Training & Development Competency Plan
Andrea Reid
Areid4040@aol.com
Touro University Worldwide
Introduction
DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Parent Company”), seeks to improve its employees’ skillsets, and performance levels within the organization. DrewNet will pay employees for attending training and development sessions. DrewNet is committed to providing a diverse range of learning opportunities that are tailored to suit the needs and interests of its employees. To this end, each employee will have an opportunity to learn, grow, and develop individually by participating in professional development activities such as the management training program. The management training program is primarily meant to enhance the skillsets of managerial personnel at DrewNet. This training usually consists of formal workshops that are delivered by qualified trainers or mentors who have a proven track record in management development programs or have demonstrated success in leadership roles within other organizations.
Coaching
As the HR Manager in DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Parent Company”), I have a plan to effectively identify and implement the type of coaching necessary for senior level executives. Part of my plan involves the use of tools and techniques to help me understand what is happening in the workplace, and how I can use these tools and techniques to develop the best possible coaching programs in harmony with business strategy (Zhao, & Liu 2020). The company should develop a HR strategy that identifies a set of goals for its talent management function, including:
• Increase retention by improving employee engagement
• Improve work performance through coaching
• Sustain a healthy talent pipeline
I have recently focused on workforce development as part of that talent management effort. As we have identified this as one of our main focus areas, I need to understand how our core competencies will be utilized in supporting this strategic initiative and how they will apply to workforce development. The workforce development efforts will focus on coaching, as it is fundamental to addressing the workforce needs of DrewNet.
I have found coaching to be a very powerful tool in helping employees work more effectively and efficiently. The goals of this article are to help me understand how coaching can be utilized at DrewNet, the impact that it has in the workplace and how it can best be implemented. And I believe that an article for Harvard Business Review written by Jim Haynes titled “Coaching” would be a good source for me to look for answers. Haynes’ article explains the benefits of coaching, as well as how you can establish a process that will effectively and consistently use coaching in your organization.
As a senior level executive, it is vital that I have strong skills in developing leadership, as well as business skills. In fact, DrewNet identified the importance of leadership development and the use of coaching for its core competencies as part of our talent management strategy. In order to do this effectively I will need to understand how coaching can be implemented at DrewNet and the role that it plays in developing our leaders within our organization. It is also important to understand how innovative the use of coaching is, and why it is such a powerful tool in improving employee performance, leading them to higher levels of performance accomplishment.
In addition, it is important that I understand how coaching can effectively be used by my teammates and I in our daily interactions with others in order to provide them with effective solutions.
On October 5, 1996, DrewNet Group, Inc. started operations in San Francisco with 6 employees. In 1995 the company acquired two highly profitable exit consulting companies in order to offer these services to various companies. DrewNet Group Inc., has rapidly expanded through the acquisition of several other companies since its inception. The company now employs over 700 people, operates in over 15 countries and maintains a global presence with regional offices throughout Asia Pacific, Europe and Americas regions.
Train And Develop A Diverse Workforce
As the HR Manager in DrewNet Group, Inc., and its subsidiaries (“DrewNet)” or the (“Parent Company”), I have a plan to effectively train and develop a diverse workforce individually and as a team within all 3 locations. A major part of my plan is to focus on the different needs of each location. I intend to play a major role in ensuring all members of our workforce (including myself when I relocate to the new corporate headquarters) are effectively trained and can be productive from day one, including instructional materials designed to help all employees learn and understand a wide range of company products and services (Bell et al., 2018).
I have prepared the following plan based on my many years of HR experience and on my recent experience as a consultant in teaching diversity training courses at DrewNet. The plan is divided into three sections:
Section 1: Corporate Culture at DrewNet Group, Inc.
Section 2: Diversity and Inclusion Plan at DrewNet
Section 3: Implementation Plan for Diversity and Inclusion at DrewNet
In Section 1, I will describe the current corporate culture at DrewNet, which is based on our core values: “We are committed to achieve Customer Satisfaction, Employee Development and We care about the Community.” I will also write my personal experience in becoming a member of the DrewNet workforce after relocation from New York City to Virginia in 2009. In Section 2 I will make recommendations for three areas on how to establish an effective Diversity & Inclusion (D&I) plan (Dickinson et al., 2019). These three areas are: workforce development, program effectiveness, and performance measurement. Lastly in Section 3, I will provide my recommendations for implementation of the D&I plan.
In Section 1
Corporate Culture at DrewNet Group, Inc.
