Training Project
Rinaldo Glover
Baker College
May 9, 2015

Introduction Talent acquisition specialists and hiring managers must be able to partner together effectively and efficiently to ensure that the hiring needs of the organization are met. When assessing the processes within my current organization, one area that glaringly stood out as being in need of a revamp was the requisition process that hiring managers used in order to fill their vacant positions. A few items discovered were severe deficiencies on the part of hiring managers and talent acquisitions persons, ineffective processes, and redundancies. One area that both parties were able to agree on was that it was frustrating to not be able to get through the process as quickly as both would like.
Training Scope The training program will be developed in such way that it can be used for a wide range of users, from novice hiring managers to expert hiring managers. It is important that everyone gets on the same page when it comes to the recruitment and on boarding of new hires and/ or internal promotions. There are several areas of concern when it comes to this process and so many areas that could use improvement. One area that is especially troubling is that many of the hiring managers are not properly filling out the requisition request form. This form must be filled out accurately and completely to ensure that the talent acquisitions specialist assigned to the position is not spinning their wheels to fill a position that may not actually be approved for hiring. The training will include step by step training on how to properly fill out this form. It has also come to the attention of many that the hiring managers are not properly trained on the Jobvite software. The software is an important part of the partnership between the hiring managers and the talent acquisitions team. The software provides real time information for all parties involved in the hiring process. When any of the steps in the process are missed or circumvented it then in turn causes other processes that are in place to fail. This training will be computer based so that the managers are able to work in the environment that they will actually be working. The final area of concern that was identified was the ordering of items that the hiring manager would need to have in place when their new hire starts. This has been a very frustrating part of the process as there have been times when new employees started work and did not have proper equipment, desk space, or credentialing in order to hit the floor running day one. This can be extremely frustrating for the hiring manager as it very likely that things were getting behind in the waiting period for the new hire to begin. As well, it can be frustrating for the new hire as they are excited to begin work and they are not able to do this because they do not have the required tools. From a training and development as well as the human resources standpoint this is quite an embarrassing moment because it reflects negatively on the processes that are in place. This gives the new employee the perception that the organization is not well organized and there are holes in the process.
Training Design I. Title
Requisition and On Boarding Training for Hiring Managers II. Purpose Statement The purpose of the Requisition and On Boarding Training for Hiring Managers training is to promote and support the partnership between hiring managers and the talent acquisitions team. The trainings are being designed to meet individual, department, and the needs and objectives of the organization. III. Audience Description The target audience for this training would be those persons that have recently been promoted into a hiring manager role or those managers that have had hiring authority but would like to refresh their skills. The trainees are expected to have a general understanding of the requisition process. IV. Duration In order to ensure that a quality effective and efficient training program is conducted, it is estimated that the training will take approximately 6 hours. V. Prerequisites
The prerequisites for the Requisition and On Boarding Training for Hiring Managers is that the person taking the course must be that the person has recently moved into a hiring manager role or they are currently a hiring manager and wants to retake the training to ensure compliance. VI. Constraints
When assessing the needs for this training there were a few constraints that did come to mind. At times these constraints would make the entire training seem as though it may be a waste of time because the training would not be effective or efficient but the pros of this training drastically outweighed the cons and therefore makes this training a necessary step in the progress that the organization is working towards. The organization is a very large organization with locations throughout the country. The first constraint that came to mind was being able to train those individuals that were in need of the training despite their location. With all of the technology available within the organization it has been determined that the training can still proceed. With the use of the organization’s Lync system, a training can be conducted that would be able to be viewed simultaneously by all trainees. Lync also has video, which is a great tool that would allow the trainees to see the facilitator and give the feeling of a more realistic learning experience. The second constraint that many believe exists would be the availability of staff. Currently the training and development department is being run by one person. This person handles all of the training needs for the entire organization. Adding another recurring training session would undoubtedly leave her very little time to address the other needs that may arise. However, recently it has been announced that is help on the way. The addition of a coordinator will allow the training and development specialist the flexibility to focus on other organizational needs the “New Leader Training,” while the coordinator facilitates some of the trainings that are currently being facilitated by the specialist. VII. Content Learning Activities Outline The first 2 hours of the program would be all about the requisition form. This form is very important for a variety of reasons such as: it gives the recruiter information about the salary range, locations that the candidates can be located, information for the finance department to ensure that the position is approved for funding and a few other important reasons. This form should undoubtedly be discussed from top to bottom. The method and strategy for this training should be of a pedagogical strategy. Pedagogy is best described as the traditional instructional approach such as a teacher directed learning theory. When facilitating from a pedagogical strategy one of the first things that an instructor should do is state the objective of the class at the very beginning. When the facilitator states the objectives in the beginning this is getting the learners in a state and mindset to identify what it is that they are going to learn from a particular lesson. The objective for the job requisition form portion is for the hiring manager to be able to complete this form with little to no mistakes. As well, the desired outcome is for the hiring manager to take pride in being able to submit a requisition form completely and accurately with no delay so that their positions are filled at a quicker pace. Varying teaching methods is another example of a pedagogical strategy. This training should include lecture, discussion and small groups. The lecture portion of this particular training comes in when giving the reason for the requisition form. After the lecture, a discussion should be had by all parties, including the facilitator, to discuss any questions that others may have. This will also give the group the opportunity to possibly discuss any areas of concern with the form. Many times, organizations like to think that they have a form figured out but when someone from outside a particular department looks at the process they are able to see deficiencies or areas of improvement. Finally, there should be a small group activity. This activity will allow the group to interact with each other and even possibly get a little role play going. When they are actually allowed to fill out the form on their own, with their peers it gives them a sense of being able to complete the task without the help of the facilitator. One other strategy that should be incorporated is providing the learners with a written version of what it was that was discussed. This is probably one of the key strategies when using the pedagogical strategy. By giving the learners something to refer back to, this will help to reinforce what it is that was lectured, discussed, and worked on in the groups. Finally, an evaluation should be done on this portion of the training. The evaluation should be done after the hiring manager’s first hire after the training. Some may think that this is the wrong time to do the evaluation, but there can really be no confirmation if the training was successful until the manager is required to do the form. However, there should be an evaluation of the overall training program at the end of the six hour training. The next 4 hours of the training should be spent working with the hiring manager on the Jobvite software and equipment ordering. These two actually go hand in hand because once a candidate has been identified in Jobvite it will trigger other software to send out emails to all those that will have a hand in ensuring a smooth on boarding process for the new employee. This software is probably the largest communication tool between the manager and talent acquisitions. The strategy that should be used for this process would be the andragogical approach. The adragogical approach makes this most sense for this particular part in the training in that: 1. Adults have a need to know why they need to learn something 2. Adults learn through experimentation 3. Adults approach learning in a way similar to problem solving and 4. Adults learn the best when the information being provided is of immediate value. When the hiring manager is promoted into a new role this is reason enough for them to have to learn the information that is being presented. However, for some it may have to be broken down a little further as to why they must learn to use the Jobvite software properly. This training will be accomplished by using simulated a training version of the software. This allows the learners to freely explore the software, which allows them to familiarize themselves with the tasks they will be doing in the software. Finally, by allowing the learner to freely explore the software it gives them the insight to see the immediate value into what it is that they are learning. VIII. Transfer of Learning Strategy The greatest part of this entire learning design is that it is easy for the learners to see how this information will transfer to their new jobs and responsibilities. Some examples of how they will this transfer would be the written examples that they are able to take with them and the training in the training version of Jobvite. Since they are allowed to practice doing the tasks in the system they are able to get into a routine. As well, the facilitator should challenge the learners to self monitor themselves. When they are able to go back and evaluate what it is that they are doing the manager can then make a determination if they need a refresher course to ensure that they are continuing to do things the proper way. As well, the organization must determine a way to hold managers accountable for the instruction they were provided. IX. Evaluation The evaluation process is probably the most critical and most important part in the entire training design cycle. Once the training has been evaluated the training team can then determine what if any changes should be made to the training program. This is a cycle because it is ever evolving in such a way that it should only improve. Each learner will receive the following evaluation form:

