Assignment Submission Front Page

Course Title
and Batch Higher National Diploma Program

Unit No. and

Title Human Resource Development

Assignment Due Assignment

th
Date 24 November 2010 Submission date 8th December 2010

Student
Name Juzer Ali Haider

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Reinventing the Wheel at Apex Door Company

Reinventing the Wheel at Apex Door Company

Q1. What do you think of Apex’s training process? Could it help to explain
why employees “do things their way” and if so how?

Answer: -

After reading the case study, the Apex Training Process is very haphazard. As from
the case we can know the facts. It says the company doesn’t have a training
manual as well as out of date job descriptions for the employees who are supposed
to be trained. Well yes employees are been used to working the way they wish to
work and according to their working styles it is due to organizational structure and
culture. It consists of activities such as task allocation, coordination and
supervision, which are directed towards the achievement of organizational aims.
Organizational structure affects organizational action in two big ways.

First, it provides the foundation on which standard operating procedures and

routines rest. Second, it determines which individuals get to participate in which
decision-making processes, and thus to what extent their views shape the
organization’s actions and is made up of all of the life experiences each employee
brings to the organization. Culture is especially influenced by the organization’s
founder, executives, and other managerial staff because of their role in decision
making and strategic direction. Well describing all this it shows that how the culture
affects in the organizational working style.

The Apex Door Company has many flaws in delegating work and it also shows lack
of interest to work from the employees. This is due to the incomplete and
unorganized job description as well as the training lacks standardization and non
equipped resources. This has happened due to the haphazard system of working. In
the case it lists the facts of working that is the training process. It shows that every
employee is trained equally in all departments and is not trained according to the
job profile.

This is the main defect which shows the lay back attitude of employees and
resistance to change. As Jim Delaney delegates work to the employees they do
things their way which is because of the system of working. As explained before
due to the flaws in working. An organization’s culture is made up of all of the life
experiences each employee brings to the organization. Culture is especially
influenced by the organization’s founder, executives, and other managerial staff
because of their role in decision making and strategic direction. Well describing all
this it shows that is not properly maintained.

Q2. In your view, how could training contribute to achieve organizational

goals?

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Reinventing the Wheel at Apex Door Company
Answer:-

An important part of every manager's job is that of continuing the development of

the people who work under his/her direction to ensure a productive workforce and
the on-going ability to meet changing job requirements. There is a clear strategic
value in continuously training and developing employees in order to enhance the
organization's ability to meet its mission and to increase the ability of employees to
achieve rewarding careers within the organization.

As a manager, we may have several responsibilities in this area: analyzing

organizational needs and identifying specific training requirements, developing
training plans for the overall organization and individual employees within it,
obtaining and allocating resources effectively to accomplish training needs and
produce desired gains in organizational efficiency, and evaluating the impact of
training efforts and making necessary adjustments to ensure maximum results. By
conducting an effective training, it will help Jim Delaney to solve all his major issues
pertaining to his/her employees. It will benefit in effective customer perspective,
internal-business processes, learning the growth of the company and the financial
structure, to monitor progress toward organization's strategic goal.

It focuses on collection and management of critical knowledge for the organization

to increase its capacity for achieving results. Knowledge management includes
extensive use of computer technology. It will guide the employees in the door
design department and they will benefit from it. As the computer will randomly
show what materials is suited best for the production, color, size, shape,
dimensions, and product specifications. They will know which material is suited for
different climatic conditions, durability, flexibility, span life of the product, and an
overall comprehensive process assured to improve performance. Its effectiveness
is toward reaching overall results for the organization depending on how well the
enhanced, critical knowledge is applied in the organization.

Coming to the process department, it will help in controlling and maintaining the
different client needs. It will generate a detailed list of orders, written in a specific
manner making it simple to use rather to use a multipage order form. The
computer automatically classifies clients as “industrial” or “commercial” depending
on the data which is detected by the order form. And it will automatically create
training manual for the products the company produces. Reasons for emphasizing
the growth and development of personnel includes creating a pool of readily
available and adequate replacements for personnel who may leave or move up in
the organization.