DrewNet is a privately-owned family enterprise that was founded in 1979 with one location in New York City. At that time we were a small business that provided payroll processing services to small businesses in the New York City area. Since then, we have grown steadily as our business and national presence expanded to three locations throughout the U.S.: Northern Virginia (where our corporate headquarters are located), Dallas-Fort Worth area and San Diego-Carlsbad area in California.
Plan To Maintain Training Records And Propose An HR Information System (HRIS)
As a HR Manager in DrewNet Group, Inc. I plan to effectively to maintain training records with the help of a HRIS (Human Resource Information System). The HRIS will help me to gather the information needed to effectively manage training records and identify trends. In addition, it will allow me to view the progress of my employees on their training. As a result, I will be able to accomplish many things for DrewNet Group, Inc., including enhancing effectiveness and efficiency in my department (Bilgic, 2020).
I plan on implementing this HR program which involves providing customer service from inside our company’s call centers by gaining access to voice servers that are not offered with our product. I plan to make a friend of the program by using it to send and receive faxes.
We plan to implement an HRIS (Human Resource Information System) with DrewNet Group, Inc. in order to share our records and be able to access important information from anywhere. Also, we will use this tool for training and performance management.
Our HRIS would be used for management of employee’s time, benefits and training records, in order for us not just to store information but also share it with other departments.
We have been discussing the importance of an HRIS (Human Resource Information System), that would give HR managers a tool that would allow them access to their employees’ time sheets, benefits information, etc.
We would be able to access HR information, such as payroll information and employee performance reports, from anywhere.
We are planning to implement an HRIS (Human Resource Information System). With this program, it will allow the HR department to give the corporate management team access to pertinent company records at anytime.
Additionally, it will allow us access to training records, performances reports (including current and past), our benefits plan, and much more.
We want to implement an HRIS (Human Resource Information System). This will help us be more effective and efficient in our day-to-day operation of the company.
Training And Development You Will Mandate For The Diverse Workforce In Your Organization
As the HR Manager in DrewNet Group, Inc. the type of training and development I will mandate for the diverse workforce in my organization is not just a one-size-fits all approach. I will train employees in many topics including more courses on sensitivity and awareness to cultural differences, conflict resolution, as well as conducting workshops on how to use Spanish phrases when providing service in Hispanic communities. I will also provide training on the importance of building relationships with other departments which is essential for communicating information between managers. I will also provide training on how to use new technologies correctly such as sending and receiving emails and how to take advantage of the electronic tools available in order to gather data.
I will hold training sessions and workshops for employees at the beginning of each year so that they can get a glimpse of what the company has planned for the coming year. I will also conduct an orientation session after they have already started their job or moved into a new department in order to get acquainted with their immediate peers and coworkers before they begin working with them. These orientation sessions are usually held in early November, during which time I provide descriptions of the various tasks that members of my workforce will be required to complete throughout the year. I will also provide a list of recommended courses to take or organizations to attend in order to get the most out of their work experience (Numonjonov, 2020).
In order to be successful as an HR Manager, it is important to determine whether you have the ability to complete certain tasks such as gathering statistics, dealing with cases of harassment and bullying, handling employee complaints and disputes that arise from a personal relationship with a coworker, and dealing with employees who are having problems at work.
It is also essential that you know how diverse your workforce is. You must determine how many employees belong to different ethnic groups such as Hispanic, black, Asian American or another ethnic type in order to monitor any potential discrimination issues or issue of cultural sensitivity.
Discuss Any Plans To Mitigate The Risk Of Legal Issues In The Organization
Various plans to mitigate the risk of legal issues in the organization are adopted in DrewNet Group, Inc. These plans include the creation of anti-discrimination policy and procedures to avoid the chance of discriminating against or harassing any employee or applicant for employment. The harassment policy is specifically geared towards protecting employees from harassment based on their sex, race, religion, national origin and other protected classes. The company also has a written policy regarding Internet usage as well as an employee’s right to privacy when using company computers.
Another plan that could work towards mitigating risks of legal issues is implementing a self-awareness program that promotes sensitivity, diversity or cultural awareness. This can be done by holding bias training as well as appropriate communications trainings and workshops. In addition, it is also important for the HR Manager to discuss any plans to mitigate the risk of legal issues in the organization with his or her supervisor. The supervisor will determine which plan of action will work best for the company in order to avoid any problems that may occur later on. In DrewNet Group, Inc., we communicate with each other and work collaboratively with each other since we are all part of one big team working together towards success.
