Human Resource Business Partner (HRBP) Development
1
EMPLOYEE DEVELOPMENT AND PERFORMANCE 1
Employee Development and Performance
Larry Ratliff
HRM 599
Dr. Wash
Strayer University
May 13, 2021
Employee development and performance
Employee development is very important in any organization as it helps employees to reach their full potential. Performance management not only helps an organization to achieve its goals and objectives but also helps to foster employee development. It does so by linking strategy and goal setting and holding employees accountable for achieving the organizational objectives. Performance management also provides the tools to help employees grow in their careers (Levy et al, 2018). This paper aims to critically analyze an employee development training process model and the challenges that may be encountered in implementing a new training process. It will also discuss types of training and explore the concepts of performance management and performance appraisal.
Training process model
An example of a training process model that can be used for employee development is the Instructional System Development Model popularly known as the ISD model. It focuses the training on the needs on job performance and the defined responsibilities of the employees. The analysis stage of this model assesses the job, the audience, and the need for training (Pauli, 2020). The planning stage then sets the training goals and determines the content, training materials, and the training methods and strategies to be used. The third stage is the development stage where course material is developed. The execution stage follows where training accessories are logistically arranged. The last stage involves the evaluation of the training program to determine its effectiveness and make necessary adjustments (Pauli, 2020).
The ISD model is a model that makes the creation and processes of training programs effective and efficient. It increases the probability that the course content will match the objectives of the training and therefore makes learning more effective. Also, the performance solutions developed from this training are likely to be more effective (Pauli, 2020). When this model is used for employee development, the training content can always be improved through data collection to increase its efficiency. This model is a dynamic and exploratory problem-solving technique that makes use of feedback and evaluation. Although this method may be larger and expensive compared to other training process models, it is very reliable and the outcomes are always worth the investment (Pauli, 2020).
Challenges of implementing a new training process
Although implementing a new training process in a company is important for enhancing employee development, there are possible challenges that may be faced in the implementation. These include:
Dealing with change- Implementing a new training process will cause various changes in the organization. Change can be difficult to deal with because employees may not positively embrace it. This may affect the effectiveness of the new training process (Yahaya, 2018).
Costs- Implementing a new training process will require the acquisition of new resources for the training program. The costs associated with this implementation will affect the company's budget and sometimes the company may not be in the best position to afford this (Yahaya, 2018).
Different learning habits- The employees in the company may have different learning preferences and habits and this may cause training issues. The differences in training habits are caused by generational differences which in turn cause differences in relationship with technology. Meeting the needs of all these learners may be difficult and expensive for the company (Yahaya, 2018).
Types of employee training
Selecting the best training method for employee training can be difficult because there is never a one-size-fits-all when it comes to effective training. Some of the methods that can be used for employee training include:
Classroom-based training- In this type, training takes place in a physical venue for one or more days. A qualified facilitator leads the training using resources such as presentation slides. Although this method is costly and boring, it allows many employees to attain knowledge at the same time (Armstrong & Landers, 2018).
Interactive training- In this type of training, employees are actively involved in their learning experience. Training activities include role-plays and scenarios. Learners get to apply the new skills they have learned to real scenarios and this not only makes them more engaged but also makes it for them to retain what they have learned (Armstrong & Landers, 2018).
On-the-job training- In this type of training, employees participate in real activities related to their job, and in the process, they get to learn. This means that employees are involved in active learning while they work (Armstrong & Landers, 2018).
Of the three types of training, I would on-the-job training to train the retail employees. This is because it will save time as employees will learn while working. It also challenges employees out of their comfort zones. Challenges make learning more effective. There will also be no cost of training as training will be provided by other employees. This type of training will also be easy to organize and to align the training objectives to the needs of the company (Armstrong & Landers, 2018).
Performance management vs. performance appraisal
Learning the differences between performance management and performance appraisal and how the two relate to each other is important for management professionals. The problem is that most people fail to differentiate the two. Differences between the two concepts can be understood through:
Description- While performance management involves the identification, measurement, management, and development of the human resources performance in an organization, performance appraisal involves the process (which is usually ongoing) of evaluating employee performance (Levy et al, 2018).
Focus- Performance appraisal focuses on the past as it evaluates and measures the performance of employees in the past period to evaluate their progress. On the other hand, performance management focuses on the present and the future. In the present, it works to ensure that the performance of employees reaches the desired level. In the future, it makes plans to develop employees' capabilities (Levy et al, 2018).
Approach- Usually, performance appraisal takes a quantitative approach while performance management takes both a quantitative and qualitative approach. Performance appraisal also takes an individual approach as it is only concerned about the individual and their performance. Performance management, on the other hand, takes a collective approach as it evaluates the relationship between an individual's performance and organizational objectives (Levy et al, 2018).
Annual performance appraisals
I am in support of using annual performance appraisals in the organization. First, these annual performance appraisals will help the company to understand the workforce better. Through the annual performance appraisal, it will be easy to identify the strong and weak performers and this will in turn enhance performance management. Annual performance appraisals will also ensure the structuring of information collected about the performance of employees and how feedback is reported back to employees (Cappelli & Conyon, 2018). It will enable the comparison of performance between individuals and across departments. It will also allow time for a discussion about performance between the company leaders and the employees so that both parties can give feedback. All this will enhance performance management in the company and ensure employee development (Cappelli & Conyon, 2018).
References
Armstrong, M. B., & Landers, R. N. (2018). Gamification of employee training and development. International Journal of Training and Development, 22(2), 162-169. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1111/ijtd.12124
Cappelli, P., & Conyon, M. J. (2018). What do performance appraisals do?. ILR Review, 71(1), 88-116. Retrieved from https://journals.sagepub.com/doi/abs/10.1177/0019793917698649
Levy, P. E., Cavanaugh, C. M., Frantz, N. B., Borden, L. A., & Roberts, A. (2018). Revisiting the social context of performance management: Performance appraisal effectiveness. Retrieved from https://psycnet.apa.org/record/2019-01462-009
Pauli, U. (2020). Training professionalisation and SME performance. Human Resource Development International, 23(2), 168-187. Retrieved from https://www.tandfonline.com/doi/abs/10.1080/13678868.2019.1696079
Yahaya, S. (2018). The Key Challenges of Implementing E-Learning in Engineering Training Programs. Journal of the Society of Automotive Engineers Malaysia, 2(3). Retrieved from http://www.jsaem.saemalaysia.org.my/index.php/jsaem/article/view/65