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Motors and More HRD

Motors and More Training and Development Plan Derrick Williams & Hunter Davis

July 29th, 2018

Saint Leo University

In simple definition, a Human resource development plan is a framework that is put in place in the workplace for the purposes of assisting employees in developing their personal organizational skills, abilities and knowledge. This is a very important tool for most employers since it gives employers the opportunity to help them in retaining their current employees while also increasing their productivity through motivating them. This paper will therefore focus on Motors and More company as a case study in examining and developing a Human resource development plan which will emphasize on new employees, current employees and the management.

Motors and More, Inc. New Employee Orientation and Training

New employee training at Motors and More will consist of a two-day orientation program followed by one day in a classroom setting for manufacturing and operations employees only. The orientation and training program is designed to thoroughly explain M&M’s culture, mission, and goals and will serve to start each new employee off on the path to success with the company’s mission serving as the backbone. The goals of the orientation itself are to lower new employee anxiety, reduce turnover, save time, and develop realistic expectations all while socializing the employees to their new working environment (Ivancevich & Konopaske, 2013). The following is the training and orientation plan to be used for new employees at M&M.

Day 1

· Company and industry overview

· Facility tour by department

· Compensation and benefits briefing

· HR briefing (Introduction to M&M’s HRIS, completion of W2, state tax forms, and additional documents)

Day 2

· Company culture, diversity, and workplace etiquette training

· Employee mentorship program briefing and mentor introduction

· Introduction to individual functional areas and department managers

· Individual employee goals survey and interview

· Orientation feedback survey with Q&A session

Day 3 (Manufacturing and Operations Employees Only)

· Manager meet and greet

· Safety protocols briefing

· Department specific training video

· Equipment and supply briefing

Upon completion of the orientation program, new employees will begin the on-the-job training phase. The length of time of this phase depends on the level of experience, career path, and age of the new employees. For example a new employee in his or her early 20’s fresh out of technical training will require at least one month of refresher skills instruction while shadowing a current employee. A middle-aged manager will only require one or two weeks to be brought up to speed on the goals of his or her department. This customized training phase should be directly related to mastering employees’ current skills and attaining new abilities required to be successful. Needs assessments are required to determine what type of training will be necessary after the orientation to best meet the goals of the company (Ivancevich & Konopaske, 2013).

Needs Assessment for New Employees

It will be necessary for the newly-formed HR department at M&M to conduct needs assessments at the organization level, the functional (job) level, and the individual level to identify shortfalls and areas of need. For new employees, needs assessments will be conducted on the individual level because they do not yet have formal work experience at the company.

Surveys will be conducted on the last day of orientation to identify the effectiveness of the orientation program and identify areas for future improvement. In addition to the orientation survey, department managers will conduct individual interviews during and after the on-the-job training phase to identify the current needs and future goals of new employees and to recognize readiness levels of each employee after training has concluded. Data from the surveys and interviews will be compiled for evaluation by the HR department. The purpose of collecting this data is to improve future training that will meet individual and organizational objectives (McCain, 2007).

Training Content Development and Delivery for New Employees

The training coordinator, currently under the newly created Training, Health, and Safety Department will work side by side with department directors to not only direct the new employee orientation but also to obtain, develop, and facilitate training to all employees both new and current. Job training content for new employees must be developed internally by collaborating with department managers and analyzing job performance data and observations. Secondly, task analysis of current employees which involves the identification of tasks coupled with the knowledge and skills (KSAs) necessary to complete these tasks will play a major role in the training content (Ivancevich & Konopaske, 2013). Motors and More will rely heavily on on-the-job training for new employees but will create and publish basic training manuals for each job published in English, Kurdish, and Spanish. This will allow for newly hired minority employees to understand the core concepts of their jobs in a timely manner. Hiring an outside trainer will not be necessary initially as new employees can work alongside their individual managers and mentors while following their training guides during the on-the-job training phase.

A one-day classroom training course instructed by the training coordinator and department managers will be used for new employees in the manufacturing and operations departments immediately following the two-day orientation. The purpose of this one-day classroom training is to acclimate new employees in these two departments with the safety protocols and equipment they will use and to educate them on their effective use.

The cost of training content will be minimal because M&M employs a training coordinator responsible for creating training materials. Additionally, in-house instructors (department managers and training coordinator) will eliminate the need to hire outside trainers. The majority of training funds will be allocated to a dedicated space for new employee orientation and employee training. These funds will be needed for the following:

· 40 person classroom construction

· 40 Desks

· 20 Personal Computers

· Diversity, inclusion, and compliance videos

· Employee handbooks with job specific material

A performance analysis will be conducted at the end of an employee’s training period. The training director, alongside with the training coordinator and employee relations specialist will ask questions, observe employee performance, and listen to employee feedback in an effort to improve training methods where gaps exist.

Current Employee Training According to Career Path

Current employees will receive annual and quarterly refresher skills training directly related to their jobs. Those employees identified as potential supervisors and managers will be given the opportunity for leadership training. Annual training for current employees will consist of diversity, regulatory, safety, and compliance training while quarterly training will consist of material that is focused on improving existing job tasks and learning new procedures. As diversification begins to expand throughout Motors and More, the previously mentioned training publications will be available in English, Spanish, and Kurdish. To support the restructured working environment, all employees, both new and current will be offered free ESL (English as a Second Language) courses taught once weekly by volunteer instructors currently employed at M&M.