Most of this training and development programs for the DrewNet Group, Inc. will take place in the office. All of our training is done through personal or group instruction. The only time we might use video for instruction is for demonstrations or to show a specific incident in detail.
We will also not conduct any training during business hours Monday-Friday 8am-5pm, unless there is another agreement with the person who will be attending. If there is an agreement that permits this to take place, please note it under “Training Agreement”. All of the information on this form should be completed before students can attend any training session.
Individuals who will be trained are:
Corporate staff, President/Director of Operations. All corporate staff members are being trained through a “train the trainer” model. This allows us to spread the cost of training and conduct more training in a shorter period of time. One or two staff members will be trained to conduct the in-service for each department.
Every other year, we plan on having a follow up in-service for all areas where we have previously conducted training. All new staff that come on board will also be trained according to this format.
Conclusion
In conclusion, training and development for a large company can be a daunting task. What should you focus on? Who should you train? How will they benefit from it? When should you do it? We’ve covered all the bases to help get you started in the right direction. It is important to outline when, where, and who will be trained. It also helps to describe how they will be benefitted by this training. Finally, it is essential that management understand the importance of ongoing training and development in order for employees to stay engaged with their work and grow as a person in their field. When looking at all of these topics, there are several things to consider. First, when should you do this? Will it be a yearly program or is it more like a one-time event? If it’s the latter, you want to make sure that everybody in the department understands what they need to be doing and why. This will help them become more engaged with their work and will also show management how well your team works together.
What I Learned by Writing This Paper
There are several learning theories (Behaviorism, Cognitivism, Constructivism) that can be utilized to create these training programs. These theories analyze human behavior and provides some guidelines or direction on what training may be effective for an organization. his paper made me realize that there are several learning theories and ways of looking at how people learn, and we as trainers must be aware of these theories if we want to effectively train our employees.
Behaviorism is the study of behavior in terms of stimulus and response. This theory is based on the idea that all human behavior can be explained by three assumptions; 1) people are born with some specific set responses 2) those behaviors can be strengthened or weakened by the association with other stimuli, 3) all behaviors can ultimately be traced back to one of three basic drives: hunger, pain avoidance, or pleasure
Virtual instructor-led training (VILT) has totally changed the way in which training is done within organizations especially those that have physical locations all over the country or for those organizations that have a significant number of remote workers. It also allows companies to create and modify the training for various locations and fulfill the training for each specific location.
Effective training must consider the learners and instructional strategies as well as to ensure that what is taught in the training session is transferable to the job site. Any training design is all about creating sessions that meet the needs of your audience’s learning and developmental needs within the organization (Khan & Abdullah, 2019). There is no “canned” training model that will work effectively across various industries, each training model must be thoroughly analyzed and structured to meet the and it must be a model that is fluid and is constantly being reviewed and updated to meet industry requirements or standards. However, once the training is completed it is important to document the effectiveness of the training and if trained skills are being used and or useful in the learner’s everyday workday. (DTM: Blume et. Al., 2019).
References
Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305-323. https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=2306&context=articles
Bilgic, E. (2020). Human resources information systems: a recent literature survey. Contemporary global issues in human resource management.
Blume, B. D., Ford, J. K., Surface, E. A., & Olenick, J. (2019). A dynamic model of training transfer. Human Resource Management Review, 29(2), 270-283. http://www.professorblume.com/uploads/1/0/6/9/1069884/blume_ford_surface___olenick__2019__dynamic_model_of_transfer.pdfDickinson, H., Needham, C., Mangan, C., & Sullivan, H. (2019). Introduction: Imagining the future public service workforce. In Reimagining the future public service workforce (pp. 3-17). Springer, Singapore.
Khan, S., & Abdullah, N. N. (2019). The impact of staff training and development on teachers’ productivity. Economics, Management and Sustainability, 4(1), 37-45.
Numonjonov, S. D. (2020). Innovative methods of professional training. ISJ Theoretical & Applied Science, 1(81), 747-750.
Weller, B. E., Harrison, J., & Adkison-Johnson, C. (2021). Training a diverse workforce to address the opioid crisis. Social Work in Mental Health, 19(6), 568-582.
Zhao, H., & Liu, W. (2020). Managerial coaching and subordinates’ workplace well‐being: A moderated mediation study. Human Resource Management Journal, 30(2), 293-311.
