...Career Development Plan Part II - Development of Training and Mentoring Program HRM 531 October 6, 2010 Career Development Plan Part II - Development of Training and Mentoring Program InterClean has completed the staff selection process and the new sales team has been announced. The next step in moving toward the projected goals as outlined by the strategic plan is training of the selected employees. The concept associated with training is training will improve performance. This improvement will be evident in the actions of the selected employees. Trained employees will display learned changes in knowledge, skills, attitudes, and social behavior (Cascio, 2005). InterClean has accessed the training needs of the outside sales representatives and has outlined a comprehensive training and development plan that each employee in the sales department will be required to complete. Training and Mentoring Needs In order for this to be a successful proper training and mentoring must be given to the new sales team. When adjusting to a new company, employees must be willing to behave in a new way. Training will provide necessary but innovative ideas for employees. Training consists of planned programs designed to improve performance of the individual, group, and organizational levels (Cascio, 2005). A new training plan is essential after the transition to allow the employees to operate as a team. Training will allow the formation of new relationships among employees, and these...
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...Career Development Plan Part II- Development of a Training and Mentoring Progr HRM/531 March 14, 2011 Julie Gedro Career Development Plan Part II- Development of a Training and Mentoring Program With the recent merger of InterClean and EnviroTech, IntrClean has taken a giant step in achieving domestic market dominance in the sanitation industry. With the newly selected sales team in place, it is imperative that InterClean provide its team with the proper training and mentoring program in order to achieve our goal of being the industry’s leader in high quality products and services. The heart of an organization is its employees and its members (Wetland, p.01). With this concept InterClean is committed to providing an effective training and mentoring program. This report will outline training and mentoring needs, objectives of the training and mentoring program, performance standards, delivery methods, content for training and mentoring, time-frame, evaluation methods, feedback, and alternative avenues for those sales associates who need further development. Steady, long-term competitiveness requires an organization to be committed to putting employee’s first and developing quality training programs that are linked to its strategic objectives (Wetland, p.01). Quality employees equate to organizational success, whereas unqualified and poorly trained employees equate to organizational failure (Wetland, p. 01). Cascio defines training as consisting of planned programs designed...
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...Career Development Plan Part II-Development of a Training and Mentoring Program The purpose of an effective training and mentoring program is to provide the participants with knowledge and skills designed for learning and growth opportunities. Tradition training covers the basic work related skills needed to perform a task. However, new training and mentoring programs needed to drive change throughout the workplace will involve the need to enable learning and person development of people as individuals. Organizations that provide opportunities for learning and growth have a distinct advantage when competing for talented employees. The organization is responsible for providing a workplace that will support and encourage change and the individual is responsible for receiving benefits from the learning opportunities provided. Objectives for a personal development training and mentoring program are to enable learning, facilitate personal development, and helping people to identify and achieve their personal potential as well as to provide training for the skills necessary to enhance maximum performance while increasing the efficiency and effectiveness of the organization. This may involve the acquisition of new information, skills, attitudes, or patterns of social behavior through training and development. In a personal training and mentoring program, the emphasis is on providing personal performance skills and guiding the employee to move continuously in the right direction...
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...Career Development Plan Part II Training & Mentoring Program Leon Stovall University of Phoenix MEMORANDUM FOR CEO InterClean Inc. FROM: Sales Manager SUBJECT: Sales Team Training & Mentoring Plan As a result of the recent selection of our new sales team, I have created a training and mentoring plan. I have attached to this memo a training plan which outlines topics such as, new training and mentoring needs, objectives of the program, performance standards, delivery methods, content, time frames for training, evaluation methods, feedback, and remedial training. Please review this memo and attached plan, and provide any necessary input. If you have any questions you may contact me at tel: 505-463-9714 or email at: pappa_bear_07@yahoo.com. //SIGNED// Leon Stovall, Manager InterClean Lead Sales Division Attachment: Training & Mentoring Plan Training & Mentoring Plan The following training and mentoring plan has been created for the sole intent to better equip the InterClean sales team with the knowledge its employees will need to be successful in today’s vastly growing industrial cleaning arena. The plan provides the necessary information for supervisors and trainers to plan, develop, manage, conduct, and document an effective and efficient training program. Part II of the plan details the new sales team training and mentoring needs, objectives of the training and mentoring program, performance standards...
