Training Need Assessment- 9pgs

Example A

Training Needs Assessment

Target Corporation

January 20, 20XX

Introduction

Target is the 2nd largest retail company in the United States. Target has over 365,000 employees (Target Brands, Inc., 2013). At the store level, Target hires cashiers and front line employees to do the basic functions such as cash handling and customer service. Knowledge of how to treat customers in a friendly manner, how to count money and keep their cash drawers balanced are essential in performing their jobs. However their attitudes in wanting to learn more and go further within the company is what will make them stand out and be able to go further.

Knowledge, Skills, and Attitudes (KSA) make all the difference in being hired for a position and moving up into positions that will further an employee’s career. These skills are at the basic level for employment at Target’s entry level positions. Target is missing the mark somewhere because their turnover in the entry level positions remains high as reported in their 2011 annual report (Target Brands, Inc., 2013). This paper will discuss possible ways to prevent high turnover leading to loss of potential talent moving forward with a training and development program.

Missing the Mark

Target entices job applicants by offering wages a bit higher than its main competitor however Target is missing something when it comes to retaining these employees. Starting with hiring these employees, Target must take the time to filter through the right applications and ask the appropriate questions during the interview process to find the right candidates. Because of the high turnover there is an element that is missing between the hiring and retention process.

Target tries to pull off the high end retail stores meets low cost options all-in-one stop shop. Hiring employees to meet the goals of the company can be hit and miss. Employees that want to move up within the company have to prove that they are capable to do so. Most applicants that apply for entry level jobs are only looking for a paycheck until something better comes along. What is the enticement to stay if the lack of benefits offered, hours worked, and flexibility in scheduling will deter these employees from going further in the company? What if Target focused on these employees and offered them perks to make them stay?

Target has an excellent training and development program, benefits package, and community outreach program (Target Brands, Inc., 2013). However employees need to work a certain amount of hours before they can receive any of the incentives or benefits. Most are hired on part time and do not meet the requirements. At this point they’ve reached their glass ceiling at Target and they know it. Target is missing out on an opportunity to retain potential talent and saving the company money by avoiding high turnover.

Training Tools

Training for the cashiers and front end clerks will give those employees the opportunity and encouragement to want to go further in their careers at Target and help avoid the high turnover that has been experienced. Most employees that start out in an entry level position such as cashiers often don’t have the required KSA’s to do other jobs. Learning their jobs, learning everyday store activities, and allowing them the opportunities to learn more by cross-training, mentoring, and other training activities might be an investment worth making.

Cross-training should be used so that each employee knows how to help the customers in all areas of the stores. A cross-training option could be job rotation, where different employees from different departments rotate into other positions. Stepping into the shoes of your co-workers and seeing how they fit. This type of training tool is used as a development tool allowing employees to test drive other jobs for possible advancement and could lead to more production, lessen boredom, and reduce turnover (SHRM.org, 2012).

Mentoring is a process where someone who has been with the company shows an employee who has basic knowledge of the company how their department functions. Mentoring is a great tool for communication, learning first-hand how to advance in a career field, and encouragement. Mentoring programs are a wonderful way of introducing the seasoned employee to the new energy employee it is a rewarding program for both parties. Mentoring can also be used to increase job satisfaction and lower turnover rates, and new and creative ideas (Minton-Eversole, 2010).

Other options in training could be training new employees, group training on new processes, and webinars on customer service techniques, store policies and procedures. Whatever the training procedures are employees should be allowed to learn more and to use the resources that are available. Time should be allotted to these employees to do the training on breaks, take home, or during their working hours. Managers should be able to accommodate a schedule that would allow this to happen.

Conclusion

Target has a problem with high turnover among entry level employees. Part of the problem lies with the training they receive and the impression the company is giving them once they start working. The options for these employees are limited if they can’t continue to learn and grow within the company. It is possible that Target is letting highly talented employees walk out the door because they are bored, underutilized, and have reached the glass ceiling in an entry level spot.

Providing a training program where employees can rotate jobs, be matched up with mentors, or attend specialized webinar training can give these entry level employees the tools to expand their KSA’s and allow them to make a bigger investment as a stakeholder in the company. Training programs should be analyzed carefully, implemented swiftly, and produce results effectively. In order to do this, management at Target should be hiring the right candidates, in close communication with staff, and able to support any training and development functions.

With a proper training program, Target should be able to provide the entry level employees such as cashiers and front end clerks to learn about the company, how to do their own job and learn about other positions available, and give them the confidence needed to pursue higher levels of employment. In doing this Target should be able to reduce turn over and retain possible talented employees that would have otherwise walked out the door to pursue a career elsewhere. Training will help in satisfying the need for motivation for the employee as well as production for the company (Blanchard & Thacker, 2010, p. 64).

Training and development is crucial in all business. Target has many wonderful programs for employees who qualify with hours of work and length of employment, but falls short with the entry level employees. To reduce the costs of turnover, Target should think about implementing a training and development program that would benefit these types of employees. In the long run they could prove to be essential talent that could put Target ahead in their industry.

Training Needs Assessment: Target Managers

1. Are we giving entry level employees the opportunities to move forward?

2. What type of training programs should we be offering?

3. Are we recognizing the full potential of the staff we have?

4. What is the cause of the high turnover rate among cashiers and front end staff?

5. What types of training have you seen work? What types have failed?

6. Are you as a manager engaging the staff on performance issues?

7. What type of training could managers get in dealing with staffing issues?

Training Needs Assessment: Target Cashiers/Front End employees:

1. What kind of training have you received?

2. Was this training helpful in completing your day-to-day tasks here at work?

3. What improvements to this training would you recommend?

4. What things do you like most about your job? What areas would you like to improve?

5. On a scale of 1-10 (1 being the least, 10 being the most) please rate your communication with your direct management. Please describe why you rated this way.

6. If given the opportunity which area of the store would you like to cross-train in?

References Blanchard, P. N., & Thacker, J. W. (2010). Effective Training: Systems, Strategies, and Practices (4th ed.). Upper Saddle River, NJ: Prentice Hall. Minton-Eversole, T. (2010, March 8). Mentoring: Make it pay. Retrieved January 22, 2013, from Society for Human Resource Management: http://www.shrm.org/hrdisciplines/orgempdev/articles/pages/makementoringpay.aspx SHRM.org. (2012, December 3). Career Development: How do I implement a job rotation program in my company? Retrieved January 21, 2013, from Society for Human Resource Management: http://www.shrm.org/templatestools/hrqa/pages/whatisjobrotation.aspx Target Brands, Inc. (2013, January). About Target: Who We Are, Mission and Visions. Retrieved January 18, 2013, from Target Brands, Inc. Web site: https://corporate.target.com/about/