It enhances the company's ability to adopt and use advances in technology

because of a sufficiently knowledgeable staff. Building a more efficient, effective
and highly motivated team, which enhances the company's competitive position
and improves employee morale. It ensures adequate human resources for
expansion into new programs. Research has shown specific benefits that a small

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Reinventing the Wheel at Apex Door Company
business receives from training and developing its workers including increased
productivity, reduced employee turnover, increased efficiency resulting in financial
gains, decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being

as they become more valuable to the firm and to society. Generally they will
receive a greater share of the material gains that result from their increased
productivity. These factors give them a sense of satisfaction through the
achievement of personal and company goals. Training contributes to achievement
of Organizational goals such as employing people, developing their capacities,
utilizing, maintaining and compensating their services in tune with the job and
organizational requirement. Not just to equip them with latest tools our company
has implemented, there is a lot more to it. I have sorted down them in a list.

• Due to rapid technological innovations impacting the workplace have made it

necessary for people to consistently update their knowledge and skills
• People have to work in multidimensional areas, which usually demand far
more from their area of specialization.
• Change in the style of management.

• Due to non-practical college education.

• Lack of proper and scientific selection procedure.
• For career advancement.
• For higher motivation and productivity.
• To make the job challenging and interesting
• For self and development
• For employee motivation and retention
• To improve organizational climate
• Prevention of obsolescence
• To help an organization to fulfill its future manpower needs.
• To keep in pace with times
• To bridge gap between skills requirement and skills availability
• For survival and growth of organization and nation

The role of an employers' organization in training has to be viewed from different

perspectives. First and foremost it must be viewed from an "internal" point of view
i.e. the training and development of the staff. This is essential to the effectiveness
of the organization's training services as well as the other services as it provides
the members fall within the following:

• Influencing the legal and policy environment needed for business growth and
development
• Direct services to members. This requires that the staff be trained in the areas of
the organization's services and core competencies which may include areas such
as:

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Reinventing the Wheel at Apex Door Company

 Industrial relations
 Human resource management
 Occupational safety and health
 Information analysis and research for
 Influencing the policy environment
 Transferring knowledge to members
 Undertaking wage and other surveys

Q3. Explain in detail what you would do to improve the training process at
Apex. Make sure to provide specific suggestions.

Answer:-

We should start our training effort by carefully thinking about the organization's
strategic goals and objectives, our unit's goals and objectives, what work is to be
performed, and the strengths and weaknesses of our staff by thinking carefully
about the knowledge and skills needed to do the job. Knowing what a job requires
and how well we want it done will give us data to make training decisions. We
should also look at broad performance issues and opportunities needed to change
or improve the organization and the individual employee's strength and growth
opportunities.

An individual "needs assessment" focuses on the specific knowledge, skills, and

abilities required of each employee. Individual needs should be viewed within the
context of strategic goals of the organization in order to ensure professional growth
and development of employees within established career paths. Our servicing
human resources office can direct us to resources to help us assess the individual
training needs of the employees.

Q4. Describe a systematic approach to Apex’s training and development

and explain the factors that you would take into consideration.

Answer:-

Training and development is the field concerned with organizational activity aimed
at bettering the performance of individuals and groups in organizational setting.
Training and development encompasses three main activities i.e. training,
education, and development. The activity is both focused upon, and evaluated
against, the job that an individual currently holds. It focuses upon the activities that
the organization employing the individual, or that the individual is part of, may
partake in the future, and is almost impossible to evaluate.

Here at Apex a systematic Approach can be carried out by Training employees by

several steps:

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Reinventing the Wheel at Apex Door Company
Begin by assessing the current status of the company how it does what it does best
and the abilities of their employees to do these tasks. This analysis will provide
some benchmarks against which the effectiveness of a training program can be
evaluated. Apex should know where it wants to be in five years from its long-range
strategic plan. What they need is a training program to take their firm from here to
there.

Second, consider whether the organization is financially committed to supporting

the training efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a
companywide training effort without concentrating resources where they are
needed the most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine what
skills are available now and what skills are needed for future development.

In summary, the analysis should focus on the total organization and should tell
them that where training is needed and where it will work within the organization.
Once they have determined where training is needed, concentrate on the content
of the program. Analyze the characteristics of the job based on its description, the
written narrative of what the employee actually does. Training based on job
descriptions should go into detail about how the job is performed on a task-by-task
basis. Actually doing the job will enable them to get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or

performance to the organization's performance standards or anticipated needs.
Any discrepancy between actual and anticipated skill levels identifies a training
need. Once they have decided what training is necessary and where it is needed,
the next decision is who should be trained? For a small business, this question is
crucial. Training an employee is expensive, especially when he or she leaves their
firm for a better job. Therefore, it is important to carefully select who will be
trained.