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...Career Development Plan Summary University of Phoenix Today’s economy demands that employers face the challenges that are associated with the economy, internal budget pressures, and a highly competitive business environment. Kudler Fine Foods is owned and operated by Kathy Kudler. She currently manages the business by herself which includes staffing, ordering of merchandise, marketing, and personalized customer service. With visions of growing the business, Kathy is stretched to the extreme and needs assistance with the leadership roles necessary to successfully operate and mature the business. Even though Kathy has managers and assistant managers in each store, she needs a team that can not only relieve her of some of her duties, but also assist Kathy in creating a roadmap for the envisioned future state of Kudler Fine Foods. Business Development and Excellence The proposed reorganization in the chart below will give Kudler Fine Foods the leverage and capabilities to offer not only additional products but a full range of new catering services. This proposal strives to reorganize our current staff to best draw from their talents as well as evaluate new employees for the best appointment. Proper department organization and placement of employees is critical to the success of this new endeavor. A new department has been created within the organization and is identified as Business Excellence and Development. The department will consist of five new positions to include a purchasing...
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...Career Development Plan Part II The merger between InterClean and EnviroTech is complete and now we must come full circle through training. The new sales team has been selected and ready to take InterClean and EnviroTech into the future. The new sales team is a combination of both companies’ employees; we have selected the best of the best who bring valuable experience and knowledge of the industry as well as knowledge of the products. In order for the sales team to be successful and reach their full potential there needs to be training established, thus the reason for the memo. We will be implementing a mentor program to complete the training. While the sales team brings past experience of sales it will be beneficial for them to be trained on customer service as this will be a big part of our credo and a necessity to be successful. With the newly merged companies we are also going international and have become a very diverse sales team and looking forward to a more diverse customer base. To bring the team together as one we will need to have training on building team skills and interpersonal skills. The training is not limited to the in the training room, we will be implementing not a mentoring program we will be also conducting evaluations monthly. The new training and mentoring needs As mentioned prior we have a combination of employees from both companies, do to this we will need to conduct training on the products and services we offer to the entire sales team and management...
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...Module 6 Organizational leadership 3 marks 1) What do you mean by “charisma”? Ans: Charisma is a trait found in individuals whose personalities are characterized by powerful charm and magnetism (attractiveness) and superior capabilities of interpersonal communication and persuasion. According to Weber, charisma is a pure form of authority based on the gift of divine grace. The term charisma is applied to a certain quality of an individual personality by virtue of which he is considered extraordinary and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership...
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...Practice for Mentoring™ Newly revised edition, which includes evidenced-based operational standards Sponsored by Introduction As a strategy for helping young people succeed in school, work and life, mentoring works. It helps give young people the confidence, resources and support they need to achieve their potential. But, the fact is this: these positive outcomes are only possible when young people are engaged in high-quality mentoring relationships. The Elements of Effective Practice for Mentoring holds the key to success in producing high-quality relationships. The new edition of the Elements provides six evidence-based standards for practice that incorporate the latest research and best-available practice wisdom. It also reprises advice that appeared in earlier editions on program design and planning; program management; program operations; and program evaluation. We believe adherence to the Elements will ensure that mentoring relationships thrive and endure. They include measures that any mentoring program in any setting can implement, as well as measures that any agency can incorporate within the mentoring element of broad-based, positive youth development programming. This means that community-based, corporate-based, school-based, faith-based and Internet-based mentoring programs can use the Elements to meet the specific needs of the young people they serve and the milieu in which they operate. And, it means that afterschool and other positive youth development programs...
