a plan and timeframe for launching the program. Finally, the employer should prepare for any obstacles that might appear, and regularly consider ways to improve the program.

Enhancing the PA Program The PA program should be reviewed at least annually to determine if it is meeting managements expectations. Areas to consider when reviewing the PA form should include the grading system, to see that core skills and soft skills are evaluated effectively; sufficient space for employee comments; and categories that correctly address and measure all of the employees responsibilities and job descriptions. Additionally, the form should include a future goals section and a self-evaluation section. 3. Motivational methods such as Picnic, sport meet, on the job training can be developed. Long Term Action Plan 1. New Training & Development Policy You want to have the necessary policies and procedures to ensure a safe, organized, convivial, empowering, nondiscriminatory work place. Yet, you do not want to write a policy for every exception to accepted and expected behavior. Policy development is for the many employees not for the few exceptions. Consequently, you do not want to create policies for every contingency, thus allowing very little management latitude in addressing individual employee needs. Conversely, you want to have needed policies, so that employees never feel as if they reside in a free-for-all environment of favoritism and unfair treatment. These ten steps will take you from determining the need for a policy through distributing and integrating a policy.

For each of the reasons provided about why a policy might be necessary, I have provided examples of the policies that might fall into that category of need for a policy. A policy is necessary:

if the actions of employees indicate confusion about the most appropriate way to behave (dress codes, email and Internet policies, cell phone use), if guidance is needed about the most suitable way to handle various situations (standards of conduct, travel expenditures, purchase of company merchandise), when needed to protect the company legally (consistent investigation of charges of harassment, non-discriminatory hiring and promotion), to keep the company in compliance with governmental policies and laws to establish consistent work standards, rules, and regulations (progressive discipline, safety rules, break rules, smoking rules), and to provide consistent and fair treatment for employees (benefits eligibility, paid time off, tuition assistance, bereavement time, jury duty).

There may be other reasons, additionally, for why you may want to develop a policy. Remember, though, that one employee's poor behavior should not require a policy that will affect all other employees. 2. Succession Plan Succession planning is an essential part of doing business, no matter how certain your future appears. It's easy to put off planning when everything seems to be going so well, right? Wrong. Now is the time to begin succession planning. Here are some reasons why it can'tand shouldn't wait: Succession planning benefits the business now. Just as business practices have evolved over the years, succession planning has also grown and changed. It's no longer a plan that can only be accessed when leadership is going to change; a succession plan can be used before its "real" intent is necessary. It can be used to build strong leadership, help a business survive the daily changes in the marketplace, and force executives to review and examine the company's current goals. Succession planning strengthens departmental relationships. When regular communication occurs between departments you are more likely to experience synergy, which breeds a culture of strength. Make sure that you link your succession planning activities with human resources. After all, HR is about people. By including HR in succession planning, you can incorporate elements like the employee-evaluation process, which can help when deciding whether to fill vacancies with internal candidates. 3. Introducing Performance Management System A longitudinal evaluation can be conducted on the effects of introducing a performance management system (PMS), which featured merit-based bonus pay, on subsequent employee attitudes and self-reported work effort in a small, government organization. Additionally, employees' targets of

blame for receiving lower-than-expected ratings will be explored. A significant change in employees' organizational commitment will occur over the time that the PMS was implemented, with a substantial increase occurring within the performance planning/goal-setting phase, followed by a slight decay over the following year, but still ending higher than the prePMS baseline level. Substantial increases in ratings of satisfaction and cooperation with one's supervisor will be found with the introduction of the PMS for low performers (particularly following the performance planning/goal-setting phase). In contrast, however, high performers had high base-line levels of these attitudes toward supervision, followed by substantial drops immediately after receiving appraisal and bonus pay distributions. As anticipated, most participants in this study had expected a performance rating higher than they actually received, and most of these individuals made external attributions for the rating discrepancy, blaming either their supervisor, the organization, or the PMS itself. However, neither having received a lower-than-expected appraisal rating nor having made external attributions for a lower-than-expected rating were related to changes in attitudes or self-reported effort. 4. Overseas Training program.

What are the Methods of Training could be used?

1. Brain Storming Methods Brainstorming with a group of people is a powerful technique. Brainstorming creates new ideas, solves problems, motivates and develops teams. Brainstorming motivates because it involves members of a team in bigger management issues, and it gets a team working together. However, brainstorming is not simply a random activity. Brainstorming needs to be structured and it follows brainstorming rules. The brainstorming process is described below, for which you will need a flip-chart or alternative. This is crucial as Brainstorming needs to involve the team, which means that everyone must be able to see what's happening. Brainstorming places a significant burden on the facilitator to manage the process, people's involvement and sensitivities, and then to manage the follow up actions. Use Brainstorming well and you will see excellent results in improving the organization, performance, and developing the team. 2. Friendly Chat 3. On the job training / Off the job training 4. Vocational Training Workshop 5. Job rotation Designing Departments/ Cutting Departments. 6. Awareness program An awareness and training program may be designed, developed, and implemented in many different ways. Three common approaches or models are described below:

Model 1: Centralized policy, strategy, and implementation; 1 Model 2: Centralized policy and strategy, distributed implementation; and Model 3: Centralized policy, distributed strategy and implementation. The model that is embraced and established to oversee the awareness and training program activity depends on: 1 The size and geographic dispersion of the organization; An IT security awareness and training program should be implemented only after: - A needs assessment has been conducted; - A strategy has been developed; - An awareness and training program plan for implementing that strategy has been completed; and - Awareness and training material has been developed. shows these key steps leading to the implementation of the awareness and training program.

7. Observation 8. Learning culture 9. Develop opinion leaders 10. Supervisors to sell the ideas

How could you market your Training Plan?

1. Introducing Training Need Requirement Employee training was once considered an optional benefit, an "extra" that only the most forward-looking employers provided to the most promising employees. Even now, when the economy turns downward, employee training is often the first to go, viewed not as an investment but as an expense to be disposed of in tough times. But today more and more employers understand that, far from being a frill, good employee training is necessary to a company's success and that an intelligent, well-trained workforce is central to worker productivity and well-being. 2. Introducing Organization Vision & Mission Misson To create inspiring and exciting furniture that improve satisfaction and efficiency Vision To Developed the following vision in their quest to be the most efficient and flexible office furniture. Silva Furniture is a trendsetting designer and manufacturer that deliver top-quality furniture at competitive prices. Silva Furniture wants to continuously invest in product development and ergonomic, contemporary design that meets the strictest standards. Clients can rely on great flexibility and a high level of service. We pay particular attention to making the production process sustainable in the interest of the people who work in it and to promote a healthy living environment. 3. Different Method of doing the job 4. Using New Technology 5. Having a Proper Corporate Plan/ HR Strategic Plan

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Reference: Dessler Gay, Human Resource Management. PHI Learning Private Limited, New Delhi. 2009

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