Managers will be made aware of specific employee goals and aspirations through individual interviews so that methods for career development and career progression can be employed. What is most important is that employees are made aware of the opportunities that are available to them and how to work towards advancement in the future. An efficient way to make employees aware of advancement opportunities will be using email notifications whenever opportunities for advancement are available. Internal hiring is an effective strategy that will best serve the company through the retention of the most dedicated employees. Women and minorities will be given the same opportunities as their counterparts without question. In order to provide current employees with a clear career development path, M&M will make genuine efforts to:

· Match organizational needs with employees’ individual needs and aspirations

· Educate current employees on available career advancement pathways through career counseling and mentorship programs

· Empower employees to take action to advance their careers within the organization

(Ivancevich & Konopaske, 2013)

A major goal in the expansion of M&M is to reduce employee turnover. Providing current employees with more opportunities to advance in their careers will help reduce high turnover rates. M&M and its employees will use the career planning process in Figure 1 for those employees who are dedicated to advancing their careers while continuing to contribute to the success of the company.

Figure 1.

Source: Ivancevich & Konopaske, 2013

Figure 1. Career Planning Process. This figure shows the integration of individual and organizational needs for career development.

Needs Assessment for Current Employees

Needs assessments for current employees will be conducted at the job and individual level. At the job level, the specific knowledge needed to perform certain jobs (KSAs) presently and in the future will be identified through employee and manager interviews and functional focus groups. Moreover, performance reviews can evaluate if performance is meeting company objectives on an individual basis and further serve to identify the gaps between existing and required performance. Managers’ observations are an additional and simple tool for individual needs assessments.

Annual organizational needs assessments will be conducted in the form of inspections and surveys to measure the effectiveness of company training programs and that all employees’ KSAs meet or exceed industry standards (McCain, 2007).

Training Content Development and Delivery for Current Employees

Refresher training content for existing employees will be developed internally through the collaborations of the Training, Health, and Safety Department staff and functional department managers in the same way that new employee training is developed. This training will be administered in classroom settings on a quarterly basis and employee handbooks will be readily available at all times in the HR office. Annual diversity and compliance training will be conducted by functional groups using standardized purchased content in the forms of videos to be viewed via email links. Manufacturing and operations staff will complete this training in the newly constructed classroom while those employed in an office setting will complete this training using their regular workstations. Current employees can complete this training during work hours on a rotation so that there are always a sufficient amount of employees available during operating hours. The cost for training current employees, like new employees, will be minimal. Foreseeable expenses include publication costs, classroom equipment, and purchasing standardized diversity and inclusion training material.

Manager and Supervisory Training Motors and more will ensure that it conducts a management training through a five day conference at least once in a year. This annual training will be hosted by the human resource personnel who will ensure that supplemental reading materials together with food and snacks which might be used during the training process are provided and available. During this sessions, there will be time slotted for questions and answers which will expose the management team to the practical advice of the real world and prepare them on how to handle relatable problems in the future. The conference will also provide a platform to the managers to network with other supervisors and this will ensure that they gain more experience from their seniors. Motors and more will ensure that the training will exhaust all management details and protocols which are in line with the company’s policies (Comer, 1993). Apart from the annual management and supervisory training and conference, Motors and more will also expect its managers and supervisors to undertake a formal course on leadership at least once every year. This is necessary since it will increase specialist knowledge of supervisors and managers who will in turn train the rest of the team. Managers will be trained in all manner of diversity and flexibility such that they will be able to manage all the departments of Motors and More company. The company will also ensure that it monitors the key performance indicators of every manager and supervisors during evaluations to be able to keep track of their performances. This will be done every three months in order to ensure that the company is raising excellent managers and supervisors

Conclusion Since Motors and More has a low employment rate, this paper will therefore conclude that the company should implement the above employee training and development plans in order to boost their productivity, employee retention and management skills. In order to ensure that this training and development plan becomes effective, Motors and More Inc. will also apply the Kirkpatrick’s model here for evaluations. In the first level of Kirkpatrick’s model, Motors and more will evaluate employees through assessing their reaction towards the training. It will accomplish this through the use of a survey where participants will be asked to express their views on meeting training objectives, rating facilitator’s skills, and rate the relevance of content. In the second level of Kirkpatrick’s model, employees will be evaluated through measuring their learning. In this stage, Motors and more will assess the learning through tests for knowledge, demonstrations, and role plays. A pre-test and a post test will be administered to establish a baseline for the trainings. The third stage of the Kirkpatrick’s model will involve assessing behavior change on the job. Motors and more will achieve this through the use of action plans, performance contracts and work products to determine the extent to which they are completed. Motors and more will also use surveys and individual interviews of the participants to measure their behavior after the training. The final stage of Kirkpatrick’s model involve measuring the results and the outcome of the training. Motors and more will apply this through the measurement of any changes in metrics that may have been addressed during training. These metrics may include rate on investment, sales and changes in turnover. Motors and more will track business metrics, conduct individual interviews and focus groups and also use surveys to measure the final outcome of the training (Ivancevich & Konopaske, 2013).

References

Corner, L., & Australian National University. (1993). Development issues: Human resources development coordination. Canberra: Research School of Pacific Studies.

Ivancevich, J. M., & Konopaske, R. (2013). Human resource management. New York, NY: McGraw-Hill Irwin.

McCain, D. (2007). Motors and More Inc. – A Progressive HR Case Study. doi:10.4135/9781473957213