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...Career Development Plan Part 2 Individual Assignment: Career Development Plan Part II – Development of a Training and Mentoring Program. Sherry Martin HRM/531 Example #1 Running head: CAREER DEVELOPMENT PLAN PART 2 Career Development Plan – Part 2 The second part of the development plan will address the training needs for each individual chosen to be a member of my team that will help them achieve the strategic goals for the company. To assess training needs and develop a plan to meet those needs, an analysis needs to be performed on four levels. Analysis needs to be done organizationally to determine what training is needed by employees to accomplish the strategic goals of the company. The next analysis is done on the demographics of the workers. This analysis will ask the question, are there any groups of employees that need specialized training to help them meet the goals. The next analysis should be done on the operation. This aspect will help assess what job specific requirements the employees need to be trained on. The final analysis is done on the individual level and will assess how each individual performs their job and what specific training may be necessary to help them do the job better (Casio, 2005). Organizationally, the strategic goal for InterClean is to become a global leader in providing products and solutions for all their customer’s sanitation needs. For the demographics portion of the analysis, there is no group that needs specialized...
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...Career Development Plan Part III Career Management Plan & Performance Appraisal Form HRM/531 December 7, 2010 Career Development Plan Part III—Performance and Career Management INTERCLEAN, INC NEW EMPLOYEE WELCOME PACKET PROPOSAL TO MANAGEMENT AND HR Welcome to the InterClean, Inc. Sales Team! This packet will cover several items to ensure your success with the company. In the last year InterClean, Inc. acquired EnviroTech, Inc. With this acquisition, InterClean, Inc. has taken a giant step in achieving domestic market dominance in the sanitation industry. The Leadership Team consists of: David Spencer, President and CEO Sally Lindley, CEO of EnviroTech, Inc. Division Janet Durham, Vice President of Human Resources Tom Jennings, Vice President of Marketing Sam Waters, Chief of Compliance InterClean, Inc. is committed to providing employees with every opportunity for a successful career and continued development. Communication is at the core of career success and development. Communication begins at the New Sales Employee Orientation. Orientation items: • Background and history of InterClean, Inc. • Open Door Communication Commitment – feedback to the Team and from the Team is essential. • Successful Sales Technics - Examples modeled from sales team. Presentations have developed by current sales team. • Pairing with tenured sales team member for 90 day mentorship...
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...HUMAN RESOURCE DEVELOPMENT PRACTICES: ENHANCING EMPLOYEES’ SATISFACTION ETHIOPIAN A CASE STUDY OF ETHIOPIAN ELECTRIC POWER CORPORATION A PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS AND PUBIC ADMINSTRATION OF ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ART IN BUSINESS ADMINISTRATION By DESALEGN AMLAKU ADVISOR ATO TESHOME BEKELE ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION MBAMBA-PROGRAM June 2010 ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION MBAMBA-PROGRAM TO A PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS AND PUBIC ADMINSTRATION OF ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ADMINISTRATION ART IN BUSINESS ADMINISTRATION By DESALEGN AMLAKU GUGISSA GSR /1996/01 ADVISOR ATO TESHOME BEKELE June 2010 ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMISTRATION MBAMBA- PROGRAM HUMAN RESOURCE DEVELOPMENT PRACTICES: ENHANCING EMPLOYEES’ SATISFACTION STU TUDY CORPORATION A CASE STUDY OF ETHIOPIAN ELECTRIC POWER CORPORATION (EEPCo) By Desalegn Amlaku Gugissa GSR/ 1996/01 Approved by the Board of Examiners: ______________________ ___________________ __________________ Advisor Signature Date ______________________ ___________________ __________________ Examiner Signature Date ______________________ ___________________ __________________ Examiner Signature Date Declaration I hereby declare that this project is my original work...
