HR Management Human Resource Management:

HR Management

Human Resource Management: Training and Development

Training and placement programs can strengthen an organizations organizational capabilities when implemented correctly (Schuster, 1999). Training and development may change the way individual behavior and perform and improve the overall strength of an HR system. For a training and placement program to be effective and to enhance the overall productivity and profitability of an organization in needs to be properly implemented and evaluated over time. The critical elements of training program are discussed below.

There are several key aspects of an effective training and placement program. In this case the organization needs train manufacturing employees to make high-end golf clubs. To do this the training has to be specific with regard to the forms and procedures of training required to develop the specific product (Schuster, 1985). Before training can begin managers need to determine what specific job functions are needed to develop high end golf clubs. They need to analyze the specific job functions that employees will engage in and come up with a list of job tasks or functions an employee must have mastery over before they can do a particular job. This will enable them to develop specific training goals that are targeted toward specific job functions.

The next step of a training program is a needs assessment, where the organizational need is identified. In this case the organization needs manufacturers to assemble high end golf clubs. Other needs that might be identified during this process may include a need to cross train employees so that an employee can work in several different areas of the manufacturing environment.

A well oiled training program will next require that managers select the group of employees that needs to participate in the training and placement program. Once this is accomplished, the next step is a skills assessment of all employees to be participating in the training program. It is critical that a skills assessment of employees be implemented, to determine what skills employees already have and what skills they need to acquire before they are able to work on a specific job or assignment. This might also help managers determine whether some employees are better suited for certain tasks than others.

Along these same lines, an inventory and analysis of employee skills and abilities both before and after training will assist the managers in assessing which employees are best for particularly jobs and thus will help in the placement process. Thus assessment is a critical component of a training and development program that can't be overlooked. Analyzing an employees abilities prior to training will help managers develop training that is more specific and subsequently effective. Analysis post training will help employers evaluate the success of the training and possibly the need for additional training if the employee has not mastered the concepts or skills taught during the preliminary training session.

Other elements of a training program include on-the-job training, which is highly valuable in a manufacturing environment. During on-the-job training employees are able to acquire specific learning of tasks and integrate that learning into a particular job function. They are able to 'try things out' and learn as they go. on-the-job training allows ample opportunity for employees to practice the skills they are learning in the training program in a safe and encouraging environment.

A training program must not simply teach employees how to carry out a job function, it must also assess their knowledge acquisition after training and subsequent mastery of the subject or job that was taught during training. Continuing training is also a key aspect of any training and placement program.

A quality training program will be documented with regard to who attends and the exact material covered. From this list, plans for future training or continuing educational needs can be developed and assessed. For example, employees may start out learning how to make one type of golf club, and then on an annual basis participate in additional trainings that will teach them how to manufacture other more complex clubs, thus cross training them to maximize their overall output in the long-term. Alternatively, a bi-annual training program might be developed where employees focus only on one type of club but perfect their technique during the course of the year.