Training programs will be designed to consider the ability of the employee to learn
the material and to use it effectively, and to make the most efficient use of
resources possible. It is also important that employees be motivated by the training
experience. Employee failure in the program is not only damaging to the employee
but a waste of money as well. Selecting the right trainees is important to the
success of the program.

Training Goals

The goals of the training program should relate directly to the needs determined by
the assessment process outlined above. Course objectives should clearly state
what behavior or skill will be changed as a result of the training and should relate
to the mission and strategic plan of the company. Goals should include milestones
to help take the employee from where he or she is today to where the firm wants

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Reinventing the Wheel at Apex Door Company
him or her in the future. Setting goals helps to evaluate the training program and to
motivate the employees by allowing employees to participate in setting goals
increases the probability of success.

Training Methods

There are two broad types of training available to small businesses: on-the-job and
off-the-job techniques. Individual circumstances and the "who," "what" and "why"
training program should determine which method to use.

On-the-job training is delivered to employees while they perform their regular

jobs. In this way, they do not lose time while they are learning. After a plan is
developed for what should be taught, employees should be informed of the details.
A timetable should be established with periodic evaluations to inform employees
about their progress. On-the-job techniques include orientations, job instruction
training, apprenticeships, internships and assistantships, job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television

conferences or discussions, case studies, role playing, simulation, programmed
instruction and laboratory training. Most of these techniques can be used by small
businesses although, some may be too costly.

Orientations are for new employees. The first several days on the job are crucial
in the success of new employees. This point is illustrated by the fact that 60
percent of all employees who quit do so in the first ten days. Orientation training
should emphasize the following topics:

• The company's history and mission.

• The key members in the organization.
• The key members in the department, and how the department helps fulfill the
mission of the company.
• Personnel rules and regulations.

Lectures present training material verbally and are used when the goal is to
present a great deal of material to many people. It is more cost effective to lecture
to a group than to train people individually. Lecturing is one-way communication
and as such may not be the most effective way to train. Also, it is hard to ensure
that the entire audience understands a topic on the same level; by targeting the
average attendee they may under train some and lose others.

Despite these drawbacks, lecturing is the most cost-effective way of reaching large
audiences.

Role playing and simulation are training techniques that attempt to bring
realistic decision making situations to the trainee. Likely problems and alternative
solutions are presented for discussion. The adage there is no better trainer than
experience is exemplified with this type of training. Experienced employees can
describe real world experiences, and can help in and learn from developing the

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solutions to these simulations. This method is cost effective and is used in
marketing and management training.

Job rotation involves moving an employee through a series of jobs so he or she

can get a good feel for the tasks that are associated with different jobs. It is usually
used in training for supervisory positions. The employee learns a little about
everything. This is a good strategy for small businesses because of the many jobs
an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They

usually involve several related groups of skills that allow the apprentice to practice
a particular trade, and they take place over a long period of time in which the
apprentice works for, and with, the senior skilled worker. Apprenticeships are
especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom and on-

the-job training. They are often used to train prospective managers or marketing
personnel.

Programmed learning, computer-aided instruction and interactive video all have

one thing in common: they allow the trainee to learn at his or her own pace. Also,
they allow material already learned to be bypassed in favor of material with which
a trainee is having difficulty. After the introductory period, the instructor need not
be present, and the trainee can learn as his or her time allows. These methods
sound good, but may be beyond the resources of some small businesses.

These are the procedures I would like the Apex to follow in carrying out training.
The above stated shows the suggestions and practices which I would prefer to be
adopted by Apex.

Q5. Describe how you would go about evaluating that training program.
Prepare a training feedback form and explain the importance of
evaluation in the entire training process.

Answer:-

Evaluation of the training program can be done by evaluation on the person being
evaluated. Feedback is essential for people to know how they are progressing, and
also, evaluation is crucial to the learner's confidence too. And since people's
commitment to learning relies so heavily on confidence and a belief that the
learning is achievable, the way that tests and assessments are designed and
managed, and results presented back to the learners, is a very important part of
the learning and development process.

People can be switched off the whole idea of learning and development very
quickly if they receive negative critical test results and feedback. Always look for
positives in negative results. Encourage and support - don't criticize without adding

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some positives, and certainly never focus on failure, or that's just what you'll
produce.