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...Resource Development 1. * Meaning and concepts of Human Resource Development, Human Resource Development (HRD) is considered as a vital part of Human Resource Management and it is defined as "an organized learning experience within a given period of time with the objective of producing the possibility of performance change." HRD aims at overall development of human resources. HRD is more concerned with the training and development of employees. Human Resource Development (HRD) means to develop available manpower through suitable methods such as training, promotions, transfers and opportunities for career development. A) Describe the major functions in Human Resource Development (HRD) Frame work of an organization. – 2011 * OR - Features of Human Resource Development, The nature / scope / function / characteristics or features of HRD are as follows :- 1. Training and Development: HRD involves training and developing the employees and managers. It improves their qualities, qualifications and skills. It makes them more efficient in their present jobs. It also prepares them for future higher jobs. 2. Organizational Development (OD): HRD also involves Organizational Development. OD tries to maintain good relations throughout the organization. It also solves problems of absenteeism, internal conflicts, low productivity and resistance to change. 3. Career Development: HRD also involves career planning and development of ...
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...Introduction 4 II. Elements of a Successful Motivation Program 6 1. General Principles of Motivating Employees 6 2. Employee Involvement 7 3. Business Literacy 7 4. Vision and Values 7 5. Work-life Initiatives 8 III. Practices to Inspire Motivation in Your Work Unit 9 1. Say “Thank You” 9 2. Get to Know Employees 9 3. Developing a Flexible Work Schedule for Your Unit 9 4. Upward Feedback 10 5. LSI and OCI Organizational Inventories 10 6. Nominate Staff 10 7. Create Your Own Departmental Awards Program 10 8. Encourage Staff Participation on Campus 11 9. Creative Recognition Ideas 11 IV. Great Tools to Get You Started! 13 1. Developing a Departmental Recognition Program: Steps 13 2. Elements of a Successful Recognition Program……………………………. 13 3. Motivation Survey: How to Find Out What Employees Want 14 4. Motivation Ideas to Enhance the Work Environment 14 V. Practices to Build Motivation for Individuals 14 1. Motivating with Performance Management 14 2. Create a Successful Business Literacy Training Program 15 3. Department Mentoring Program 15 4. Course Offerings by Organizational and Employee Development 16 5. University Perspective Program 17 6. Interest Testing 17 7. Faculty and Staff Assistance Program (FSAP) 17 VI. What You Can and Can’t Do: Policies, Procedures and Guidelines at the University of Colorado 18 1. Administrative Policy Statement (APS) 18 2. The Procurement Service Center (PSC) Procedural Statement: Recognition and Training Activities...
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...to retain employees. Moreover, it comprehensively analyses how motivation can directly influence on the improvement of services; increase of work satisfaction, employee loyalty, commitment and performance and modification of ethical behaviour. Finally, personal views are presented providing a wealth of personal experience emphasising the diverse incentive methodology in Queensland Government. Research has shown that one of the factors of business success depend on the effective management of employment performance through motivation. Therefore, it is necessary to understand the interconnection between motivation, incentives and performance. In the last ten years organisational behaviour has become a key topic on strategic business development among managers (Harris & Hartman, 2002ii) to reduce employment absences, low performance, staff turnover and poor customer service. MOTIVATION IN THE PUBLIC SECTOR Motivation is a difficult trend which can be influenced by many internal and external sources and has been theorised by many academics. There are as many philosophies as there are opportunities, therefore success can be achieved through implementation, evaluation and correction of different theories. In early 1990, Perry and Wise proposed the concept of Public Service Motivation (PSM). The writers explain that public servants hold a combination of values, aptitudes and interests (Perry & Wise, 1990iii) that adapt better in an organisation that “do good for others and shape...
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...University of Colorado Boulder Guide to Motivating Employees Developed by the Department of Human Resources Updated July 2012 University of Colorado Boulder Guide to Motivating Employees Table of Contents I. Introduction................................................................................................................. 4 II. Elements of a Successful Motivation Program......................................................... 6 1. 2. 3. 4. 5. General Principles of Motivating Employees ................................................... 6 Employee Involvement ..................................................................................... 7 Business Literacy .............................................................................................. 7 Vision and Values ............................................................................................. 7 Work-life Initiatives .......................................................................................... 8 III. Practices to Inspire Motivation in Your Work Unit ................................................ 9 1. 2. 3. 4. 5. 6. 7. 8. 9. Say “Thank You” .............................................................................................. 9 Get to Know Employees ................................................................................... 9 Developing a Flexible Work Schedule for Your Unit ..................................
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