Determining Organizational Goals
I would recommend that all the gaps that need to be filled in the organization be determined. The gaps can be identified through assessments by the supervisors, structural supervisions, employee self-assessments and review by the peers. To fill in the gaps, there will need to evaluate all the skills that will be required now and in future. Knowledge about the skills will help in making favorable decisions on how the training and development departments will be formed cohesively.
For instance, employees are not fully aware of the set rules and regulations that run the whole organization. Therefore, the training department can be structured in a way that there will be an environment left to act as a store made as a classroom where the employees can be called for sessions as they familiarize with the store so that they do not feel out of place. An organization that already has this department should focus on learning the needs so that the department can be effective (Burke, 2017). The need can be to look into the areas that have been neglected. An example can be if the organization is using an environment that the employees are not comfortable during training sessions, the feedback may not be reliable.
The needs of the organization can be determined through analysis of the organization. This can be achieved through the study of the company objectives, available resources, and management of resources. It will help identify the critical area to prioritize on during training (Phillips, 2016). The needs can also be determined through job analysis where priority will be placed on the various skills that will be required in job performance. The final step should be to do a human resource analysis. This can be achieved through analysis of the internal and external factors of the organization. This will aid in identifying the manpower quality needed by the company.
For good training and development departments to be set up, some standards should be set that will ensure that the ultimate goal of forming the departments is met (Burke, 2017). The departments are not only for the sake of having them, but they should be of great impact to the employees. They should enhance competency, reliability, motivation, performance, and satisfaction. I recommend that stated expectations from employees should be laid down. This will help in the determination of the metrics that should be incorporated in the department so that upon formation, it will run effectively by the set goals of the organization. An organization without clarity of standards may fail to meet the set goals and therefore to effectively utilize the training and development department, limitations and assessments should be carried out occasionally. Employees should also be made aware of the requirements and procedures that relate to the organization.
The Styles to Instill Knowledge
To develop a good training and development department, how different people learn should be determined. Individuals grasp facts differently, and therefore knowledge on whether to use visuals, texts or oral training to employees should be known beforehand. I, therefore, recommend that the training and development department be structured by these styles so that it will accommodate everyone equally (Cummings, 2014). For instance, the department can be structured in a way that there will be the use of mentors and one on one instance once implemented. The training and development department to be developed should be able to accommodate all the employees equally for maximum performance of the organization. Here, priority should be placed on the requirements of the individual employees. The organization should closely monitor the weaknesses of the trainees. They should be critical on observing the points to work on to enhance performance and competency of their workforce. This will help ease the placement process for new employees and also aid in identifying the quickest and most efficient way of instilling skills and at the same time-saving costs regarding time and finance for the organization (Phillips, 2016).
Planning on the Materials to be used
For training and development to be effective, comprehensive planning needs to be given attention. Since there will be information on the style to use and the needs to be met in the program, I recommend that materials that will be used and the human labor needed should be determined. The materials likely to be used may be audiovisual materials, development manuals and computers (Goetsch, 2014). The components chosen should suit the trainees by their learning capacities. Not only the suitability but also the cost should also be prioritized. The materials to be used should be economical. They should instill skill in the shortest time possible and should not use a significant portion of the company resources. The need to hire personnel that will run the training and development department ought to be stated so that when the department is formed there will be no confusion whatsoever. This will help determine what will be taught, modes of delivery to place priority on and learning modes most appealing (Cummings, 2014).
Finalizing and assessing
With all the above met and well organized, the training department is ready for formation. Once formed, there should be the delivery of at least sessions to educate the staff. These sessions will be used to assess the credibility of the department. I recommend continuous assessment so that at no instance will the department lag behind (Reynolds, 2017). The department should be a forehand for further innovations in the organization. Reports on the progress of the department should occasionally be submitted to the president for evaluation purposes and keeping it in its toes so that it will be more effective. The occasional feedback in the form of report submissions to the president will help identify the faults in the training program. At the end of the training program, there should be increased productivity, procedural standardization, the increment in employee morale, economical production, and competent management. Corrective action should always be taken on errors or misappropriations that may occur in training (Reynolds, 2017). The training and development program should also transform new employees, unskilled workers and potential managers into skilled workers and fully functional managers. In case it fails to do so, the action plan can be comprehensively revised to meet the objectives of the organization.
With the above recommendations, an organization will, in the long run, be able to have a stable training and development department. The department will be easily monitored, and employees’ needs will be fully met since the department will consider their needs in totality. Career advancement, skill development, and confidence levels will be achieved in employees through an organized department (Goetsch, 2014). In the long run, the goals of the organization will be met which will be an advantage. These recommendations should be adopted since they are the ways that there will be an improvement in the whole organization since training and development department is the most important in an organization.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: Pearson.
Phillips, J. J., & Phillips, P. P. (2016). Handbook of training evaluation and measurement methods. Routledge.
Reynolds, M. (2017). Organizing reflection. Routledge.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.