There have been many surveys on the use of evaluation in training and
development. For effective training and learning evaluation, the principal questions
I would ask my employees are:

•To what extent were the identified training needs objectives achieved by the
programme?
•To what extent were the learners' objectives achieved?
•What specifically did the learners learn or be usefully reminded of?
•What commitment have the learners made about the learning they are going to
implement on their return to work?
•How successful were the trainees in implementing their action plans?
•To what extent were they supported in this by their line managers?
•To what extent has the action listed above achieved a Return on Investment (ROI)
for the organization, either in terms of identified objectives satisfaction or, where
possible, a monetary assessment.
Then I would go by evaluating the training program with these steps which are
listed below:
•Planning, design and preparation of the training programmes against the
objectives
•Pre-course identification of people with needs and completion of the preparation
required by the training programme.
•Provision of the agreed training programmes
•Pre-course briefing meeting between learner and line manager
•Pre-course or start of programme identification of learners' existing knowledge,
skills and attitudes,

The Feedback Form Of Apex

The importance of evaluation in the training process:

• Helps employees to monitor their own improvement.

• Builds morale, by demonstrating an interest in staff development.
• To maximize the training ROI (return on investment).
• Helps to determine the form of future training programs.
• Assists with identifying the effectiveness of different forms of teaching (such
as classroom based or web based).

• Organizations that train but do not evaluate that training cannot be certain of
its value, either to themselves or their employees.

Q6. Indicate how you would evaluate whether the training you designed
accomplished the objectives.

Answer:-

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• Individual –needs must be considered seriously rather than group –

needs.
• Study material must be given quite in advance before training
programme, so that the participant makes him aware with the study
material and contents for training programme.
• Motive for training should not be as: “If one participant among forty or
fifty, acquires knowledge then training is useful” Instead, it should be
as: “All the participants have to acquire knowledge as much as it is
possible in the best trainings”
• A Counseling – cum – Revision session may be organized in post
training session.

• External faculty should be called again only after assessing the results
of post training evaluation.
• Suggestion may be invited from employees on training matters.
• Mangers and above may be awarded of the future benefits of training.
They should make to be realized that training is not wastage of
manpower. It’s an important issue because investment in human
resources is the best investment if company really wants to upraise
itself.
• In post- training evaluation period, questionnaire may be forwarded to
the concerned D.Os. Participants must be awarded or benefited after the
assessment of post-training results.
• Case work method can be adopted in counseling, if group work method
becomes unsuccessful.
• The feedback forms, which are filled just after which are filled just after
training, should not contain the name of trainee. Then he will reveal the
facts exactly, related in the absence of faculty.
• Training should be given only after making up the trainee for it. It may
be done by motivating by the Trainees and should be prepared for
training and then they will learn more and better during the training.

Limitations:

It is a brief conducted during short span of time. In order to know the depth one
requires a lot of information, money and involvement of manpower. As is the case
with every research effort, this study also leaves a lot of room for further
improvements.

Conclusion:

At present, there is no systematic standardization of the different training

programmes. Each organization has developed its own methods of training for both
the workers and supervision. However management must consider a systematic
training programme to improve the efficiency and morale of employees. A

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systematic training programme will help the management to standardize the job
performance as well as in selection and placement programme.

Since training is a continuous process and not a onetime affair, and since it
consumes time and entails much expenditure, it is necessary that a training
programme or policy should be prepared with great thought and care, for it would
serve the purpose of the establishment as well as the needs for employees.
Moreover, it must guard against over- training use of poor instruction, too much
training in skills which are unnecessary for a particular job, imitation for other
company’s training programmes, misuse of testing techniques, inadequate tools
and equipment, and over – reliance on one single technique. A successful training
programme presumes that sufficient care has been taken to discover areas in
which it is needed most and to create the necessary environment for its conduct.

The selected trainer should understand clearly his job and has professional
experience, has an aptitude and ability for reaching possesses a pleasing
personality and a capacity for leadership, is well versed in the principles and
methods of training and is able to appreciate the value of training in relation to an
enterprise.

Participants tend to be more responsive to training programmes when they feel the
need to learn, I e. the trainee will be more eager to learn if training promises
answers to problems or needs he has. The individual who perceives training as the
solution to problems will be more willing to enter into a training programme than
the individual who is satisfied with his present performance abilities.

References

1) HND Textbook - Business Essentials – ‘Human Resource Management ‘Published

By ‘BPP Learning’.

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