| Poor | Fair | Good | Excellent | The objectives for the training were clearly defined | | | | | The trainer had a good grasp on the subject matter | | | | | The trainer was able answer any questions that had | | | | | Participation and interaction were encouraged | | | | | The content was organized and easy to understand. | | | | | The allotted time for the training was adequate | | | | | How would you rate the overall skills of the trainer. | | | | | What was the most enjoyable part of the training? What was the least enjoyable part of the training? How much more confident are you in the ability to do your job as a result of the training? Please feel free to share other comments and/ or concerns.

References
Andragogy (Malcolm Knowles). (n.d.). Retrieved May 12, 2015, from http://www.instructionaldesign.org/theories/andragogy.html
Andrological and Pedagogical Training Differences for Online Instructors. (n.d.). Retrieved May 12, 2015, from http://www.westga.edu/~distance/ojdla/fall43/gibbons_wentworth43.html
Can They Do It in the Real World? Designing for Transfer of Learning by Patti Shank : Learning Solutions Magazine. (n.d.). Retrieved May 12, 2015, from http://www.learningsolutionsmag.com/articles/288/can-they-do-it-in-the-real-world-designing-for-transfer-of-learning
Pedagogical strategies for working with students with Learning Disibilities. (n.d.). Retrieved May 12, 2015, from http://www.users.drew.edu/~sjamieso/LDpedagogy.htm